Posts in Supply Chain Resiliency Management

Sharing Business Continuity Plans Benefits Both Suppliers & Customers

May 20, 2015 Posted by Supply Chain Resiliency Management, Supply Chain Visibility 0 thoughts on “Sharing Business Continuity Plans Benefits Both Suppliers & Customers”

Author: Bindiya Vakil

Business continuity management (BCM)'s scope is perceived largely as internal to company's operations. In today's environment, biggest risks are from raw material suppliers or external partners.

Increase your company's supply chain visibility with ResilincWith any supply chain disaster, the rippling effects of factory damage or shut downs can be immediately felt. Take the 2011 Japanese earthquake, as an example. Factories affected by the disaster were shut down, resulting in parts shortages at major suppliers which caused lines down and factory down times at large automotive manufacturers.  The impact rippled through the supply chain layers.  High tech, automotive, aerospace and other sector companies quickly found out that some of their suppliers were located or dependent on Japanese manufacturing facilities days and weeks after the event.  Many supplier dependencies were not identified until much later.

I believe that in any case of supply chain disasters, there are major supplier information “blind spots” that you likely have experienced firsthand, as a supply chain practitioner.  These information black holes are around suppliers’ manufacturing locations, sub-contractor dependencies and business recovery strategies.  But mapping out the entire supply chain across all layers can seem like an insurmountable challenge.  However, a good starting point is to take all the direct suppliers and map their manufacturing locations, alternate sites and collect information about how and where they plan to recover business in case of a major crisis.

Supplier or partner Business Continuity practices & recovery plans are largely unknown by most companies. The 2010 BCI Survey reveals that only 7% of companies have been able to get suppliers to adopt business continuity planning.  Of these companies, only 50% have gotten suppliers to share details about their business continuity practices.

This makes managing disastrous events and supply chain risk extremely challenging, not only for the customers, but also for the suppliers impacted by the event!  In the immediate follow up to an event, suppliers are busy trying to assess impact, account for people and damage to facilities and taking recovery actions.  Their customers are reaching out with questions like: did you have a facility here, what did you build for me in this facility, are there other sites where you can build this, are these sites currently building this part, if not, are they qualified etc.  How long before the alternate site will be up and running?  How long will allocation last? When you multiply these questions by the hundreds of customers who are thrown in a spin, you have a truly chaotic scenario.

Critical supplier resources are then busy responding to customer inquiries and unable to focus concentrated efforts on the really critical activities such as: assessing damage, activating continuity plans, moving people, tooling, resources, equipment, re-routing raw materials, bringing up alternate sites and sources, placing new POs, coordinating repairs and resuming supply etc.  This further compounds delays – suppliers and customers both lose in this scenario.

Providing business continuity plan information proactively to customers helps suppliers too!  They can reduce the amount of inquiries and improve the type of questions they have to face in a crisis.  If their customers already know where parts are built, what other sites can build them, how long it takes to recover etc. then the conversation can be: what can we do to help speed up your recovery? After all, this is at the heart of the problem.  In a supply chain disruption, both parties are hurting and it is in both parties’ best interest to gain the fastest recovery possible.

There is an important take away in any crisis - what we can do so next time we are better informed, better prepared, more resilient, more collaborative etc

Supplier business continuity information is not a ‘nice thing’ to have – it is a strategic priority for customers, has important benefits for suppliers and can really help companies to change the language of crisis response.  It is a connected world out there. E.g. automotive and its dependence on high tech suppliers.  Business continuity information sharing can change the language of crisis response.


Bindiya Vakil is the CEO and Founder of Resilinc. You can read more of her series here.

Supply Chain Mapping Forms the Foundation for a Robust SCRM Program

January 30, 2015 Posted by Supply Chain Resiliency Management, Supply Chain Visibility 0 thoughts on “Supply Chain Mapping Forms the Foundation for a Robust SCRM Program”

Author: Bindiya Vakil

Supply Chain Mapping is a Critical Part to a SCRM StrategyAlmost every article about supply chain risk management begins with the complexity and global reach of today’s supply chains.  Over the last fifteen years, companies have made some very critical supply chain enhancements – sourcing from low cost countries, outsourcing manufacturing to sub-contractors across the globe, and going lean.  I characterize these enhancements as Supply Chain 2.0.

