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					solutions.
leadership
. measuring.the.risk.at.these.nodes.to.better.understand.disruption.impact
.k..and.singhal
.shut.down
of.disruption.detection.and.recovery.increases..however
represent. risk
provide.greater.flexibility.to.react.when.a.disruption.occurs
. e.
collaborative
measurement
once.a.given.supplier.has.been.selected.by.the.sourcing.team
the.distribution
. identification. plan
dichotomous
impact of disruption
huberman
experts
lack.of.vessel.capacity.and.channel.overload strain.on.port.infrastructure potential.for.terrorism level.of.natural.disasters lac
again
poor. communication
.the.difficulty.of.detection.and.early.recovery.amplifies.the.prob-ability.of.a.disruptive.event..as.the.number.of.constraints
.in.this.case
be.
risk reduction elements
shortages.in.many.parts.of.the.united.states.and.resulting.in.lost.economic
.is.similar.to.the
.and.it
some.cases.by.remedies
.and.they.are.the.feedback.mechanisms
prob
.and.cus-tomers
four risk reduction elements
.but.which
optimization.of.supply.chain.system
anticipation
redesign..for.example
categories.
“snapshot”
set.of.processes.associated.with.management.of.risk.begins.by.mapping.the
are.potential.catalysts.for.a.“domino”.effect.to.occur..as.the.number.of.such
warning
this.shortage.was.a.supplier.in.china.that.was.plating.the.oven grill
the.highest.risk.for.disruptions..in.our.interviews.we.discovered.that.certain
. general
dialogue
network
element.of.any.risk.management.strategy..interviewees.also.stated.that.cur-rent
sourcing.due.to.the.hidden.costs.of.visibility
dependencies
number.of.transfer.points
product’s. complexity
to.ensure.uninterrupted.material.availability
.although.they.knew.a.competi-tor.would.soon.enter.the.market.with.a.similar.product..the.reason.for
data analysis.
the.primary.focus.of.managerial.attention.for.reducing.the.probability
elkins
our.interviews.also.indicated.that.companies.are.more.willing.to.invest
event.at.each.of.the.major.nodes.in.the.network
significant.
shanghai
that.planning.around.these.disruptions.was.possible
and.convert.to.industry.standard.components.that.are.easier.to.source.through
.a.major.automotive.company
.they.can
disruptive.event..prevention.involves.first.understanding.the.key.players.in
prepare.for.the.inevitable
transporta-tion
product.or.process.re-design how.well.the.problem.is.contained.and.the.resulting.cost.to.the.organization.
.m.
.but.not.impossible
for.critical.events.at.all.nodes
.but
risk.
a. series.of
authority
also.interviewed.a.number.of.chinese.executives.working.in.supply.chain
..although.senior.executives.now.recognize.that.supply.chain
. work
dependency
problem
a.large.manufacturer.of.appliances.had.developed.a.new.convection
identification. plan
systems.or.supply.chain.collaboration
mitroff
first-tier. suppliers
a. set
requirements
for.example
create.a.new.and.robust.method.of.delivering.value.to.the.end.customer
.eliminate.these.risks.altogether..global.pro-curement.and.logistics.personnel.play.a.key.role.in.establishing.and.laying
glitches
supply.chain.planning.and.collaboration
instability.of.supplier’s.environment
quality. engineers
market
product.or.process.complexity
specific.actions.to.mitigate.the.risk.at.these.nodes..the.latter.set.of.actions
park
people.that.will.wrap.around.a.supplier.relationship
executives robert b. handfield
deploy visibility systems
the.entire.supply.chain.network..even.small.events.such.as.a.fire
.and.the.u.k..distribution
chain redesign as.companies.recognize.that.many.of.the.risks.present.in.their.supply.chains
the.planes.were.diverted.to..meanwhile
of.people.flew.to.shanghai.to.assess.the.situation
supply.chain.is.made.more.robust.to.reduce.the.probability.of.these
dependencies..when.a.proprietary.product.is.sourced.from.a.single.supplier
level.of.regional/country.political.instability
table 2.3 risk.reduction.mechanisms
chain redesign
people
.are.often.at.the.top.of.many.corporate.agendas..in
excess resources
or.buffer
source
measuring
processes
operating.and.economic.environments
matter. experts
what.actions.can.managers.take.to.reduce.the.impact.and
strategy.quicker..the.second.critical.action.is.the.effectiveness.and.speed.of
be.costly..a.recent.study.by.hendricks.and.singhal
demand
.and.import/export
journal
.that.the.organi-zation.consider.a.significant.redesign.of.its.supply.chain.to.start.afresh.and
meeting
application.of.the.four.risk.reduction.elements
supply chain risk management
employ
issues..they.conducted.regular.phone.calls.with.key.people.to.identify.what
.an.alert.can.be.sent.to.executives.via.
where.a.fax.machine.could.be.used.to.share.production.updates
guidelines.and.protocols.described.in.yin
company.was.able.to.develop.a.poisson.distribution.of.the.probability.of.a
screen
throughout.the.supply.chain
been.notified.of.the.delay
. quality. requirements
is.not.current..the.artwork.department.in.this.case.was.the.constrained.
china
study research
can.serve.as.an.initial.screening.mechanism.to.identify.nodes.that.require
sourcing.operations
more.effective.and.easier..as.one.executive.noted:.“physical.flow.and.product
in.shanghai
b.
. vice
containers.to.detect.when.containers.are.held.up.or.lost.in.major.ports
.to.assess.contingency
network.redesign
government
.and.how.to.rapidly.access.and
outsourcing.to.global.suppliers
inventory.visibility.systems
country. change
nodes
responses
.and.the.capability.to.respond
expediting
.newbury
quality.processes.and.failure.analysis..we.utilize.lots
.a.semiconductor.manufac-turer
goldman
demand.for.drivers
. change
. and.capacity.levels.at.key.nodes.in.the.supply.chain
tacoma
quantity
.the.freight.forwarder
weeks
..the.effect.of.supply.chain.glitches.on.share-holder.wealth..journal
officials.to.do.this.and.use.our.creativity.to.solve.problems.”.this.event.also
.and.found
.some.form.of.filter.must.be.applied.to.“screen”.the.different.poten­tial.points.that.are.most.likely.to.experience.a.critical.ri
.and.the.possible.revenue
of.supply.chain.events.and.scenario.planning..a.major.retailer
products
a.disruption.is.defined.as.a.major.breakdown.in.production.or.distribu-tion.nodes.that.impacts.other.nodes.in.the.supply.cha
. receiving
firms
supply
network supply
have.chinese.expansion.plans.and.global.sourcing.plans.at.the.top.of.their
saddle.river
introduction
rules.that.were.under.discussion.—.what.were.the.demands.of.the.ilwu
.cambridge
excess.inventory
.strategies.to
again.
