SCRS Conference Day 1 Session #8
From Strategy to Execution Excellence: Building Long-Term Business Continuity
Moderator: Mr. Paul Rachmadi, Board of Director, TAPA APAC
Panelists:
Mr. Erek Zhou, Senior Regional Security Manager – Greater China, Dyson Technologies
Mr. Ratnakar Bade, CEO, IIRIS Consulting Pvt. Ltd (CPP, CFE, CBCP, TAPA FSR & TSR)
Mr. Vincent Ow, Security Manager, Maersk
In a panel session during the Supply Chain Resilience and Sustainability (SCRS) Conference, industry experts shed light on these critical aspects of Business Continuity Planning (BCP) and risk assessment for next-generation supply chains. Organized by the Transported Asset Protection Association Asia Pacific (TAPA APAC), SCRS Conference is a renowned two-day premier event dedicated to advancing practices in supply chain resilience and sustainability. This year’s conference took place on June 25th and 26th in Shanghai, China, and attracted over 250 delegates from various sectors, highlighting its significance in the global supply chain community.
Moderated by Mr. Paul Rachmadi, Board of Director at TAPA APAC and a seasoned expert in security risk management, the session featured insightful contributions from the diverse panelist of Mr. Erek Zhou, Senior Regional Security Manager for Greater China at Dyson Technologies, Mr. Ratnakar Bade, CEO of IIRIS Consulting Pvt. Ltd and Mr. Vincent Ow, Security Manager from Maersk.
With the focus to remain resilient and capable of maintaining business operations under various scenarios, more businesses are integrating advanced technologies and agile methodologies into their BCP, adopting a more dynamic approach to risk assessment and resource allocation. Real-time data and AI can forecast disruptions before they occur, allowing for pre-emptive measures rather than reactive responses. The role of leadership, organizational culture, and adherence to industry standards is crucial in ensuring that these plans are not only effective but also agile enough to meet the demands of an ever-changing threat landscape.
Question #1: How do companies prioritize risks and allocate resources effectively when implementing business continuity plans, especially in a dynamic and uncertain environment?
Vincent emphasized the importance of aligning resource allocation with the company’s strategic objectives, highlighting that recognizing these objectives helps in prioritizing resources to meet corporate goals. He added that resource allocation is an ongoing process and periodical review on whether the resources meet the BCP objectives is crucial so that companies can adapt to changing needs and ensure that critical areas receive timely support.
Erek added that understanding specific risks and the company’s tolerance levels is crucial for effective resource allocation. “As we identify resource risk and allocate resources, we should be very specific on what risk we are facing,” he stated. This specificity allows for a more targeted approach, ensuring that each line of business participates fully in the resource allocation process. “Allocating resources requires the full participation of each line of business,” he noted, underscoring the collaborative effort needed to support the BCP plan effectively. This integrative approach ensures that all departments are aligned and equipped to handle disruptions, maintaining business continuity even in the face of unforeseen challenges.
Question #2: What are some of the best practices for maintaining strategic vision and adaptability and business continuity planning to accommodate evolving organization needs and external challenges?
Maintaining strategic vision and adaptability in business continuity planning requires a comprehensive and long-term approach. Ratnakar highlighted that business continuity is not just a short-term fix but a strategic program integral to organizational resilience. “Business continuity is a strategic program. A program that lasts for a longer duration of time and it is part of resilience for the organization,” he explained. This necessitates leadership buy-in, approval, and resource allocation to ensure its effectiveness. He emphasized the competitive advantage gained by resilient businesses, stating, “It gives a huge competitive advantage to the business to run in the face of disruption, possibly when competitors are not able to do it.” Such companies can scale up quickly, capitalizing on their preparedness to navigate disruptions.
Ratnakar pointed out, “Business continuity is all about threat assessment, risk assessments, or looking at what is the emerging threat for the business.” He stressed the importance of addressing reputation damage due to issues like counterfeiting and the need for technological adaptation. “The most important aspect is also about the reputation that gets damaged because of counterfeit,” he noted, adding, “Technologies required for resilience include crisis reporting, incident management, and business continuity tools.” By focusing on emerging threats and incorporating advanced technologies, organizations can build robust BCPs that adapt to new challenges and ensure ongoing operational resilience.
Question #3: How do companies ensure that their business continuity plans remain agile and adaptable in the face of rapidly revolving technology advancements and emerging threats?
Ensuring that BCP plans remain agile and adaptable amidst rapidly evolving technology advancements and emerging threats requires a collaborative approach involving leadership, internal stakeholders, and suppliers. Erek emphasized the importance of utilizing intelligence systems to stay informed about external threats and their potential impacts. “We have to utilize our intelligence system to visualize this threat and its real impact on other organizations,” he noted. Introducing and updating industry standards, such as TAPA Standards, within the organization is crucial. Erek stressed, “You have to introduce them to your organization and also not only yourself, but also your supplier and others to be on the same stage.” Keeping stakeholders educated and informed about these standards ensures that the BCP remains relevant and effective.
Vincent highlighted the critical role of human factors in maintaining robust BCPs. “Humans play a very vital part because man to machine and machine to machine,” he said, pointing out the importance of knowledge and culture to a human in handling business continuity. He mentioned the need for stringent cybersecurity practices, such as not sharing user IDs and passwords and being vigilant against phishing emails. “Not sharing the password, user ID, and password is very important,” he stated. Vincent also underscored the vulnerability of Warehouse Management Systems (WMS) to cyberattacks, emphasizing the need for thorough business impact analysis to identify potential risks. “We should have already identified some of the possible risks that we are looking at, especially if we are going to employ IT,” he explained. While technology can drive business growth, it is vital to take precautions and address points that could lead to breakdowns. “We also need to take precautions and really focus on the points that will cause the breakdown itself,” Vincent concluded.
