Using business complexity to handle supply chain risk: Dealing with borders of cargo liability (CORE1209)

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Summary: The dominant part of the academic literature on supply chain management assumes that decisions are based on objectivity, determinism and rational choices. They consider seldom complexity of the networks and casting defects that are due to deviating organizational structures and information systems. In order to manage complex risks companies may be willing to make decisions that reduce their own risks at the expense of other supply chain partners. That is an old maid game. The paper presents two cases, where logistics actors confine one-sided own liabilities instead of reducing risks in the whole network. The paper can be viewed here: http://www.intechopen.com.

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Full review: Rational reasoning and responsibilities stated in agreements and contracts are assumed to create baseline for decisions in supply chain management. If contracts do not give clear answers, we assume partners can be brought into a fair and impartial agreement.  In general, cooperation and information sharing are seen to produce long-term benefits for all stakeholders. These assumptions hide situations where logistics partners are prone to make opportunistic and subjective decisions.

In real life managers must be able to dynamically adapt logistics processes to unexpected harmful events, last-minute changes and rearrangements with very limited information about the situation and consequences of their decisions. One-sided simplifications are natural responses to reduce responsibilities of the company. The paper presents two cases where logistics risks are transferred at the expense of other supply chain partners. In the first case logistic company implements a camera surveillance system in own warehouses in order protect the company against inappropriate security claims (e.g. due to damages during transportation). In the second case a leading wholesaler creates strict rules how suppliers are allowed to deliver shipments in warehouses and how the wholesaler penalizes non-compliant deliveries. In both cases risk transferring strategy leads old maid game, not to mitigation of overall supply chain risks. The strategies may even increase risk and reduce motivation to collaborate in the supply chain network.

The paper illuminates possible unexpected and unwanted outcomes in the CORE project. Simplifications and narrow approaches are known to reduce supply chain resilience. First, they may lead to the loss of crucial information. Second, partners may be prone to pay more attention to own tasks and less to interdependencies with other partners. The CORE work packages that produce only technological solutions to meet minimum legislative data sharing requirements are vulnerable to the risk. The same vulnerability concerns organizational designs, where a focal company acts as a supply chain orchestrator and defines one-sided technical specifications for other trading partners. The comprehensive approach would increase visibility in the whole end-to-end supply chain and increase motivation for collaboration between partners.

Reference: D. Ekwall, F. Nilsson, 2008 “Using business complexity to handle supply chain risk: Dealing with borders of cargo liability”. In proceedings of Nofoma 2008, Helsinki

 

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Managing the Unexpected – Sustained Performance in a Complex World (CORE1208)

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Summary: The book highlights characteristics of organizations that are capable to improve efficiency and manage their risk in challenging operative environments. According to the writers these high reliable organizations pay especially attention to small failures, real-time operations, alternative pathways to keep going and mobilization of expertise. The book presents how quality and continuous improvement philosophy eroded in manufacturing company causing a recall of 10 million vehicles and how they recovered from the crisis. The book can be purchased here www.wiley.com.

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Full review: Logistics networks are prone to disruptions and inefficiencies due to inconsistencies in organizational structures and cultures, human nature to searching simplified answers to complex problems and lack of collective commitment and competence necessary to sustain performance under trying conditions. The book describes characteristics of mindful organizations that are capable to perform reliably in complex environment. These organizations have unique culture, capabilities for self-design, networks build on expertise, hybrid structures with special attention to redundancy and continuity, special training and routines to maintain situational awareness, mind-sets to make sense out of emerging patterns, relational strategies to adapt to local environment and efficient information processing.

The CORE project aims at utilizing real-time data in order to increase visibility over movements of shipments. This is expected to improve abilities to re-plan resources if required due to detected risks or unexpected disruptions. The paper give advises how to create an infrastructure that supports sense making, continuous organizing and adaptive management in complex environment. The infrastructure make possible to convert observations of anomalies into explicit event types, categories, routines, instructions and roles. During the process abstract management concepts get refined organization specific meanings. However, sense making, continuous organizing and adaptive management prerequisite honesty and transparency in reporting and willingness to base actions on them. Besides, observations must be integrated into reports without underestimating or belittling observations that have no immediate explanations. The book can be used as user manual how organization can make most use of new data in order to respond earlier and adapt to unexpected situations.

