Introducing Risk Management Process to a manufacturing industry: Master thesis in identification of risk avoidance strategies at Coca Cola Enterprises Sweden
Risk can be viewed as a state where there is a possibility of a loss but also a hope of gain. To realise the existence of a risk, one must be aware of both the gains and losses incurred. Increased number of natural disasters and companies having global supply chains to a higher extent, are both factors which have increased the number of risks that can affect an organisation’s supply chain negatively. This fact has made it even more important to focus on risk prevention. In the beverage industry market, characterized by fast-moving products, manufacturing companies like Coca-Cola Enterprises Sweden (CCE) can be highly affected if disturbances occur in their supply chain.
Kungliga Tekniska högskolan
KTH, Skolan för industriell teknik och management, Industriell produktion
Authors: Emma Bayer, Gabriel Öberg Bustad
Keywords: Coca-Cola Enterprises, Risk management process, Risk identification, assessment and avoidance mapping, SCOR, HAZOP, Risk Register, Risk auditing, Resilience
Abstract: Risk can be viewed as a state where there is a possibility of a loss but also a hope of gain. To realise the existence of a risk, one must be aware of both the gains and losses incurred. Increased number of natural disasters and companies having global supply chains to a higher extent, are both factors which have increased the number of risks that can affect anorganisation’s supply chain negatively. This fact has made it even more important to focus on risk prevention. In the beverage industry market, characterized by fast-moving products, manufacturing companies like Coca-Cola Enterprises Sweden (CCE) can be highly affected if disturbances occur in their supply chain.
Risk management is, according to ISO 31000, “coordinated activities to direct and control an organization with regard to risk “. A risk management process therefore aims at mitigating negative impact of external and internal disturbances in order to avoid interruptions in production, product quality issues and financial losses. CCES’s control over internal processes and its disturbances is mostly based on reactive approaches rather than a proactive strategy and there exist no guidelines of how to identify and handle occurring disturbances. The main purpose of the project has therefore been to identify the most critical risks the company is facing within their “Source” and “Make” processes, and find both proactive and reactive mitigation actions. Another significant part of the project delivery is to present a model for how the company should organize and maintain a sustainable risk picture. The model aims to present a dynamic risk management process that can be used by CCES as well as other companies in the future.
The project consists of three major phases; Risk Identification, Risk Avoidance Mapping and Implementation of a Risk Management Process. In the first phase, the brainstorming tool Hazard and Operability (HAZOP) has been used during workshop events for risk identification and assessment. Some of the most critical risks identified are; Sabotage during transport from supplier to CCES, Lack of spare parts for maintenance, Lost production time due to long beverage change overs and Filling bottles with too much beverage. In order to find feasible preventive and reactive mitigation actions for the critical risks, both employee interviews and the Supply Chain Operations Reference (SCOR) model has been applied. Some of the actions recommended to perform are concluded to be; Let suppliers own transports, Standardize the product change process and the shift hand overs and Implement routines of having locked transports from supplier to CCES.
The structure of the project has acted as a basis for the recommended way of continuing the risk management work at CCES. The authors have identified the importance of keeping the risk management process dynamic, and therefore a Risk Register have been introduced for documentation and follow-up. Another way of following up the risk management work, is to perform Risk Audits after the event of a disturbance. This will help the organisation to realize the impact a certain disturbance brings, but it will also measure of the recovery work’s effectiveness. The authors highlight the importance of having a dedicated owner of the risk management process in order to keep it dynamic. A complete risk management process has finally been created, adaptable to different kind of organisations. By making this process a part of SCOR, the authors believes that the process can be used to identify individual risks within the management processes Plan, Source, Make, Deliver and Return for all SCOR member companies. Thereafter, a general risk mapping can be created from the individual risks that can be used to share information and experiences among the member companies.
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Read the full thesis: http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-118643