BSI Supply Chain Risk Insights Report 2023

Beyond the storm:
how organizations can

transition from survive
to thrive in 2023
BSI Supply Chain Risk Insights Report

January 2023
BSI Supply Chain Risk Insights Report January 2023 2
Contents
Foreword by Chapter 1: Chapter 3:
Susan Taylor Martin, Navigating the journey ahead 7 Powering up the engine room 34
Chief Executive Officer, BSI 3
Leading from the front 9 Moving up the C-suite agenda 36
Executive Summary 4 The ‘end of the holiday’ 10 Demystifying the supply chain 39
Looking through the lenses 14 Three tech priorities for 2023 40
Conclusion 43
Understanding starts with The opportunity gap 41
Appendix 44 self-knowledge 17 Time to thrive 42
Two tracks to success 19
Cyber in the spotlight 20
The upside of risk 21
Chapter 2:
Handle with care 22
The regulatory wheel keeps turning 25

The human factor 27
A delicate balancing act 28
One size does not fit all 30
No time to lose 31
Foreword
When times are tough, it can be To help do this, we’ve asked a team of our
tempting to look down, even look away. experts to share their latest thoughts on
supply chain best practice, the innovation
But if you want to see the way forward, pipeline and key global trends. As you will read,
you need to look up – because having strong and agile leadership, a clearer
opportunity is always in front of us. focus on digital risk, improved self-knowledge,
The challenge is recognizing it. a keener radar for regulatory changes,
a tailored approach and a faster adoption
At BSI we don’t claim to have all the answers, of emerging technology at the top of an
but we want to be agents of positive change organization’s ‘to do’ list for 2023 could really
and are committed to collaborating with like- help the transition from survive to thrive.
minded organizations to build a better global
supply chain. Together. We hope that you will find these insights
engaging and action-provoking and I look
There is no doubt that 2022 was another forward to building on them with you over
turbulent year with the convergence of multiple the year ahead. Susan Taylor Martin,
risks affecting all organizations. Our collective Chief Executive Officer, BSI
task now is to move beyond the storm and
successfully chart a course which leads to
a more sustainable future.
Executive summary
Organizations approaching 2022 with
hopes of a calmer period of readjustment
and realignment for the global supply chain 01 02 03
didn’t have to wait long for a rude awakening.
Just weeks into the year the conflict in Ukraine Strong and agile leadership is Organizations need to urgently Improved self-knowledge is
intensified rumbling geopolitical tensions and required to reset a commercial address their digital risk. the key to better supply chain
triggered wide scale price inflation and a cost- strategy for the next stage of understanding.
of-living crisis that is still exerting a vice-like Recent BSI client research of over 150 clients
the supply chain journey.
grip on many of the world’s biggest economies. revealed that 73% of organizations were Organizations investing in technology
Include a succession of devastating climate This direction has to come from the top significantly concerned about the risks posed that can put them on the front foot when
events, an acceleration of regulatory activity and factor in space for organizations by the accelerated digitization of supply it comes to their supply chain environment
and the lingering effects of COVID-19 and it to manage disruption effectively. chain, but that not one organization had are taking positive and beneficial action.
all adds up to a highly challenging landscape. resolved the risks.
But with challenge comes opportunity and

as organizations prepare for another tough
year ahead, our risk management experts and
advisors from all over the world have identified
six business imperatives which can help
04 05 06
decision makers move beyond the current
Getting ahead of regulations can A tailored approach can cut through New challenges require new
storm and begin the transition from survive
to thrive: get you ahead of competitors. complexity. technology.
With regulatory regimes evolving quickly, With different sectors and different markets For many organizations, emerging
an astute radar means more time to plan facing different challenges, each needs to technology can act as the bridge from
and introduce new processes. be treated on its own merits. survive to thrive.
Advisor profiles
Mark Brown David Fairnie Ryan Lynch Tony Pelli
Global Managing Director, Principal Consultant, Practice Director, Practice Director for Security
Digital Trust Consulting Services, BSI Supply Chain Security, BSI Sustainability, BSI and Resilience, BSI
Mark has over 30 years of expertise David is a senior international risk Ryan has worked with organizations Tony is an experienced supply chain risk
in cybersecurity, data privacy and business management executive and team leader across multiple regions and industries consultant with a broad range of specialized
resilience and has previously held global with 25 years of corporate and operational to design creative solutions to drive skill sets, including conducting end-to-end,
leadership roles across industry and experience and an exceptional track record organizational improvement, improve upon enterprise-level supply chain risk assessments
professional services. He brings a wealth of of delivering enterprise solutions on major social/environmental impacts, and mitigate for clients and their supply chain partners.
knowledge on the expanding cybersecurity critical infrastructure and supply chain and remedy risks. He leads BSI’s strategy As a member of BSI’s Advisory team,
marketplace as organizations grapple with projects globally. He has a proven and to align their standards, services, technology he designs and implements supply chain
digital transformation and addressing new demonstrable track record of developing and global resources to the UN Sustainable security programmes and management
technology that brings new business and successfully implementing high-level Development Goals. He and his team work systems. Tony has also designed loss
opportunities and risks, with a sharp focus supply chain security strategies and with their clients to develop and deliver prevention and security assessments,
on proportional and pragmatic response solutions for global corporations, aimed innovative approaches related to clean mapped security and business continuity
based on his practical industry leadership at mitigating political, strategic and energy and climate action, circular economy risk in supply chains for Fortune 500
experience. Mark is internationally recognized operational risks to position his client and waste, recent work in global supply companies, and assisted in the successful
as a leading authority on the management organizations as recognized international chains, among other challenging areas. implementation of supply chain security
of digital risk, presenting a focus on the way leaders in supply chain security initiatives. procedures, including for CTPAT certification.
technology can enable business strategies.
Advisor profiles
Additional Contributors:
Erica Bressner
Intelligence Analyst over Europe
Marianna Sanford
Intelligence Analyst over North America
& Central America
Jim Yarbrough Kimberly Rodriguez Jason Willoughby