The CORE project itself is a complex project comprising over 60 partners, 22 work packages and hundreds of interrelated tasks. The CORE management pays special attention to ensure sustained performance. First, consortium members work with concepts that enable them to cluster observations from real-time case and identify emerging patterns (sustained awareness). Second, partners have a variety of technological and operational expertise from academic, governmental and private sector. Respectful interaction and heedful interrelating support creation of shared understanding in non-obvious cases and their explanations (sustained surfacing). Third, ambiguity is implicitly or even explicitly acknowledged and accepted to be part of the project. However, ambiguity does not stop the work. It is an active part of problem solving (sustained organizing). Forth, when the CORE demonstrations progress, new details and nuances are discovered. Concepts and case studies are continuously updated (sustained updating). Fifth, tasks and problems are ambiguous, that creates often discomfort among partners. That creates a strong propensity to simplify problems and find or even create traditional solutions. CORE Management team avoids making rigid decisions, but they give directions, which by definition are dynamic, open to improvement, self-correcting, responsive and transparently reasoned (sustained agency). Sixth, human beings tend to simplify their interpretations and underestimate how much crucial information is then lost. In addition, we tend to pay more attention to own tasks and less to interconnected tasks of other partners. CORE partners are experienced to align tasks in a way that they maximize common good (sustained variety). Seventh, the CORE project highlight continuing adaption that reduces need to make radical changes. The CORE management team encourages partners to update their conceptions through paying closer attention to demonstrations. Bsides, management team facilitates respectful interaction through workshops.

Reference: Weick, Karl E. & Sutcliffe, Kathleen M. (2015). Managing the Unexpected: Sustained Performance in Complex World. 3rd Edition.

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Towards Trusted Trade-lanes (CORE1207)

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Summary: The paper explores the concept of trusted trade-lane. In trusted trade-lanes operators implement an internal control system that makes possible to detect, handle and report dubious events in a way that meet requirements of customs agencies. Writers identify three essential characteristics of trusted trade-lanes: single partners are considered reliable and trustworthy, collaboration is based on long-term partnerships powered by viable business opportunities and managed by a clear decision-making mechanism, and control systems ensures integrity of traded goods and transferred data. In addition, the paper presents three alternative scenarios how the trusted partnerships can be designed in cross-border trade. The paper can be viewed here: https://pure.uvt.nl.

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Full review: The paper present recent developments in designing forms of partnerships that make possible to manage, predict and reconstruct supply chain operations and events. Customs agencies can use the control system to complete law enforcement and administrative tasks in a way they can reduce or even refrain from physical inspections and checks. The trading partners that have adopted the common control system and expanded it to the needs of regulatory bodies form trusted trade-lanes. Writers identify three essential characteristics of a trusted trade-lane. First, all partners operate transparently, reliable and trustworthy in their business relationships.  Second, partners are committed in long-term collaboration that gives all partners opportunities to succeed. The government structure has clear decision making mechanisms and selected legal representative. Third, partners must implement and manage a control system that ensures integrity of transported goods and transformed data within the partners and to the authorities.

The writers design three alternatives how partnerships can evolve into trusted trade-lanes. First, a focal company can act as a supply chain orchestrator and provider technical infrastructure for use of trading partners and logistics operators. The focal company lodges customs declarations and risk information to customs administrations on behalf of the trusted trade-lane partners. In the second alternative, a service provider manages a peer-to-peer information platform that supply chain operators use to communicate between each other and with customs agencies. Data on the platform is reused for both commercial and regulatory purposes (piggy packing). Partners can join and leave the platform as they see appropriate. The platform uses open standards and database management systems. Third, a service provider offers additional ‘assurance’ services for legally independent companies of a specific industrial area. The service provider acts as a trusted trader and defines common rules and requirements for the membership.

The paper demonstrates preliminary results in the CORE project. The project partners adapt trusted trade-lane concept in their own concrete business and logistics processes as well as in their information systems. The models and scenarios are further amended and developed during the project.

Reference: Hulstijn, J., Hofman, W., Zomer, G., & Tan, Y-H. (2016). Towards trusted trade-lanes. In H. J. Scholl, O. Glassey, M. Janssen, & E. (Eds.), Proceedings of the 15th IFIP E-Government conference (EGOV 2016): Electronic Government. (pp. 299-311). (Lecture Notes in Computer Science; Vol. 9820). Guimaraes, Portugal: Springer International Publishing.

