2025全球供应链风险报告：驾驭供应链风险和可保性（英）

Navigating supplychain risks and insurability 2025 TA B L E O F C O N T E N TS Market overview45 Insurance and mitigation strategies for supply chain risk46 Global supply chain disruptions: From natural disasters to pandemic fallout72011 Tohoku earthquake: A major supply chain disruption82020: Initial supply chain disruption from the COVID-19 pandemic82022–2023: An ‘epic miscalculation’ in global supply chains9Other disruptions to global supply chains10 Contributing authors60 Further information61 Today: Global trends shaping supply chain risk dynamics11 Shifting risks of supply chain disruption13Impact of risks on supply chain vulnerabilities14Factors contributing to supply chain risks16Control over the root causes of supply chain risks18 Tomorrow: Forecasted impact of supply chain factors for the next two years20Enhancing supply chain management: Key opportunities in 202521Shifting challenges in supply chain risk management23 Evolving approaches to supply chain risk management25 Responsibility and ownership30 Preface Understanding supply chain risks requires a deep commitment and sustainedeffort. It isn’t easy, but the cost of an adverse event can be high, includingmissed opportunities and undermining long-term stability. Supply chains are theorganization’s ecosystem’s backbone, underpinning day-to-day operations andlong-term innovation. Supply chains are global, interconnected and inherentlycomplex to comprehend. The structure and functioning of a company’s supplychain — from internal operations to material sourcing across multiple tiers— are critical to the organization’s overall exposure to risk and resilience. In today’s volatile environment, the ability to adapt and respond quickly to risks inthis intricate supply chain network has become one of the most important factorsin determining long-term success. Over the past few years, we’ve seen firsthandthe turbulence caused by global events: the disruption of the COVID-19 pandemic,growing labor shortages, rising inflation, geopolitical instability, the ongoing conflictin Ukraine, cybercrime and the increasingly visible impact of climate change onsupply chains. Add to that the rising complexity of interdependent risks, and it’sclear that navigating these challenges is no small feat. Organizational resilience is no longer just a part of risk management; it has becomea top priority in boardroom conversations. Today, organizations need more thanreactive risk strategies. They must be proactively anticipating, mitigating andmanaging a growing range of potential disruptions. To help businesses understandand tackle these risks, we’ve surveyed 1,000 senior risk and supply chain leadersfrom a broad range of industries across the globe. Using these findings, we are delighted to launch the 2025 Global Supply ChainRisk Report. The report provides valuable insights to help organizations adopta smarter, more proactive approach to managing supply chain risks in anincreasingly unpredictable world. Findings are intended to help our clients addresstheir supply chain risks. They highlight areas where risk management and globalinsights can drive cross-border collaboration, strengthen supply chain resilienceand enhance risk management’s value to the organization. Dr. Simon SølvstenHead of Organizational Resilience Research WTW | Willis Introduction Successfully navigating these challenges requires a comprehensive understandingof supply chain exposure and vulnerabilities, specifically focusing on network effects— interconnected risks that can magnify the impact of initial disruptions and lead tocascading failures. These network effects highlight supply chains’ growing complexityand fragility in an increasingly volatile and uncertain global environment. As supplychains continue to face mounting pressure, the urgency for collaboration, innovationand strategic foresight has never been greater. The risk of widespread business interruptions continues to be a significant concernfor companies across industries. With supply chain disruptions becoming morecommon and critical, the demand for contingent business interruption insuranceand advanced risk analysis is growing. For small and medsize businesses,such insurance is crucial for maintaining financial stability and recovering fromshocks. Larger companies, on the other hand, often use insurance as a strategyto smooth out the costs of adverse events, allowing them to navigate financialresources between supply chain improvements and operational costs whilereducing the variability of costs associated with business interruptions. A finding from the survey is how significantly recent global events have shaped theresults, pointing to a potential issue of recency bias. For example, the COVID-19pandemic, preceding the 2023 survey, highlighted vulnerabilities in supply chainsand reinforced the urgency of resilience planning. By 2025, the Russia-Ukraine warand escalating geopolitical tensions further sharpened the focus o