Intelligence Analyst over Asia
Global Director, Consultant/Manager,
Supply Chain Solutions, BSI Sustainability, BSI Kara Brennion
Intelligence Analyst over South America
Jim Yarbrough leads BSI’s team of supply Kimi is a Consultant in BSI’s sustainability
chain risk analysts and assesses the practice, and has established her career Paul Raw
potential threat of security, corporate social in sustainable supply chains, with a focus Senior Consultant, Supply chain security,
responsibility, and business continuity risks on human rights due diligence. At BSI, EMEA
to countries and businesses worldwide. she supports clients across industries in
These assessments are integral to the developing sustainable sourcing programs
Supply Chain Risk Exposure Evaluation for their global supply chains. Additional
Network (SCREEN) tool. He also provides responsibilities include conducting current
information and analysis about the threat state and benchmarking analyses on
to international cargo to governments sustainability programs, and developing
around the world and to a number of social compliance trainings, including
Fortune 500 companies. for forced labour and modern slavery,
for clients and their suppliers.
BSI Supply Chain Risk Insights Report January 2023 Chapter 1: Navigating the journey ahead 7
Chapter 1:
Navigating the
journey ahead
When we published the 2021 version of

this report twelve months ago, we were
experiencing unprecedented supply chain
disruption triggered by the triple threat of a
global pandemic, irreversible climate change
and geopolitical uncertainty. A year on, trading
conditions are even more challenging following
nine months of conflict in Ukraine. Additionally,
increasing inflation and the resulting cost-of-
living crisis have thrown the global economy
into further turmoil.
Alongside this we’re seeing a rapid acceleration

of supply chain reliance on digital supply –
post-COVID-19, it’s estimated that the digital
transformation journey has compressed
a typical five-year journey into less than
twelve months.
As a result of all these factors, the convergence,

connectedness and complexity of supply chains
have intensified the pressure on organizations
to a point where it feels like they are walking
a future-defining tightrope – get it wrong and
things can start to fall apart but get it right
and the opportunities are transformational.
Leading from the front

“It’s critical to get people across
As we embark on another year where the only the organization culturally to
certainty is uncertainty, organizations that are
agile enough to reset their commercial strategy understand that their suppliers
for the next stage of the journey can move are part of their business and
beyond the storm and accelerate their transition that helping their suppliers to
from survive to thrive.
thrive will ultimately help their
This driving force needs to come from the very own business thrive too.”
top as Jim Yarbrough, Global Director, Supply
Jim Yarbrough, Global Director,
Chain Solutions, BSI, points out: “It’s a really
Supply Chain Solutions, BSI
tough environment at the moment, but supply
chain continuity requires investment from the
top down and what organizations really need
right now is strong buy-in from top level
leadership and management. It’s critical to get
people across the organization culturally to
understand that their suppliers are part of their
business and that helping their suppliers to
thrive will ultimately help their own business
thrive too.
“From a business point of view there’s not a

huge amount you can do to control inflation,
for example, but what management can do
is allow the organization enough wriggle
room to manage disruption as efficiently as
possible as it’s clearly unrealistic to think that
everything’s going to run on peak performance
100% of the time. Thinking of the organizations
who we feel are already thriving, I can draw
a straight line between the investment that
the organization has made up front to help
suppliers become resilient and their own
business fortunes.”
The ‘end of the holiday’

Top Commodities Stolen in 2022 “We’ve gone beyond one single
Today, the supply chain is struggling to keep issue, all of these challenges
up with an uncertain market and Tony Pelli, Food and Beverage 17%
Practice Director, Security and Resilience, BSI, Agriculture 9%
combine to create a complex and
describes this year as the ‘end of the holiday’ Electronics 9% fast-moving environment. As a
with a changing landscape of labour, transport result, diversifying your supplier
Construction Materials 8%
and energy costs plus ongoing geopolitical
uncertainty and industrial action: “We’ve Fuel 9% chain is now a business imperative
gone beyond one single issue. All of these Automotive 8% if you want to de-risk operations.”
challenges combine to create a complex, Other 40%
fast-moving and higher risk environment where Tony Pelli, Practice Director,
the reliability of supply chain has changed Security and Resilience, BSI
forever. As a result, diversifying your supplier
chain is now a business imperative if you want
to de-risk operations. But moving to places like
Vietnam and Taiwan or nearshoring in places
like Mexico also brings new and different
challenges, from infrastructure to security,
so it’s important that organizations balance
the risk correctly to make the right decisions
for them.”
Pelli highlights the ongoing impact of COVID-19

and multiple lockdowns in China allied to the
congestion of ports, bottlenecks, labour
shortages, large scale industrial action and
the ongoing conflict in Ukraine.
Source: Top Commodities Stolen in 2022, Copyright BSI 2022
On top of these supply disruptions, BSI data

is tracking the interplay between geopolitics, Countries Experiencing Major Labour Strikes in 2022
economics and labour unrest. Ultimately,
whatever is going on in the economy matters.
And as the global economy inches towards
its steepest downturn since the 1970s,
we are tracking further disruptions to the
labour market.
This is tracked both directly and indirectly.

