How to control and report risks?

In a final step, the risks must be reviewed with regard to their efficiency and effectiveness. Various methods are suitable for this purpose: In addition to a balanced scorecard, which is supplemented by a risk dimension, the risk indicator method can be cited alongside workshops and benchmarking procedures (see Tab. 3-2; Romeike 2004c, p. 185; Bergener 2006, p. 268; Schorcht 2004, p. 187f.).

Furthermore, controls can take place in different ways: in addition to controls at management level, they can also be carried out at activity or process level. Physical controls can also be distinguished from controls based on key figures. Controls can be manual or automated (Brünger 2009, p. 184ff.).

In addition to controls, communication plays an important role in the SCRM process (Mohr & Spekman 1994, p. 137). To facilitate handling and communication during the SCRM process, so-called risk management information systems (RMIS) can be used. If different departments, such as sales and purchasing, have access to each other’s same data sources, information exchange is more likely to occur well and efficiently (Brünger 2009, p. 209).

Associated reporting is also of great importance for SCRM success. The frequency of reporting, the volume of the report, and the target audience can promote or hinder the SCRM process (Kersten et al. 2013, p. 41).

How to audit SCRM? Conducting the Audit (8/9): List of questions (part c)

Below is a list of questions that can be used to audit the SCRM, concerning the topics Monitoring and Inspections and Communication and Reporting.

Monitoring and Inspections Are important SCRM documents stored in a central database?
  Are important SCRM documents stored in a central database?
  Is there a control process for operational supply chain risks?
  Is there a control process for strategic supply chain risks?
  Are important documents signed by the responsible persons (e.g. department heads) in order to increase commitment?
  How many and which metrics have been implemented to manage the supply chain?
  Are the supply chain management metrics considered in an SCRM context?
  What additional metrics have been introduced for SCRM?
  Is there an up-to-date historical log of key metrics?
  Is feedback from SCRM-related supply chain partners systematically handled and followed up on?

Communication and Reporting

Does a cross-departmental SCRM team meet at regular intervals?
  Is top management regularly informed about supply chain risks?
  Does supply chain risk documentation comply with external requirements?
  Have all of the applied measures been documented in compliance with external requirements?
  Are all affected employees aware of the internal communication channels in the event of an accident?
  Are all potentially affected employees aware of the available external communication channels in the event of an accident?
  Is there adequate access to information to support the identification and assessment of supply chain risks?
  Is a software-based solution available that allows relevant SCRM data to be entered?

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

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