The outcome of Supply Chain 2.0 is that in effect, we have stretched our supply chain and left very little room to absorb even minor blips and disruptions.  We have very limited, or no information about a vast majority of our suppliers.  At the same time, this global reach has created many additional areas where the supply chain is exposed to disruptions.  Port delays, transportation delays, increased material handling and product damage, long inflexible transit times, local business environment and infrastructural dependencies etc.  Most companies are unaware which global regions they have exposures to until a supplier calls to extend lead time for a critical component.

Often after a supplier calls, the company scrambles to find out which other suppliers might be in the impacted zone and what other parts or products might be disrupted.  And when there are hundreds of suppliers, where do you start?

We have found in working with our clients that raw material or component disruptions are the most frequently occurring events that disrupt their supply chain.  Some are rooted in catastrophic events but often the problems build up over a period of time.  For example, Chinese New Year comes around every year.  Yet, without adequate knowledge about which suppliers are located in China, customers have no way to determine which suppliers they should proactively work with to build ahead.

Dependence on scarce raw materials, capacity utilization trends and products dependency mapping is another area where proactive management is essential.  For example, the Apple Watch has experienced launch delays because of the failures of a critical supplier, one of Apple's main sources of scratch-resistent sapphire goods.

Over 80% of enterprises suffered at least one supply chain disruption this past year (BCI/Zurich, "Supply Chain Resilience 2014")!  This alarming statistic proves that we have arrived at the point where strategic investment in resiliency is no longer optional.

51% of disruptions originated below their tier one suppliers. And 74% of companies do not even have full visibility into their supply chains. This remains increasingly important as 24 cases of unique supply chain events or disruptions can occur somewhere in the world each month. That is, roughly one every day.

The next generation of supply chain innovation will be driven on the resiliency front, what we like to characterize as Supply Chain 3.0.  This is the resiliency-optimized supply chain.  And we believe that the very foundation of the new paradigm is supply chain mapping.

Supply chain mapping to identify origin and path of components as a capability is no longer simply a nice thing to have.  A robust mapping platform provides a foundation for a rich set of analytics that can help large corporations with extensive and complex supply chains to make quicker decisions, proactively identify vulnerabilities, quantify exposures and take evasive action.

Supply chain mapping also drives capabilities beyond just risk management.  Country of origin, localization, carbon footprint analytics, currency risk and pricing trends, fuel price impact analytics – these are just some examples of capabilities that would be enabled.  In short, this is an investment that pays off many times over.


You can read more by Bindiya Vakil, CEO and Founder of Resilinc, here on her series on supply chain resiliency management.

Two Keys to Gaining End-to-End Supply Chain Visibility

November 14, 2014 Posted by Supply Chain Resiliency, Supply Chain Resiliency Management, Supply Chain Visibility 0 thoughts on “Two Keys to Gaining End-to-End Supply Chain Visibility”

Author: Charlotte Hicks

Pharmaceutical supply chainRecently, while reviewing Zurich’s Supply Chain Resiliency 2014 report, I came across an interesting statistic: 51% of respondents report having a disruption below a tier 1 supplier, however only 27% of the respondents monitor below tier 1. I began to wonder, if there is a significant probability that a company will have a disruption in the sub-tiers, why aren’t more companies taking proactive steps to monitor the sub-tiers? Then I thought about my own experiences as a risk mitigation manager in the chemical and raw material supply chain and the challenges I had monitoring the sub-tiers. It really came down to two factors: supplier trust and supply chain manager time.

Supplier Trust

When it comes to chemicals, there are only a handful of basic manufacturers of a commodity chemical. Many of our tier 1 chemical suppliers do not make the actual chemical, but buy bulk material and purify/down pack. When asked for information about their sub-tier supply chain network, suppliers lack trust that the information won’t be used to buy direct. While this scenario doesn’t happen often, getting burned once is enough to make suppliers cautious. As a result, requests for sub tier information required non-disclosures, which frequently takes a bit of time to execute.

Supply Chain Manager Time

With all the other fires I had burning around me, proactive supply chain mapping occurred in my spare time. As a result, I often relied on my suppliers to monitor sub tiers on my behalf and communicate openly with me. Unfortunately, depending on others to monitor sub tiers is risky because many of them do not have the time either. Further, being proactive with supply chain information is not always in the supplier’s best interest, as it can cause hoarding of materials by some customers. This can cause a distortion or sub-optimization in the allocation of supplier capacity by creating supply shortages for other customers.

