Supply chain security culture: measure development and validation, 2009 (CORE1200)

Summary: Supply chain security culture (SCSC) is as an overall organizational philosophy embracing norms and values that keep employees vigilant when performing supply chain security practices. The article presents a scale that makes possible to gauge supply chain security culture and its correlation to organization’s ability to respond to unexpected disruptions. Employees are asked to assess two topics: security strategy of the company and impacts of significant supply chain breech to business operations. According the study improved supply chain security culture makes company more resilient against major disruptions. This research helps executives to justify their expenditures on security efforts. The reviewed document can be purchased here: http://dx.doi.org.

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Full review: Researchers have stressed the importance of having an organizational culture that highlights proactivity and vigilance toward supply chain security breaches. In security-focused supply chain management environment workers are empowered to detected and handle supply chain security threats without seeking formal permission from supervisors and managers. Company security strategy gives specific attention how SCS concepts are embedded into firm processes and procedures. Alignment with organizational culture and business or corporate-level strategies is believed to result in enhanced organizational performance. In addition, organization culture encompasses supply chain continuity management. The paper presents a scale for measuring supply chain security culture defined as the overall organizational philosophy that creates supply chain security as a priority among its employees through embracing and projecting norms and values to support secure activities and to be vigilant with security efforts.

The study makes possible to assess how implemented FP7-CORE security technologies, tools and practices influence on supply chain resilience based on the perception of company managers and employees. The article gives also guidelines how to develop survey forms and protocols in order to assess the influence of implemented security measures on other KPIs such as supply chain visibility and reliability. The survey tools based on perceived operational and organizational changes complete toolbox to measure impacts of introduced security interventions.

Reference: Zachary Williams, Nicole Ponder, Chad W. Autry, “Supply chain security culture: measure development and validation”, The International Journal of Logistics Management, Vol. 20 Iss: 2, pp.243 – 260

 

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Supply Chain Security: Survey on Law Enforcement Agencies’ Training Needs, 2015 (CORE1112)

Summary: In a recent study, a joint CBRA-INTERPOL research team investigates what kind of training material would help law enforcement agencies to fight crime in the context of global supply chains. The team conducted a pilot survey at the LE TrainNet Meeting (Networking Meeting of the Law Enforcement training institutions) which took place in Baku, Azerbaijan, 28- 29 April 2015. Findings of the pilot survey will be used to launch a large EU-wide survey on law enforcement agencies’ training needs regarding supply chain security. The survey findings also guide production of new training and educational material that the FP7 CORE is currently producing. The reviewed document is available for download here: https://hicl.org. Review by Toni Männistö (CBRA)

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Full review: The article concludes that law enforcement agencies generally recognise supply chain security training as a worthwhile investment for their organisations. In partuclar, the law enforcement agencies call for new supply chain related training material especially regarding narcotics and drug precursor trafficking, corruption financial crimes and tax evasion, trafficking in human beings, trafficking in counterfeit goods, terrorism and cybercrime. They advocate increasing use of modern training techniques and tools, such as e-learning, case-based teaching, and role-playing exercises.

Other findings show that law enforcement agencies consider it very useful to develop new training and educational material that would help them to enable and encourage multi-agency collaboration, for example data sharing between police agencies and customs.  The survey respondents also expressed their interest in new training material that would focus on human factors of transnational crime (e.g., motives and underlying social dynamics) and intelligence-led policing.

It is important to notice that only 16 people responded to the Baku pilot survey. The response rate was 23.2%, given there were 69 delegates registered for the LEA TrainNet meeting. The relatively low number of respondents and the relatively low response rate indicate that there is a definite need for a larger EU-wide follow-up survey.

Reference: Hintsa, J., Ahokas, J., Gallagher, R., and Männistö, T., (2015), ”Supply Chain Security: Survey on Law Enforcement Agencies’ Training Needs”, Proceedings of the Hamburg International Conference of Logistics (HICL), September 24-25, 2015, Hamburg.

 

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Supply chain security education materials

Blog-29.02.16FP7-CORE is the European flagship research and development project in supply chain security and trade facilitation, running from May 2014 to April 2018. In today´s CBRA Blog we focus on education and training material development – Work package 19, Task 19.1 – in the CORE-project.

The CORE Task 19.1 – Education and training materials development – has an impressive set of partners: INTERPOL, World Customs Organization (WCO), European Shippers Council (ESC), European association for forwarding, transport, logistics and customs services (CLECAT), International Road Union (IRU), and Technical University of Delft (TU Delft) as the established big players; ourselves Cross-border Research Association (CBRA) as the Task leader (and an enthusiastic lecturing body in supply chain security and trade facilitation); as well as the BMT Group, as the Work package 19 leader. We first started interaction with the entire Task 19.1 team during summer 2014, when the CORE-project had just been kicked off, and everything was still in it´s infancy.

Today, at the end of February 2016 – near two years into the project – we are about to launch the full scale production of the CORE education and training materials. We vision content to be produced in three parallel categories: CORE Flagship Handbook (CFH); Partner-specific materials; and Other education content. Content which is considered to be near-final can be published on-the-fly for example at CBRA´s web-portal, www.cross-border.org , where a new section is planned for the “CORE Education” (like the “CORE Observatory” which has been live since last autumn). Having just over two years left with the CORE-project, we are right on schedule to start the full production of education and training materials!

CORE Flagship Handbook (CFH) will be the main joint outcome of Task 19.1, thus we welcome INTERPOL, WCO, ESC, CLECAT, IRU, TU Delft and BMT to work closely with us in the production, review and piloting of the Handbook. In our current plans the Flagship Handbook has the following four sections, each section having multiple chapters (typically between two and six chapters per section):

  1. Introduction to CORE innovation agenda; including explaining key CORE themes and concepts; and frameworks and models.
  2. CORE outcomes, findings and results – written primarily in the context of the 16 CORE-Demonstrations.
  3. Interpretation of CORE results per key stakeholder group: customs, police, cargo owners, logistics sector, security sector and academics
  4. Future research and development roadmap – focusing on gaps and shortcomings; critical assessment on what works and what doesn’t by the end of CORE-project.

Partner specific materials typically fall into two sub-categories. First one is generic, introductory materials which would be of relevance to 1-2 stakeholder groups – for example Supply chain management 101 for police officers. Such materials can quite easily be developed within Task 19.1, using CORE supply chains and trade lanes as examples. At the same time, such basic education material would not be of relevance for supply chain companies, thus it should not be published in the CORE Flagship Handbook, CFH. Second sub-category is on detailed technical content, which again would be relevant to 1-2 stakeholder groups. An example could be technical review on risk management tools for the logistics sector.

Other education material may consist of the following content buckets, listed in a rough “simple to more complex” -order: Factsheets; Quizzes; Basic case studies; Comprehensive case studies; Videos and animations; Serious games, and so forth. It is still early days to decide what makes sense to develop – and for what we have adequate resources, skills and budgets. Maybe we will start with some simple factsheets, quizzes and basic case studies – this is still to be discussed among Task 19.1 partners.

Finally, the plans regarding the CORE Education web-portal are still in a preliminary stage. We could have a simple dropdown menu at www.cross-border.org , for example with the following selection options: Introductory materials; Technical sections; and Factsheets & quizzes. In the last category we could share first outcomes of Task 19.1 work. Here, just like in all other aspects of CORE Task 19.1, we welcome ideas and feedback from the Task 19.1 team, and from the whole CORE Consortium – and even beyond, from any interested stakeholders and potential future users of CORE Education materials!

In Lausanne on 29.2.2016 – CBRA Blog by Juha Hintsa

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