Certificate In Risk Management In The Supply Chain by Informa Middle East

Certificate In Risk Management In The Supply Chain

Plan And Implement A Supply Chain Risk Management Process To Protect Your Organisation’s Interests

13 – 16 April 2014 • Jumeirah Emirates Towers Hotel, Dubai, UAE 23 – 26 November 2014 • Radisson Royal Hotel, Dubai, UAE

Top 5 Benefits Of Attending 1. Analyse the nature and scope of risks in your procurement function 2. Assess the sources of risks and their likely impact upon your organisation 3. Plan and implement a risk management strategy and process 4. Explain how supplier appraisals, pre-qualification of suppliers and contract monitoring can help to mitigate risks 5. Apply risk management principles to various purchasing and supply management scenarios

www.iirme.com/procurementrisk

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The George Washington University School of Business, IIR Middle East’s Academic Partner, is dedicated to excellence: in its teaching and research about management, in the public and private sectors, within the United States and internationally. The school has a 75 year history of preparing men and women for leadership in both the public and private sectors. Known internationally for its dedication to academic excellence, the school draws students from all parts of the United States and around the world. Beyond first class teaching and scholarship, the school’s faculty offers practical experience in the issues and challenges confronting business and government. Its research centres link faculty and students with US and international business and government organisations. Recent distance learning initiatives have expanded the school’s global reach.

Course Requirements And Certificates Delegates must meet two criteria to be eligible for an IIRME/GW Certificate of Completion for a course: 1. Satisfactory attendance – delegates must attend all sessions of the course. Delegates who miss more than 2 hours of the course sessions will not be eligible to sit the course exam 2. Successful completion of the course assessment Delegates who do not meet these criteria will receive an IIRME Certificate of Attendance. If delegates have not attended all sessions, the Certificate will clearly state the number of hours attended.

Who Should Attend? This course is a must-attend event for: • Supply Chain Managers • Procurement Managers • Senior Buyers • Contract Managers

“Important methods, technology and techniques were covered well to give us an understanding of the full picture.” Muhannad Said Al Shanfari, Contract and Purchasing Assistant, Sahaleh Methanol Company, Oman

“The trainer Ian talks from deep experience. He links theoretical lessons with actual live examples and practical case studies, and encourages interaction. He focused on our objectives from Day One.” Hamza Al Yousuf, ZADCO, UAE

T: +971 4 335 2437 F: +971 4 335 2438

About Your Expert Course Director Ian Moody BSc, MBA Ian has 30 years of business experience ranging from senior management positions in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many fields including both accredited and nonaccredited courses for example: • CIPS • Financial skills • ACCA • Leadership skills • CIM • Personal development skills Ian divides his time equally between the Middle East and the UK. In the UK Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Purchasing and Supply.

Course Overview IIR ME’s Certificate In Risk Management In The Supply Chain course is designed to enable you to undertake risk analysis and a variety of risk assessments relating to different aspects of purchasing and supply. By the end of the course you will be able to use a wide range of risk assessment tools and techniques designed to provide a detailed analysis of supply chain situations, including legal, Corporate Social Responsibility (CSR), ethical, health and safety, financial, international, innovation and a variety of other potential risk scenarios. The scope covers the proactive identification and avoidance of risk, as well as the provision for post-event recovery initiatives. Supply management is not just about acquiring goods and services at the best possible price. It is also about identifying possible disruptions to the supply chain and taking steps to mitigate them. So said James Kiser and George Cantrell in their article Six Steps To Managing Risk, where they discussed six steps that a company can take to build a plan for dealing with potential supply disruptions. According to Kiser and Cantrell, a good risk management strategy has several key components. They said “It must identify risks for the entire life cycle of every product or service the company provides. It must be able to predict the financial impact that a supply disruption can cause. It must offer strategies that can mitigate the effects of any disruption of supplies. It must delve deeper into the supply chain than the first tier.”

Course Methodology Using a series of case studies, business games and group discussion, this course breaks down risk management into its constituent parts. It provides a practical and hands-on approach to this vital business process.