Overcoming the Hurdles

One of the benefits of using a state-of-the-art supply chain mapping tool to achieve end-to-end supply chain visibility is the potential to successfully bridge the trust and time barriers.

Supply chain mapping and risk management tool vendors are viewed as a neutral third party in the eyes of their suppliers. In the case of Resilinc, we map, not source. As a result, the supplier base is comfortable working with companies like Resilinc, which is reflected by the fact that we have a supplier participation rate of over 90%. Further, prior to beginning the project, Resilinc will oversee a non-disclosure administration to ensure that all parties are covered. Ultimately, the benefit to customers is that you have visibility deep into the supply chain. When combined with a 24x7 disruption event monitoring service, companies have early detection and analysis of potential impacts. By sharing this intelligence with your supplier, you build trust by helping them be proactive and protect their business.

To overcome the “Time” hurdle, your vendor offering may also assign a project manager to manage the mapping process. In the case of Resilinc, this manager will coordinate and provide supplier on-boarding, data collection, quality control and data uploads. This allows you to make great strides with your supply chain mapping initiative without diverting your associates from their core responsibilities. As a result, you optimize your time to value.

So back to the original question… If there’s a 51% chance you will have a disruption in your sub-tiers, but most companies, including your competitors, don’t monitor those levels, could there be a competitive advantage in doing so?  I think most definitely.


Click here to learn more about supply chain event monitoring.

Debunking the Myth That There Is No Supply Chain Risk Management Budget

October 17, 2014 Posted by Supply Chain Resiliency Management, Supply Chain Risk Management 0 thoughts on “Debunking the Myth That There Is No Supply Chain Risk Management Budget”

Author: Bindiya Vakil

budget

Many supply chain professionals today believe that companies just don’t have the budget for supply chain risk management.  I want to put this argument to rest.  Almost all companies spend time, money, effort and resources on managing and mitigating supply chain risks. This includes finding alternate sources for their parts.  Companies spend millions on inventory optimization and other software to put in place optimum buffer levels to protect their business.  People focus a portion of their time developing supplier relationships and executing risk mitigation strategies to protect their business.  All of this effort and dollars constitute the supply chain risk management budget.  It is rare to find a company out there which ignores all of these activities completely.

Common Misconceptions

The misconception about the budget for SCRM arises from the fact that the budget for these activities typically sits within the normal operating budget.  It is usually not explicitly segregated.  So the good news is that supply chain risk management is an integral part of every company’s every day operations.  The opportunity (not bad news) is that for the most part, risk management activities are mostly ad hoc and are done without a unifying framework or explicitly stated strategy.

Supply chain resources are mostly focused on the here and now problems – my shortage today, that excess I need to disposition to meet my inventory turns target, this quality issue, that ECO and so on.  They have very little time to step back and look at risk strategically.  This is why they focus on inventory as the most common strategy for risk management.  They don’t have the information or analytics readily available to pursue other more effective strategies targeted at the specific exposure.

This lack of time and perceived lack of budget is the opportunity.  If resources have very limited time, then supply chain executives need to make sure that their organizations optimize this time to mitigate the right set of risks.  The need is to have information and analytics at their fingertips so they can direct their efforts to the right set of risks.  The limited time and resources should be used towards executing a mitigation strategy that really addresses the right critical part and the right exposure for that part.  Incidentally, critical part/supplier here is not defined in terms of spend but in terms of impact to business of losing its supply!  And inventory and second sourcing are not always the right solutions.  In fact, inventory can create exposures to other risks like obsolescence, and second sourcing can be expensive and time consuming (more on that to come).

AMR’s 2008 Global Enterprise Application Market Sizing Report supports this assertion that the need for better more deliberate SCRM will cause companies to adopt optimization and simulation tools.  Below are additional findings from AMR’s 2007 survey of 89 manufacturing & retail companies on Managing Risk in the Supply Chain (Hillman & Keltz):

“SCRM is an increasingly important initiative for supply chain and operations professionals. 46% of firms plan to implement or evaluate SCRM technology in the next 12 to 24 months.  One-third of firms say they have dedicated budget line items for SCRM activities.  54% of firms plan to increase their budgets for SCRM over the next 12 months. Of those firms, the average spending increase will be 17% year over year.”


