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Managing global supply chain risk during COVID-19 has required a drastic turn from the old ways of supply chain risk management.
Manufacturing’s return will require re-evaluating insurance programs, challenging underwriters to analyze new risks.
Compliance officials rank reputational risks posed by third-party partners as their top risk, and one-third expect the risks of bribery and corruption to increase.
Insurers struggle to respond to a new regulation governing sanitary food transportation.
Companies that let their captives gather dust could be missing out on savings opportunities.
Bigger ships passing through an expanded Panama Canal translates to bigger risk accumulations.
Many small and mid-size businesses underestimate their exposure to supply chain disruption.
Ten percent of America’s bridges are plagued by deficiencies or load restrictions, threatening supply chains.
The insurance industry faces a long and arduous claims process for last year’s devastating Tianjin Port disaster.
Investment in Chile and Paraguay is up sharply, as Brazil sees some investment declines.
Small and mid-sized companies underestimate a disruption’s potential impact.
Insurers and brokers are developing unique tools to help insureds stay ahead of global political risks.
Lack of pre-loss planning leaves a manufacturer and its supply chain vulnerable in the face of disaster.
Regulators have decided they can’t risk electricity shortfalls. A new insurance market may result.
Complex supply chain risks are prime territory for analytics to close coverage gaps, root out weak or risky suppliers, and ensure business continuity.
The risks of 3D printing include product liability, intellectual property, and safety and security issues.
A combination of technology and data-centric risk management almost guarantees resilient supply chains.
The explosion in Tianjin provokes a host of risk management concerns.
A 45-day superstorm floods California and dishes out economic catastrophe.