Supply Chain Security

Emerging Supply Chain Risks:

Potential Damages and
Mitigation Strategies
Recent headlines reveal a painful
truth: the Algerian gas plant
attack, the Bangladesh textile
fire, Hurricane Sandy, the
Thoku earthquake and tsunami,
and many other human and
natural disasters show supply
chains are at risk beyond just
financial damages. In todays
global economy regardless of
your product or service your
supply chain brings risks to
your employees, your customers,
your finances, your brand
reputation, and even the
survival of your business.

As supply chains grow more and more complex, it is impossible to address all of the
risks that make them vulnerable without the proper tools and support. To add to the
complexity, todays supply chains include more than just cargo: they also include
critical infrastructure such as power grids, communications, information technology,
and other assets and services that do not travel on trucks, trains, ships, or planes.
At times of crisis, your business depends on your ability to secure, administrate,
and navigate your companys network of business relationships. On the positive
side, if you can effectively protect and manage your supply chains, the ability to
productively respond to stresses can yield important benefits, such as:
Decreased losses and lower associated production costs
Improved business continuity via a more robust, resilient, and responsive supply chain
Greater end-to-end transparency for improved process management and efficiency
Competitive advantages over industry rivals when supply chain risks arise
Brand Protection

Emerging Risks
Its a simple fact that the number of touch points increases as products and services
are globally sourced. More touch points mean more hands, more exchanges, more
methods, more border crossings, and more opportunity for disruption incidents;
all translating to more vulnerable assets.
Compound more vulnerable assets
with more valuable assets especially in
sectors such as technology,
pharmaceuticals, retail/apparel, and
alcohol and tobacco and thieves become more brazen and creative, raising
the potential for massive losses.
In 2012, global supply chain crime
amounted to $21.5 billion in losses.
Further, the demand for low cost
logistics and transportation in supply
chains often runs counter to the goal
of consistently enforcing security
procedures, again raising risks.
Similarly, the need for greater supply
chain efficiency can compromise
redundancy, making supply chains less
flexible to stresses and disruptions.

to Western worldviews. In supply chain

terrorism, the aim of attack is generally
to cause economic loss by disrupting
the flow of commerce or to subvert
supply chain resources in order to fund
terrorist activities not necessarily to
use violence for the sake of
generating fear.

Categorizing Risk to Define Strategies

The dynamic stressors exerting themselves on supply chains can be classified into four
categories of specific business challenges: Security Compliance, Business Continuity,
In-Transit Risks, and Brand Protection. Each challenge brings its own risks and costs,
and each can be addressed with different strategies for risk mitigation.

Finally, there is an increasing threat from

terrorism, particularly for Western
companies operating in regions hostile

BSI

The challenge: mitigating these risks can

be both costly and resource intensive. Our
business case shows that by deploying
emerging management system standards
and proven leading edge cost effective
technology, an organization can mitigate
these risks and recognize a return on
investment as well.

Emerging Supply Chain Risks: Potential Damages and Mitigation Strategies

Security Compliance
Supply chain security can include credentialing members of the
supply chain, screening and validating the contents of cargo,
securing cargo in-transit with security devices, and of course
inspecting cargo upon arrival.
According to the Department of
Homeland Security, infrastructures
(including communications and
information technology) must also be
considered when building an overall
supply chain security strategy. A recent
survey by the Zurich Insurance Group
showed that 73% of organizations
recorded at least one supply chain
disruption in 2012 [and] the leading
cause of supply chain disruption is
unplanned IT or telecom outages.2

supply chain partners downstream

to conform to the standard a
requirement that can be difficult to
manage. This is where experience and
guidance can help prepare and support
your company for compliance. The
application and implementation of
unique tools such as Supplier
Compliance Manager (SCM) to
maintain C-TPAT certification and ensure
partners are conforming to security
requirements can help.

