The increasing instability in the Middle East, precipitated by the Arab Spring, necessitates global firms to better accentuate political risk and conflict, including terrorism and kidnapping for ransom, in their daily operations.
May 8, 2013
The increasing instability in the Middle East, precipitated by the Arab Spring, necessitates global firms to better accentuate political risk and conflict, including terrorism and kidnapping for ransom, in their daily operations.
At a time when extreme weather events are frequently occurring, leaders within the United States commercial real estate industry are largely unprepared to maintain daily business operations according to a recent IndustryEdgesurvey conducted by Travelers.
The possibility of an evacuation of personnel and their families from a manmade or natural disaster keeps many security directors up at night. Evacuations are logistical ballets, where all moving parts must be practiced and happen in just the right order to be successful. And the plans must also include contingencies for the unexpected black swan events.
In my previous article on PSIM ROI, I explained how organizations can use PSIM to achieve operational savings. In this second installment of my two-part series on PSIM ROI, I’ll explore a less obvious (hidden) PSIM ROI which can be achieved through better security.
Regardless of your products, your company most likely sources raw materials, parts, finished goods or packaging from foreign business partners. Leveraging business partners, as opposed to building their own foreign production capabilities, allows companies to shift suppliers to low-cost regions without worrying about their foreign investments. Every year the global supply chain and the flow of international goods continues to increase.
Nearly 75 percent of companies experienced at least one supply chain disruption in 2012, with an average of five, according to the 4th Annual Supply Chain Resilience 2012 Survey.