Business Continuity Management

Hello Everyone,

I am looking to find a form or policy for Business Continuity Management espeacially in the baking industry.
Can someone help me with this form
Thanks,
EVELYN

Hi,

please see few points about the BCM, may be useful for you



ACTIVITIES INVOLVED IN THE BUSINESS CONTINUITY MANAGEMENT

Appoint or nominate an individual at management board level to be accountable for BCM

Appoint one or more individuals with responsibility for taking the programme forward.


BUSINESS IMPACT ANALYSIS (BIA)

I. List the key products and services your organization provides which if disrupted for any reason will have the greatest impact.

1. ability to capture customer orders for our products
2. ability to deliver the customer orders for our products
3. ability to supply invoices / documents to customers
4. able to pay our creditors
5. able to communicate effectively with staff, our sites, customers, suppliers and statutory authorities

II. Identify the maximum length of time that can manage a disruption to each of the key products and services without it threatening your organisation’s viability, either financially or through a loss of reputation (this is often referred to as the Maximum Tolerable Period of Disruption or MTPD).

1. ability to capture customer orders for our products - 2 days
2. ability to deliver the customer orders for our products - 1 week
3. ability to supply invoices / documents to customers - 2 days
4. able to pay our creditors - 1 week
5. able to communicate effectively with staff, our sites, customers, suppliers and statutory authorities - 6 hours

III. Set the point in time at which each key products and services would need to be resumed in the event of a disruption (this is often referred to as the Recovery Time Objective or RTO).

1. ability to capture customer orders for our products - 12 Hours
2. ability to deliver the customer orders for our products - 2 days
3. ability to supply invoices / documents to customers - 24 hours
4. able to pay our creditors - 3 days
5. able to communicate effectively with staff, our sites, customers, suppliers and statutory authorities - 3 hours

IV. Document the critical activities that are required to deliver your key products and services.

Production
Inspection
Packing & Labeling
IT
Transportation
Communication – phone, fax, internet, courier

V. quantify the resources required over time to maintain the critical activities at an acceptable level and to meet the RTO

people;
premises;
technology;
information; and
supplies and partners

RISK ASSESSMENT

Identify the risk

 Loss of staff
 Loss of systems (IT and telecommunications)
 Loss of utilities eg water, gas or electricity
 Loss of, or access to, premises
 Loss of key suppliers
 Disruption to transport

List what arrangements you currently have in place to prevent or reduce the likelihood of the risk occurring.

List what arrangements you could put in place to prevent or reduce the risk on your organisation.

Determine the likelihood & impact of the risk

you will now be able to rank the risks and make an informed decision about what action to take.

Treat – use of BCM to reduce disruption

Tolerate –

Transfer –This might be done by conventional insurance or contractual arrangements,

Terminate –suspend or terminate the service, product, activity, function or process.

Determine BCM Strategy
Development & Implementation of BCM

Hello,
Thank you very much for your information.
EVELYN

Maybe this thread will help also: Business Continuity Report in Food Industry

Dear Simon,

Have to admit, I had never heard of BCM prior this week and had initially (and hurriedly ) passed over this thread. My mistake.

The linked report in yr post is simply amazing IMO if you are not put off by the lengthy contents list. Although verrry heavy going at the beginning, a really worthwhile read, though perhaps selectively at first.

Appeared in an extremely irritating 4 page view in my Word 2003 and I couldn’t find a way to switch to single pane with usual format. Finally used the document map option (1st time) which was surprisingly easy and effective and smoothly allows selecting.

Seems the focus on “keep it simple” risk assessment strategy remains popular (as also indicated in Biss's nice post) – eg

“For project management the company uses part of the ‘Prince 2’ toolkit – this gives a framework to score risk by likelihood x impact. There is a working group to draw up a list of risk and issues, who discuss as a group and input into the database to give an initial scoring. They discuss what could be done to reduce the risks. A revised assessment is done by the system and each core working group meeting reviews these to see whether it is still current and what if anything had changed. It is slightly bureaucratic and laborious but heads off major problems”.

( no idea what the toolkit referred to is)

Sections 3 and 4 contain the nitty-gritty stuff and represent the largest compilation of operational comments / tit-bits of this type I have ever seen. Could certainly empathise with some of them, eg

We underestimated the challenge. SAP implementation was dedicated staff, ‘experts’ from within the business. For traceability we expected people to do it as well as their day jobs”.

As a current issue, the unit 4.5.2 on Pandemic Flu is also worth a look.

Thks again,

Rgds / Charles.C

PS unfortunately, I didn't notice anything about baking.

please see the link

http://www.ifsqn.com...amp;hl=business

Dear Biss,

please see the link

?? Same link as in post #4 which referred in post #5 above ??

Perhaps yr post a little too concise

Rgds / Charles.C

PS - also possible I misunderstood something, was done at weekend

sorry charles,

same link !! thanks for the alert

Hi Evelyn,
I have been implementing Business Continuity Management for Diageo along with Corporate Governance and Risk in Diageo for the past 6 years . I now have my own consultancy and have just joined this forum. I am an FMCG risk leader and perhaps can help
David