 

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

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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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Global supply chain design considerations: Mitigating product safety and security risks (Speier et al. 2011)

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Summary

There is a broad consensus among supply chain professionals that supply chain disruptions are very bad for business: supply chain glitches commonly lower operational performance and reduce shareholder value. Regardless of this, there is surprisingly little research on supply chain design strategies that have the highest potential to mitigate the risk of disruptions. Based on interviews with 75 US-based managers, an industry survey and a case study, Speier et al. (2011) identify types of SCS strategies and examine how contextual factors influence business managers to select a set of SCS design strategies. They argue that the depth and breadth of security initiatives depend mainly on top management mindfulness, operational complexity, product risk and coupling. The abstract is available at: http://www.sciencedirect.com.

Review by Toni Männistö (CBRA) based on his doctoral thesis.

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Full review

The paper of Speier et al. (2011) is quite theoretical and it has therefore only a limited impact on CORE work. It is useful for people for the CORE demonstrators to be aware of various supply chain design strategies and factors that support their selection. All in all, the paper introduces an interesting table that shows what supply chain factors typically affect selection of certain supply chain design strategies (see table below). The paper also includes a useful discussion about the nature of supply chain security risks. The authors point out that supply chain security covers risks of contamination, damage and destruction of products or other supply chain assets, and that these risks may arise from intentional or unintentional activities.

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Reference

Speier, C., Whipple, J. M., Closs, D. J., & Voss, M. D. (2011). Global supply chain design considerations: mitigating product safety and security risks. Journal of Operations Management, 29(7), 721-736.

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Controlling access to pick-up and delivery vans: the cost of alternative measures (Haelterman et al. 2012)

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Summary

The situational crime prevention theory suggests that preventive security measures often backfire. For this reason, it is problematic that many managers do not have a holistic picture which kind of considerations should precede selection of implementation of security measures. A paper by Haelterman et al. (2012) tests the practical feasibility of a new management model that is designed to highlight the most promising preventive security measures given a set of preconditions and costs. The authors apply this model in the context of pick-up and delivery van operations at a Belgian branch of a major express courier company. Such transport operations are subject to risk of theft and terrorism, especially if unauthorized people managed break into pick-up and delivery vans. To test the management model, the authors collect views of of supply chain practitioners in two expert panels and through a survey. Their analysis covers a broad array of preventive security measures including key card, audible alarm, silent alarm + GPS, notification on vehicles, awareness training, no company logos, formal instructions / compliance checks & sanctioning, double drivers, over security escorts. The abstract is available at: http://link.springer.com.

Review by Toni Männistö (CBRA) based on his doctoral thesis.

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Full review

The research of Haelterman et al. (2012) sets a solid theoretical basis for practical supply chain security work. All CORE work packages that cover aspects of road transport benefit from the analysis of this research paper. The research shows that a set of preconditions influence outcomes of preventive security measures: availability (legal, infrastructure), practicability (perceived), required knowledge, required expertise, user awareness, user belief, use commitment (anticipated), and co-operation. Security measures also incur different kinds of costs: financial costs, ethical/social cost (labeling, distrust, civil liberties, inequalities), aesthetical cost. Finally, as the theory on situational crime prevention suggests, security measures may result into various reverse effects, including crime displacement (geographical, temporal, target, tactical, crime types), escalating effects (e.g., use of violence), creative adaptation, and enticement effects.

Reference

Haelterman, H., Callens, M., & Vander Beken, T. (2012). Controlling access to pick-up and delivery vans: the cost of alternative measures. European Journal on Criminal Policy and Research, 18(2), 163-182.

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Supply chain security orientation: conceptual development and a proposed framework (Autry and Bobbit 2008)

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Summary

Even though supply chain security has become an increasingly important managerial domain, there is little understanding about what security aware firms are, what enables and drives security awareness, and what are the outcomes of supply chain security (SCS) orientation. Autry and Bobbit (2008) set out conceptualize, validate and operationalize the construct of SCS orientation. Based on 31 interviews with US-based managers, they conclude that SCS orientation comprises four general categories of security solutions: security preparation and planning, security-related partnerships, organizational adaptation and security-dedicated communications and technology. The authors write that these security solutions “could result in supply chain risk management-related efficiencies, such as decreased lead times to customers, greater product reliability, waste reduction, and increased delivery reliability, due to the lessened need for operations workers to perform security-related tasks such as redundant container checking, securing shipments, or other similar tasks.” The abstract is available at: http://www.emeraldinsight.com.