“Ian brings years of experience into the classroom and is able to articulate complex concepts in simple terms.” Hicham Houmane, Data Technician, Zakum Development Company, UAE

Would you like to run this course in-house?

The in-house training division of IIR Middle East Tel: +971 4 407 2624 • Email: CTS@iirme.com www.iirme.com/cts

W: www.iirme.com/procurementrisk

Certificate In Risk Management In The Supply Chain

13 – 16 April 2014 Jumeirah Emirates Towers Hotel, Dubai, UAE 23 – 26 November 2014 Radisson Royal Hotel, Dubai, UAE

Course Timings Registration will be at 07:30 on Day One. Course sessions will start promptly at 08:00 and end at 14:30. There will be two short breaks for refreshments and lunch will be served at the end of each day’s sessions.

Course Outline Day One Understanding The Nature Of Risk In Purchasing And Supply Define The Terminology Used In Risk Assessment And Management • Definition of risk with use of examples • How risk has a direct impact on an organisation’s success • How risk can be directly related to cost • Key terms: hazard, risk, risk event, exposure, mitigation, avoidance, assessment, management, force majeure and acts of God, loss – direct, indirect and consequential • Differences between risk, vulnerability, exposure and loss • The range of management actions available • What is meant by a risk appetite Distinguish Between Direct Physical Loss (Disrupted Supply) And Indirect Consequential Loss (Reputation) • Key types of loss that may occur: financial, reputational, environmental, health, safety, welfare and lost opportunities Analyse Potential Sources Of Risk To Organisations Of Both Internal And External Origin • Internal and external hazards and risks • Range of risks that might occur within the workplace • Analysis of external environment factors using the PESTLE tool • The likely impact on the organisation and its appetite for risk • Basic quantification methods for measuring risk Analyse And Explain The Use Of Segmentation And Business Tools To Reduce Supply Chain Vulnerability • Segmentation tools to help assess and manage supply chain risk appropriately (eg Kraljic Model, Boston Matrix, Pareto Principle, KPIs, Spider web or appropriate alternatives) • How you would take a different approach to purchasing from a critical or bottleneck market to that of a leveraged or acquisition market • Management of different products or services within an organisational portfolio • Supply chain vulnerability, supply failure and supplier failure • How to map a typical supply chain and identify potential sources of supply vulnerability • The potential impact of supply and supplier failure • Mitigating activities purchasers can use when protecting against supply or supplier failure Distinguish Between Strategic, Operational And Project Based Areas Of Risk • How to define risk at the strategic, operational and/or project-based level • Range of risk mitigation methods at each level • How risk can be bounded and also how, if unmanaged, it can have knock-on consequential impacts on other areas of an organisation

Evaluate The Role Of An Organisation’s Stakeholders In Risk Management • The roles and responsibilities of an organisation’s risk function in relation to other functional areas • The impact of a risk event at the functional level • The benefits of a cross-functional team when assessing, preventing and minimising risk • The role of purchasing to mitigate against potential losses to the whole organisation from risk events • The merits of taking a consistent approach across the organisation to the assessment of risk Evaluate How Effective Risk Management Can Have Positive Benefits For Organisations • Reduction in levels of threat • Reduced exposure to uncertainty • Higher risk opportunities being successfully pursued or mitigated • Successful anticipation of shocks or other risk events • Crises being avoided or mitigated • Successful application of contingency or business continuity plans • Disaster recovery planning and implementation • Limited or no reputational or public relations damage • Securing supply and mitigation of supply chain vulnerability • Improved decision and policy making • Increased customer and stakeholder satisfaction • Improved organisational co-ordination with service and delivery partners Assess Risks Involved With Using Technology • Reliance on technology • Security • Hackers • Fraud • Storing of vital documents and materials

Days Two And Three Risk Management Processes And Structures Develop A Risk Management Strategy • An appropriate supply chain risk policy • How to define objectives and content for a risk management strategy • How an organisation’s appetite for risk may affect the risk policy • Purpose of a risk management strategy and a risk management framework • Key components of a risk management strategy Formulate An Effective Risk Management Process In The Context Of An Organisation’s Strategic Objectives And A Dynamic External Environment • Key stages of a risk management process; risk identification, risk analysis, risk evaluation, risk treatment and risk reporting • Methods for identifying, assessing and quantifying risks • Classification of risk within the organisational context • A risk report and the role of a board risk committee • How identified risks should be monitored and reviewed