track.
foster
and.capacity.levels.at.key.nodes.in.the.supply.chain
freight. carriers
perceived.as.the.single.biggest.threat.to.their.companies’.revenue.streams
took.an.active.role.with.industry.trade.groups.to.educate.themselves.on.the
. learn.from
flows
the.greatest.managerial.attention.to.avoid.a.major.disruption
paper
quality
. product
disruption.incident.reporting.system.that.identifies.where.excess.resources
.r.
. where.loss.of.containers.is.a.common.occurrence
in.the.longshoreman.union.strike.disrupted.west.coast.port.operations..as
.of.product.engineers
is.a.function.of.the.extent.to.which.the.organization.has.taken.preventive
given supply chain
multiple. ports
.through.development.of.a.node-by-node.risk.enumera-tion
manufac-turer.elected.to.redesign.its.product.chip.set.to.minimize.the.need.for
buffers
exception.basis..when.discovered
.were.considering.port.diversification
reduction elements
office..the.information.was.faxed.to.a.broker
drugs
a. premium
disruptions.top.threats..best’s
.a.dedicated.logistics.team.at.the.retailer
e.g.
.and.triggers
company.understand.the.issues.and.the.potential.risk.involved
hurricane
command.group.to.analyze.end-to-end.supply.chain.operations supply chain redesign
.the.correlation.between.higher.premium.freight
availability.
amplifiers
value
.april
changes
represent.a.significant.threat.to.their.financial.performance
areas
.when.significant.amplifiers.are.
managing.by.exception
.and.quality.problems
allowed.them.to.set.them.aside.for.easy.retrieval
tions.can.occur
relationships
per.load.to.truck.drivers.to.move.their.product.as.a.result.of.the.high
deal
.or
.preparing.for.evil
. a.global.sourcing.team.should
of.awareness.of.the.potential.for.disruptions
company
reporting
there.is.significant.risk
labor
and.why.are.they.asking.for.it
resources.reduce.the.time.between.disruption.discovery.and.recovery
flows.
weight.any.single.opinion.but.did.look
.timeliness
.a.“trigger”.notice.is.sent.to.users
.thus.merely.shifting.financial.resources.to.a.different
the.freight.forwarder..the.freight.forwarder.location.was.filling.up.rapidly.
tended.to.apply.a.greater.use.of.excess.resources.to.guard.against.disrup-tions.and.reduce.the.time.required.for.recovery..th
ability.to.establish.plans.to.effectively.recover.from.the.disruption..from.the
use.two.or.more.suppliers.for.a.critical.input.into.a.product.or.service
identify.risk.reduction.mechanisms.for.high.risk.nodes
impact of disruptions
becoming.educated.was.just.the.first.step..the.management.team.then.planned
green
inter-views.with.senior.executives.involved.in.managing.supply.chain.risk..we
..an.analysis.of.supply.risk.assessment.technique..international journal
president
applying.excess.resources.and.deploying.visibility.systems.are.both.reactive
plant.
after.recording.their.responses
“high­risk”. nodes
visibility. systems
pr
impacts.of.shipments.from.china.being.stopped..a.simulation.was.run
after.the.event
. con-sider.the.impact.of.a.disruption.and.the.approach.to.deal.with.it
capacity.—.and
limited.
function
consider.the.following.examples.that.highlight.this.element
solution
chain disruptions there.are.three.interrelated.important.attributes.that.arise.from.this.research
references
set
country
supply.chain.crisis.or.disruption
avon
against.material.flow.disruptions..for.example
and.updates..however
event.management.systems
“out
.we.propose.that.supply.chain.risk.is.a.function.of.sum.or
these. categories
gets.
level.of.demand.for.product
loss/risk
categories:
. identify.key
discovery visibility systems
once.the.company.has.narrowed.down.its.list.of.potential.risk.incident.nodes
alternatives.that.exist.in.complex.supply.chains
( risk reducers
.does.heat.affect.the.product
partner.interviews..build.a.knowledge.base.of.supply.chain.risk.and
supplier. plants
need
b. handfield
excess.
. that.planning.around.these.disruptions.was.possible
capture
is.unknown.or.the.impact.so.great.that.it.cannot.be.reduced
supply chain redesign as.companies.recognize.that.many.of.the.risks.present.in.their.supply.chains
first-tier.
..building.theories.from.case.study.research..academy
. a.problem.at.one.node.can.facilitate.recovery.as.a.“back­up.plan”.has.already
sage
.where.they.realized
.decision.points
.harvard business review
.which.limits.the.degree.of
port
networks
process
chain
disruptions.occur.within.the.supplier’s.own.facility.or.supply.base
lack.of.supplier.manufacturing.capacity.and.flexibility level.of.uniqueness.of.sourced.parts
. need.to.provide.solutions.in.real-time.or.near-real-time..it.should.be.noted.
.key.executives.need.a.quick
many.recent.events.illustrate.this.phenomenon..for.example
launch.“exception”.event.planning.systems.that.are.able.to.discover
. m.
allowed.the.pharmaceutical.company.to.establish.a.solid.business.case.out-lining.the.need.for.an.investment.in.a.global.tran
research
to.prevent.the.impact.of.disruption.in.complex.systems..a.possible.tool.for
nodes.in.the.network..even.if.conducted.on.an.annual.basis
the. research
.
facilitate
.it.is.not.surprising.that.supply.chain
physical
ability
.which.was.becoming.bottlenecked.from.the.strike
application
profit
in.the.supply.chain.from.supplier.to.end.customer.increases
amplification
entering.the.supply.chain.were.required.approval.by.this.team
”.in.this.environment
parts
. customs.procedures.at.major.shipping.ports..he.also.noted
provider
.to.avert.the.strike
.or.numerous.other.handoffs.that
resources
.i..and.alpasan
weight.any.single.opinion.but.did.look for patterns in responses
.that.its.supply
there.are.three.interrelated.important.attributes.that.arise.from.this.research
excess.resources
. chief
a. “snapshot”
.to.dive.into.the.process..….people
reduction mechanisms
.antici-pating.the.west.coast.port.strike
business
understanding.the.probability.and.impact.of.supply.chain.disruptions
disruptions.experienced.in.the.past.five.years.perceived.as.the.most.serious.
potential.for.terrorism
decisions
locations
were.never.properly.estimated.and.measured.by.government.officials
a. retailer
risk nodes once.the.company.has.narrowed.down.its.list.of.potential.risk.incident.nodes
. and.were.partnering.with.service.providers.transportation
.it.costs.money.and.there.is.a.potential.for.a.disruption.”
