为什么企业不应该忽视供应商风险管理

© Oliver WymanIn today’s rapidly evolving business landscape, the strategic imperative toinvest in effective supplier risk management has never been more pressing.The interconnectedness brought about by supply chain globalisation hastransformed how organisations operate, presenting both opportunities andchallenges. While globalisation has facilitated access to diverse markets andresources, it has also heightened vulnerability to disruptions, underscoringthe need for a robust approach to supplier riskmanagement.WHY COMPANIES NEED EFFECTIVESUPPLIER RISK MANAGEMENTThe globalisation of supply chains has yielded significant benefits for organisations,including cost efficiencies, enhanced innovation through collaboration, and improvedaccess to specialised resources. However, this interconnectedness has also increaseddependency on a limited number of suppliers, particularly as organisations consolidatetheir supply chains. The COVID-19 pandemic highlighted this vulnerability when companiessuch as Ford and General Motors faced significant production delays due to semiconductorshortages, which were exacerbated by their reliance on a small number of suppliers. Importdependencies have increased since the late 1990s, including in strategic products. Thisreflects finer levels of specialisation in international supply chains which proliferated duringthis period. It is also consistent with the perception of an increase in vulnerabilities tounexpected shocks transmitted through international trade and supplychains. © Oliver WymanExhibit 1: Country-level concentrations of imports of products of strategic sectorsContributions of China, Germany, Japan, United States, and other countries to averagecountry-level importconcentration1997-992002-042007-092012-142017-192020-21010203040ChinaUnited StatesGermanyJapanOther17%1%4%5%3%16%1%3%4%5%15%1%3%4%7%14%1%3%4%8%15%1%3%3%10%18%2%6%4%1%Note: The figure shows the decomposition by selected exporters of the values of the Hirschman Herfindahl Index (HHI)for imports of a sub-category of products identified in the literature as “strategic”. HHI is calculated as the sum of squaredmarket shares and lies between 1/n, when all of the n suppliers have equal shares, and one, in a monopoly. For example,a value of 0.2 for the HHI would be obtained, if there were only five suppliers and each of them supplied an equal share of20%, while a value of 0.1 would be obtained if there were ten suppliers with equal shares of10%.Source: OECD calculations using the BACIdataThe geopolitical landscape, marked by heightened tensions and regulatory changes,further complicates supplier risk management. Sanctions on countries such as Russia andIran create complexity with meeting compliance requirements and risks associated withopaque supplier ownership structures. Any lack of transparency can obscure the true riskswithin the supply chain, making it challenging for organisations to manage their supplierrelationships effectively. The impact of political shifts, such as the policies that the Trumpadministration is likely to enact, also forecasts increased volatility in global trade andmacroeconomic conditions, necessitating a re-evaluation of supplier riskstrategies. © Oliver WymanREGULATORY PRESSURESAND THE NEED FOR ENHANCEDRISK MANAGEMENTAs the business environment evolves, governments and regulators have begun to imposestricter expectations regarding supplier risk management. Legislation such as the Securityof Critical Infrastructure Act and CPS 230 Operational Resilience in Australia reflects agrowing recognition of the importance of effective risk management across industries.In the US, the Federal Trade Commission (FTC) has ramped up its scrutiny of supply chainpractices, with a focus on ensuring that companies are transparent about their supplychains and compliant with consumer protectionlaws.Historically, the financial services sector has been at the forefront of regulatorycompliance, developing sophisticated risk management frameworks. However, as theseregulatory expectations expand beyond financial services, many organisations in othersectors may find themselves ill-prepared. Other industries which have already investedin robust risk governance practices, may navigate these changes more effectively. Incontrast, organisations lacking foundational risk management practices may struggle tomeet these new demands, potentially exposing themselves to significant penalties andreputationaldamage.The consequences of ineffective supplier risk management can be severe. Regulatorybodies are increasingly holding Board Directors and Group Executives accountable forlapses in oversight, with fines and penalties being imposed on organisations that fail tomeet compliance standards. This only further illustrates the need for organisations toevolve their approach to proactive supplier riskmanagement. © Oliver WymanCOMMON CHALLENGES INSUPPLIER RISK MANAGEMENTDespite the clear necessity for effective supplier risk management, o