Quelles sont les meilleures pratiques pour élaborer un plan d’urgence en cas d’imprévu ?

Embrace German Precision: Outline clear protocols and procedures for every possible scenario, ensuring meticulous attention to detail. Infuse Brazilian Adaptability: Incorporate flexibility into the plan, allowing for quick adjustments and creative problem-solving. Blend Efficiency with 'Jeitinho': Combine the German knack for efficiency with the Brazilian 'jeitinho,' finding innovative solutions when faced with unexpected challenges. Think Autobahn meets Copacabana: Picture a well-organized Autobahn smoothly transitioning into the vibrant chaos of Copacabana beach, symbolizing the balance between structure and adaptability. 🛣️🏖️ Celebrate Diversity: Embrace the richness of diverse perspectives.

I believe using Failure Mode and Effect Analysis(FMAE) for the Risk assessment or any other tool would help you to expect what could go wrong, accordingly, you can design your response upfront.

I have fortunately/unfortunately been at the sharp end of unplanned and massive supply chain disruption - 1) AP Moller Cyber Attack (I was in Esplanaden as a customer when it happened) 2) Ever Given Suez Canal blockade. Fortunately, we became "BCP obsessed" after the APM cyber attack and followed Chris Hadfield's philosophy - "What's the worst that can happen - figure out what they are, figure out the mitigation and you can sleep easy". We did just that - spent time brain storming the worst outcomes. We had a plan for blockading of key sourcing/delivery points (ports) and how we would mitigate. The mitigation planning allowed for calm execution when the Suez issue happened - Comms and execution were on point. Customers satisfied! Bingo

O melhor é uma eficiente e bem Ampla Análise de Riscos, com a participação de todos. O conhecimento antecipado aos possíveis problemas permite uma preparação eficiente que diminuirá em muito o impacto se caso eles venham ocorrer.

Poderia acrescentar como metodologia um brainstorming bem feito. Condições necessárias: Time multidisciplinar Secretário "Time keeper" Regras Evitar críticas Pensar fora da caixa Combinação e aperfeiçoamento

Within the best practices for having a contingency plan, it is important to consider who will execute it. Beyond roles, I consider it necessary to have the following capabilities covered inside the team: i) A strategist who brings forward-thinking and is two or three steps ahead. ii) An innovative-creative individual who brings ideas and technology. iii) A Bull-dozer type who brings the ability to overcome obstacles (pusher). iv) A logical-systemic thinker who maintains control, KPIs, and tracks progress and costs. v) Finally, a peace administrator within the team who can communicate, persuade, negotiate, and keep the team and its sub-teams cohesive. I believe that this approach enables us to navigate any crisis successfully.

This is like a movie :) In the world of superhero contingency planning, assembling a diverse team is just the start. Assigning roles, equipping heroes, and fostering camaraderie are key. When crises hit, each member leaps into action, fulfilling their role with gusto and creativity. Through collaboration and strategy, they triumph. Afterward, celebrations ensue, lessons are learned, and the team emerges stronger. Contingency planning becomes an exciting adventure, where teamwork and heroism shine.

RASIC could be one of many ways to define roles and responsibilities. The head of the business section must be full responsible for the result of the contingency. Some industry best practices such as FMEA, TPM could be applied to generate data based KPIs or balance scorecard. It should be reported, tracked, evaluated, updated on regular basis and continuously improved against pre-determined target.

The process to define responsibilities will be successful if it make clear to the organization who does what and when... one good way to do that is the "responsibility matrix" This is a visual way to simplify to everyone where and when starts the responsibility of each one.

Assembling your dream crisis team is not an easy task. Contingency planning or crisis planning needs to be led and managed by the core team members who are essential for the survival of your business. The core pillars of any business are: - Communication - People - Systems - Operations - Strategy

Plan B! Period. You can not always predict despite of all the AI and Simulations. So becoming resilient is the only way to navigate through the contingencies.

-Backup suppliers: Identify and establish relationships with alternative suppliers to mitigate disruptions in the supply chain. -Backup carriers: Diversify transportation options to ensure continuity in distribution channels. -Network expansion/networking: Expand your network of partners and vendors to increase flexibility and adaptability in response to unexpected events.