Question #4: What roles do leadership and organization culture play in fostering the resilient mindset and ensuring effective execution of business continuity strategies?
Leadership and organizational culture play pivotal roles in fostering a resilient mindset and ensuring the effective execution of business continuity strategies. Ratnakar emphasized that leadership sets the tone for the organization’s culture, which is rooted in values, commitment, and focus. This top-down approach ensures that the importance of business continuity is recognized and prioritized across all levels of the organization. Moreover, leadership’s adaptability to emerging risks and their proactive stance on leveraging technology to mitigate those risks are crucial. “Having the vision on the emerging risk, but most importantly how technology can mitigate some of the risk,” he highlighted, underscores the need for leaders to be forward-thinking and technology-savvy.
Furthermore, leadership must establish a culture of accountability and commitment to business continuity roles among employees. Ratnakar pointed out that leadership can achieve this by integrating BCP requirements into performance management systems. “Leadership can put BCP requirements as part of their RAS into people’s performance management and that would automatically set up the culture,” he explained. This approach not only enforces the importance of business continuity but also ensures that employees are evaluated based on their adherence to these critical roles. By embedding business continuity into the fabric of the organization’s culture, leaders can foster a resilient mindset and drive effective execution of BCPs, ensuring the organization is well-prepared to face any disruptions.
Leveraging TAPA APAC Standards for Enhanced Resilience and Collaborative Excellence
TAPA APAC plays a pivotal role in supporting its members by enhancing their resilience through the implementation of TAPA Standards. Since the launch of the TAPA Risk Assessment Standard (RAS) in 2023, TAPA APAC has been instrumental in helping organizations evaluate and manage their risk exposure with greater precision. The Association has conducted a series of training sessions to familiarize members with the RAS, ensuring that they can effectively integrate these guidelines into their operations.
Recognizing the growing importance of Business Continuity Planning (BCP), TAPA APAC is also diligently working on developing a comprehensive BCP Standard, which is scheduled for release in 2025. This forthcoming standard aims to provide a structured framework to strengthen organizational resilience against disruptions, further aligning with industry needs and fostering a culture of preparedness among its members. Through these initiatives, TAPA APAC continues to be a key resource in fortifying supply chain security and operational continuity across the region.
To learn more about TAPA Standards, please visit TAPA APAC website at www.tapa-apac.org or email to info@tapa-apac.org.
About the Moderator
Mr. Paul Rachmadi
Board of Director, TAPA APAC
Paul coordinates communication among board members ensuring the association remains in compliance with all laws and regulations and serves as the official record keeper and advisor to aid board directors in fulfilling their fiduciary duties. Paul is the Deputy CEO of the SRS Group, a diversified group of companies operating across several verticals in global logistics, managed services, integrated security solutions, travel management and supply chain software solutions. He has a track record of delivering growth with year-on-year profitability and previously held senior roles in the supply chain and banking industry. He has a Bachelor’s of Science (Finance) from the National University of Ireland. He is also a Certified Protection Professional (CPP) with ASIS International, and a Certified TAPA Auditor.
Email: paul.rachmadi@tapa-apac.org
LinkedIn: https://www.linkedin.com/in/paul-rachmadi-cpp-308a9411/
About the Speakers
Mr. Ratnakar Bade
CEO, IIRIS Consulting Pvt. Ltd
(CPP, CFE, CBCP, TAPA FSR & TSR)
In 26 years, he has excelled in Business Resilience, Risk Governance, Physical Security, Crisis Response, and Business Continuity. Starting in the Indian Military, he gained crucial skills in security and crisis management. He advanced in his career through roles at the Reserve Bank of India, Nokia, and Microsoft, specializing in security risk management, Business continuity and Resilience. As Senior Director of Business Risk Management at Flipkart Group, he implemented a comprehensive E-Commerce Integrated Security Risk Management program, covering People Safety, Asset Protection, Investigations, Crisis Response, and Business Continuity. His strategic use of TAPA and Business Continuity Standards led to 100% TAPA FSR certification for Flipkart warehouses and full BCMS (ISO 22301) certification for the business. Driven to make a deeper impact, he blends expertise in investigations, training, risk management, and program development. His career, marked by a commitment to minimizing risk and building high-performance teams, demonstrates his dedication to excellence and resilience.
Email: ratnakar.bade@tapa-apac.org
LinkedIn: https://www.linkedin.com/in/ratnakarbade/
Mr. Erek Zhou
Senior Regional Security Manager – Greater China, Dyson Technologies
With over a decade of experience in the security industry, spanning six years in managerial positions, Erek has actively participated in various facets of security operations. His expertise encompasses ground operations, SOC management, investigations, executive protection, emergency management, supply chain oversight, and project management. In his capacity as a seasoned corporate security head for the Greater China region, Erek demonstrates proficiency in implementing comprehensive security strategies and fostering close collaborations with stakeholders.
Email: Erek.Zhou@dyson.com
LinkedIn: https://www.linkedin.com/in/erek-zhou-cpp-cfe-tcs-696087bb/
Mr. Vincent Ow Boon Hong
Security Manager, Maersk
Vincent is a seasoned security professional currently serving as Security Manager at A.P. Moller – Maersk. With over three decades of experience, Vincent has demonstrated expertise in security risk assessment, particularly in warehousing and distribution operations. His roles have included setting up and managing warehouse supply chain security operations, implementing security standards, and conducting investigations. Holding multiple certifications (TAPA FSR/TSR/RAS) as a TAPA Certified Professional, Vincent exemplifies a dedication to excellence in security management, making him a trusted leader in safeguarding organizational assets and interests.
Email: vincent.ow@maersk.com
LinkedIn: https://www.linkedin.com/in/vincent-ow-boon-hong/