SCRS Conference Day 2 Session #4
Visibility as the New Norm: Pioneering a Transparent & Visible Supply Chain Future
Moderated by: Mr. Mark Nuttall
Panelists: Mr. Keith Kee, Mr. Gabriel Heng, Mr. Ratnakar Bade & Mr. Tom Kane
Organizations recognize the immense value of having end-to-end visibility into their supply chains, enabling them to identify potential risks, optimize operations, and respond swiftly to disruptions. By embracing technologies, businesses can gain real-time insights into every supply chain step, from sourcing to delivery. This heightened visibility enhances operational efficiency and fosters trust among stakeholders, as they can trace the origin and journey of products. Raising employee awareness, involving stakeholders, and integrating processes throughout the supply chain are essential for risk mitigation. As more companies pioneer this transparent and visible supply chain future, we expect increased collaboration, improved sustainability, and a more resilient global economy.
Risk Mitigation Within Visibility
Mr. Gabriel Heng, Senior Regional Security Manager in APAC at Dyson, highlighted that intelligence is the primary line of defense in the intelligence community. Understanding geopolitical and criminal situations related to operations is crucial in staying ahead. It is important to grasp the situation and align it with operational plans.
“At Dyson, the organization approaches this sensibly by considering our local production operations and internal organizational structure. This ensures that our knowledge of the situation is effectively incorporated into actionable plans”, said Gabriel. He also emphasized collaborating with vendors who provide real-time data points and in-depth analysis of sudden events including developments of the situation. However, understanding how these developments can impact the business is what matters most.
Risk Research & Mapping
Mr. Tom Kane, Director of Security, Technology and Facilities at Analog Devices, added that organizations can either acquire information from data intelligence companies or use free, open resources that may require some time and research. For instance, the U.S. organization Ozark offers valuable information through the Overseas Security and Advisory Council. State departments from different countries report industry statistics that can provide insights into combating fraud and criminal activities in each state.
For effective supply chain visibility, Tom proposed that the first step should be risk mapping which involves mapping the entire process from supplier to manufacturing locations, or vice versa, to the end-customers. With comprehensive risk mapping, it becomes easier to identify vulnerabilities and address the associated issues. Risk mapping is a crucial starting point, and from there, one can utilize open-source resources to gather relevant information that will aid in the process.
Strategies to Proactively Mitigate Risks
Mr. Ratnakar Bade, Board of Director of TAPA APAC, suggested that risk mitigation needs to begin with raising awareness and sensitizing employees about the risks faced by the business, from ground-level staff to top leadership and board members. This includes employee protection protocols, reputation risks, and highlighting incidents and emerging threats. Leadership approval and budget allocation are important aspects as implementation requires collaboration and involvement of stakeholders across the organization.
Visibility of risks and incidents facilitates mutual accountability in leadership and boardrooms and enhances confidence. Government authorities should also be kept informed and engaged proactively. Auditors appreciate documented evidence of mitigation measures, while employee understanding and adherence to industry standards and certifications contribute to resilience. Visibility extends to law enforcement, vendors, logistics, and supply chain partners to ensure smooth operations and preparedness for disruptions. Overall, visibility is essential to building a comprehensive and resilient asset.
Integrating Data Collection Points with Supply Chain
Mr. Keith Kee, Business Director of Asian Resources Centre, noted that assessing risk often relies on data in industries like oil and gas. However, there are challenges with older infrastructure that needs to be equipped with modern sensors and technology. Upgrading can be costly, and older assets are often neglected. Instead of waiting for upgrades, alternative methods of gathering data should be explored. Indirect inspections may provide partial data, but even this can offer better insights than having no data. The logistics industry faces similar challenges with old trucks and limited coverage. Finding alternative ways to assess data becomes crucial. Instead of immediately requesting large budgets for system upgrades, finding cost-effective solutions for obtaining indicative data is a viable approach.
