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Importance of emergency management programs for dams and hydropower projects – Canadian perspective and Nepalese context
Published in Jean-Pierre Tournier, Tony Bennett, Johanne Bibeau, Sustainable and Safe Dams Around the World, 2019
M. Acharya, C.R. Donnelly, J. Groeneveld, J.H. Rutherford, T. Bennett, A. McAllister
A Prevention and Mitigation Plan includes actions to be taken throughout the life cycle of the dam to identify and reduce vulnerabilities. The objective of this plan is to prevent an emergency from developing and/or to reduce/eliminate the effects of an emergency. Ongoing actions to prevent hazards from developing into catastrophes, to reduce or eliminate vulnerabilities and to increase community resiliency are critical elements of the mitigation and prevention phase. A Recovery Plan outlines the actions to be taken after an emergency to return the situation to a normal or near normal condition and to restore stability and business continuity. The recovery phase includes all decisions and actions needed to restore basic services, clean debris, rebuild or repair infrastructure.
Crisis Management
Published in Michael L. Madigan, Handbook of Emergency Management Concepts, 2017
When a crisis will undoubtedly cause a significant disruption to an organization, a business continuity plan can help minimize the disruption. First, one must identify the critical functions and processes that are necessary to keep the organization running. This part of the planning should be conducted in the earliest stages and is part of a business impact analysis phase that will signpost “How much does the organization stand to lose?” Each critical function and or/process must have its own contingency plan in the event that one of the functions/processes ceases or fails, then the business/organization is more resilient, which in itself provides a mechanism to lessen the possibility of having to invoke recovery plans. Testing these contingency plans by rehearsing the required actions in a simulation will allow those involved to become more acutely aware of the possibility of a crisis. As a result, and in the event of an actual crisis, the team members will act more quickly and effectively.
Risk Management
Published in Titus De Silva, Integrating Business Management Processes, 2020
A business continuity plan is a collection of procedures and information designed and maintained for continuing the business operations in case of a disaster or an emergency. It has three essential elements (Doughty, 2001; Department of Education and Training, 2015): (a) preventing a disaster from occurring (prevention plans); (b) responding to a disaster during and after the event (emergency response plans); and (c) resumption of time-sensitive operations quickly after the event (resumption plans).
Supply chain coordination with random yield and demand uncertainty
Published in International Journal of Management Science and Engineering Management, 2018
Brojeswar Pal, Shib Sankar Sana, Kripasindhu Chaudhuri
With the rapidly changing scenario in the world-wide economy in markets, global supply chains grow more complex and vulnerable. The aim of today’s supply chains is delivering and servicing the products to markets in a faster and cheaper way than ever before. These criteria of global marketing for the players have been increasing the possibility and impact of supply chain risk, uncertainty, disruption, yield, etc. A business continuity plan is a practical blueprint of the business that will recover or partially restore from a crisis or disaster.
Handling Supply Chain Crises when everything has been done to avoid them
Published in Supply Chain Forum: An International Journal, 2018
Maria Desoutter, Alexandre Lavissière
Possible future crises can be proactively identified thanks to regular risk assessment. Some mitigation actions can also be undertaken to avoid these crises. It is, however, essential to plan thoroughly for possible crises and be ready to face them with an action plan designed to minimize the potential impact of the disaster. Business Continuity Planning prepares a company for emergency management in case of need and aims to minimize the potential impact of a disaster.
Transmission of a supplier’s disruption risk along the supply chain: a further investigation of the Chinese automotive industry
Published in Production Planning & Control, 2018
Jiantong Zhang, Xiaodong Chen, Chencheng Fang
Last but not least, the strategies used by distributors were also addressed in our interviews. As portrayed in Table 9, there is an obvious gap between manufacturers and distributors regarding the quantity of mitigation methods, and manufacturers have more options than distributors when facing supplier disruptions. To be specific, in the Chinese automotive industry, maintaining a regular business continuity plan seems to be the major choice for distributors to mitigate the direct impacts of a supplier’s disruption risk. A business continuity plan is actually a system that was designed by managers to alleviate the adverse effects of unanticipated events on a firm’s ability to meet customer demands. From an institutional theoretical perspective, Zsidisin, Melnyk, and Ragatz (2005) developed a four-stage process model to ensure supply continuity: creating awareness, preventing supply discontinuity, remediating risk occurrence and fostering knowledge management. They believed that only through persistent vigilance in creating robust supply chains via business continuity planning could firms survive unexpected supply disruptions. Similar to manufacturers, distributors also regard inventory holding as an option for them to mitigate the direct effects of a supplier’s disruption risk. However, because they only source certain automotive spare parts (e.g. vehicle lights and tires) from suppliers, researches about inventory holding by distributors are not as frequent as those by manufacturers, who always source hundreds of components from suppliers, particularly in automotive industry. And interviewees in our research just simply mentioned that inventory holding could be a possible choice for distributors. They did not make any further elaboration. In addition, for the mitigation of indirect impacts, most distributors can do nothing but rely on their upstream manufacturers. As indicated in our interviews, this inability occurs mainly because, in Chinese automotive supply chains, distributors are relatively disadvantaged, while manufacturers have more say. Therefore, many mitigation strategies can be well executed by manufacturers but are futile for distributors.I have to admit that, although there is evidence showing distributors are [adversely] influenced by supplier disruptions, most distributors do not have effective strategies to address it in reality. In particular, in the Chinese automotive supply chain, distributors are in a disadvantaged position, and they do not have much say in negotiating with manufacturers or suppliers. In contrast, manufacturers play the leading role, and many strategies can be well executed and promoted by them. Therefore, I guess keeping a regular business continuity plan might be the only choice for distributors, and the alternative is to rely on the performance of manufacturers’ mitigation strategies. [C21]