Review by Toni Männistö (CBRA) based on his doctoral thesis.

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Full review

The CORE demonstrators could a learn lesson from the research paper of Autry and Bobbit (2008) that organizational commitment to security plays a critical role in the fight against supply chain crime. Ideas and findings of the research paper also contribute to the development of the CORE educational and training material (WP19). The article shows that top management support, employee security attitudes, employee integrity/loyalty are key internal factors that strengthen the SCS orientation. External contributing factors include political political/legal factors/support, partner cooperation, and partner support. Strong SCS orientation is expected to translate into higher business performance, customer satisfaction and supply chain chain continuity.

Reference

Autry, C.W. & Bobbitt, L.M., 2008. Supply chain security orientation: conceptual development and a proposed framework. The International Journal of Logistics Management, 19(1), pp.42–64.

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Interview with Ms. Sarma on the US CSP-program

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28.6.2016: Today’s CBRA Interview with Ms. Dace Sarma from CRDF Global focuses on the U.S. Department of State’s Chemical Security Program

 

Hi Dace, and thanks for joining CBRA Interview. Can you please tell first a bit of your background and what you do today?

I work at CRDF Global, an independent nonprofit organization that promotes international scientific and technical collaboration through grants, technical resources, training and services. At CRDF Global, I work in partnership with the U.S. Department of State’s Chemical Security Program, CSP in short, on programming collaborating with government, security, academic, and industrial communities around the world to strengthen their ability to thwart chemical attacks. Prior to working with CSP, I supported and implemented the Department of State’s Office of Weapons of Mass Destruction and Terrorism, WMDT in short, projects within the scope of CRDF Global support for the WMDT.

 

Thanks for sharing that. Can you explain more about CRDF Global and the Chemical Security Program, CSP, by the US State Department?

CSP works with a number of implementing partners, including CRDF Global, to promote chemical security through sponsorship of projects designed to identify and address chemical security vulnerabilities and prevent chemical attacks.

CSP collaborates with diverse stakeholders, including partner governments, subject matter experts, and international organizations, to enhance chemical security through capacity building workshops, and trainings.

 

I had the pleasure to join twice the CRDF Global workshops in 2015: first to Hurghada, Egypt, in March 2015, and second to Istanbul, Turkey, in December 2015. The former workshop was targeted for the Egyptian government and chemical industry, and the latter one for the Iraqi government and chemical industry. Extremely interesting 3-4 days in both workshops, with great audiences and co-speakers / co-facilitators. In both workshops I gave presentations e.g. on FP7-project CORE / dangerous goods tracking, and on Dow Chemical supply chain security – thanks again to Ms. Antonella Di Fazio of Telespazio and Dr. Toni Mannisto of CBRA for co-producing these presentations. What is the current status of CSP regarding these countries today, if I may ask?

Thank you again for your participation in these workshops, Juha. We all appreciated you sharing your experience in chemical supply chain and transportation security.

We have continued work with our partners in Egypt on chemical supply chain security. CRDF Global, the Federation of Egyptian Industries’ Environmental Compliance Office (FEI-ECO) and the Federation of Egyptian Industries’ Chamber of Chemical Industries (CCI) held an event in December, also sponsored by CSP, which convened 170 government, industry and academia representatives from Egypt’s chemical sector to highlight Egypt’s achievements in securing the chemical supply chain and identify further steps required to secure their chemicals in transit.  FEI-ECO and CCI are also working to provide technical guidance and support for Egyptian chemical companies to adopt Responsible Care®, an international voluntary chemical management initiative developed by the chemical industry to help chemical companies operate safely, securely and profitably.

In Iraq, CRDF Global and CSP have continued to work closely with a variety of partners from across the chemical and security communities. Most recently in April, with sponsorship from CSP, CRDF Global implemented the 1st National Chemical and Biological Security Coordination Conference in Baghdad. The conference convened Iraqi government, security, industrial, and academic sectors to discuss national efforts, interagency coordination, and best practices to counter chemical and biological proliferation in Iraq.