Importers to other countries have similar

challenges; PIP for Canada importers and
AEO for importers to the European
Union. Compliance brings significant
benefits, though it is again difficult to
manage downstream audits and maintain necessary paperwork. Tools such as
BSIs Supplier Compliance Manager and
Supply Chain Risk Exposure Evaluation
Network (SCREENSM) can make managing
and reporting supplier risk data a more
streamlined process for PIP and AEO
compliance.

There are many security initiatives

currently in effect, and compliance
with specific initiatives can yield strong
benefits when managed effectively.
The Customs-Trade Partnership Against
Terrorism (C-TPAT3), Partners in Protection
(PIP4), and EU Authorized Economic
Operator (AEO5) are among the growing
number of country-specific initiatives
designed to improve supply chain and
border security efforts worldwide.
For importers, the benefits of compliance
include expedited processing of customs
entries, reduced number of inspections
resulting in fewer cargo delays, and
potentially faster border transportation
times all reducing costs for importers.
Yet, it can be challenging to manage
downstream audits and maintain
necessary paperwork. C-TPAT for instance
is a voluntary program requiring all

Emerging Supply Chain Risks: Potential Damages and Mitigation Strategies

BSI

Business Continuity
Business Continuity spans both planning and the day-to-day activities
necessary to ensure that critical business functions will be available
to your customers, partners, and suppliers without disruption,
regardless of adverse events.
While disaster recovery is a key piece of
business continuity, for supply chain
management any business continuity
effort must account for more than
natural disasters, supplier redundancy,
and political stability as political
instability can produce boycotts, strikes,
protests, slowed custom clearances, port
outages, etc. Recent examples of natural
and man-made disasters include the
tsunami in Japan, the Arab Spring
Middle East awakening, anti-austerity
protests in Europe, and the Occupy
movement in the United States.
While manufacturers spend years and
fortunes building global supply chains,
natural disasters can devastate
business ecosystems in a matter of
minutes. The November 2011 floods in
Thailand killed more than 600 people,
knocked out auto and electronics
suppliers, and forced production delays
in plants in the United States for weeks.6
As a result of that regions natural
disaster, Seagate Technology passed
former market leader Western Digital
Corp. for the worldwide lead in hard
disk drive shipments. Western Digital
suffered heavy losses in the Thailand
floods, seeing about 75% of its
production temporarily shut down,
while Seagate owes its return to market
leadership to a fortuitous accident in
geography: Its HDD manufacturing plant
in Thailand is located on high ground.7

Similar natural disasters around the

Pacific in 2011 caused over $282 billion
dollars in recovery costs (see chart).
To mitigate losses, many companies
look at a holistic approach to business
continuity by utilizing both technology
and deploying management system
standards such as ISO 22301:2012. BSIs
SCM tool can plot areas that might be
affected by real-time natural disasters
hurricanes, flooding, etc. as well as
potential ongoing threats like seismic
activity, alerting business to areas of their
supply chain that might suffer impact,
while ISO 22301:2012 can specify
requirements for implementing and
managing an effective Business
Continuity Management System (BCMS)
that will provide a consistent approach
across your organization on how
interruptions are handled and recovered.

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The March 2012 explosion at a German

plant that produced PA-12 resin a
critical liner for automotive fuel lines and
brake lines negatively affected

The Price of Disaster

Estimated costs of natural disasters in 2011, which will be the costliest year on record
JAPAN Quake/Tsunami

$210 BILLION

THAILAND Floods

$30 BILLION

NEW ZEALAND Earthquake

$20 BILLION

UNITED STATES Tornados

$15 BILLION

AUSTRALIA Floods
Sources: Munich RE, Thailand Insurance Commission

Supplier redundancy is another key issue

for the business continuity of supply
chains. Unless we accept that our supply
chains will run dry from time to time due
to unexpected problems, redundancy is a
necessary part of lean systems, writes
Jon Miller for Quality Digest.8 It is often
difficult to strike the right balance between supply chain efficiency (lower
costs) and redundancy (higher business
continuity), but having that balance
can be critical when key suppliers
face stoppages.