You cannot develop an alternative plan unless you know the ground level reality of cross border shipments. In the case of land transport, the HS codes still not unified or globally aligned by each countries in their database, this makes the shipments from point A to B very challenging. Safety and security of each country to be respected at the same time Trade has to happen seamlessly. The monopoly in the Shipping industry by a handful of players allows the ships to accept or not accept cargo as they like. it all boils down to the geo political and power struggles that directly impact the logistics industry.

Reconheça que eventos inesperados podem exigir respostas improvisadas e rápidas. Mantenha uma mentalidade flexível e esteja preparado para adaptar o plano de contingência conforme necessário com base nas circunstâncias específicas.

Gather all stakeholders on a table. Put all pain points and realstic solutions with everyone to channelize the channels with solution oriented approach. Another thing could be the business continuity plan which has different scenarios available to overcome with.

Regularly test and update the contingency plan for effectiveness. Conduct simulations, drills, or audits to assess feasibility and completeness. Solicit stakeholder feedback for improvements. Update the plan with changes in operations, environment, or objectives. Review after each event for performance evaluation and learning.

Monitoring... Independent how good is the plan, one thing we are sure is the adjustments along the execution and one way to know when to make adjustments is monitoring. Set clear milestones, KPIs, monitoring frequency and make clear to the team what is the target. A team well oriented will execute the plan and know when to make adjustments to achieve the target.

Discuss with colleagues, prepare carefully, carry out/test and continue monitoring. Don't be afraid to try new things because experience is a good teacher. dakdamdaddksdakmlalskdla

Contingency plans for logistics require thorough risk assessments aligned with reality. Cherry-picking risks can be dangerous. Assessments must be comprehensive, realistic, and objective, considering both internal and external factors. Cross-functional collaboration and continuous monitoring are essential. Mitigation strategies should address high-priority risks effectively. By ensuring assessments accurately reflect potential threats, organizations can better prepare for unexpected events and minimize their impact.

Creating a contingency plan is not a one-time task but an ongoing process that requires regular testing and refinement. Conducting simulated drills and tabletop exercises allows teams to assess the plan's effectiveness and identify any weaknesses or gaps that need to be addressed. Feedback from these exercises should be used to update and improve the plan continuously. Additionally, as the business environment evolves and new risks emerge, the contingency plan should be adapted accordingly to remain relevant and effective.

Dealing with uncertainty means dealing with the umexpected. Planning is important, but the people must be able to react and adjust as needed. They need capabilities to deal with uncertainty.

1. Regular review and updating: Review and update your contingency plan periodically or whenever significant changes occur within your organization or external environment. Make sure it remains aligned with your organization's goals and objectives. 2.Learn from experiences: After experiencing an unexpected event, thoroughly analyze the response and recovery phases. Identify lessons learned and incorporate them into future iterations of the plan. Continuous improvement is vital for a robust contingency plan. Remember, a contingency plan is a living document. Regularly review, update, and refine it to ensure it remains relevant and effective in addressing unexpected events and minimizing their impact on your organization.

El artículo no solo aplica para la logística , esto es la base de administración de proyectos y este artículo demuestra como se puede implementar en otras áreas a temas más específicos , sin embargo la pregunta de oro es ¿quién dentro de la organización realizará todo este trabajo ? Por en la administración de proyectos pues lo hace el responsable del mismo,

In addition to the core components outlined above, there are several other factors to consider when developing a contingency plan for logistics management: Communication protocols: Establish clear communication channels with key stakeholders, including suppliers, partners, and customers, to provide timely updates during emergencies. Resource allocation: Ensure adequate resources, such as equipment, personnel, and financial reserves, are available to execute the contingency plan effectively. Regulatory compliance: Stay abreast of relevant regulations and compliance requirements, ensuring that the contingency plan adheres to legal obligations.

For me, I start with our people - who are we, what’s essential and what/who do we depend upon. If we fail to invite the right people to the discussions and planning, in my experience we miss the opportunity to better support and equip our front line and leaders to plan, prepare, respond, recover and reimagine when they can’t return to BAU. Include your key stakeholders and confirm - is everyone onboard and a part of our contingency planning. Your people are your foundation. What do they need to feel prepared and lead preparedness?