Bindiya Vakil is the CEO and founder of Resilinc. She will be part of a panel on "Risk Mitigation: Contingency planning and the art of always being prepared" at the upcoming 8th Annual Hi-Tech & Electronics Supply Chain Summit this October 28th, 2014. To hear Bindiya speak, register here.

High Tech Companies Are Pioneering Supply Chain Risk Mitigation & Resiliency

August 14, 2014 Posted by High-Tech, Supply Chain Resiliency Management, Supply Chain Risk Management, Supply Chain Visibility 0 thoughts on “High Tech Companies Are Pioneering Supply Chain Risk Mitigation & Resiliency”

Author: Jon Bovit

High tech companies have historically found innovative ways to make their supply chains agile, flexible and circuit boardresponsive to supply and demand shifts. Still, pain points remain. For example, they are faced with local regulatory pressures, supply chain risk and the rapidly increasing costs of outsourcing in traditionally low-cost geographies. These pain points are compelling electronics OEMs to restructure their global supply chains in order to respond more quickly and flexibly to new threats and challenges.

If history is a guide, the high tech industry might have an advantage in pioneering much-needed supply chain risk management practices. Technology companies have traditionally been at the forefront of tackling significant supply chain issues and achieving a competitive edge in designing best practices that benefit their own bottom lines while influencing how others operate both within the high tech sector and in adjacent industries.

Many of the tech sector’s innovative supply chain practices directly stem from the need to manage short product lifecycles, first-to-market competition, and an ever-changing global supply-and-demand landscape. The high tech supply chain focus on agility and flexibility has made high tech companies faster in responding to changing situations. Tech companies have put in place visibility tools to track, at least to some degree, component shortages, replenishment orders, delivery issues and other related activities. And they are beginning to figure out how to tap into the huge piles of big data being collected, evaluate supply-and-demand trends and get closer to the end customer.As impressive as these strides have been, however, none of them yet go far enough to mitigate large-scale risks. The floods in Thailand, the earthquake/tsunami in Japan, a prolonged global economic downturn and legislative changes to the sourcing and management of hazardous substances and conflict minerals show how vulnerable the technology industry still is to man-made and natural disasters and disruptions.

For example, at Resilinc, we tracked 293 global supply chain disruptions – including natural disasters, factory explosions, labor disputes, power outages, chemical spills and geopolitical upheaval – during a 12-month period. Our findings were astonishing. We discovered that roughly one disruption a day wreaks havoc somewhere in the global supply chain. Simply put, this means globally interconnected supply chains will face more risks globally, and any disruption’s ripple effects will touch more companies and more tiers of the supply chain.

Man-made and natural disasters will continue to test the tech industry’s supply chain, so it’s time for tech companies to pay closer attention to the gaps affecting operational and supply chain resiliency. Several pain points are now plaguing high tech companies, including a lack of full supply chain visibility, inefficient ways to track disruptions worldwide, and short-sighted emergency responses leading to a negative impact on long-term revenue and profits.

As a result, we see the high tech industry taking the lead in critical focus areas that could help companies both to initially build tougher supply chains able to withstand and quickly recover from disruptions, and eventually to migrate to more predictive risk-reduction modeling capabilities. Their challenge lies in identifying, mapping and planning for risk; monitoring relevant supply chain events, and implementing measures that protect them against global multi-tier disruptions in hours rather than weeks or months.


Our whitepaper, High Tech’s Next Big Supply Chain Undertaking, provides a more detailed discussion of how to meet the challenge of building tougher supply chains, SCRM, and creating more predictive risk-reduction modeling capabilities. Take a look here.

Supply Chain Resiliency Assessment: Setting the Foundation

August 1, 2014 Posted by Supply Chain Resiliency, Supply Chain Resiliency Management, Supply Chain Risk Management, Supply Chain Risk Mitigation 0 thoughts on “Supply Chain Resiliency Assessment: Setting the Foundation”

Author: Bindiya Vakil

How Resilient is Your Company's Supply Chain Risk Management Strategy?

Different businesses achieve varying levels of maturity in their practice of supply chain resiliency management.  At one end of the spectrum, well defined resiliency considerations are explicitly incorporated into processes and tools--indicating a high level of maturity.

At the other end, risk is weighed implicitly as different people across the company apply their personal risk tolerances.  Most companies fall somewhere in the middle of these two extremes.  The first objective is to understand where the organization falls along this spectrum.  So, you may ask: how resilient is my company's supply chain risk management strategy, and where do I start?  Building a supply chain risk management program can be accomplished via a resiliency assessment effort.