Directly, in the form of labour strikes and
labour shortages, we’ve seen large scale
industrial action across the US, UK and other
markets with the transport sector hit
particularly hard – in the UK, strikes in In France, industries nationwide
went on strike demanding wages
Liverpool and Felixstowe caused huge that reflect rising inflation.
disruption, rail networks have at times ground

to a halt and one day in June saw 1,400 US
flights cancelled. Indirectly, in the form of France
cargo theft and petty crime. But, like most United States of America
emerging trends, whether technology,

Railway and port workers
security, or sustainability focused, it’s an threatened to strike as
Bangladesh
150,000 tea workers began
opportunity to utilize technology for tools like part of an ongoing labour
dispute between freight
India
an indefinite strike in August,
demanding higher wages to
supply chain tracing, prioritize due diligence railroads and workers
help offset the rising cost
in 2022.
for a more sustainable supply chain or focus of living and fuel prices.
on the worker.
The State Workers Association
(ATE) went on strike over
wage complaints. There are
large-scale strikes throughout
Truckers went on
Top Industries for Labour Strikes in 2022 the region over the cost of fuel,
inflation, and cost of living. South Africa strike in Eastern India to
Workers at Durban Port went on demand an increase in
strike demanding higher wages to haulage rates to combat
Agriculture & Prepared Products 31.3% Argentina reflect global inflation, resulting in rising fuel prices and
Petroleum, Natural Gas & Minerals 18% staff shortages and port shutdown. inflation, disrupting port
operations in Chennai.
Automotive & Aerospace 10.2%
Base Metals 8.6%
Industrial & Manufacturing Materials 8.2%
Consumer Products & Mass Merchandising 7.7%
Other 16% Sources: Countries Experiencing Major Labour Strikes in 2022 as of Nov 22, 2022. Copyright BSI 2022.
As referenced earlier in this report, the war in However, even without these mandatory gas
Ukraine has triggered rapid global price inflation cuts, rising energy prices have already disrupted Industrial Producer Prices in Europe 2020-2022,
and created major significant shortages in food industrial and agricultural production in Europe. unadjusted data (2015 = 100)
and other major products such as neon gas Faced with these high energy prices, many
which is critical for the manufacture of industries, including chemicals, automotive and
semiconductors. And the ongoing conflict is farming, and particularly those that are energy 180
driving an energy crisis with serious implications intensive, are reducing production or closing 160
for supply chain resilience and cargo security plants entirely. Again, these production cuts 140
– this needs to be at the forefront of any supply and closures may have significant downstream
chain professional’s mind as we progress impacts throughout Europe. 120
through winter. 100
80
The European Union (EU) has already called for
60
a voluntary 15% reduction in gas usage from its
member states. As part of the Save Gas for a 40
Safe Winter Plan (the Plan), the EU may declare 20
a mandatory EU-wide gas reduction of 15%
0
if a substantial risk of a severe shortage
occurs. These reductions would likely impact
20
20
20
20
20
22
22
22
2
21
21
21
21
21
l2
l2
l2
non-critical industrial sectors as individual
ar
ay
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ar
ay
ar
ay
Ju
Ju
Ju
No
Ja
Se
No
Ja
Ja
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M
M
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M
consumers are considered ‘protected
consumers’. However, this 15% reduction European Union Total Industry European Union Industry Excluding Energy
could equate to extended lead times on
various products, even critical ones, due to
the interconnectedness of European industrial Source: https://ec.europa.eu/eurostat/documents/2995521/14698168/4-02092022-AP-EN.pdf/b3b1c540-b50f-1323-8f27-13143574871c
supply chains.
Pelli points out that one of the effects of all The last twelve months have also demonstrated
this disruption is a clearer understanding from that the US and parts of Europe don’t always
national governments of the impact of supply have the best infrastructure to deal with
chain on national interests. This is leading to fluctuating demand. This has started to trigger
new legislation such as the CHIPS Act in the government investment as we’ve seen with
US and GDPR regulations across the EU, the Bipartisan Infrastructure Law, a clear and
a combination of which are placing greater powerful indicator that many organizations
accountability on suppliers and purchasers are not as resilient as perhaps they thought
and driving higher awareness of privacy they were. In Europe, areas such as critical
issues across the board. infrastructure are having new regulation applied
due to shortcomings in the infrastructure and
Mark Brown, Global Managing Director, the ability to service disparate supply chains
Digital Trust Consulting, BSI, recommends that: – EU NIS 2 is real and will force greater focus
“Leaders would be well advised to stay close on critical infrastructure resilience and its
to the shifting regulatory landscape and make impact downstream to resilience across
sure their voices are proactively being heard supply ecosystems.
in the process.”
Looking through the lenses

Notable Cybercrimes Targeting Supply Chains in 2022
Given the scale of developments over the last Maritime stakeholders reported
year, it’s instructive to break the supply chain experiencing a 74% increase
challenge down into different segments, or, in cyber attacks in 2022 in
comparison to 2018 Prior to Russia’s 2022 invasion,
as Marianna Sanford describes them, ‘lenses.’ Ukraine faced numerous cyber
attacks targeting important
goverment websites and banks.
Sanford, Intelligence Analyst for Connect
SCREEN, BSI, highlights three lenses –
economic, technology and sustainability –
but is keen to stress their inter-connected
nature: “If you’re looking through the
technology and security lens, on the back
of high profile cyber-attacks such as the
SolarWinds and Colonial Pipeline Co. cases,
we’re tracking a notable increase in the
frequency and sophistication of supply chain Lithuania
Ukraine
attacks: Cyber criminals are targeting an already In February, a Seattle-based
stressed supply chain, whether it be the port logistics firm experienced A cyber attack in
a cyber attack, leading to In February, a ransomware
of Hamburg in Europe or IT at the port of systems shutdown, damage
United States of America March targeted
port terminals
attack at India’s Jawaharlal
Bangladesh in Asia, and cargo thieves are to freight bookings,
tracking, customs systems,
for oil shipments
Nehru Port Container
Terminal (JNPT) disrupted
in Germany,
targeting higher value goods, whether it be and lost revenue. Mexico
Belgium, and
operations, reportedly
impacting all automated
based on demand, like food and beverage the Netherlands. India
operations at the terminal.
products, or based on shortages, In May, a ransomware group attacked
Costa Rica
As a result, ships diverted
to nearby terminals.
like electronic goods”. a nonprofit Catholic healthcare system
in Dallas, Texas. The attack affected
a system of 600 facilities with
locations in the United States,
Mexico, Chile, and Colombia. In June, a cyber attack
targeted Lithuania’s
transportation
operations, goverment
ministries, and media
In April, Costa Rica declared a state of websites, shutting down
emergency after a ransomware group hacked systems in a widespead
several government systems, threatening to attack of the country’s
overthrow the government and demanding institutions.
a US$20 million ransom. The attack affected
goverment institutions, trade operations,
as well as the country’s medical infrastructure.
Source: Notable Cybercrimes Targeting Supply Chains in 2022, 2022 Ports and Terminals Cybersecurity Survey, Jones Walker LLP
Brown expands on the point: “It’s worth noting