Emerging Supply Chain Risks: Potential Damages and Mitigation Strategies

$7 BILLION

automobile manufacturers around

the world who thought they had built
redundancy in their supply chains by
sourcing the product from up to three
suppliers each. However, every one of
those suppliers purchased their product
from the same plant that burned.
The explosion at the Evonik plant killed
two employees and not only impacted
production of the key resin but also
destroyed the production equipment
for CDT, one of the key chemicals for
producing the PA-12 resin, said the
Detroit Bureau at the time. With Evonik
one of the most essential suppliers of
CDT used by other PA-12 manufacturers,
it is unclear if alternative sources can
be found - and, if so, how quickly they
could ramp up production to cover for
the losses.9
Political instability also increases
supply chain risk with the potential
to significantly disrupt the flow of
international trade. Assessing the role
and effectiveness of national and
local governance is critical to
understanding the risk environment
of your supply chains.

Understanding how the EU recession

is increasing the frequency of supply
chain attacks, how anti-austerity
protests in Western Europe might
impact transportation, or how the
Senkaku-Diaoyu Island dispute between
China and Japan might impact trade
lines are all examples of how important it
is to assess the real-time political stability
of your supply chain countries.

Detailed analysis of the political stability

and potential disruption factors of
individual countries can help mitigate
supply chain risks, especially when
unplanned IT or telecom outages are a
common disruption and 90% or more
of cargo disruptions occur within your
suppliers control of your goods.

We now live in a world where the largest shoemaker doesnt actually

make shoes, but only designs and sells them. A world where the
largest direct seller of personal computers doesnt so much
manufacture its products as it assembles them from components
sourced elsewhere.
In one industry after another, supply chains have been stretched
farther than they have ever been stretched in the past - even as lean,
just-in-time production schedules have made the consequences of a
break more severe.8

Each country has a unique population

and culture which impact its economy
and trade and define its transportation
infrastructure, export controls, security
practices, and general governance.
Knowing the levels of corruption and the
governments effectiveness to suppress
and control crime is key to establishing a
risk rating in the countries that are part
of your supply chain.

Emerging Supply Chain Risks: Potential Damages and Mitigation Strategies

BSI

In-Transit Risks
There are multiple risks arising
from the transit of goods across
a supply chain. Ready examples
include cargo disruption/theft,
counterfeiting, and supply chain
terrorism. Secondary risks
include insurance increases and
the cost of expedited shipping to
replace lost goods, which creates
downstream financial impacts.

Cargo disruptions and theft follow both

ancient and modern paths, from piracy
and hijackings to smuggling and complex
fraud. The FBI states that cargo theft is a
gateway crime that typically turns into a
larger case involving organized crime, public corruption, health care fraud, insurance
fraud, drug trafficking, money laundering,
or possibly even terrorism.10
An analysis of incident reports from BSIs
SCREEN tool indicates that California,
Florida, New Jersey, and Texas are all
known to be cargo theft hotspots in the
United States, while in Europe, the United
Kingdom, Spain, and Italy all suffer from
higher-than-average rates of cargo theft.
The emerging economies of Brazil, India,
China, Russia, and South Africa also have
high theft rates, and cargo thieves are
quickly evolving in response to security
policies and law enforcement.

To combat these losses, companies like

BSI offer cargo disruption threat-level
ratings for hundreds of countries and
maintains an active, proprietary database
of cargo disruption and loss rates spanning years and trillions of dollars worth of
cargo movement. BSIs database enables
BSI clients to assess supply chain security
by quantifying cargo tampering and unmanifested cargo risk at the country level.
As a result of greater supply chain risks,
insurance costs will continue to climb.
Contingent Business Interruption (CBI)
insurance, Extra Expense insurance, and
other policies may partially shield companies from financial disaster, but rising
rates are inevitable as new supply chain
risks emerge and impact their markets.
Recently, a pharmaceutical company
issued a warning after cargo thieves stole
600 injections of a flu vaccine from a
truck near Wiesbaden, Germany. The
thieves forced open the back of the
truck in order to gain access to the
pharmaceuticals, and stole two boxes of
the vaccine in the process. The safety of
the stolen vaccines could no longer be
guaranteed, as the chain of custody and
necessary cold storage conditions likely
were not maintained.