.ma
e.
. nichols
.as.shown
.to.at.least.ensure.that.it.was.moving.in.the.right.direction..in.
incident
players
con-sider.the.impact.of.a.disruption.and.the.approach.to.deal.with.it
.differences
risk reduction mechanisms
supply chain
parameter.in.the.eyes.of.the.team.making.the.final.decision
track. demand
shipments.
operating
sc redesign
country.
freedom.around.the.possibilities.of.recovery..as.constrained.dependencies. increase
parameters increases
.were.beginning.to
a.problem.at.one.node.can.facilitate.recovery.as.a.“back­up.plan”.has.already
enable
plants
.forrester.research
enterprise
moment.a.major.supply.chain.disruption.occurs
.all.the.while.minimizing.the.risk.associated
.conoco.phillips
.for.the.most.part
we.addressed
and.scale.of.the.problem..in.a.global.sourcing.network
is.the.single.greatest.preventive.action.that.organizations.can.take.to.prevent
the.growth.in.low-cost-country.sourcing.from.places.such.as.china
.the.next.task.is.to.prioritize.actions.to.mitigate.and.man-age.these.risks..the.probability.of.disruptive.events.can.be.controll
.should.be.established.to.include
systems
mitroff.and.alpaslan
.and.was.unable.to.produce.enough.grills
chain.encompasses.all.organizations
these.
.forrester.research.tech.strategy
involved.early.on.in.designing.the.global.sourcing.channel
..the.effect.of.supply.chain.glitches.on.share-holder.wealth..journal of operations management
that.predicted.that.the.bottlenecks.would.extend.back.to.chinese.ports
network change
updates
hendricks
.but.strive.to.deal.with.the.real.possibility.of.a
as.director.of.global.supply.chain
.and.reduces.the.impact.of.the.disruption
development
disruption.discovery.visibility.systems
this.
.port.operations
. logistics
nodal
deploy
barge
level.of.specialization.of.storage.requirements level.of.security.requirements level.of.demand.for.product
factor
. prentice
. process.redesign.to.reduce.risk
packaging
is. a. set
.boeing.expe-rienced.supplier.delivery.failure.of.two.critical.parts
petroleum
am
.or.other.communication.form..the.alert.can
managerial issues
human.
global
require.each.potential.supplier.to.produce.a.detailed.plan.of.disrup-tion.awareness
probabilities.of.disruptions.at.critical.nodes.in.the.network
the.team.also.expanded.its.business.model.to.adopt.a.broader.view.of
freight.
the.entire.risk.of.the.network
.and.in.some.cases.new.systems
and.
excess. resources
product
business.
probability.of.disruption.multiplied.by.its.revenue.impact..the.probability
qualitative data analysis.
.a.machine. breakdown
mapping
checks
sachs
lack.of.supplier.manufacturing.capacity.and.flexibility
agents.and.dynamic.risk.indexes.at.major.nodes.in.the.supply.chain.to
degree.of.customs.regulations level.of.specialization.of.storage.requirements level.of.security.requirements level.of.demand
. risk.is.characterized.by.both.the.probability.of.an.event.and.its.severity.given
. first-tier. suppliers
lower. costs
reduc-tion
. a.
.we.coded.and.classified.the.interview.notes
assembly
be.found.in.many.different.forms
and.low.process.reliability
level.of.natural.disasters lack.of.visibility.of.entire.system/supply.chain
route
develop.systems.for.managing.supply.chain.risk
to.develop..moreover
premium
.and.lyondell
.european.labor.strikes.in.shipping.and
. information.was.transmitted.via.walkie-talkie.and.then.typed.up.in.a.local
approach.is.to.attempt.to.prevent
design
planning
to.
season.
a.good.first.step.to
use.of.proprietary.technology
sourcing.alternatives
.v.
.and.eisenhardt
.a.major.automotive
the. disruption
m.
%
were.related.to.the.complexity.of.design.in.artwork.for.package.inserts.
.two.international.logistics.providers
companies
.the.probability.of
process.redesign.to.reduce.risk
contents introduction
multiple
and.activities.associated.with.the.flow.and.transformation.of.goods.from.the
.one.can.engage.one’s
.we.measure.supply.chain.risk.as.a.function.of.the
.questions.arise
components
.defined.as
reactions
.took.steps.to.identify.the.potential
.and.the
strategically.positioned.excess.resources
29 introduction
supply chain disruptions there.are.three.interrelated.important.attributes.that.arise.from.this.research
increase.the.bank
event.
conventional.channels..some.examples.of.these.strategies.include
disruptions.have.caught.the.attention.of.executives
supply.chain.risk.management.process
reduction. effectiveness
better.understanding.the.nature.of.supply.chain.risk
talk”.during.this.period
managerial.principles.for.designing.supply.chains.that.have.inherently.lower
resolution
have.a.difficult.time.persuading.a.supplier.to.cancel.an.order.that.is.on.a.con-tainer.on.a.ship.bound.from.asia.and.due.to.ar
weekend..these.transportation.hubs.were.deemed.“seasonal”.risk.nodes
. thousand.oaks
group.
prentice
. home
.including.ports
.identifying.high-risk.nodes
disruption discovery visibility systems
global nodes
.which.reduces.the.time
upper
a.characteristic.of.a.supply.chain.that.increases.the.probability.of.a disruptive event.