 

Any plans in 2016 to organize similar workshops in the MENA region?

We will continue to work with our international partners, including in the MENA region, in 2016. As the world becomes more connected, we will continue to focus on securing the chemical supply chain.  Many of our partners have also identified chemical ground transportation security as an area of particular interest.  We look forward to working with technical experts like CBRA and leaders from chemical communities worldwide to enhance global chemical security.

 

Thanks a lot Dace for this interview – and hope to meet you soon again, at one the upcoming missions / workshops! Juha

CASSANDRA compendium. Technologies for supply chain visibility and security (Ch. 8)

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Summary: Chapter 8 of the CASSANDRA compendium reviews current and future technologies that help managers to improve visibility and security over global end-to-end supply chains. The supply chain visibility technologies, in essence, provide logistics managers with a variety of information – shipment data, performance metrics, inventory levels, production / delivery schedules and sales forecast, for example – in or close to real time. The chapter’s review on supply chain security technologies focus mainly on security sensors (e.g., motion detectors), container seals, biometric user authentication devices (e.g., fingerprints), and non-intrusive inspection equipment (e.g., X-ray screening stations). The section also elaborates modern ways for sharing information among stakeholders that are concerned about security of the supply chain. The CASSANDRA compendium is available for download: www.cassandra-project.eu. Review by Toni Männistö (CBRA)

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Full review: Chapter 8 includes some interesting details and insights about modern visibility and security technologies, many of which are relevant especially for CORE demonstrations but also for other work packages such as WP2 (SCS controls), WP7 (CORE Connectivity Infrastructure and Solutions Development Environment) and WP8 (CORE Ecosystem).

Many large logistics operators have developed own supply chain visibility systems to coordinate and organise logistics operations. A large logistics service provider, Kühne+Nagel uses its KN login visibility system that allows the company to optimise its complex global operations in terms of speed, time-certainty, security and cost-efficiency and many other relevant metrics. DHL, a German-based international express courier and logistics company, uses its LOGIS software for its operations. Previous EU projects have also developed visibility systems, for example Smart CM SICIS (Shared Intermodal Container Information System).

These visibility systems enable fast response to most operational contingencies that are about cause deviations from original plans. For instance, if a shipper got instant information about a stolen container, a new delivery could be quickly arranged and the consignee could be informed as soon as possible about the reshipment. Moreover, the visibility systems often interface ITC systems of other key stakeholders in the international supply chains. Customs, for example, receive advance cargo information (ACI) automatically from these systems.

The second part of the chapter 8 focuses exclusively on security technologies. The review starts with description of security sensors that are designed to detect tampering, unplanned detours, and other suspicious events in the supply chain. The modern sensor technologies sense at least changes in lighting, acceleration, location (geo-fencing functionality), motion and CO2 levels (used, e.g., to detect stowaways inside shipping containers). The chapter introduces modern user authentication technologies (e.g., fingerprints, face, retina, hand geometry and other unique biometric characteristics). Some information is provided regarding non-intrusive screening solutions that are often considered to be necessary for fast and secure screening operations. The rest of the chapter discusses various technical and institutional solutions for exchanging security-relevant information among supply chain operators and relevant government agencies. Especially interoperability of ICT systems seems to be crucial for effective security efforts in the global supply chains. The CASSANDRA compendium is available for download: www.cassandra-project.eu. Review by Toni Männistö (CBRA)

Reference

Hintsa, J. and Uronen, K. (Eds.) (2012), “Common assessment and analysis of risk in global supply chains “, Compendium of FP7-project CASSANDRA, Chapter 8

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Review of TAPA TACSS – Air Cargo Security Standards, 2012 (CORE1045)

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Summary: TAPA TACSS – Air Cargo Security Standards (TACSS) is a certifiable security program for the air cargo industry to close down, as much as possible, all risks for high value freight whilst being handled and transported on the ground. Available to General Public at the TAPA Website, this standard is hyperlinked here: https://www.tapaemea.com

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Full review: The Transported Asset Protection Association (TAPA) is a self-funded industry group comprising of manufacturers, shippers, logistics providers and law enforcement agencies that share the objective to eliminate loss of product by criminal act. The theft of high value, high risk products moving in supply chains in Europe costs businesses in excess of € 8.2 billion a year.