Resiliency Blind Spots

A resiliency assessment exercise begins with determining what type of risk related data is maintained and periodically tracked throughout the organization.  This helps to distinguish the known versus the unknowns and identify resiliency “blind spots” from an information and intelligence perspective.  Some companies track financial resiliency of suppliers who are public companies since this data is available through Moody’s, D&B or other sources.  Some operational teams run metrics to determine on time delivery performance of their suppliers and others supplement this with intelligence about suppliers’ flexibility, strength of their contracts, quality performance of their components, etc.  Mapping what is known helps to pinpoints areas where information needs to be collected.

  • Spend Based: Most companies use the 80-20 rule for supplier management – they actively manage the 20% suppliers who have 80% of the overall spend.  While efficient from a spend management standpoint, this practice leaves resiliency gaps.  For a product to be shipped, every single part has to be available.  Some years back, a German automaker had a disruption at their cup holder supplier.  This rendered expensive US bound luxury cars un-shippable...  Thus, from a resiliency standpoint, each part is needed.  This is not to advocate establishing deep supplier relationships with all the partners as this is commercially unfeasible.  Many blind spots can be eliminated by tracking key pieces of information collected from all suppliers.
  • Location Based: Most companies lack supply chain visibility into their suppliers’ manufacturing footprint.  With more suppliers manufacturing components in lower cost countries, it is important to understand the locational risks that are inherent in different geographies, be it local or macro level.  With greater prevalence of outsourced manufacturing, a sub-contractor dependency can develop.  In the high tech industry, Taiwan-based TSMC or UMC are examples of this.  Many fabless semiconductor companies use these highly sophisticated wafer fab companies and create an indirect and sometimes unknown dependency.  In some cases, dual sourced parts can be traced back as originating from the same sub-contractor. Lack of information creates difficulties in applying an appropriate mitigation strategy to attain desired thresholds.  For example, an auto maker might decide to hold high levels of inventories for inexpensive components using lead times as a gauge.  However, lead times can be artificially low.  In the absence of visibility to where they originate, the right inventory level can only be guessed.  Likewise, if an alternate source uses the same sub-contractor to make the part, then second sourcing is not necessarily the right strategy to cover location based risks.  An initial resiliency assessment should expose these unknowns for the company to decide whether to fix the blind spot.
  • Impact Analytics: Other information is more intrinsic - since supply chain organizations are primarily cost centric, most of the prevalent analytics is related to spend.  Robust revenue impact analytics which can pinpoint critical components, nodes or suppliers is not always available.  However, this type of analysis can really help identify top business priorities where mitigation efforts should be focused.

Focused Risk Mitigation for Maximum Impact

Combining intrinsic impact analyses with supplier resiliency intelligence can highlight the biggest vulnerabilities and highest risks.  Armed with this type of intelligence then, a risk manager can clearly articulate where the bulk of efforts should be focused in the short run and how to effectively spend risk mitigation dollars.  They can also decide on the mitigation strategies that will address most of the biggest risks.

A robust resiliency assessment effort identifies blind spots, generates revenue impact analytics and helps identify critical areas.  It really helps to set a foundation for supply chain resilience where the right set of information is defined that can drive resilient decisions.  It paves the way to define risk tolerance levels and choose appropriate mitigation strategies that will address the right set of risks.  Most of all, it helps companies to focus efforts and money for maximum impact.


Bindiya Vakil is CEO and founder of Resilinc and is a recognized thought leader in the area of supply chain risk management. She has been a practitioner in high-tech supply chain management with companies including Flextronics, Cisco and Broadcom. Ms. Vakil has a master’s degree in supply chain management from MIT and an MBA in Finance.  She is a published author and frequent speaker at top supply chain conferences and universities on the topic of supply chain resiliency. Ms. Vakil’s concept of “Design for Resiliency” is being widely adopted as a best practice in the industry. 

Click here to read more in her ongoing blog post series.

Building a World Class Supply Chain Risk Management Program

July 15, 2014 Posted by Supply Chain Resiliency, Supply Chain Resiliency Management, Supply Chain Risk Management, Supply Chain Risk Mitigation 0 thoughts on “Building a World Class Supply Chain Risk Management Program”

Author: Bindiya Vakil

For many companies, building a supply chain risk management program is stymied by the lack of a unifying framework, methodology and toolkit.  I will outline what characterizes a world class program and how to go about making supply chain resiliency a reality for your organization.