Traceability is the ability to verify the

origin, location, or application of an
item by means of documented recorded
identification. In the case of supply
chains, traceability refers to the ability to
document and report the entire chain of
custody of an asset as it travels through
the supply chain. Crucially, gaps in
traceability raise the risk of counterfeiting ,
product tampering, and shipment
integrity which can lead to un-manifested
cargo introduction.

BSI

Emerging Supply Chain Risks: Potential Damages and Mitigation Strategies

BSI analysis notes that Germany is safer

from a cargo disruption perspective than
its neighbors to the east and west, though
cargo thefts have been known to occur on
occasion in the country. This incident illustrates the fragility of the pharmaceutical
supply chain, and demonstrates how even
small thefts can have significant secondorder effects on the supply chain.
Finally, supply chain terrorism, as
previously mentioned, is increasing for
Western companies operating in regions
hostile to Western worldview
specifically where the aim of the attack is
to cause economic loss by disrupting the
flow of commerce, or where terrorist
groups may exploit the supply chain to
fund their activities.
When analyzing the threat of terrorism
on supply chains, it is important to focus
on groups which hold anti-Western
ideologies, as these groups are more
likely to specifically target Western
businesses operating abroad. BSI provides
intelligence and associated threat levels
related to supply chain terrorism risk in
over 200 countries, analyzing terrorism
threats that directly impact Western
supply chains.

Brand Protection
Brand protection is typically viewed as a cross-functional discipline uniting security, supply chain,
research and development, legal, quality, government affairs, public relations, and marketing.
Focusing on the supply chain, brand protection requires mitigating four specific risk areas:
social responsibility, counterfeiting, un-manifested cargo, and intellectual property rights.

Understanding your suppliers business

practices from how their employees
are treated to how they impact the
environment is a key aspect of
Corporate Social Responsibility. Social
responsibility issues arise when the lack
of traceability (the true chain of custody
of products from origin to dock) might
make a company vulnerable; when
supply chain behavior violates company
ethics, principles, differentiators; or when
suppliers put customer/market trust on
the line without your knowledge. For
instance, the December 2012 fire in a
Bangladesh textile factory that killed 112
people due to hazardous conditions was
linked closely to a Fortune 100 company
afterwards, causing harm to the
company brand.

Counterfeiting is a huge threat to

pharmaceutical, health, and chemical
companies, as well as high-tech and
retail/apparel firms. Incidents of
counterfeiting reported by drug makers
have increased steadily over the past
decade, though only about 5 percent of
cases are typically reported in the U.S.
The rise in counterfeiting comes as
pharmaceutical supply chains
increasingly stretch across continents.
More than 80 percent of the active
ingredients used in U.S. pharmaceuticals

are now manufactured overseas, according to a recent congressional report.12

Not only does counterfeiting
compromise brand and intellectual
property rights, but directly impacts
revenues. According to the Organization
for Economic Co-Operation and
Development (OECD), up to USD $200
billion of internationally traded products
could have been counterfeit or pirated in
2005. This amount is larger than the
national GDPs of about 150 economies.13

Integrity of the supply chain has even

wider implications to a society challenged by political and/or narco-terrorist
organizations that may leverage supply
chain vulnerability for their own gain.
BSI analysis notes that drug cartels have
long been involved in extortion and theft
of cargo in Mexico, underscoring the
severe threat of cargo theft in the
country. For example, in May 2012,
Members of the Knights Templar cartel
in Mexico torched five separate
warehouses and vehicle lots belonging to
a subsidiary of a U.S. food giant in the
states of Michoacan and Guanajuato.
Drug cartels typically target small and
medium-sized businesses for extortion,
and this is believed to be the first time a
transnational company has been targeted in such attacks.

