TT Club: Acting on climate change
The predicted impacts on ports and waterways of climate change present real risks to local, ...
PLD: REBOUND MATTERSAMZN: MULTI-BILLION LONG-TERM MEXICO INVESTMENTDSV: WEAKENING TO TWO-MONTH LOWSKNIN: ANOTHER LOW PG: STABLE YIELDAAPL: GAUGING EXPECTATIONSXOM: GO GREEN NOWKNIN: BOUNCING OFF NEW LOWS HON: BREAK-UP PRESSURECHRW: UPGRADESZIM: LAGGARDFWRD: LEADINGMAERSK: OPPORTUNISTIC UPGRADETSLA: GETTING OUTDSV: DOWN BELOW KEY LEVELLINE: DOWN TO ALL-TIME LOWS
PLD: REBOUND MATTERSAMZN: MULTI-BILLION LONG-TERM MEXICO INVESTMENTDSV: WEAKENING TO TWO-MONTH LOWSKNIN: ANOTHER LOW PG: STABLE YIELDAAPL: GAUGING EXPECTATIONSXOM: GO GREEN NOWKNIN: BOUNCING OFF NEW LOWS HON: BREAK-UP PRESSURECHRW: UPGRADESZIM: LAGGARDFWRD: LEADINGMAERSK: OPPORTUNISTIC UPGRADETSLA: GETTING OUTDSV: DOWN BELOW KEY LEVELLINE: DOWN TO ALL-TIME LOWS
An interesting Q&A with MIT professor Yossi Sheffi, who has recently published a book: The Power of Resilience. He notes that threats to the supply chain are becoming more frequent and more serious – and that often companies are preparing for the wrong things. Businesses tend to focus on threats when the probability is high and the consequences are severe. But in fact, they should also be eyeing those with a serious impact but which are improbable. He also notes that there are new threats now, from cybersecurity to social and environmental responsibilities – think Bangladesh factory fires or conflict minerals. It ends with an interesting look at Intel’s response to conflict minerals and how it worked to keep them out of its supply chain.
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