MBP 5/16 Measures and Best Practices for “SCRM Awareness and Culture“

“The issue should be brought to the attention of decision-makers–not only in the short term, but also in the medium and long term.” (Interview – Director Risk Management, Logistics Service Provider)

A positive approach to SCRM requires management’s openness towards suggestions for managing reported supply chain risks in a manner in which employees can see the value that’s being added. This form of a lived risk management culture is also accompanied by an awareness of supply chain risks among employees.

In the numerous expert interviews and focus groups with company representatives and scientists for the development of the maturation model, the following measures were identified: 

  • Establish a risk-conscious corporate culture which welcomes proactive measures to reduce supply chain risks (e.g. by regularly addressing supply chain risks and their consequences, by procedures or behavioral instructions, or by visual aides like photos, diagrams, or hidden objects.
  • Reinforce a pro-SCRM culture that pursues novel SCRM strategies. To this end, frequently highlight small successes or negative examples.
  • Ensure that sufficient human and financial resources are available to deal with SCRM and that the SCRM strategies are not perceived as additional workloads.
  • An important prerequisite for assuming responsibility for SCRM is above all an appropriate awareness of the risks involved. Ensure a relatively ubiquitous awareness-baseline by having upper management frequently address relevant topics, conducting trainings, distributing manuals and procedural or behavioral instructions, and offering visual aides in the form of photos, diagrams, etc.
  • Promote the regular exchange of SCRM-relevant information between the various departments (e.g. through monthly meetings).
  • Communicate the positive results achieved through the use of SCRM measures or the negative consequences of non-compliance.
  • The achievements of department managers and employees with regard to SCRM should be positively acknowledged, orally and/or in writing, by management.
  • Define and communicate thresholds, which should not be exceeded or undercut, in order to promote a common understanding of risks.
  • Where appropriate, try to integrate (as risk indicators) the risks which have been reported by individual employees over a long-term basis, and give the respective employee feedback to motivate them.
  •  Integrate aspects of SCRM as fixed components in the targets set for managerial teams. 
  • Try to extend the SCRM culture to your suppliers (e.g. regular supplier SCRM auditing).

Extract from Schröder, M. (2019): Structured improvement of supply chain risk management. In: Supply Chain Management – Contributions to Procurement and Logistics, Reihen-Hrsg.: Essig, M.; Stölzle, W., Kersten, W., Springer Gabler: Wiesbaden

Diesen Blogbeitrag zitieren
Meike Schröder (2020, 23. Juni). MBP 5/16 Measures and Best Practices for “SCRM Awareness and Culture“. Supply Chain Risikomanagement. Abgerufen am 21. Juni 2024, von https://doi.org/10.58079/tx0q

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