that the rationale for supply chain cyber-attacks Inflation (CPI) in the United States, 2015-2022 Detail: Jan 2021 – Apr 2022
is also a key factor – the increase of
10
ransomware targeting the supply chain is
significant as the perpetrators know they are
8.5
8.3
2022 8.6
7.9
likely to be paid a ransom given the impact it 8
7.5
7.0
has not just on a single company but on a
6.8
6.2
4.7
whole ecosystem of companies within a supply 2021
6
5.4
5.4
5.4
5.3
chain, making it more likely that the attacked
5.0
4.2
company will pay the ransom to recover as 2020 1.2 4
quickly as possible.
2.6
2019 1.8
“For the last twelve months, it seems the 2
1.7
1.4
supply chain can’t keep up with an uncertain
market and this unbalanced supply and demand 2018 2.4
between countries has driven product
21
21
21
21
21
21
21
21
21
22
22
22
2
r2
l2
t2
r2
ar
n
ay
c
Ju
ar
Ap
Oc
shortages, delays and made cargo susceptible
No
Ap
Ja
Ju
De
Au
Fe
Se
M
Ja
Fe
M
M
2017 2.1
to tampering and theft. In turn, from a macro-
economic perspective, this surge in demand,
coupled with government policies and 2016 1.3
extraneous events like the conflict in Ukraine,
are causing added inflationary pressures. 2015 0.1
This is driving, for example, inventory issues
as we’ve seen with the US warehouse situation,
0 1 2 3 4 5 6 7 8 9 10
or greater labour unrest as we’ve seen with
the labour strikes across the globe which are
Sources: Consumer Price Index Historical Data in the United States from 2015 - Q3 2022 © Copyright BSI 2022.
further exacerbated by the rising cost of living
and the loss of purchasing power for basic
goods like food, fuel and shelter.”
Sanford quotes the comparison between

average food costs which are up 10.3% for the Cargo Thieves Increasingly Steal Fuel Products in 2022
year ended April 2022 in the US as opposed to
average wages which are up just 5.1% for the
year ended September 2022. This is significant Fuel
as nothing happens in a vacuum and you can’t
divorce the loss of purchasing power from the 12%
upticks in labour strikes in already stressed 10.3% 10.3%
industries like agriculture, on one hand, and 10% 9.3%
increases in thefts of basic goods like food 8.7%
and fuel, on the other. When you factor in the 8%
sustainability lens and ever-evolving regulations 5.9%
6% 5.4% 5.4%
such as the Uyghur Forced Labor Prevention
Act and the Securities Exchange Commission’s 4%
(SEC) proposed ruling (see Chapter Two for
more details), it’s clear that supply chains are 2%
vulnerable from all angles – from ESG reporting
risks, to economic policies and evolving
security risks.
21
21
22
21
22
2
2
Q1
Q2
Q3
Q4
Q3
Q1
Q2
Source: Cargo Thieves Increasingly Steal Fuel Products in 2022, © Copyright BSI 2022
Understanding starts with Globally, for example, smugglers and cargo

self-knowledge thieves are diversifying their methods and Cargo Theft Types 2021 vs 2022
theft types. This past year, we tracked an
While the risk hasn’t changed, the nature increase in thefts from facilities and theft 30 2021
of the attacks and disruptions has and, from containers/trailers, along with a drop-
with that, so have the vulnerabilities. off in hijackings globally. Not mapping the 26.0%
2022
Like Yarbrough, Sanford is convinced that risk of theft or smuggling within the supply 25 24.4% 24.2%
strong leadership is the key to navigating chain heightens this risk of tampering
this complex web: “If organizations want to along various points of the supply chain, 19.8%
20
understand the challenge, they need to start whether it be in-transit, in a warehouse 18.6%
by knowing themselves. This comes in the or at an unsecured lot.” 17.0%
form of investing in data analysis, IoT, AI, 15
cloud computing, information security Pelli agrees and thinks organizations 12.8%
and predictive analysis which build a more still have work to do when it comes to 11.0%
10.5%
layered approach to security to prevent better understanding their suppliers: 10
9.0%
risk and put organizations on the front “The relationship really starts with that 7.1% 7.2%
foot. Of course, to do this successfully, first initial mapping, and you’d be surprised 6.3% 6.3%
the technology needs to be properly at the number of organizations that don’t 5
implemented – if not, it can actually have really know all the in-between points from
the reverse effect and increase the the factory to the final point of distribution.”
digital risk. Hijacking Theft from Facility Theft from
Container/Trailer
Theft of Vehicle Theft from Vehicle Theft by Employee Other
“Ultimately, you should treat an organization Source: Cargo Theft Types 2021 vs 2022, © Copyright BSI 2022
like a person – so, as I would advise a
person to tackle uncertainty with self-
knowledge, I would advise an organization to
do so similarly. From an internal perspective,
that’s about understanding your tools and
knowing your supply chain better, whereas
from an external standpoint, it means
learning your environment and understanding
why and how supply chains are adapting to
the evolving security, technology and
sustainability landscape, such as having a
fully comprehensive understanding of the
entirety of your supply chain.
“If organizations want to

understand the challenge,
they need to start by knowing
themselves. This can come
in the form of investing in
data analysis, IoT, AI, cloud
computing, information security
and predictive analysis which
build a more layered approach to
security to prevent risk and put
organizations on the front foot.”
Marianna Sanford, Intelligence Analyst
for Connect SCREEN, BSI
Two tracks to success
Pelli elaborates on this point:

