Initial that canprovoke discussion during brainstorming sessions.28Additionally, the team

Initial brainstorming sessions can be used to get all the ideas and perspectives from thevarious stakeholders within the company related to potential risks that the supply chain. Theteam should dedicate ample time for sessions and create an environment for open dialoguewhere members will not feel daunted. The team can use multiple approaches to begin thethought process. SCRLC suggests identifying risks internal to the firm versus external risks27.Another method that is becoming more popular is Simchi-Levi’s approach of categorizing risksbased on predictability and controllability that was addressed in the preceding section.External subject experts may be consulted during brainstorming activities as well.SCRLC has also published a detailed report on emerging risks to the supply chain that canprovoke discussion during brainstorming sessions.28Additionally, the team will have to decide on the scope of the supply chain to be considered.Initially, the scope may be limited to Tier 1 suppliers or even a subset of Tier 1 suppliers andextended later on to Tier 2 and higher. Other factors which should be considered are numberand origin of shipments, contractual terms defining responsibility for shipping, modes oftransport and routes for shipments, other logistics providers or partners involved in the supplychain27.Informed by the above recommendations and other literature, the S-Lab team has developed aset of questionnaires, maps and other to help the client better understand the relationshipbetween themselves and their suppliers, and begin to identify the resulting vulnerabilities.Surveys & Spider PlotsIn order to gauge relative risk levels within the utility company’s supply chain, a set of surveyswas developed with the intention of sending one questionnaire to all suppliers for completionby the client manager, and the second questionnaire to utility company representatives thatinteract most with the individual suppliers.29 Due to variability in how different products areprocured and used by the utility company, the questionnaires were designed to be associatedwith a single product or product line, meaning all questions were to be answered according tothat one product or product line. In some cases, question pairings were developed so that riskcould be determined by comparing the response from the supplier with that of the utilitycompany. Inconsistent responses may identify an area of risk.The list of questions were limited to a single page, and grouped according to the process step(manufacturing, product design, logistics etc.) most closely impacted by a potential disruptiveevent. Questions were developed based on the internal and external risk factors describedabove (see Exhibit B for question mapping against the different risk factors and categories),and were mostly multiple-choice on a scale of 1-5, with a few questions left open-ended. Asseen in Exhibit B, the answers corresponding to the 1-5 scale were