150+ word response to each student. Response must be positive and NOT critical of their work. A question about the
topic must be asked as well. The response is a peer to peer response, so the please make sure it is written in that person. 10 RESPONSES IN TOTAL
For this week’s forum, I picked the topic of Supply Chain risk; this caught my eye immediately as I started reading Chapter 10. According to our reading this week, the dictionary defines risk as the quantifiable likelihood of loss or less-than-expected returns. That’s helpful in the sense that it tells us risk is something to be avoided or minimized (Poirier, Quinn Swink, p. 208, 2010). Our reading gives several definitions but the one that was used here is the better one in my opinion. Whenever you deal with the supply chain you do not want a negative impact when it comes to risk. Therefore, utilizing supply chain management is vital to the entire process. Our readings tells us, Managing supply chain risk is not about avoiding risk or never taking calculated risks. Instead, it’s about having the organizational awareness of risk, the capability to analyze and assess vulnerability, and the ability to react to risk with the correct decisions (Poirier, Quinn Swink, p. 210, 2010). The survey in our reading is interesting and provides a vital snapshot when it comes to risk concerns. The question that someone needs to be able to answer is if the supply chain risks are worth it? I look at supply chain risk as you have to choose which battles to fight. Utilizing certain strategies can help make the risk easier to manage; the risk can be transferred, avoid the risk altogether and accept the risk. Overall, I found this topic interesting and vital to the supply chain as a whole.
Poirier, C. C., Quinn, F. J., Swink, M. L. (2010). Diagnosing greatness: Ten traits of the best supply chains. Fort Lauderdale, Florida: J. Ross Publishing. Retrieved from http://ebookcentral.proquest.com.ezproxy2.apus.edu/lib/apus/reader.action?docID=3319496
When reflecting on what risk is when it comes to supply chains, I often fall back on the ideas of partnerships via outsourcing a part of the supply chain, investing in technological upgrades that are advertised as future necessities to save time and money down the road, and anything else that results in more money being spent or time being used. Whether it is investment in technology to help better track a product after it is shipped or expedite a process within the supply chain to get the customer their product quicker and cheaper as time goes on, or spending money on outsourcing partnerships that also gets the customer their product quicker and cheaper, these all come with a great degree of risk. If the juice is not worth the squeeze, then a company just wasted time and/or money that could have gone into something else. But if at a minimum, it all works out as planned, then the company weighed the risk and rewards very well and made a great informed decision.
When it comes to our text Diagnosing Greatness, Poirier, Quinn, Swink addresses risk management within the supply chain as the ability to anticipate, evaluate, and react to unexpected disruptions to the supply chain (2008, p. 205). This doesn’t line up with my thoughts as it considers risk as unexpected disruptions. If you plan for it, then can it really be unexpected? With that said, Poirier et al. go on to cover both expected and unexpected risk, making me feel a bit better as I felt that I was completely off. At the end of it all, risk is summarized as a firm’s ability to reduce and cost-effectively control any unanticipated or calamitous supply chain disruptions (Poirier et al., 2008, p. 209). While risk management plans for the unexpected, the rewards from when it all works out makes it all worth it in the end. Companies just need to understand the tangible and intangible risks of any decision before acting on a decision as the failure of that decision could affect more than just money, such as productivity…effectiveness…and reputation (Poirier et al., 2008, p. 211).
Poirier, C. C., Quinn, F., Swink, M. (2008). Diagnosing Greatness: Ten Traits of the Best Supply Chains. Retrieved from http://ebookcentral.proquest.com.ezproxy2.apus.edu
According to the Occupational Safety and Health Administration (OHSA), more than 32 million workers are exposed to hazardous chemicals in over 3 million U.S. workplaces (Camplin, 2010). Hazmat Management and Hazmat incident management sound very similar. They actually are very different when you investigate their meaning. Hazmat Management mainly involves in hazardous materials management at any given worksite or company. It also includes the procurement, transportation, storage, and disposal of hazardous materials. An easier way to think about Hazmat Management is the day to day operations of hazardous materials. Companies and worksites need to encompass safety measures, training, and proper handling of hazardous materials. The enforcers of their respective program need to ensure proper markings on containers and materials are used within the proper limits. Additionally, there needs to be a keen eye for any safety concerns or hazards that need to be rectified. While working directly with these hazardous chemicals, it is of the utmost importance and even mandatory to ensure there is proper maintenance being conducted and safety measures are being practiced with these materials at all times and if or when an incident occurs. This is where hazmat incident management comes into play.
Knowing how to respond to a HAZMAT incident is critical to all occupational safety professionals as well as workers who deal with HAZMAT materials directly. When an incident occurs, workers should be prepared to respond using an eight step process, which includes: Site Management and Control, Identification of the Problem, Hazard and Risk Evaluation, Protective Clothing and Equipment, Information Management and Resource Coordination, Implementing Response Objectives, Decontamination, and Terminating the Incident.
Camplin, J. (2010, October). Hazmat Management: A Nine-Step Program – Facility Management Material Handling Feature. Retrieved May 12, 2016, from http://www.facilitiesnet.com/materialhandling/article/Hazmat-Management-A-Nine-Step-Program-Facility-Management-Material-Handling-Feature–12046Running head: Responses Name
Your post gives good insights concerning supply chain risk. you start by defining risks as