“Organizations who wish to thrive need to
work on two tracks. The first is to understand
your suppliers’ capacity for resilience which
might be a factory losing power or a trucking
company with a vehicle shortage. The second
is to have a plan in place if those suppliers
can’t deliver: Could you quickly pivot and get
the right capacity in place? This will often
involve diversifying and organizations will
benefit if a two-track plan is in place.”
Cyber in the spotlight
Sanford wants leaders to pay special attention

to cyber security: “Organizations are
increasingly highlighting cyber vulnerability
and ransomware as the most important
emerging trend to look out for in the short,
medium and long term, and they believe they
will have to prepare for this by investing in
their IT department and digital skills across the
business. With the advances in new technology
comes added vulnerabilities, especially with
the rising number of connected objects.”
Brown advises that organizations have a

key decision to consider. Do they leave
the responsibility for cyber security to their
supplier? Or do they extend their own
capabilities and requirements to the supplier
to ensure, as far as practically possible,
that critical supplies are resilient and delivered
in an uninterrupted manner? Neither option is
fully resilient, but continuous monitoring and
assurance over a digital supply chain is now
a key issue that cannot be left unanswered
and unmanaged.
Pelli makes the point that for many sectors

such as transportation, logistics and food,
their margins just don’t allow them to invest as
much as they should: “My advice in this case
is for organizations to try and find quick wins for
them – this may be better supply chain mapping
or improving their relationship with existing
suppliers, but one way or another the cyber
security issue needs to be addressed.”
The upside of risk

“Against such a difficult backdrop,
Pelli is keen to strike an optimistic tone and it’s easy to get lost in the
emphasizes the upside of risk: “Against such
a difficult backdrop, it’s easy to get lost in the negativity around risk, but for
negativity around risk, but for companies who companies who manage risk
manage risk well, there’s a huge opportunity well, there’s a huge opportunity
for competitive advantage. Organizations who
demonstrate the agility to adapt quickly are well for competitive advantage.
placed to thrive – organizations who remain Organizations who demonstrate
reactive are not. the agility to adapt quickly are well
“As we look ahead, the companies who will placed to thrive – organizations
stand out from the crowd will incorporate who remain reactive are not.”
risk management into their entire lifecycle,
from procurement and manufacturing Tony Pelli, Practice Director,
processes through to their transportation, Security and Resilience, BSI
logistics, and distribution processes,
and even reverse logistics. We saw many
examples of this in action at the height of the
global pandemic when electronics companies
were able to quickly pivot to areas of China
that weren’t locked down or new and emerging
markets like Vietnam and India. We’ll need to
see more of this agility if organizations are
going to make a successful transition from
surviving to thriving. Supply chain risk
management is no longer optional and needs
to move with the pace of digital transformation
evident across the supply chain.”
BSI Supply Chain Risk Insights Report January 2023 Chapter 2: Handle with care 22
Chapter 2:
Handle with care
As we have seen on multiple occasions in the

recent past, climate change will continue to “If your employees are constantly
cause major disruption to the supply chain.
Clearly, it’s critical for organizations to
under threat of human rights
decarbonize not just for the sake of the planet violations that is not right,
but for the sake of their business performance. most importantly, but it also
And people need to be right at the heart of
organizations’ approach to sustainability.
causes geopolitical pressure
which can lead to greater
Too often though, organizations struggle supply chain disruption.”
to consolidate their overall approach
to sustainability and human rights – Jim Yarbrough, Global Director,
in some cases, decision makers may be Supply Chain Solutions, BSI
compartmentalizing the two as separate
entities. But this doesn’t reflect the reality.
BSI’s Yarbrough says: “A sustainable supply

chain has got to start with the people who
are working in that supply chain. In the US
particularly we have a tendency to think of
sustainability as primarily about green energy
and environmental issues – and yes, that’s
part of it, but it’s also about creating an
environment in which employees are safe,
treated fairly and given the opportunity to
thrive. Ultimately, this is what makes a supply
chain more sustainable. If your employees
are constantly under threat of human rights
violations that is not right, most importantly,
but it also causes geopolitical pressure which
can lead to greater supply chain disruption.
Quite simply, organizations who put diversity,
employee well-being and human rights at the
heart of their supply chain approach will be
more resilient and there is plentiful data to
support this.”
There’s a case to be made for climate change

exacerbating human rights issues – picture
a region where rising temperatures lead to
increased migration. When workers leave their
home, they can find themselves in a situation
where they may be more vulnerable to forced
labour and associated challenges; these
challenges can ultimately lead to geopolitical
unrest and potential disputes over resources.
The net effect of this chain of events is that
what started out as one problem grows into
a major supply chain issue.
Kimberly Rodriguez, Consultant/Manager,

Sustainability, BSI, sums it up well:
“Organizations that address the convergence
of sustainability and human rights as two sides
of the same coin will deliver a bigger impact.
Although it’s fair to say that this is on the radar
of many organizations, now is the moment to
really start to accelerate these conversations.”
The experiences of the last three years have

shown us that disruption is around every
corner. Our opportunity now is to be better
prepared for it and one of the keys that can
unlock this opportunity is a better
understanding of regulations.
The regulatory wheel keeps turning
In this report last year, we highlighted the

fact that one certainty amid an ocean of
uncertainty is that regulations will keep
changing. Those organizations seeking to
move from survive to thrive mode need to be
not only abreast of these changes, but ahead
of them. Getting your supply chain acclimatized
to new regulations means more time to plan
and more time to implement new processes.
If anything, this situation has been amplified yet