.the.number.of
.had.visibility.to.the.same.information
resources one.of.the.easiest.strategies.to.reduce.risk.for.companies.managing.global
.the.partners.can.meet.in.an.open.environment.to.identify.the.leverage
results
.category.manager
visibility
nichols
ripples
securing.extra.drivers.due.to.predictions.that.those.drivers.would.be
instability.of.workforce
the. right players
redesign
figure 2.2 quantifying.supply.chain.risk
. tended.to.apply.a.greater.use.of.excess.resources.to.guard.against.disrup-tions.and.reduce.the.time.required.for.recovery..
the.
.knowing.that.if.there.was.a. strike
plan
risk.enumeration
level.of.stringent.quality.requirements lack.of.supplier.manufacturing.capacity.and.flexibility level.of.uniqueness.of.sourced.p
source.of.the.parts.shortage
likelihood
contract
. reciprocal
dynamic
ship
to.a.manageable.set
the.third.component.is.the.ability.of.an.organization.to.create.a.more.robust
supplier’s
. yield
a.characteristic.of.a.supply.chain.that.increases.the.probability.of.a
.causing
identify.key
use.of.proprietary.technology limitations.on.the.number.of.sources level.of.stringent.quality.requirements lack.of.supplier.m
supply. chain
concentration.or.clustering.of.suppliers
magnitude
elkins contents introduction
.and.assess.inventory.buffers
chain.nodes.is.to.begin.by.identifying.global.supply.chain.nodes.that.are.at
effect”
area
identify.potential.problems
complete.network.shutdown.if.the.event.were.to.occur
routes
.we.now
and. components
high-risk nodes
that.the.initiative.is.aligned.with.the.future.technology.roadmap.for
of.premium.freight
manner
e.ectiveness
multiple. carriers
.as.well.as.managerial.positions.such
level.of.legislative.actions.related.to.importing/exporting
resulted.in.billions.of.dollars.of.lost.revenue.to.major.retailers.such.as.british
the. world
trigger.managerial.action.to.mitigate.the.impact.of.the.disruption.as
.delay.responses
right
visibility.effectiveness..the.relative.impact.of.a.disruption.at.a.single.node
( ampli.ers
.and.continued.to.produce.and.ship.products.to
daily.status.meetings
to.working.with.a
.a.filter.for.determining.risk.nodes.involved
contingency
.through.complexity.reduction.and.process.improvements
points
performance.reviews.with.the.supplier.”
management.program.includes.improved.knowledge.of.where.the.disrup-
.multiplied.by
was.
was.already.taking.market.share..the.constrained.dependency.in.this
should.be.located.at.critical
lower.
.this.may.not.be.possible..therefore
risk.monitoring.systems
risk reducers applying.excess.resources.and.deploying.visibility.systems.are.both.reactive
..an.analysis.of.supply.risk.assessment.technique..international
excess resources one.of.the.easiest.strategies.to.reduce.risk.for.companies.managing.global
management.team
organizational. relationships
research.
they.needed.to.have.a.presence.at.this.port.ahead.of.time.—.before
.we.conducted.a.series
revenue loss
process.control
.an.alert.can.be.sent.to.executives.via. pager
were.predictable..for.example
.to.at.least.ensure.that.it.was.moving.in.the.right.direction..in. addition
.with.an.estimated.loss
four
redesign as.companies.recognize.that.many.of.the.risks.present.in.their.supply.chains
chain.had.been.severely.compromised..seven.flights.in.the.air.en.route.to.the
other.elements.associated.with.constraints.include.stringent.mandated.or
.supply.chain.disruptions.were
blackhurst
fire
volume.and.variability
( cost
and.nodal.relationships
.was.the.major.risk.node
.it.costs.money.and.there.is.a.potential.for.a.disruption.” supply chain planning
“domino
renting.chassis.and.putting.them.aside
states.through.ports.was.required
pilot.test.rfid.technologies.to.track.containers.in.distribution.chan-nels.at.critical.nodes..for.example
cavinato
response
the. solicitation
is.a.function.of.measuring.the.probability.of.a.disruption.at.nodes.where
.and.part.size
.to.identify.high.potential.disruptors
redesigning.the.supply.chain
. disruptions
dollars
.etc..one.international.logistics.provider.executive
travel
in.interviewing.the.executives
.we.found.that.when.a.group.of.executives.presented
was.devastated.by.the.west.coast.port.strike
in.addition
management.responses.to.high-risk.nodes
chain. design
the.entire.network.based.on.a.disruption.at.a.single.node..a.summary.set.of
tools
.companies.that.were.highly.involved.in.global.
qualitative
know.how.to.react.and.have.put.in.resources.to.guard.against.the.problem.
sources
visibility.
learn.from.and.prevent.recurrence.of.similar.events
attributes
bcp
.through.to.the.end.user
ships
.as.some.of.them
.we.propose.that.in.situations.where.a.risk
nodes.
post.event.analysis.and.lessons.learned.meetings
.or.better.yet
increases
.container.security.initia-tive
predictive.analysis.modeling.tools.–.early.awareness.of.impending.
chain.planning..we.realized.that.we.had.no.process.to.move.air.shipments.to
executives’.responsibilities.was.they.managed.product.flow.either.originat­ing.from.or.destined.to.overseas.locations..we.pr
the.amount.of.freight.going.through.these.channels..efforts.may.also.occur.to
links.with.senior.management.at.six.major.ocean.carriers..the.team.did.not
..case study research
depot
manufacturer
.india
methods..sage.publications
sharing
. buffers
.phone.call
manage-ment review
.three.global.retailers
the.supply.chain.nodes.must.be.mapped.at.a.high.level.to.understand.the
as.companies.recognize.that.many.of.the.risks.present.in.their.supply.chains
.severity.analysis
.but.also.is.often.related.to.other.elements.
through.hong.kong.and.east.coast.ports
factors
.in.some.cases
.adapting
holiday
to.be.substituting.inventory
grill
capability
the.effect.of.possible.disruptions..for.example
.the.number.of.nodes. increases
.they.also.established.strong.communication
management
advance
management.system
strategies.to.risk..that.is
and.found.that.all.of.their.responses.fell.into.one.of.two.categories.shown
world
decrease
drive
field.application.engineers
alternative
for.this.reason.and.became.the.focal.node.for.managerial.attention
.entire.shipments.must.be.stopped.and.scrapped.if.the.artwork
. senior.manager.of.import.operations
of.critical.nodes
effects
and.that.supplier.experiences.problems
oem
receiving
.the.difficulty
.and.others
.many.of.the.discussions.on.risk.management.focused.on.financial
basis..in.one.case
action
air
chain.agility.and.inventory.levels.in.the.face.of.disruptions.is.an.important
disruption..one.of.the.key.principles.that.we.emphasize.in.this.perspective
risk.is.characterized.by.both.the.probability.of.an.event.and.its.severity.given
multiple.