Although the focus of TAPA is to stop the unauthorized removal of items from the logistics chain, many of the methods used by criminals to achieve this are entirely relevant to the other security threats seen within the industry. E.g. unauthorized entry, deception techniques, tampering of shipments etc.  TAPA has created a number of certifiable security standards:

  • FSR (Freight Security Requirements)
  • TSR (Trucking Security Requirements)
  • PSR (Parking Security Requirements)
  • TACSS (TAPA Air Cargo Security Standards)

The latter one, TACSS is a set of security standards designed specifically for Air Cargo Handling Facilities. It takes into account the mode of operation of such terminals often having open doors, and yet often operating inside a secure area within an airport, behind a fence. By providing comprehensive requirements and a certification scheme for the protection of air cargo whilst being transported on the ground, TAPA hopes to provide its own members and industry partners with viable options for improving and/or maintaining an effective air cargo security program.

There are two levels to the Standard. Level 1 & Level 2, with 1 being the higher level of security, and the decision of which Level to certify against is decided by risk assessment which takes into account the geographical location of the facility and crime levels in the area. Certification is by Independent Validator against a checklist and valid for 2 years.

Detailed analysis of relevance for CORE: The CORE implementation objectives, which specify what will be done and how to reach the vision, are all subject to the Policies, Regulations, and Standards that exist within the Security Domain of the Global Supply Chain. Among all Work Packages of the project, some are directly impacted by the project, while others are solely primarily or secondarily contributed. Among these Work Packages, the CORE demonstrators will validate the applicability and benefits of the CORE approach in representative operating scenarios characteristic of the global supply chain. They will specifically show the way towards a Global Secure Supply Chain. The overriding goal is to demonstrate substantial gains in security and facilitation covering every major facet of the supply chain security sector.

The following Work Packages are directly impacted by the TACSS initiative:

  • WP7: CORE Connectivity Infrastructure and Solutions Development Environment – provide an integrated set of tools for developing solutions for the Demonstrators in line with SCSRF utilizing results from reference projects particularly e-Freight and ICargo.
  • WP12: Demonstrator Schiphol – apply global data pipeline concept to air cargo supply chains, managing air freight specific trade compliance requirements, and offering supply chain visibility in dashboards. Trade lanes with e.g. Africa, involving multiple inspection authorities.
  • WP17: DHL Demonstrator – managing airfreight trade compliance requirements EU-US in the context of fast supplying of parts. In this demonstrator, TAPA TACSS and mutual recognition with the US will become evident.

The following Work Packages are primarily affected by TAPA TACSS, as airfreight is part of global supply chain:

  • WP14: Demonstrator FALACUS – FastLAne through CUStoms – implement an extensive supply chain of ceramics products along international corridors between Italy and USA.
  • WP15: Decathlon Demonstrator – operational and security related Key Performance Indicators (KPIs) within the CORE framework will be applied to monitor the overall level of security within the supply chain for different supply chain actors Taiwan to retail shop destinations across Europe implementation of this new transit modality and the impact it would have on the overall performance of the supply chain.
  • WP19: Stakeholder Engagement – Knowledge Diffusion and Sustainable Development – Specify and apply an inclusive Stakeholder Engagement Strategy emphasizing international co-operation to promote harmonization of regulations, and to support further development and implementation of international standards.

The TACSS Initiative could also help with the following Work Packages, with the following secondary effects:

  • WP3: Multi-method Threat and Vulnerability Analysis (MTVA) Suite
  • WP4: SC Situational Awareness Tools & Maps
  • WP5: Real-time Lean Agile Resilient Green Optimized (LARG+O) SC
  • WP16: ENI Demonstrator
  • WP22: Analysis and Testing of a Secure Hybrid Composite Container

CORE Impact anticipation: CORE seeks to give consolidated solutions and develop the resilience, optimization and interoperability of the global supply chain, including Port, Container, Post, Truck, Rail, Maritime and Air. Air freight is thence a part of the global vision of CORE. TAPA TACCS contributes thence directly to CORE vision. Impact?

Cross-references: Air Cargo World on TAPA TACSS and air cargo crimes: www.aircargoworld.com

Full citation: TAPA EMEA Website, TACSS Page, accessed 23 September 2014: https://www.tapaemea.com

 

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