T: +971 4 335 2437 F: +971 4 335 2438 E: register@iirme.com W: www.iirme.com/procurementrisk

Evaluate The Probability Of A Risk Occurring In Particular Circumstances, The Possible Consequences And The Potential Range Of Mitigating Actions Required • Definition of probability in relation to the occurrence of a risk event • How the likelihood of a risk occurrence will affect the approach to risk management • Application of the use of historic statistical data in predicting the likelihood of future risk occurrences • Identification of a range of operational risks and assign a probability to each one • Prioritisation of key risks with explanation as to how resources might be allocated appropriately to mitigate such risks Analyse The Resources Required For Effective Risk Management And For Building A Risk Aware Culture Within Organisations • Responsibility of everyone in an organisation • Definition of risk awareness and the benefits of awareness • Description of an appropriate communication programme to promote risk awareness • How different functions can work together to reduce risk • Promotion of a risk awareness culture among key elements of the supplier base • How suppliers can assist in the promotion of risk awareness Propose Ways In Which Third Party Supplier Resources Are Used To Reduce Risk And Mitigate Losses During A Risk Event • Range of supply solutions for mitigating losses in the aftermath of a risk event: insurance, loss adjusting, alternative accommodation, disaster recovery plus restoration and recovery services • Appropriate methods of purchasing and paying for disaster recovery services both during a risk event and in the normal run of business • Incentives to retain specialist services at times of national disaster, including flood and hurricane damage Develop An Appropriate Risk Register For The Purchasing And Supply Function • Definition of a risk register and the benefits of having one • Outline of key components of a risk register • The process of maintaining and reviewing a risk register • Design of a basic risk register for the purchasing and supply function • Procedures for monitoring and managing the key risks identified • Evaluate insurance as a financial means of risk protection • The insurance service including the role of the broker and the insurer • How insurers use the re-insurance market to spread their risk • The key stages to resolve a claims event • Definition of captive or self-insurance with description of its practical application • The merits of an organisation self-insuring and the types of risk that this might include • The relative merits of captive self-insurance Identify And Apply A Range Of Qualitative And Quantitative Risk Identification And Analysis Techniques To Ensure Better Decision Quality In Reviewing Alternatives For A Superior Project Outcome • Scenario analysis and planning • Auditing • Decision tree analysis • Fault tree analysis • Dependency modelling • External environment analysis • Assumption • Identification frameworks

“I learnt a lot of skills that I can share with my department.” Hussam Ahmed Al Shanfari, Procurement Specialist, Sahalah Methanol Company, Oman

Day Four Risk And Vulnerability Managing Risk And Vulnerability • Develop appropriate solutions to mitigate the inherent risk in the following supply chain issues: - Supplier appraisal, selection and management - Project failure (e.g. capital procurement – investment appraisal) - International sourcing - Implementation of new technologies - Corporate Social Responsibility (CSR) including ethical, environmental and health and safety issues - Public sector procurement Evaluate And Apply Monitoring And Control Techniques For Testing Risk On An Ongoing Basis • Internal audits • Interdepartmental exchanges • External experts: advisers, mystery shoppers, research companies and the police • Use of benchmarking to assess and mitigate external risk • Use of competitive intelligence • Quality systems, Total Quality Management (TQM), quality inspection and quality control Develop Contingency Plans Designed To Overcome Risk Situations • What is meant by a contingency plan • The key components of a Business Continuity Plan (BCP) and disaster recovery plan and how such plans are put into practice • Key contingency measures used by a BCP: telephone cascades, emergency and fire wardens, use of IT systems to help co-ordinate activities, use of alternative accommodation and backup information technology systems • The benefits of business continuity planning from an operational, financial and reputational perspective Analyse Specific Key Risks And Exposures In Purchasing And Supply And Identify Appropriate Mitigating Actions • Contractual failure, consequential loss and provision for remedies • Supplier insolvency, monitoring and guarantees • Quality failure, non-conformity and corrective action • Project failure, project planning principles and corrective action • Security of supply, contingency planning, stock holding and alternative sources of supply • Technology failure, impact on supply, use of back-up systems and disaster recovery • Security, theft and damage • Fraud, accounting and payment exposures, conflicts of interest, purchasing ethics and codes of conduct • Product liability, reputational damage, consumer confidence • Appropriate negotiation strategies to reduce future contract risk and supply chain vulnerability to enhance long term business value • Key steps in negotiation planning for success • Strategic approach and negotiation techniques • Best practice methodology • Tactics and standpoints • Behaviours of successful negotiators • Contractual issues and remedies • Dispute resolution alternatives