further over the last twelve months. In the US,
key pieces of legislation include the recent
$740 billion climate bill – the Inflation Reduction
Act – designed to cut US greenhouse-gas
emissions to levels about 30–40% below 2005
levels by 2030, and the Securities Exchange
Commission’s (SEC) proposed ruling requiring
sustainability reporting from organizations
which will extend regulatory pressure around
cyber security with implications for supply
chain risk management.
Clearly, the former will be a huge accelerator

on the road to net zero but Ryan Lynch,
Practice Director, Sustainability, BSI, is keen
to emphasize the ‘game changing’ nature of
the SEC ruling: “Basically, the ruling recognizes
that climate risks are going to have potential
financial impact on the value of companies
that investors put their money and faith into.
It requires companies to disclose climate-
related risks, so Scope 1 and Scope 2
emissions, but also Scope 3 emissions if
deemed material. The latter is particularly
challenging as gaining access to indirect
supplier data is far from straightforward.
It’s crucial for organizations to clearly identify
what is relevant and in scope, establish
a consistent practice of gathering this
information and convert activity data into
greenhouse gas emission equivalent data.”
The other major global development is the

introduction of the TCFD (Task Force on
Climate-related Financial Disclosures)
framework which allows organizations to
report risks – both physical and transition –
in a consistent way. The former includes
acute and chronic risks such as a hurricane
or the long-term degradation of infrastructure,
while the latter focuses on issues such as
changing regulations, carbon pricing and
evolving investor demands. It’s another cog
in the regulatory wheel which just keeps
turning and organizations need to have the
right processes in place if they want to
manage these risks effectively.
The human factor Meanwhile in Europe, we’ve seen the

EU Due Diligence Directive which would “Much of this regulation has
From a human rights perspective, next year require EU Member States to transpose into
national law a corporate due diligence duty
been in the works for a couple
marks a decade since the Rana Plaza disaster
in Bangladesh where the collapse of a building to identify, prevent, bring to an end, mitigate of years now but we’ve seen a
housing five garment factories killed over 1,000 and account for adverse human rights and clear acceleration on this track,
people and injured a further 2,500. This came environmental impacts.
so it’s never been more important
just months after 112 workers lost their lives in
a burning factory a matter of miles from Rana Rodriguez assesses the situation: “Much of for organizations to be one step
Plaza. Together, it felt like a tragic line in the this regulation has been in the works for a ahead of the regulations.”
sand for forced labour and modern slavery. couple of years now but we’ve seen a clear
acceleration on this track, so it’s never been Kimberly Rodriguez, Consultant/Manager,
But the last twelve months have seen the more important for organizations to be one step Sustainability, BSI
spotlight intensify with the introduction of the ahead of the regulations. Auditing remains a
Uyghur Forced Labor Prevention Act in the US. major challenge in China and this new XUAR
The US Customs and Border Protection (CBP) legislation, combined with the ongoing effect
law makes a determination that ‘any goods, of the global pandemic, is making trading
wares, articles, and merchandise mined, more complex for many organizations all
produced, or manufactured wholly or in part’ over the world.”
in China’s XUAR region should be assumed to
be the product of forced labour unless proven
otherwise by ‘clear and convincing evidence.’
In addition, the Act required the US interagency

Forced Labor Enforcement Task Force (FLETF),
established by the United States-Mexico-
Canada Free Trade Agreement (USMCA), to
develop a strategy to prevent the import of
goods made with forced labour from the XUAR,
and issue guidance for importers. Part of this
guidance provides detailed instructions to
companies on how to conduct human rights
due diligence and supply chain tracing sufficient
to prove that either goods were not sourced,
in whole or in part, from the XUAR, or, if they are,
that they were not produced with forced labour.
A delicate balancing act
Organizations are facing increased pressure

over carbon reduction and Scope 3 emissions.
Many have already made positive strides to
reduce their own supply chain emissions and
those of direct suppliers but the ability to report
on indirect value chain emissions is clearly
more of a challenge. This pressure is being
applied by both regulators and consumers and
it’s likely to intensify over the coming months
and years.
This level of pressure is a timely reminder of

the importance of truly knowing your suppliers.
On the back of a turbulent three years, the
better organizations know their suppliers,
the better equipped they are to adapt –
the more you can measure, the more you
can manage.
It’s important to remember that this pressure Rodriguez reports ‘growing pains’ as
is being exerted at a time when organizations organizations adapt to these challenges but
are trying to hit ambitious targets for is keen to stress now is not the time to take
renewable energy. It’s an aspiration shared by stock: “It feels like we’re at a critical point and
many but delivering it is easier said than done although it can be tempting to reach for the
against a backdrop of global supply chain pause button, leaders have a great opportunity
disruption. Whether it’s the US or Europe, to press on as we progress through 2023.
we simply don’t have the capacity to These climate, sustainability and human rights
accelerate the transition. It’s not like flicking issues have real tangible business implications
a switch – consider the example of Vietnam and the organizations who integrate solutions
where there was huge investment in solar to these issues into their operations early are
power but because the government hadn’t the ones who will best adapt to the disruptions
invested enough in connecting these new down the line and ultimately thrive.”
solar power grids to the main grid, the country
actually ended up having to vastly reduce its
solar efforts.
What this example demonstrates is that often