Emerging Supply Chain Risks: Potential Damages and Mitigation Strategies

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Unmanifested cargo is the introduction of illicit (or

contraband) cargo into legitimate cargo. Common
examples include the smuggling of narcotics, weapons,
explosives, or other illegal items hidden within legal imports.

For companies, the reputational costs of

unmanifested cargo introduction can be
high, and the discovery of contraband in
cargo is a leading cause of decertification in the United States C-TPAT
program. The illegal movement of arms
and drugs concerns governments as
well, since smuggled arms can often end
up in the hands of terrorists or guerilla
groups and drug trafficking may fund
other destabilizing criminal activity. As
with cargo theft, smugglers are
constantly adapting to new contraband
detection techniques. Illegal drugs
typically move along well-established
smuggling routes that frequently
coincide with legitimate commercial
trade routes.11

Illicit drugs and other contraband are

found in air- and sea-borne cargo
shipments as well. As authorities tighten
enforcement efforts at land borders,
traffickers often move to other
modalities for smuggling opportunities.
Recently, the Caribbean has emerged as
a transshipment destination for drugs
hidden in cargo shipments bound for
the United States and Europe.
Intellectual Property Rights (IPR) issues
arise as supply chains reach through
countries with lax Intellectual Property
or unenforced shipping laws. In such
places, the opportunities to have

At the busiest crossing point between

the United States and Mexico, the Laredo
port of entry, 1.6 million cargo trucks
passed between the two countries.
Drug smugglers take advantage of this
high volume of traffic to conceal cocaine,
marijuana, and amphetamines in
legitimate cargo shipments bound for
the United States. In Eastern Europe
and Turkey, traffickers conceal heroin
among shipments in the two million
commercial trucks transiting into Europe.
It is estimated that only one out of 50
of these cargo trucks are checked for
contraband once they enter Europe.

BSI

Emerging Supply Chain Risks: Potential Damages and Mitigation Strategies

products counterfeited, substituted,

or transported without proper
documentation is a very real risk
for everything from luxury to
pharmaceuticals. While the brand
impacts of counterfeiting and IPR
violations are immediate, in the case
of healthcare, pharmaceutical, and
chemical products, such counterfeiting
and substitution also carry the risk of
injury or death to consumers. The
Chicago Tylenol murders of the early
1980s, where seven people died after
taking poisoned Tylenol capsules,
remains a testament to the massive
losses possible when protections fail.

How Companies Are Responding

Most businesses are unprepared for the emerging risks their supply chains
present. They fail to plan for the unthinkable the devastating hurricane, the
shocking terrorist attack, or the collapse of an important supplier in the wake of
political upheaval or accounting fraud, writes Ruud Bosman, executive vicepresident of Factory Mutual Insurance Company (FM Global), an insurance
provider. Conversely, some companies fail to appreciate the dramatic
consequences that even a seemingly minor supply chain disruption can trigger.17

Consider the following recent statistics:

More than 90% of industry experts
surveyed believe that supply chain and
transport risk management are greater
priorities in their companies today than
five years ago.14
Despite the known dangers and costs
of supply chain disruptions, only 21% of
companies assess value and supply
chain risk continuously.15
Less than 8% of companies could
confidently state that all of their key
suppliers have business continuity
arrangements in place.16
It is undesirable for organizations to
enforce their own approach to security
and business continuity management
(BCM) down their supply chains. While a
supplier can run different quality systems
to meet the requirements of its customer
base, it cannot run different (and possibly
conflicting) security and BCM systems,
which would be used during a disruption
at a time when tensions are high. As
such, monitoring the supply-chain can be
a daunting task and businesses need the
proper training and tools that will allow
them to assess, monitor, and manage
supply chain risks.