lack.of.visibility.of.entire.system/supply.chain
a. team
although.the.exact.number.of.lost.sales.is.unknown
limitations.on.the.number.of.sources
optimal
.as.the.team.did.not.have.the.resources.to.keep.up.with
marketing
.or.when.the.probability.of.a.disruption
disruptions a.second.approach.that.involves.a.higher.level.of.investment.is.deploying.a
a. disruption.incident.reporting.system.that.identifies.where.excess.resources
in.global.sourcing.networks..the.resulting.risk.management.process.is.con-tained.in.the.following.section..during.the.entire.s
strain.on.port.infrastructure potential.for.terrorism level.of.natural.disasters lack.of.visibility.of.entire.system/supply.chain
locations.
robert b. handfield
figure
retailers
system
is.
one.outcome.of.these.exercises.is.that.executives.quickly.realize.the.scope
.and.identify.contingency.plans.that.can.be.executed.if
executive
occurred.and.deploy.a.mitigation.effort..although.it.may.sound.absurd
.with.the.limitations.on.bandwidth.in
(d
eastern.europe
costs
inventory
supply chain redesign
chief
points.
.of.inventory.held.at.warehouses
was.most.clearly.identified.by.a.major.retailer..prior.to.the.west.coast.port.
complex.manufacturing.of.components.in.the.united.states.to.avoid
global.sourcing.amplifiers.of.disruption
global.sourcing
.a.major.pharmaceuti-cal.company.has.deployed.a.transportation.event.management.system
“it.takes.a.team.of.ie’s
. inventory
rescheduling.of.shipments.or.contingency.plans.in.response.to.disrup-tion.discovery
customs.procedures.at.major.shipping.ports..he.also.noted
challenge
.which.reduces.the.probability.of.a
disruption
u.s..demand.management
. huberman
into.the.total.cost.of.sourcing.from.a.particular.supplier
increased. planning
addition
the.number.of.pack.change.demands.placed.on.the.team..all.products
.and.tactics.to.reduce.them
.the.first.critical.action.is.to.recognize.that.it.has
length.of.lead-time
revenue
diversification
operations
hall
identification.
following parameters increases
.versus.using.a.“quick.fix”.such.as
risk
such.as:.what.steps.can.an.organization.take.to.design.their.supply.chains
.a.production.quality.problem
methodology to.benchmark.risk.planning.and.mitigation.practices
.the.pharmaceutical.logistics.team.recognized.that.they
risk management
once.the.disruption.occurs
schedule.charters.to.expedite.freight.—.there.was.not.enough.ocean
analysis.
solicitation
.j..l.
.along.with.significant.increases
be.planned.for.and.they.can.be.estimated..for.example
safety.stock supply chain planning
investment
may.
jennifer blackhurst
rank
the.end.customer..the.elements.of.risk.reduction.are.as.follows
holistic
. eastern.europe
.the.ability.to.discover.that.a.disruption.has.occurred
operations.
deploy.a.greater.use.of.visibility.systems.to.identify.potential.disruptors.and
.lack.of.response.to.customer-requested.
you.have.on.the.status.of.the.strike
.which.by.definition.increases.the.risk.of.the.network.as.a.whole.
. marketing
possibility
study
change
.and.put.in.supplier.reporting.systems
.the.overseas.factories.had.not.yet
level.of.specialization.of.storage.requirements
these.elements.can.be.broken.down.further.into.a.set.of.functions.that.define
strategy:
disaster.
agile.manner.to.customer.requirements.in.a.global.sourcing.environment
chain.
number
oven.that.caught.customers’.fancy.and.began.selling.quickly..distribu­tors.were.unable.to.order.more.in.time
risk.reduction.mechanisms
case
.highlighting.not.only.material.flow
identify.contributing.factors.can.help.identify.weaknesses.in.current
weekly.teleconferences.or.meetings.on.potential.new.risks
error
.measuring.supply.chain.risk
critical nodes
variety
.and.a.key.point.of.distribution..the.common.theme.among.these
.but.also.the.severity.of.their.impact.can.be.costly
survey:
degree.of.customs.regulations
company’s
supply.chain.redesign
chain planning
.nj
the.shipment.is.delayed.and.does.not.arrive.when.the.system.expects
reducers
.and.there.was.no.knowl-edge.of.the.exact.products.on.the.flights..they.did.not.know.what.airports
cost.of.launching.such.an.initiative
. is.the.single.greatest.preventive.action.that.organizations.can.take.to.prevent
supply chain planning
frequency.of.supply.chain.disruptions.while.also.reduc-ing.product.cost.through.a.global.sourcing.strategy
could.not.find.the.items.they.wanted.and.went.elsewhere.to.purchase
optimization.cannot.be.a.single.static.model..rather
the.team.engaged.immediately.and.initiated.a.prioritization.process.upon
.when.mate-rial
.e-mail
. dynamic
margins
models
that.tracks.the.departure.and.arrival.times.of.shipments.going.through
diversification.planning.to.reduce.constrained.node.options
.however
r.
event
common.themes.
.but.in.other.cases
considerations
were.“lost”.in.the.melee.ran.into.millions.of.dollars..los.angeles.port.
case.was.the.chinese.supplier
multiple executives robert b. handfield
complexity
.they.reduce.the.impact.of.the.disruption.but.do.not
probability.that.the.problem.will.occur.again
.but.information.
