This concept implies based on ensuring that there has been an attainment of a complete comprehension of underlying threats with the capability of affecting the ability of the organization to operate as intended and further ensure that there has been the provision of a framework to be used in the planning process. This strategy will be instrumental to the formulation of the effective and successful strategies that will be used in ensuring that any disaster situations faced by the organization have been dealt with and at the same time ensuring that the organization has suffered the least disruption of its normal operation (Sodhi, Son " Tang, 2012). The concept is based on the fact that the adverse impacts associated with emergency situations rely on the lack of knowledge concerning the scope and severity of the situation should it occur. Through the application of this concept, it will be possible to assess the changing nature of disasters and associate them with the uncertainty of the contemporary business environment, appreciating the fact that the organization will be faced by a new emergency that has not been considered in the previous threat spectrum (Pfohl, Köhler " Thomas, 2010). The strategies that will be applied to ensure the organization adopts the strategy will be in ensuring that the current disaster and business continuity plans have been revisited, adopting regular updates to our hazard assessment spectrum to establish the new threats and further integrate changes to our disaster plans that will augment our preparedness.
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The process of hazard identification
I agree with the position that has been presented in this concept when it comes to an organization ensuring that it has identified all the risks it could be facing. The position is founded on the fact that some of the emergency situations that have crippled the operations and even survival of some organizations are the ones that have previously overlooked because they appeared to be obvious. When it comes to the assessment of the possible hazards an organization could be facing, in the present or future, the initial step should encompass identification of all the possible risks, whether technological, natural or of human nature (Tummala " Schoenherr, 2011). The fact informing this position is that no one has an ideal foresight into what may happen in future. Although the past may not offer the best basis of establishing what may occur in future, it offers some reliable insights into the potential disasters we could be encountered in future. Some of these considerations that should be informed by the past can be such issues as proximity to areas associated with natural and human-made disasters like forest fires, earthquakes, tsunamis or even flooding (Tummala " Schoenherr, 2011). These issues inform the intervention considerations that an organization has to take into consideration when designing the disaster management and business continuity strategies. It thus becomes essential to ensure that while hazards ought to be considered in a broad context, focus it needs to be in the identification of the events that have the greatest likelihood of occurring with the business environment (Tummala " Schoenherr, 2011). The implementation of an effective hazard assessment is therefore needed to collect information from an assortment of sources depending on the threat and making assumptions on the likelihood of occurrence and the possible impact of the disaster to the supply chain.
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The concept of disaster mapping
The argument that effective management of disasters and hazards in the supply chain demands a thorough assessment and comprehension of the entire supply chain, in the context of both the internal as well as external components is vital to effective management of emergencies that may affect the operations of an organization (Pfohl, Gallus " Thomas, 2011). Agreeing with this position is based on the fact that comprehension of all the tenets of the supply chain is the most effective way of ensuring that the possible disaster to the different components of the supply chain has been established and intervention plans formulated. Establishing a thorough comprehension of the issues that may affect the success of the supply chain should be guided by seeking insight from the most experienced individuals in the organization due to their interactions with the supply chain as well as involving all the stakeholders to come up with the most effective plans (Pfohl, Gallus " Thomas, 2011). It follows that the more effective and thorough the mapping process is, the more effective and successful the disaster management and business continuity interventions will be. This should be accomplished by putting together all the organization’s facilities and adding all the upstream supply chain interconnections encompassing the diverse levels of stakeholders as suppliers, tier one suppliers, contractors and business partners (Pfohl, Gallus " Thomas, 2011). Once all the stakeholders and links have been established, it becomes essential to establish all the things that can go wrong in each of the levels inhibiting the organization’s operations, the likelihood of occurring and the impact it will have on the operations. Through this process, an organization will have established the most effective mode of examining the possible issues to each of their operational facets and further established a team to assess and report on such incidences to formulate intervention plans.
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The concept of risk quantification
I support the concept of risk identification since it is the only effective means of prioritizing the risks an organization faces and adopt strategies to manage the existing risks. The assertion is that the successful mapping of supply chain risks provides the organization with the necessary foundation to assess and quantify the risks based on their mitigation needs (Heckmann, Comes " Nickel, 2015). Based on the readings, it follows that the most effective means of classifying the threats that are posed to the supply chain of an organization is to base them on the levels of risk determined through the mapping. The most effective way is by classifying the risks based on the levels ranging from one to three. The level one risk ought to comprise those risks that are limited in their scope as well as impact, level two risk encompassing those that are moderate in their scope and impact while level three is made of those risks that are catastrophic and wide in their scope and long-term effects (Heckmann, Comes " Nickel, 2015). When it comes to the mitigation and preservation of the organization’s supply chain operations, it becomes imperative that core focus is on the level three risks when designing the mitigation as well as planning efforts. Once resolved, sequence ought to follow the impact and scope, levels two and one consequently following in mitigation and planning efforts. Immediate attention ought to be directed at the risks highest impact score when designing the interventions. The value of this concept is seen in the fact that once the results of the risks have been established, it should be imperative to identify the hazard and start consideration of the possible scenarios should the disaster occur (Heckmann, Comes " Nickel, 2015). I concur with the assertion that the most fundamental considerations when it comes to the quantification of risks faced by an organization should be rated based on their likelihood to occur, effect it has on people, impact it will have on equipment and facilities as well as the impact on the overall organizational operations.
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The application of hazard assessment to the mitigation program
Overall, identifying the manner in which results of hazard assessment can be applied to the development of risk mitigation program will be valuable to the organizational success. Through the comprehension of how to effectively manage and manage each of the identified risks, it will be possible to resolve the core threats faced by the organization (Berke, Smith " Lyles, 2012). The most effective strategies to be used will be the progressive completion of mitigation strategies before the occurrence of any identified emergency (Berke, Smith " Lyles, 2012). Based on the readings, the three main strategies I will be applying will include the mitigation of identified risks via development of alternative routing or using alternative suppliers, transferring the risk to another party and accepting the risk via adopting proactive decisions meant to absorb any imminent financial losses (Berke, Smith " Lyles, 2012).
References
Berke, P., Smith, G., " Lyles, W. (2012). Planning for resiliency: Evaluation of state hazard mitigation plans under the disaster mitigation act. Natural Hazards Review, 13(2), 139-149.
Heckmann, I., Comes, T., " Nickel, S. (2015). A critical review on supply chain risk–Definition, measure and modeling. Omega, 52, 119-132.
Pfohl, H. C., Gallus, P., " Thomas, D. (2011). Interpretive structural modeling of supply chain risks. International Journal of physical distribution " logistics management, 41(9), 839-859.
Pfohl, H. C., Köhler, H., " Thomas, D. (2010). State of the art in supply chain risk management research: empirical and conceptual findings and a roadmap for the implementation in practice. Logistics research, 2(1), 33-44.
Sodhi, M. S., Son, B. G., " Tang, C. S. (2012). Researchers' perspectives on supply chain risk management. Production and operations management, 21(1), 1-13.
Tummala, R., " Schoenherr, T. (2011). Assessing and managing risks using the supply chain risk management process (SCRMP). Supply Chain Management: An International Journal, 16(6), 474-483.
