Build organizational resilience to face multiple disruptions

Resilience as key to face disruptions after pandemic

Maintain the continuity of your business while navigating through stormy waters

In the current condition where the future looks uncertain, it is even harder to tell what "business as usual" will look like. Businesses need to confront themselves with unpredictability and complexity and to find their very own way to maintain business continuity and introduce new agile management practices.

Therefore, Business Continuity Management plays a fundamental role in the more general Risk Management activities, providing tools for the assessment of business impacts and defining strategic and operational plans for maintaining business continuity. It’s time to review your business continuity plans, focusing on flexible supply chains and being aware of increasing security threats.

The scale of this crisis is new but Reply is well equipped with skills and experience in supporting companies and organizations navigating through stormy waters, facing new challenges, mitigating risks, and ensuring continuity of operations and production.

Business Impact Analysis, Business Continuity Plans and Crisis Management Plans

Very often Business Impact Analysis (BIA), Business Continuity Plans (BCPs) and Crisis Management plans, although correctly defined and distributed by the responsible organizational structures, sometimes do not see actual implementation and enforcement through specific information systems, but remain documentary "organizational" procedures that leave the actors maximum freedom in the application, in terms of mode of action and tools. Plans and processes should instead be regularly tested and evaluated by the involved actors in order to be prepared to really manage a crisis.

BIA, BCPs and Crisis Management Process are amongst the processes that Reply masters with its strong ITIL competencies, consultancy and implementation skills. Reply creates solutions for BIA and Crisis Management processes automation that are integrated within the customers’ organization.

Where a crisis is faced, it is essential to have a specific Crisis Management plan that will be applied during and after the crisis itself, with the support of specific enabling technologies.

Rethink traditional supply chain models

Covid-19 has highlighted the need to rethink traditional supply chain models, by accelerating digital transformation and adopting tech-led business models to deal with the needs of this “new normal” as well as prepare for future crises. The discontinuity of supply chain caused by any predictable or unpredictable event is certainly an element of very high criticality.

Where logistics and IT processes have traditionally been behind the scenes, the Covid-19 crisis has brought them to the front line; and there is a huge opportunity now for logistics and IT managers to show the robustness of their operations and IT architectures to ensure the survival of their supply chains and thus the business.

The role of logistics professionals in the next phase is far from over: now more than ever we need them to accompany us in the next delicate phases of the return to normal, or at least the new version of it, characterized by social distancing, automation of interactions, re-planning of supply and new digital behaviors.

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