progress is a delicate balancing act – in this
case the central question is: How do we shift
our current production capacities to meet the
increased demand for renewables? It’s a big
challenge, but it’s an even bigger opportunity
and one which will be unlocked by those
organizations who put innovation at the heart
of their strategy.
One size does not fit all Another sector with its own set of
circumstances is fashion. As outlined above,
As we assess the way forward, it’s instructive the Uyghur Forced Labor Prevention Act has
to note that different sectors face different changed the landscape significantly with many
challenges, so a tailored approach is required. organizations now spending a huge amount of
For example, a feature of the healthcare time trying to source a credible paper trail for
industry is single-use plastic items so while US customs. The legislation is, of course, an
the priority is patient safety, there are also important accelerator, but at the same time it’s
considerations around the disposal of creating additional workload for organizations
medical waste, especially in such a highly already buckling under multiple pressure points.
regulated sector.
In general terms, B2B companies are feeling the
In the food sector, there’s a clear understanding pressure from their B2B customers, specifically
of the GHG impact and a desire to reduce around Scope 3 emissions which, as we’ve
emissions and promote carbon neutrality. seen, are more difficult to report. If an
But at the same time there’s also a recognition organization wants to promote a carbon neutral
that food production often involves a large and product, for example, their ability to deliver a
complex supply chain with tiers of suppliers that lifecycle assessment rests on full disclosure
end up at an aggregator who may be dealing from the supplier around its components or
with hundreds of smallholder farms in a materials. It’s a pressure point and the pressure
particular region. On top of that, crop yield is building.
climate risks pose a unique challenge for the
food sector.
No time to lose
“When it comes to addressing
Lynch is encouraged to see evidence of risk, there is no time to lose,
increased awareness and action but calls for
more urgency: “Legislation is starting to make and we need to be reaching for
a major difference across the board and I’m the accelerator not the brake –
seeing other positive signs such as a significant we need to upskill a lot of people
uptick in outreach from private equity firms
in the last year – this represents a major across many different functions
step forward. within organizations.”
“But at the same time, I’ve also detected quite Ryan Lynch, Practice Director,
a bit of ‘brake-pumping’ with higher interest Sustainability, BSI
rates and a volatile stock market. This is
absolutely not the moment to do that.
When it comes to addressing risk, there is no

time to lose, and we need to be reaching for
the accelerator not the brake – we need to
upskill a lot of people across many different
functions within organizations.”
Sadly, 2022 will be partly defined by the

intensity and frequency of major climate events. Various Types of Natural Disasters Cause Supply Chain
From the drought in Europe which saw the Disruptions Throughout 2022
water levels of the river Rhine drop too low
even for empty vessels to heatwaves, wildfires
and more recently floods in Pakistan, which left An August drought caused disruptions
in the southwest, including power cuts,
an estimated 1,400 dead and a third of the reduced operational capacity, and a
decline in agricultural yields.
country’s provinces underwater. We’ve seen
the drought in Mexico that affected the growth
of pepper plants, which in turn led to the
sriracha shortage and we’ve seen plants
shutting down due to severe thunderstorms
and typhoons disrupting ports in eastern
China, Japan, South Korea and India. And then
hurricanes have caused huge damage to
nations and sectors, notably in Puerto Rico
and Florida.
Lynch provides a final assessment:

“We’re seeing greater volatility and acceleration United States of America
China
A May heatwave led An extreme heatwave contributed
of events like this and, quite apart from Texas officials to
Pakistan
to an increase in energy demand
the physical destruction and tragic loss of encourage energy
conservation after
India and subsequent power cuts
across India, especially in the
life, these events are having real impacts on prices soared to more
than $4,000 per
country’s northern half.
organizations’ ability to function and grow. megawatt hour (MWH),

from less than $6 MWH.
Take droughts for example – suddenly the
reservoirs are empty so countries reliant on
hydropower are no longer able to produce The governor of Santiago issued
electricity in a clean way. If organizations are an unprecedented water rationing Australia
program for the city amid the
not aware of the severity of these risks and how country’s 13-year 'megadrought',
that has been especially impactful Between June and In October, a major
they will impact their sites and their suppliers, in the Chile’s agriculture, mining, Chile
South Africa September, above-average flooding emergency
then they’re always going to be chasing their and forestry industries. monsoon rainfall lashed
Pakistan, causing the Indus
was declared in
southeast Australia
tails instead of mitigating the risks in advance. Record flooding in the province
of KwaZulu-Natal caused damage
river to overflow and flood
a third of the country.
after torrential rain
caused the Maribyrnong
to multiple shipping modalities, river to rapidly overflow.
including ground, rail, and sea
during April.
Source: Various Types of Natural Disasters Cause Supply Chain Disruptions Throughout 2022, © Copyright BSI 2022
“In the US particularly there has been

misinformation but organizations need
to cut through this – it all comes down to
preparedness and the ability to see risk coming
before it hits you. Those organizations with
a sincere and long-term perspective are the
ones most likely to turn risk into opportunity –
for many, this takes the form of carbon
reduction management and from a credibility
point of view, they really should be setting
science-based targets aligned with the IPCC.
“Alongside carbon we’re also seeing a real

focus on water, and the organizations who are
really getting ahead are the ones taking their
approach a stage further and finding creative
uses for infrastructure, engineering and
geological expertise to help repurpose today’s
capabilities for tomorrow’s more sustainable
world. This is the kind of approach
organizations need to embrace if they want
to set themselves up for future success.”
BSI Supply Chain Risk Insights Report January 2023 Chapter 3: Powering up the engine room 34
Chapter 3:
Powering up the
engine room
Technology is arguably at its very best when “It’s probably the most important investment
it helps us do the important things better. decision organizations can make today so “Technology is the bridge that can
And in early 2023 there are very few things getting it right is essential and getting it right
more important than the ability to transform depends on being properly informed – best-in-
take organizations from survive
your organization. class technology and first-mover advantage to thrive – the stronger we build it,
will always put you ahead of your competitors.” the better the prospects for 2023
This is where technology can act as a
gamechanger, as David Fairnie, Principal As referenced earlier in this report, technology
and beyond. And if you don’t build
Consultant, Supply Chain Security, BSI, says: needs to be properly deployed to maximize its that bridge, then you’re in danger
“Technology is the bridge that can take impact – if organizations and their supply chain of slipping into the water.”
organizations from survive to thrive – the simply rush headlong into tech-powered
stronger we build it, the better the prospects decisions without due consideration of the David Fairnie, Principal Consultant,
for 2023 and beyond. And if you don’t build associated risks, they could easily create the Supply Chain Security, BSI
that bridge, then you’re in danger of slipping opposite effect and undermine the advantages
into the water. technology can deliver.
Moving up the C-suite agenda
The insights above explain why supply chain