The five basic tenets for a successful resiliency management program are as follows:

  1. Executive sponsorship, top down focus and funding for resiliency management
  2. Metrics tied to rewards to ensure adequate focus and resource commitment
  3. Embed resiliency into the organization's culture using an analytics + tool + process approach
  4. Focus on resilient product design through "risk optimized" component, supplier and manufacturing choices
  5. Robust crisis preparedness efforts to ensure "first on the scene" and coordinated response

This is the end vision where policies, tools, processes, people, analytics and metrics are all in alignment.  This is a multi-year ongoing commitment to resiliency management.  The idea is that information and intelligence is available in the right forums to the right people to make resiliency-optimized choices.  For example, supplier resiliency scores are available to product design teams choosing suppliers on a new product.  Component revenue impact and resiliency score is available to a test team deciding between testing a second source vs. a new product.
Metrics and Tools
Analytics and metrics help to quantify resiliency and measure progress.  Simple analytics that bring different streams of resiliency data together into a single actionable scorecard can facilitate comparison.  These metrics can be made meaningful by associating progress with rewards and compensation.  Tools to manage these metrics can facilitate accuracy, uniformity and ease of use.  In order to operationalize resiliency, people have to adopt metrics.  If manual effort is needed to gather data and calculate scores, this is sure to lose interest.  Tools that bring together important dimensions of resiliency, cost, etc. are viewed positively and have a better shot at adoption.
Processes and Controls
Embedding these metrics into processes ensures that the discipline of weighing resiliency considerations is followed.  Exception processes should be put in place for certain key elements.  For example, a product design engineer wishing to design in a financially weak supplier into a new product would have to get approval from a superior – this creates oversight and ensures that different considerations are properly weighed.  This also sets the stage for informed risk mitigation if the decision is to go forward with the weak supplier due to cost or technology considerations.  Contract language, higher inventory levels, capacity options or second sourcing efforts can be implemented right away to mitigate the risk of a future bankruptcy.
Executive sponsorship and GoalsResiliency thinking starts at the top - executive alignment and buy in is crucial.  Goal setting should account for resiliency constraints.  For example, a company with manufacturing in China should carefully set inventory turns targets.  Strategic inventory buffers which protect against unforeseen events and demand supply mismatch should not be dismantled to meet turns targets.  This is possible with executive sponsorship for resiliency.  Additionally, a top down focus ensures that there is uniformity in how the organization implements resiliency so that a cost driven business unit does not always outperform a resiliency driven business unit on short term deliverables.  Funding is critical for appropriate tools to be adopted, mitigation strategies implemented and recovery efforts tested.
“First on the scene” with Crisis Management Excellence
With all these efforts in place, however, the perfect storm will form eventually.  Therefore, it is important to simultaneously have real time intelligence to monitor global events and anticipate possible impact as quickly as possible.  The company that is “first on the scene” has valuable early mover advantage in securing available capacity and supply.  Best in class crisis preparation exercises involve identifying and training people about “who does what”, “who says what” internally and externally with customers and the media.  The streamlined flow of information between the supplier and customer minimizes chaos, reduces misinformation and allows faster decision making.  Clearly defined and tested engagement models help to ensure that the supplier knows how to communicate effectively with all the right people at the customer.
As I have shown, a world class resiliency program comprises a robust proactive and reactive engine that helps avoid disruptions, and mount a coordinated response if a disruption does occur.  Having established a clear picture of the end state, we now can begin to outline the first steps to get started on this path.  My next few blog posts will be about the foundational activities that can build a strong information centric environment for resiliency.


 

This is the second post from Bindiya Vakil, Resilinc's CEO and Founder. She is a recognized thought leader in the area of supply chain risk management, and has been a practitioner in higtech supply chain management with companies including Flextronics, Cisco, and Broadcom. She holds a master's degree in supply chain management from MIT and an MBA in finance. Ms. Vakil's concept of "Design for Resiliency" is being widely adopted as a best practice in the industry. She was named a Top Female Supply Chain Executive in 2013 by Supply and Demand Chain Executive.

You can read her first blog post here, as well as listen to her speak in our upcoming webcast on conflict minerals compliance this Thursday, July 24th, 2014, at 2:00 PM ET.

© 2018 Resilinc Corporation. All rights reserved.