.it.is.therefore.important.to.begin.by.not.only
business review
reduction.
is.the.fact.that.quick.response.to.a.disruption.can.significantly.reduce.the
“limit”.the.scope.of
.shell
.to.facilitate.the.ongoing.dialogue.and
one.factor.that.is.increasing.the.risk.exposure.of.a.supply.chain.disruption
with. customers
. quality
increase
employ.weekly.teleconferences.with.critical.partners.to.identify.current
. the.shipment.is.delayed.and.does.not.arrive.when.the.system.expects
question
addresses
retailer
supply.chain.design.and.material.flow..next
.two.medical.device.manufacturers
hand
positioned excess resources
debra elkins contents introduction
..an.analysis.of.supply.risk.assessment.technique..international journal of physical distribution
run.stock.price
process.of.redesigning.their.supply.chain
a. nodal
events.occurring.again
flow
the.levees.fail
it.to
.to.elevate.this
sea.in.the.event.of.a.disaster.—.so.that.we.needed.to.work.with.government
. human. error
distribution
to.hong.kong.and.thereby.take.alternative.routes.out.of.the.shanghai.
security
a. pattern.of.emerging.behavior
economic.environment.
.these.types.of.interactions.require.that.the.organization.invest.in.the
.as.unprepared.government.agencies
disruptions.involved.parts.shortages
.bottlenecks
physical distribution
supply chain measuring
handfield
potential.for.terrorism level.of.natural.disasters lack.of.visibility.of.entire.system/supply.chain
potential.problems
.quality
transportation
increasing.in.frequency
. is.
level.of.security.requirements
a.senior.executive.we.interviewed.at.a.large.global.computer.manufac-turer.noted.the.following
.and.distribution.centers
supply.chain.planning.and.risk.reduction
pager
supply chain disruptions
.a.computer.
.an.ongoing
.increases.the.difficulty.of.managing.problems.when.and
.identifying.appropriate
strain.on.port.infrastructure
.k.
pay
an.event.occurring.may.be.reduced.by.effective.supply.chain.planning.and.
level.of.uniqueness.of.sourced.parts
..building.theories.from.case.study.research..academy of manage-ment review
yield
diversification.planning.to.reduce.constrained.node.options disruption discovery visibility systems
.we.identified.several.common.themes.based
occurred.
event.to.identify.root.cause.and.failure.mode.and.effects.analysis.to
. the.supply.chain.nodes.must.be.mapped.at.a.high.level.to.understand.the
that.once.all.the.parties.in.the.supply.chain.were.communicating.with.one.
.and.quarterly
scrm
sourcing the.growth.in.low-cost-country.sourcing.from.places.such.as.china
once.
vice
in.domestic.distribution.channels.at.a.part.level
cost
supply.chain.disruptions..we.interviewed.executives.from.a.pharmaceuti-cal.company
major.disruption
by.energy.executives..if.they.had.taken.the.time.to.investigate
disruptions there.are.three.interrelated.important.attributes.that.arise.from.this.research
. oldwick
the.enterprise
.who.would.then.initiate.the
enhancements
parameters
.in.terms.of.the
evaluations
.executives.must.seek.to.reduce
.government
impact
”.and.“what.information.do
instability.of.workforce degree.of.customs.regulations level.of.specialization.of.storage.requirements level.of.security.require
managing
. economic.environment.
.for.example
.we.adhered.to.the
.which.caused.many.of
represent.
poor.
networks.
an.event.occurring.may.be.reduced.by.effective.supply.chain.planning.and. collaboration
constrained dependencies
did.not.have.a.robust.process.for.disaster.management..they.also.recognized
these.distributions
.mechanisms
and.shipping.locations
disruptions.top.threats..best’s review
“post.mortems”.of.major.past.disruptions.to
.as.well.as.causing.gasoline
visibility e.ectiveness
move
contents
.high-risk.nodes.in.the.supply.chain.to.mitigate
level.of.stringent.quality.requirements
. screen
is. significant.
. collaboration
.identifying.pressure.points
was.most.clearly.identified.by.a.major.retailer..prior.to.the.west.coast.port. strike
to.benchmark.risk.planning.and.mitigation.practices
suppliers
observations
.it.took.six.month.for.some.containers.to.be.delivered.and.schedules
.harvard
.is.the.integration.and.management.of.organizations.within.a.supply
how.well.the.problem.is.contained.and.the.resulting.cost.to.the.organization.
. problem
is.not.current..the.artwork.department.in.this.case.was.the.constrained. dependency
senior.manager.of.import.operations
.one.company.is.testing.rfid.in.its
.bear.in.mind.that.a.quick.fix.may.solve.the.immedi-ate.problem.but.will.not.reduce.the.overall.risk.present.in.the.network.
processes.for.managing.disruptions.when.and.if.they.occur
.the.speed.at.which.an.orga-nization
this.shortage.was.a.supplier.in.china.that.was.plating.the.oven
nodes. increases
.production.problems
predictive.analysis.modeling.tools.–.early.awareness.of.impending. disruptions
the.dynamic.nature.of.supply.chain.events.are.needed..these.tools.should
transfer
.to.provide.updated.information.on.the.visibility.of.material
one.year.before.the.disruption.and.two.years.after
learn.from
motors
minimize.the.potential.for.disruptions..once.these.relationships.are.estab-lished
.weekly
home
. executives
.and.deploying
that.impact.material
the.capacity.shortage..when.the.manufacturer.finally.discovered.the
series.of
diverted:.two.to.canada.and.five.returned.to.the.united.kingdom..it.took.a
summa-rized.as.a.research.question
. redesigning.the.supply.chain
disruptions.can.be.devastating.to.an.enterprise’s.bottom.line
used.
conse-quences.of.not.filtering.potential.risks
tools.that.can.track.changes.in.the.supply.chain.and.work.under.a.variety.of
.but.whose.operations.were.primarily.domestic
officer
vessel
the.revenue.impact.of.a.disruption.in.revenue.dollars.on.the.end.customer.
ocean
radjou
.premium.freight
paperwork.and.enter.the.information.into.the.company’s.primary.logistics
.and.prioritiz­ing.top.risk.areas.—.then.identifying.how.to.reconfigure.channels.to.minimize
.to.mitigate.these.effects
nodes once.the.company.has.narrowed.down.its.list.of.potential.risk.incident.nodes
one.form.of.excess.resources
..an.empirical.analysis.of.the.effect.of.supply
representatives
. multiple. ports
area.of.the.supply.chain..an.understanding.of.the.relative.levels.of.premium
chain risk management process in.interviewing.the.executives
.current.network.optimization.models.in.use.are.opti-mized
raw.materials.stage
pamphlets
management process in.interviewing.the.executives
human. error
ports
.number.of.unique.parts
.and.were.making.decisions
defined.communication.network.protocols.and.mechanisms
chain risk management
.investigated.stock
. goldman
types
degree
to.begin.with
strategy
quickly.as.possible..this.area.includes.gathering.supply.chain.intelli-gence.and.monitoring.the.supply.base.to.allow.proactive.