“Ian has extensive information about his subject and is highly experienced. He used different ways to make the course material clear and understandable.” Hamza Salim Al Rawas, Procurement Specialist, Sahalah Methanol Company, Oman

T: +971 4 335 2437 F: +971 4 335 2438 E: register@iirme.com W: www.iirme.com/procurementrisk

Certificate In Risk Management In The Supply Chain

13 – 16 April 2014 Jumeirah Emirates Towers Hotel, Dubai, UAE 23 – 26 November 2014 Radisson Royal Hotel, Dubai, UAE

FIVE WAYS TO REGISTER IIR Holdings Ltd. P.O Box 9428 Dubai, UAE

+971 4 335 2437 +971 4 335 2438 register@iirme.com

www.iirme.com/procurementrisk

DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE CALL – +971 4 335 2483 E-MAIL – a.watts@iirme.com Event

Course Fee Before 26 January 2014

Course Fee Before 16 February 2014

Final Fee

Certificate In Risk Management In The Supply Chain (BC5359) 13 – 16 April 2014

US$ 3,995

US$ 4,495

US$ 4,795

Event

Course Fee Before 7 September 2014

Course Fee Before 28 September 2014

Final Fee

Certificate In Risk Management In The Supply Chain (BC5360) 23 – 26 November 2014

US$ 3,995

US$ 4,495

US$ 4,795

WEB BC5359/BC5360

WOULD YOU LIKE TO RUN THIS COURSE INͳHOUSE?

Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions and successfully complete the course assessment will receive an IIRME/GW Certificate of Completion.

All registrations are subject to our terms and conditions which are available at www.iirme.com/terms. Please read them as they include important information. By submitting your registration you agree to be bound by the terms and conditions in full.

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A confirmation letter and invoice will be sent upon receipt of your registration. Please note that full payment must be received prior to the event. Only those delegates whose fees have been paid in full will be admitted to the event. You can pay by company cheques or bankers draft in Dirhams or US$. Please note that all US$ cheques and drafts should be drawn on a New York bank and an extra amount of US$ 6 per payment should be added to cover bank clearing charges. In any event payment must be received not later than 48 hours before the Event. Entry to the Event may be refused if payment in full is not received. Credit card payment If you would like to pay by credit card, please tick here and a member of our team will contact you to take the details

Cancellation If you are unable to attend, a substitute delegate will be welcome in your place. Registrations cancelled more than 7 days before the Event are subject to a $200 administration charge. Registration fees for registrations cancelled 7 days or less before the Event must be paid in full. Substitutions are welcome at any time.

Avoid Visa Delays - Book Now Delegates requiring visas should contact the hotel they wish to stay at directly, as soon as possible. Visas for non-GCC nationals may take several weeks to process. All registrations are subject to acceptance by IIR which will be confirmed to you in writing. Due to unforeseen circumstances, the programme may change and IIR reserves the right to alter the venue and/or speakers.

Event Venue: Jumeirah Emirates Towers Hotel, Dubai, UAE Tel: +971 4 330 0000 Radisson Royal Hotel, Dubai, UAE Tel: +971 4 308 0000 Accommodation Details We highly recommend you secure your room reservation at the earliest to avoid last minute inconvenience. You can contact the IIR Hospitality Desk for assistance on: Tel: +971 4 407 2693 Fax: +971 4 407 2517 Email: hospitality@iirme.com © Copyright I.I.R. HOLDINGS B.V.

TK/MB BU39 Supply Chain