Geopolitical & Sustainability Factors in Visibility
Concluding the panel, Tom believes that in today’s business landscape, it is important to consider two important concepts when enhancing visibility capabilities within the supply chain – resilience and sustainability. Geopolitical factors are crucial in determining where companies can establish their presence and operate. It guides decisions on investment in security systems, intelligence, and operations in different countries. While geopolitical tensions are unlikely to diminish, operating carefully and adapting to various geopolitical landscapes is essential.
Another significant aspect is sustainability – Environmental, Social and Governance (ESG) factors, which influences how companies are perceived geopolitically. Efforts to reduce carbon emissions allow for better collaboration with countries and entities, leading to more flexibility in operations, including process changes. This strengthens visibility and cooperation between manufacturers, governments, and logistics service providers.
Visibility in the supply chain is critical, especially in the age of disruptions. Collaborative efforts are necessary among suppliers, manufacturers and logistics service providers to improve overall visibility and create a resilient operating environment. This requires a collective commitment to working together and TAPA APAC provides this common platform for supply chain stakeholders.
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. Mark Nuttall Geopolitics, Risk, AML & Security Expert
Mr. Mark Nuttall has an extensive counter-crime, security, ESG, and risk background, with over 25 years of experience as a global risk management, anti-financial crime, and international security specialist. He has advised at the international blue-chip level to C-suite and international office holders within the geopolitical community. He holds judging responsibilities for international regulatory awards and speaks at global events.
About the Panelists
Mr. Keith Kee Business Director, Asian Resources Centre
Mr. Keith Kee has over 20-25 years of regional business, operational, and financial management responsibilities. These include having worked or been involved in multi-industry sectors such as telecommunication, electronics & engineering, industrial products and solutions, transportation, utilities, oil & gas, building systems and construction, etc. Travelled regionally and internationally, as well as being posted overseas. Taken on different challenges, such as being responsible for P&L targets, leading country sales/ technical teams, or starting new products and markets and served leadership roles in several industry associations, professional bodies, university alumni, grassroot and cooperative – Marketing Institute of Singapore, NUS Engineering Alumni, NACE International (Singapore Section), Energy Institute UK, Singapore Professional Executive Cooperative, IT Standards Committee.
Mr. Gabriel Heng Senior Regional Security Manager in APAC, Dyson
Helming the security for Dyson in the APAC region of more than 20 sites and half of all Dyson’s employees, Mr. Gabriel Heng drives the implementation of Dyson’s security strategies, initiatives, and programs and building Dyson’s APAC security capabilities. Gabriel is a committed, adaptable, decisive security professional with years of experience. His almost three decades of military service, the majority of which was spent within the special operations and intelligence communities, and his previous employment in a security company allowed him to see different perspectives of security through the lens of people, processes, and technology.
Mr. Ratnakar Bade Board of Director, TAPA APAC
Mr. Ratnakar Bade is a military veteran with 26 years of prolific experience in building Business Resilience, Risk Governance, Physical Security, Crisis Response, Business Continuity, and Brand Assurance across diverse industry sectors like Military, Banking, Logistics, Manufacturing, R&D, and E-Commerce. He has worked for the Indian Military, Reserve Bank of India (RBI), Nokia, Microsoft Vietnam, and Flipkart Group. At Flipkart, Ratnakar conceptualized and implemented an Integrated Security Risk Management program comprising People Safety, Asset Protection, Investigations, Crisis Response, and Business Continuity by integrating People, Process, and Technology maturity models. Ratnakar has been an active promoter and contributor for TAPA Certification programs since 2011. He strategically used TAPA Standards for building “RESILIENT” organizations & he got Flipkart’s 100% warehouses Certified for TAPA FSR
Mr. Tom Kane Director of Security, Technology and Facilities
Coming from an extensive background in Security and Global Operations, Mr. Tom Kane has a wide knowledge and experience across the technology, manufacturing, data and conversion, and semiconductor industries. Tom is the Director of Security, Technology, and Facilities at Analog Devices. He manages Analog’s security programs, including strategically developing and directing policies.
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