Anthony LaFaziaCEO, Atlantic Training · CEO at Atlantic Training | EdTech & Safety Compliance Leader

Supply Chain Risk Management: Building Operational Resilience Against Disruptions

21 May 2026 · 1 min

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1:26

In this segment, the speaker emphasizes that supply chains are inherently fragile and prone to disruptions from weather, labor actions, pandemics, and geopolitical events. The core advice is to first map the entire supply network, pinpointing weak points such as suppliers located in hurricane zones or reliance on a single port of entry. Once vulnerabilities are visualized, organizations should create detailed contingency (Plan B) procedures—identifying alternative carriers, backup suppliers, and strategically positioned inventory. The speaker stresses the importance of having these plans documented before a crisis hits, and of acting swiftly using real‑time data visibility and clear communication when disruptions occur. Finally, the cost of maintaining extra safety stock or backup suppliers is framed as a worthwhile investment compared to the far greater expense of a production shutdown.

Chapters

We're almost done, but now we've gotta talk about the scary stuff: risk management. Supply chains are fragile. Weather, strikes, pandemics, politics— anything can disrupt the flow. Start by identifying vulnerabilities. Look at your map. Do you have a supplier in a hurricane zone? Do you have a single port of entry for all your goods? Mapping your supply chain, including, where feasible, the key suppliers of your critical suppliers, helps you see the weak spots. Then, build your contingency plans. What's your Plan B if your main trucking carrier goes on strike? Who do you call? If your factory loses power, do you have inventory positioned elsewhere? Don't wait for the crisis to figure this out. Have the plan written down and ready to go. When a disruption happens, because it will, act fast. Use that data visibility we talked about. Communicate early and accurately with your team. And remember, resilience is worth the cost. Carrying a little extra safety stock or paying for a backup supplier might seem expensive now, but it's a lot cheaper than shutting down your entire operation for a week.