By implementing a holistic,
enterprise-wide supply chain risk
management program, companies
also can uphold their commitment to
providing strong corporate governance
on behalf of shareholders, which
ultimately boosts shareholder value,
continues Bosman. Companies that
dont are, in a very real sense, working
without a safety net.17
Further, businesses need the support to
conduct supply chain vulnerability audits,
formulate more detailed risk mitigation
strategies, and transfer that analysis to
actionable business continuity plans. By
strategically implementing a standardsbased management system, along with
the proper training and field validated
tools, you can achieve greater confidence
that you will be capable of maintaining
continuity of operations when disruptive
incidents occur.

Emerging Supply Chain Risks: Potential Damages and Mitigation Strategies

BSI

Recognize Assess Mitigate Manage

The first step in addressing risks is recognizing and understanding risks,
including a quantifiable measure of the risk since measuring risk is a
key aspect to managing risk. Mitigating risk and having a solid
management system plan equates to cost avoidance.

Specific company responses to supply

chain risks include:
Expanding the role of Supply Chain
Managers to better recognize, analyze,
and respond to risk.
Improving visibility across the entire
supply chain as Transparency is a
critical component in building supply
chains that are resilient.18 Companies
need to track the completion of
security risk assessments based on
compliance requirements, review
their compliance and risk status,
and reporting on an organizations
overall compliance.
Accessing high-level country and
regional risk analysis, including risk
data and analysis related to global
supply chain risk exposure for both
security and business continuity, as
well as trade and compliance
information.
The ability to identify and understand
supply chain threats and apply that information, including countermeasures
for in-transit security, supplier minimum security criteria, and cargo chain
of custody controls, is key.

10

BSI

Developing tailored approaches to

improve business continuity and
compliance, specifically in light of cargo
disruption, supply chain terrorism, and
political stability.
Acquiring real-time supply chain
data to react quickly and take
appropriate action.
Deploying systems and policies to
ensure supply chain practices are
taken seriously by all parties, regardless
of political environment.
The harmonization and mutual
recognition of security and business
continuity practices and requirements
across the entire supply chain.
Quantify global supply chain exposures
based on quality data
Auditing and verifying supply
information
Implementing a corrective action
plan for suppliers who dont meet
requirements

Emerging Supply Chain Risks: Potential Damages and Mitigation Strategies

Emerging Risk Mitigation Strategies

Supply chains are growing more complex with increasing pressure to operate with
maximum speed and efficiency. With global touch points and exposure, it is more
and more difficult for businesses to achieve security compliance and business
continuity, manage in-transit risks, and protect their brands.

However, countermeasures and

mitigating strategies are evolving and
BSI has the leading technology and
business standards knowledge to
help you address new supply chain
risks. Emerging risk mitigation
strategies include:
Research, analysis, training, and guidance to support your company through
supply chain security efforts such as
C-TPAT, PIP, or AEO Review and Support,
Security Criteria Gap Analysis, Financial
Risk Exposure Review, and Continual
Improvement Support.

Anti-Western terrorism and cargo

disruption data, compliant with C-TPAT,
PIP, and AEO.

Improved business continuity via a more

robust, resilient, and responsive
supply chain.

Global cargo tampering data and

terrorism risk modeling.

Improved process management and

efficiency with greater end-to-end
transparency.

By engaging these supply chain

strategies, businesses can mitigate
their financial, compliance, political,
and brand-related risks. They can also
benefit from:

Gaining competitive advantages over

industry rivals when supply chain
risks arise.

Decreased losses and lower

associated production costs.

Business continuity management standards such as ISO 22301:2012.

Comprehensive supply chain security
intelligence resources, including trade
and compliance intelligence, global
supply chain security risk data
and analysis.
Supplier oversight and cargo
custody controls.
Real-time trade interruption updates
and reports on major disruption incidents, countermeasure programs, and
risk mitigation best practices.
Country-specific reports on Supply
Chain Terrorism, Cargo Disruption,
Business and Political Climate,
Population and Culture, Economy and
Trade, Transportation Infrastructure,
General Governance, Export Control
Governance, Employer Security
Practices, and Customs-Trade Supply
Chain Security Programs.
Thorough vetting of your supply chain
and participating firms supplier base.
Automate the mandatory supplier
risk assessments.