supplier.qualification/assessment.tools
equivalent
. multiple
.estimates.are.that
points. increases
visibility.system.to.quickly.identify.the.disruption
management.team.in.a.candid.discussion.of.how.the.organization.should
.and
constrained.dependencies
supplier
pilot
. and.that.supplier.experiences.problems
relationship.management.and.joint.planning
.the.company
level.of.natural.disasters
breakdown
was.imminent..to.manage.this.risk
implement
specialists
.when.significant.amplifiers.are. present
.ramp-up.problems
this. case
pattern.of.emerging.behavior
present
.or.the.invest-ment.in.visibility.or.event.management.systems.that.alert.the.company.to.a
.as.well.as.estimating.the.severity.of.the.impact.on
.and.establishing.the.need.to.work.together.to
issues.that.may.disrupt.daily.operations
strike
lack.of.vessel.capacity.and.channel.overload
collaboration risk reducers applying.excess.resources.and.deploying.visibility.systems.are.both.reactive
how.the.supply.chain.nodes.are.interconnected
the.event.and.take.steps.to.redesign.their.supply.chains.to.minimize.the
chapter
reconfiguration
been.designed.into.the.network..consider.the.following.examples
high risk nodes once.the.company.has.narrowed.down.its.list.of.potential.risk.incident.nodes
stocks”
. to.develop..moreover
.the.competition.had.established.a.toe-hold.in.the.market.and
.knowing.that.if.there.was.a.
chain.disruptions.on.long.run.stock.price.performance.and.equity.risk.of.the
elements
developed.
to.hong.kong.and.thereby.take.alternative.routes.out.of.the.shanghai. port
multiplying.the.probability.and.revenue.impacted.at.the.major.nodes.in.a
. collaborative
.ocean.capacity.is.at.a.major.premium.today
reduction
discovery
logistics management
.port.shutdowns
all.operations.associated.with.a.small.number.of.products.with.limited
candidates
time
demand/supply.forecast.reviews.across.entire.supply.chain
also.lacked.contingency.plans..the.vulnerabilities.of.the.city.of.new.orleans
critical.logistics.events.that.exceed.normal.planning.parameters.on.an
right players
address.the.probability.of.the.disruption.occurring.in.the.first.place..a.second
.is.it.possible.to.respond.in.an
chain.components.or.nodes..to.identify.the.vulnerabilities.in.a.supply.chain. network
publications
where.loss.of.containers.is.a.common.occurrence
.lack.of.response.to.customer-requested. changes
risk.management.command.center
.many.retail.organizations.we.interviewed.were.in.the
insights
miles.and.huberman
.managers.were.told.that.the.supplier.was
..case
potential.disruptions
methodology
bottleneck.
hurricane.katrina.and.rampant.commodity.prices.have.increased.executive
.and.the.port.became
.asking.ques­tions.such.as.“what.are.your.contingency.plans
review
them.
framework
interactions
following
track.inventory.across.the.supply.chain..in.another.case
.or.sup-plier
friday
movement.doesn’t.just.happen.by.magic.—.previously.the.shipping.area.was
data
deploy.visibility.systems.to.ensure.quicker.response.to
sourcing.channels
procurement
supply.
.a.machine.
and.were.partnering.with.service.providers.transportation
general
one.of.the.easiest.strategies.to.reduce.risk.for.companies.managing.global
have.to.train.these.people
framed.the.issue.by.stating.that.“every.time.you.do.a.handoff.in.a.global
.the.impact.of.hurricane.katrina
thresholds.when
measuring.the.risk.at.these.nodes.to.better.understand.disruption.impact
katrina
providers.in.the.channel
references cavinato
mechanisms
level.of.security.requirements level.of.demand.for.product
supply.chain
probabilities.of.disruption.within.the.global.outsourcing.environment
small.gets.lost
a. variety
to.return.to.normal
. planning
chain. partners
international
this.pre-diction.turned.out.to.be.true
.they.are.invest-ing.significant.amounts.of.funds.to.resolve.these.risks.through.supply.chain
.the.disruption.is.likely.amplified.
.and.began.keeping.some.of.the.highly
management responses
is. limited.
america
d
partners
collaboration
.poor.second-tier.supplier.management
list
need.to.provide.solutions.in.real-time.or.near-real-time..it.should.be.noted.
.and.can
executives.interviewed.had.various.job.titles.such.as.chief.operating.officer
number.of.global.sourcing.nodes
initiatives
% pr
customers
.a.baseline.risk.metric.can.highlight.the.potential.disruptive
quality. requirements
successful.be.being.invisible.—.it.was.also.its.major.problem..in.effect
majority.of
yin
followed.qualitative.data.analysis.procedures
increased.
overall.in.the.supply.chain
plans
estimates
a. bottleneck.
. a.good.first.step.to
production
supply network change
information.
. develop.systems.for.managing.supply.chain.risk
interviews
work
categories
supplier.
logistics
struggled.to.deal.with.an.event.that.was.not.only.highly.probable
.the
manage-ment
reciprocal
.carriers
.inventory.levels
.eliminate.the
.product.perishability.and.storage
.and.a.military.contractor..we
employ.to.identify.and.reduce.supply.chain.risk..we.conclude.with.some.key
chain disruptions
eisenhardt
mapping.supply.chain.ports.of.entry
tacoma.as.a.contingency
miles
.supply.chain.risk.exposure
our.facilities
.their.containers.would.be.buried.in.stacks..having.the.chassis
intelligence
. warehouse
“green.field”.sources.in.china
activity..given.this.and.other.events
visibilitye.ectiveness
approaches.
impacting.customers..when.a.disruption.occurs
operations management
.and.equip.managers.and.associates.in.the.channel.with.plans.and
.conducting
poor.communication
. friday
databases”.—.that.share.what.is.going.on
.negotiation.with.and.contracting.of.sources.of.material.supply
sc planning
from.the.supplier
.or.a.customs.delay.can.cause.a
4..supply chain redesign
disrup-tions
. companies
.the.topics.of.enterprise.risk.management
..finally
of.future.disruptions
quantifying.supply.chain.risk
excess resources.reduce.the.time.between.disruption.discovery.and.recovery
risk reducers
disruptions
communication
obtain.shipments.from.these.locations.for.domestic.imports.increases
.and.the.training.to.know.when.and.how.to.respond..the.level
they.recover
debra
erm
. paper
.we.compared.similarities
create.damage.control.plans.across.the.supply.chain.through.modeling
of.an.event.is.a.function.of.the.breadth.of.the.supply.chain
millions
who.is.local.and.speaks.the
the. supplier
if.they.occur..in.this.case
.and.indeed.even.up.through.the.yangtze.river.
organizational.
quicker response
as.discussed.in.this.research
plan.in
one’s.global.sourcing.channel
oldwick
freedom.around.the.possibilities.of.recovery..as.constrained.dependencies.
redesign.
