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Does Your Supply Chain Deliver Shareholder Value? MIT Supply Chain Strategy | 2/2008 When toy manufacturer Mattel was forced into a series of bruising product recalls last summer, its stock price plummeted by some 25% from its year-to-date peak. Boeing’s share price has hit turbulence since it announced last summer that supply problems are delaying initial deliveries of its new 787 Dreamliner aircraft. The plane maker’s stock has fallen by an estimated 20% in that time. Examples of how supply chain disruptions affect stock price and hence shareholder value abound, yet the specific risk factors involved are not well understood. www.mitsupplychainstrategy.com
Without a Guard at Every Door, ‘Resiliency’ Becomes the New Buzzword
CQ Homeland Security | 1/2008 By Matt Korade On the night of Nov. 9, 2005, a man identified as 23-year-old Iraqi Rawad Jassem Mohammed Abed walked into the Grand Hyatt in Amman, Jordan, ordered a glass of orange juice, and blew himself up. Twenty-one people were killed, including Syrian-American Moustapha Akkad, a movie producer best known for the “Halloween” horror films, and his 34-year-old American daughter. www.cq.com Innovation & Resilience: Weathering Any Storm Fortune - Custom Publishing Section | 3/2007 If you want to know the risks a multinational faces, you can look through market reports, SEC filings, and press releases--or you can just read a newspaper. It’s a perilous world, and we all know it. Almost every day there are acts of terrorism, pandemics, computer viruses, storms, and other disasters that can whipsaw and organization. But at least there is one upside to all bad news: Companies can take action, preparing themselves in ways that may not always prevent disaster but can mitigate the damage to their bottom lines. By assessing the risks of today’s business environment, they can put contingency plans in place. It’s a no-brainer. Right? www.fortune.com/sections ///

The Need for Resiliency at the Corporate Level Critical Thinking: Moving from Infrastructure Protection to Infrastructure Resiliency George Mason University | 2/2007 For decades, the United States national policy and corporate operational emphasis has been on protection and security with respect to critical assets and infrastructures. This approach was useful in the old paradigm of defined threats and impending challenges such as Y2K and state-level enemy regimes. With the September 11 terrorist attacks, natural disasters, and other continued threats to our nation’s capacity to maintain its citizens’ ability to live their lives in a relatively secure manner, we require a new mindset and strategy. The nation must accept that 100% protection and security is unattainable, but maximizing resiliency is a must. cip.gmu.edu.com

A Market-Based Approach to Private Sector Security New Strategies to Protect America Center for American Progress | 7/2006 Approximately 90 percent of America’s critical infrastructure is owned by the private sector. This infrastructure is vital to the security and health -- economic, social and cultural -- of the United States. Pipelines, electrical lines, water systems, communications infrastructure, broadcast companies, financial markets and gathering places such as stadiums, malls, theme parks, hotels and office buildings are all privately held. As then-Homeland Security Secretary Tom Ridge aptly stated, “We are a target-rich environment, and the private sector owns most of the targets.” Our nation’s dependence on the private sector is not lost upon the terrorists that seek to do us harm. Osama bin Laden stated that the Twin Towers were selected because they were symbolic of American economic power. Since 9-11, bin Laden has called upon al Qaeda to attack the American economy and the critical infrastructure that supports our way of life. www.americanprogress.org
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