Survey on the Disaster Preparedness and Business Continuity of Companies in the Great East Japan Earthquake - Improving the Business Value by the Information Sharing and Disclosure of BCPs -

2012 ◽  
Vol 7 (4) ◽  
pp. 363-367
Author(s):  
Yoshiki Hiruma ◽  
◽  
Kentaro Noda ◽  
Keyword(s):  
Supply Chain ◽  
Information Sharing ◽  
Disaster Preparedness ◽  
Business Value ◽  
Business Continuity ◽  
Development Bank ◽  
Continuity Planning ◽  
Backup System ◽  
Sharing Strategy ◽  
Bank Of Japan

This survey, based on a survey conducted by the Development Bank of Japan (DBJ), examines the effectiveness of existing disaster preparedness and business continuity efforts. In this paper, we want to point out the following points to present approaches for improving business continuity capability. First, it is necessary for businesses to share business continuity planning (BCP) information in-house, to expand this function in the future, and to create a mechanism for sharing information within the supply chain and industry groups. Second, the key is in improving business continuity capability for the three elements of: formulating BCP (soft countermeasures), improving response by sharing strategy and strengthening against earthquakes, and implementing hard countermeasures by developing a backup system. Third, it is important to incorporate elements of BCP into core business undertakings in order to ensure that business continuity efforts go beyond temporary measures alone (sustainable BCP).

scholarly journals To share or withhold? Contract negotiation in buyer–supplier–supplier triads

2019 ◽  
Vol 120 (1) ◽  
pp. 98-127
Author(s):  
Xu Chen ◽  
Xiaojun Wang ◽  
Xiaoqiang Zhu ◽  
Joseph Amankwah-Amoah
Keyword(s):  
Supply Chain ◽  
Information Sharing ◽  
Production Cost ◽  
Strategic Choices ◽  
Cost Information ◽  
Operational Decisions ◽  
Content Type ◽  
Contract Negotiation ◽  
Negotiation Strategies ◽  
Sharing Strategy

Purpose This paper seeks to fill the literature gap that lacks of exploring negotiation strategy with competing partners under asymmetric production-cost information. The purpose of this paper is to examine firms’ optimal contract negotiation strategies in buyer–supplier–supplier triads where there are concurrent negotiations between the retailer and two competing manufacturers. Design/methodology/approach The authors consider a two-echelon supply chain, in which the retailer has the option of segmented or unified negotiation policy, whereas the two competing manufacturers can withhold or share production cost information in the negotiation. Based on game theory, the authors derive the manufacturers’ optimal wholesale prices and the retailer’s optimal retail prices with eight possible scenarios. Optimal strategic choices and operational decisions are then explored through the comparative analysis of equilibriums of eight possible scenarios. Findings The authors find that the retailer will adopt different negotiation strategies depending on manufacturers’ decisions on sharing or withholding their production-cost information. When both manufacturers share their production-cost information, the retailer will adopt a unified negotiation policy. The high-efficiency manufacturer should adopt the same information-sharing strategy as the low-efficiency manufacturer in order to gain more profit. Originality/value The modelling helps to bring further clarity in supply chain contract negotiation by offering a conceptual framework to enhance our understanding of the effects of information-sharing strategy and negotiation policy in the negotiation process form the perspectives of all engaging parties. Managerial insights derived from the research will enable retailers and manufacturers to make informed and better strategic and operational decisions to improve market competitiveness.

scholarly journals The Influence of Strategic Leadership, Business Continuity Planning and Supply Chain Resilience on Organizational Performance: Instrument Validation

2021 ◽  
Vol 12 (2) ◽  
pp. 228
Author(s):  
Mosaab A Habani ◽  
Suzilawati Kamaruddin
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Business Performance ◽  
Business Continuity ◽  
Strategic Leadership ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Business Continuity Planning ◽  
Continuity Planning ◽  
The Impact

Managing supply chain disruption needs to be considered an important activity for organizations. Supply chain risk management implies identifying, assessing, monitoring, and evaluating the potential risks across all supply chain members. The process of risk management emphasizes the improvement of supply chain performance through designing appropriate strategies. To be more precise, the chief responsibility in supply chain risk management is to ensure quality performance during crises and disruptions. Hence, identifying and validating risk-relevant factors that leads to superior business performance is necessary.  This study aims to validate the instrument to measure the impact of factors associated with business performance i.e., strategic leadership, business continuity planning, and resilience to disruption. This paper contributes to the literature by developing a comprehensive model that strengthens a firm’s resilience to disruption and leads to superior business performance.

An academic medical center’s response to widespread computer failure

2013 ◽  
Vol 8 (2) ◽  
pp. 145-150 ◽  
Author(s):  
Nicholas Genes, MD, PhD ◽  
Michael Chary, PhD ◽  
Kevin W. Chason, DO
Keyword(s):  
Disaster Management ◽  
Disaster Preparedness ◽  
Medical Center ◽  
Vital Signs ◽  
Business Continuity ◽  
Business Continuity Planning ◽  
Continuity Planning ◽  
Hospital Operations ◽  
Academic Medical ◽  
The Impact

As hospitals incorporate information technology (IT), their operations become increasingly vulnerable to technological breakdowns and attacks. Proper emergency management and business continuity planning require an approach to identify, mitigate, and work through IT downtime. Hospitals can prepare for these disasters by reviewing case studies. This case study details the disruption of computer operations at Mount Sinai Medical Center (MSMC), an urban academic teaching hospital. The events, and MSMC’s response, are narrated and the impact on hospital operations is analyzed. MSMC’s disaster management strategy prevented computer failure from compromising patient care, although walkouts and time-to-disposition in the emergency department (ED) notably increased. This incident highlights the importance of disaster preparedness and mitigation. It also demonstrates the value of using operational data to evaluate hospital responses to disasters. Quantifying normal hospital functions, just as with a patient’s vital signs, may help quantitatively evaluate and improve disaster management and business continuity planning.

Business Continuity Planning Status of the Private Sector in the Asia Pacific Region

2012 ◽  
Vol 7 (4) ◽  
pp. 386-391 ◽  
Author(s):  
Takahiro Ono ◽  
Keyword(s):  
Private Sector ◽  
Disaster Preparedness ◽  
Asia Pacific ◽  
Business Continuity ◽  
Economic Activities ◽  
Regional Survey ◽  
Business Continuity Planning ◽  
Continuity Planning ◽  
The Status ◽  
Planning Status

The Asia Pacific Economic Cooperation (APEC) region accounts for around half of all global GDP. Since its supply chains are closely intertwined, a single disaster could adversely affect economic activities in the entire region. APEC therefore needs to strengthen the private sector’s capacity for disaster preparedness and recovery by promoting Business Continuity Planning (BCP) among APEC member economies. This report is summarizes findings from a 2011 regional survey conducted to understand the status of BCP adoption and the level of BCP awareness in the private sector among APEC economies. Outcomes of this survey will be used to determine the next appropriate steps for enhancing and promoting private sector resilience.

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