.the.number.of.nodes.
.rerouting.of.goods.in.canada.being.shipped.by.truck.to.the.united
engineers
a. company’s
risk management process in.interviewing.the.executives
measures.to.reduce.the.risk.through.applying.excess.resources
.new.pro-cesses
.a.computer. manufacturer
supply.chain.education.and.risk.management.training
calls
stay.abreast.of.regulations.in.every.locale..as.government.regulatory
.as.well.as.the.associated.infor-mation
a. product’s. complexity
education.of.partners.in.the.supply.chain..the.importance.of.collaboration
supply.chains.is.the.application.of.excess.resources.to.buffer.the.firm.against
events
number.of.brokers
analysis. systems
parties.to.view.the.same.information.and.communicate.regularly.on.status
. and.low.process.reliability
boost
electric
reducers applying.excess.resources.and.deploying.visibility.systems.are.both.reactive
a.
discussions
.n.
is.the.increasing.propensity.of.companies.to.outsource.processes.to.global
.hendricks.and.singhal
. upper
performance.reviews.with.the.supplier.” once.a.given.supplier.has.been.selected.by.the.sourcing.team
human.assets.required.to.manage.these.critical.relationships..they.will.also
executives
showed.that
ports.
management.program.includes.improved.knowledge.of.where.the.disrup- tions.can.occur
firm..production
describe.this.methodology.and.then.develop.a.framework.for.managing.risk.
.customs.regulation
stock
sources. increases
christmas
the.past
redesign. considerations
business. processes
establish
. shipments
(
notes:
. information
other.
carriers
. education.of.partners.in.the.supply.chain..the.importance.of.collaboration
with.
it.is.interesting.to.note.that.although.inventory.levels.have.been.reducing
.electronic.visibility.systems.may.not
stages
.but.information. flow
chains
limitations.on.the.number.of.sources level.of.stringent.quality.requirements lack.of.supplier.manufacturing.capacity.and.flex
a.major.retailer.that.imports.the.majority.of.its.products.from.china
volumes
were.“lost”.in.the.melee.ran.into.millions.of.dollars..los.angeles.port. operations
quality.
containers
.ca
probability
also.to.map.all.the.nodes.of.the.supply.chain
ocean.carriers
mitigation
2..supply chain planning
detection..we.asked.executives.to.describe
scarcity.of.qualified.labor
pro-ceeded.through.the.interviews
sc
product’s.
avoidance.
stream.impacted.if.the.event.were.to.occur..do.not.engage.in.“happy
.and.malaysia.is.skyrocketing..companies.such.as.general
disruptions.
warehouse
loss
scope
types.of
working.three.shifts
perform
the.most.extensive.approach.used.by.firms.with.complex.supply.chains
foundation
disruptive event.
effectiveness
wednesday
safety.stock
nodes.in.the.network
reposition.the.inventory.during.a.supply.chain.disruption
a.problem.in.the.supply.chain.will.allow.the.company.to.deploy.a.mitigation
a.second.approach.that.involves.a.higher.level.of.investment.is.deploying.a
.live.in
equity
buffer.for.response
( revenue loss
a. silo
shipments
a.result
and.potentially.bring.portions.of.the.supply.chain.to.a.complete.halt..first
matter.
.tools.that.adjust.with
transportation.seem.to.occur.almost.every.year.in.the.summer.between
ampli.ers
.and.contingency.planning
.a.company.discovered.that.its.information.sharing
deploy.rfid.at.strategic.nodes.in.supply.chain
supply.chain.planning.and.collaboration.risk.reducers
teleconference
robert
.in.effect
material
search
chain.components.or.nodes..to.identify.the.vulnerabilities.in.a.supply.chain.
workers
visibility systems
.the.foundation.for.a.solid.supply.chain.risk
. r.
prob of disruption
patterns
.as.well.as.natural.disasters.or.catastrophic.events.such.as
.but.with.less.complex.products.or.processes
groups
chain. redesign
mapping.the.supply.chain.measuring.the.risk.of.critical
. procurement
defined.hierarchical.meetings.to.share.key.performance.indicators
.and.business.con-tinuity.planning
each.of.these.risk.reducers.is.next.described
.in.fact
global sourcing the.growth.in.low-cost-country.sourcing.from.places.such.as.china
information.was.transmitted.via.walkie-talkie.and.then.typed.up.in.a.local
report
process in.interviewing.the.executives
sources.
.many
.there.were.impending.signals.that.the.los.angeles.port.union.strike
team
major
reduction.strategies.they.can.use.to.eliminate.the.impact.of.disruptions.on
issues
creating.a.supply.chain.risk.map.with.estimates.of.disruption.probabili-ties.and.associated.revenue.impact.estimates.is.diffic
any.potential.disruptions..this.approach.is.most.common.when.the.magni-tude.of.a.potential.disruption.is.high
.manufac-turing.locations
identify.key.subject.matter.experts.in.the.network.who.should.be.con-sulted.on.a.timely.basis
number.of.fires
high
.a.semiconductor.manufacturer
availability
to.facilitate.management.by.exception
chain measuring
”.these.weekly.phone.calls.helped.the
.for.greater.use
first
other. hand
the.constrained.dependencies.element
a.global.sourcing.team.should
mechanisms.for.the.critical
silo
information
.such.an.exercise
chain. disruptions
shareholder
thousand.oaks
jennifer
some.of.the.other.amplifiers.associated.with.global.sourcing.are.shown.in
structure
candidates.for.further.investigation..to.manage.the.set.of.disruptions.and
electronics
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