Emerging Supply Chain Risks: Potential Damages and Mitigation Strategies

BSI

11

BSI Global Cargo Theft Report, March 2012.

Zurich Insurance Group (2012, November 7). Service failures by outsourcers reach top three causes of supply chain disruption.
Retrieved from http://www.zurich.com/media/newsreleases/2012/2012-1107-01.htm

C-TPAT: Customs-Trade Partnership Against Terrorism Internet site can be found at

http://www.cbp.gov/xp/cgov/trade/cargo_security/ctpat/

Partners in Protection (PIP) Internet site can be found at http://www.cbsa-asfc.gc.ca/security-securite/pip-pep/menu-eng.html

Authorised Economic Operator (AEO) Internet site can be found at

http://ec.europa.eu/taxation_customs/customs/policy_issues/customs_security/aeo/index_en.htm

Bill Powell (2011, December 12). The global supply chain: So very fragile. Fortune.
Retrieved from http://tech.fortune.cnn.com/2011/12/12/supply-chain-distasters-disruptions/

Lucas Mearian (2012, February 29). Thai floods catapult Seagate into hard drive market lead. Computerworld. Retrieved from
http://www.computerworld.com/s/article/9224778/Thai_floods_catapult_Seagate_into_hard_drive_market_lead

Jon Miller (2010, April 30). The Necessity of Redundancy in Lean. Quality Digest. Retrieved from
http://www.qualitydigest.com/inside/twitter-ed/necessity-redundancy-lean.html

Paul A. Eisenstein (2012, April 17). Resin Plant Fire Latest Disaster to Threaten Global Auto Industry Could lead to severe
worldwide production shortages. The Detroit Bureau. Retrieved from
http://www.thedetroitbureau.com/2012/04/resin-plant-fire-latest-disaster-to-threaten-global-auto-industry/

10

Federal Bureau of Investigation (2010, November 12). Inside Cargo Theft: A Growing, Multi-Billion-Dollar Problem.
Retrieved from http://www.fbi.gov/news/stories/2010/november/cargo_111210/cargo_111210

12

FDA Warns of New Batch of Counterfeit Cancer Drug Avastin. Fox News Latino.
Retrieved from http://latino.foxnews.com/latino/health/2013/02/07/fda-warns-new-batch-counterfeit-cancer-drug-avastin/

13

Organisation for Economic Co-Operation and Development - OECD (2007). The Economic Impact of Counterfeiting and Piracy.
Retrieved from http://www.oecd.org/industry/industryandglobalisation/38707619.pdf

14

World Economic Forum Study (2012, June 23). Insurance News. Retrieved from http://insurancenewsnet.com/article.aspx?id=347242

15

Forbes and Deloitte 2012 Risk Management Report: Aftershock: Adjusting to the New World of Risk Management. Page 11.
Retrieved from http://www.forbes.com/forbesinsights/risk_management_2012/

16

Supply Chain Resilience 2011 - 3rd Annual Survey By the Business Continuity Institute and sponsored by Zurich. Page 26.
Retrieved from http://www.zurich.com/internet/main/sitecollectiondocuments/insight/supply-chain-survey-2011.pdf

17

Ruud Bosman (2006). The New Supply Chain Challenge: Risk Management in a Global Economy. Factor Mutual Insurance
Company. Retrieved from http://www.fmglobal.com/pdfs/ChainSupply.pdf

18

Gurpriya Bhatia, Charles Lane, and Adrian Wain (2013 January). Building Resilience in Supply Chains. World Economic Forum.
Retrieved from http://www3.weforum.org/docs/WEF_RRN_MO_BuildingResilienceSupplyChains_Report_2013.pdf

For more information call 855 264 4650

or visit www.supplychainsecurity.com
BSI America Professional Services Inc.
2929 North Power Road
Mesa, AZ 85215
Tel: 855 264 4650
Email: supplychainsolutions@bsigroup.com
www.supplychainsecurity.com

Copyright 2013 The British Standards Institution. All Rights Reserved.

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