Part 1 Introduction to Risk Management

Definition of risk and risk management

External “drivers of risks”

Financial Risks (Interest rates, foreign exchange rates, and credit.
Strategic Risks (Competition, customer changes, industry changes, customer demand, and Merger and Acquisition Integration)
Operational Risks (HR (Recruitment), Supply Chain, Government regulations, Cultural influences, Composition of Board)
Hazard Risks (Public access, employees, properties, products/services, contracts, natural events, suppliers, and environment)
Internal “drivers of risks”
Financial Risks (Liquidity and Cash Flow)

Strategic Risks (Merger and Acquisition Integration, Research and Development, and intellectual capital/property)
Operational Risks (Accounting Controls, Management Information Systems, HR Recruitment, and Supply Chain)
The Risk Management Process

How risk management protects and adds value to the organization and its stakeholders by supporting the organization’s objectives.
The Risk Assessment Process
Risk Analysis Methods and Techniques

Organizational Risk Profile
The Risk Evaluation Process

The Risk Communication and Reporting Process (Internal and External)
Risk Treatment
Monitoring and review of the risk management process

The structure and administration of risk management

Part 2 The Committee of Sponsoring Organizations of the Treadway Commission (COSO) Enterprise Risk Management Guidelines (Or How Accountants View Risk)  

Definition of Enterprise Risk Management (ERM) 
Why ERM is important.

The ERM Framework
ERM Roles and Responsibilities

Key ERM Implementation Factors

Part 3 Risk Analytical Techniques

  1. PEST Analysis    
  2. PESTLE Analysis    
  3. Failure Mode and Effect Analysis (FMEA)  
  4. Failure Mode, Effects, and Criticality Analysis (FMECA)  
  5. Decision Tree Analysis
  6. Delphi Analysis  
  7. Fault Tree Analysis  
  8. Pareto’s Rule (ABC) Analysis


Part 4  Risk Analysis Case

Part 5 Introduction to Supply Chain Risk Management 

Definition of “Supply Chain Risk” and “Emerging Markets”. 
The correlation/relationship between risk and loss.

Typical Risk Management Questions for the Supply Manager 
Significant external risk factors for the supply chain. 
Several significant risks of world class supply chain practices.

Significant internal risk factors for the supply chain.

 Several of the sources of help available to conduct risk assessments. 
Risk management tools available to the supply chain manager 
The role of hedging and insurance in supply chain risk attenuation. 
Scenario Planning/Analysis

A.   Scenario Planning Theory
B.   Five Step Scenario Planning Process
C.   Types of Scenarios
D.   Two Dimension “Good vs. Bad” Scenario Matrix
E.    Possible Formats for Scenario Plans

Part 6  Risk Analysis Case

Part 7  Purchasing/Contracting Risk (Risk Management Specific to Managing Risks of Suppliers)

The risk to the supply chain of poorly written supplier contracts.
 The risk to the supply chain from including risky terms in supplier contracts. 
The risk to the supply chain of poor quality supplier materials and services and several measures which can be taken to increase probability of buyer quality.

The risk to the supply chain of late delivery of supplier materials and services and several measures which can be taken to increase the probability of on-time delivery.

The risk to the supply chain of high cost supplier materials and services and several measures which can be taken to increase the cost advantage to the buying organization.

Case “Supply Chain Purchasing/Contracting Risk”


Technologies Against Terror

Emergent Risks



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