is now right at the very top of the agenda for
C-suite decision-makers. Fairnie describes
a ‘sudden realization’ of the importance of
resilience where leaders have had to make
very tough decisions just to survive over the
last three years. But the reality is that if
organizations want to thrive, they need to
embrace an innovation mindset as part of
their supply chain operations and do it
quickly because the multitude of challenges
converging on organizations of all sizes
and sectors are too complex to be addressed
by existing technology solutions alone.
From damaging climate events and geopolitical
uncertainty to the conflict in Ukraine and the
ensuing inflationary impact, if organizations
want to move beyond the issues and challenges
of today, then they need to combine existing
best practices with emerging technologies.
However, the speed of digital transformation Brown expands on this point: “Your digital
brings challenges and risks as well as supply chain is beyond your control and that
opportunity as demonstrated by a recent BSI is a massive shift from the traditional state of
survey of over 150 clients. 73% of respondents affairs. The key is: Are you aware of the risks
stated that the Chief Risk Officer (CRO)/ that your digital supply chain presents to you
Chief Operations Officer (COO) was significantly and what are you doing about it? Maintaining
concerned about the risks posed by the a level of control can be achieved through two
digitization of supply chain, but that not one routes – one is technology and the other is
organization had resolved the risks, generally data. And the key to this is IoT, or technology,
because it was largely outside their control. which allows you to move from an annual
The manner in which procurement and supply safety check to continuous assurance over
contracts had been signed did not allow for your supply chain.
the consideration of digital risk. In the vast
majority of cases, there was also no provision “It does this by gathering data at volumes
for ongoing and continual measurement of that previously weren’t able to be collected,
digital operational resilience within the value which can be analysed to provide leading
chain of the organization or the supplier of rather than lagging indicators of forthcoming
digital services enabling that value chain. and future risk in the supply chain. The fact
that digital supply chain is beyond your
perimeter, and the fact you can leverage
technology and data, means it is no longer
just a technology issue – the Chief Risk Officer
and the Chief Operations Officer are now the
people who need to own the digital risk of
supply chain. It can no longer be viewed solely
as a procurement exercise and extends well
beyond anything that can reside in the remit
of the technology team.
“The escalation of supply chain and digital

supply chain risk up the C-suite agenda “Maintaining a level of control can
means that today there has to be a proactive
approach from the outset to the procurement
be achieved through two routes –
of supply services. You can’t just go for the one is technology and the other
lowest cost - you have to assess the situation is data. And the key to this is IoT,
and understand that sometimes the lowest
cost may increase risk and potentially harm
or technology, which allows you
your organization.” to move from an annual safety
check to continuous assurance
But IoT is just one solution in an organization’s
armoury – drones are increasingly being
over your supply chain.”
deployed to support traceability and Mark Brown, Global Managing Director,
transparency efforts and allowing us to Digital Trust Consulting, BSI
see potential forced human labour and
sustainability threats which may otherwise
go unnoticed. With this kind of access,
technology is able to provide real-time
data feedback from the ground and help
organizations make better decision.
Despite this positive progress, nobody is saying

that technology adoption across the supply
chain is straightforward for traditional industries
with traditional practices – it requires time and
effort. But it’s time and effort that needs to be
invested if organizations are going to thrive,
or else they could undermine their supply chain
and create unnecessary complication and
increased risk exposure.
Demystifying the supply chain
Part of the investment for the future should

come in the form of education and upskilling,
as Yarbrough explains: “It’s only natural that
concepts like AI or IoT can feel a little
intimidating at first – but you don’t need to
be an overnight expert to get the best out
of them and avoid creating an extended and
unnecessary technical risk to the supply chain.
Technology is here to demystify the supply
chain for all of us and help us view and manage
things in a much more realistic way. It’s a
continuous improvement process and
organizations need to embrace a culture of
innovation if they want to feel the benefits.”
These higher levels of understanding are

already clearly evident among consumers who
are just a QR code scan away from a full history
of almost any product they care to assess.
Armed with the knowledge of a supply chain’s
human rights, security and carbon footprint,
consumers will have a bigger say in the
conversation and organizations need to be
prepared for this as they plan for the future.
Three tech priorities for 2023

01 Recognize that you are not in control of
your supply chain, and that it can cause
In light of the elevation of supply chain risk risks to you that you cannot foresee,
in the C-suite agenda and the opportunity and indeed control. As a result, the key
to leverage technology, the digitization of step is to map the supply chain and the
the sector and the predictive and proactive critical external services which could
analytics of data, three key priorities for affect your business resilience.
organizations in 2023 should be:
02 Examine the opportunities that arise
through the deployment of technology
to create a more continuous and
focused insight into your supply chain.
It’s important to move away from
annual verification to ongoing telemetry
and therefore continuous assurance.
03 Visualize the digital supply chain from

a data perspective. BSI’s Brown likes
to talk about “the power of 8,760” –
but why this number? “The power
of 8,760” takes your annual revenue
and divides it by 8,760 (the number
of hours in the year) – armed with this
data, if an organization can see that
the cost of implementing a supply
chain risk management solution is less
than one hour of downtime, then it
really should be putting it into action.
Again, this is a job for the CRO or the
COO, not the technology or security
teams and provides a very simple
business metric by which organizations
can evaluate the impact of supply
chain risk.
The opportunity gap The cost-of-living crisis is having an impact

on traditionally wealthier nations too. Top Product Types for Theft in Europe in 2021 and 2022
Fairnie is keen to point out that the opportunity Fairnie reports increased rates of theft of
looks different in different parts of the world: food, beverage and commoditized goods
0.9
“While traditionally low-and middle-income within the supply chain. Take Europe for 0.8 2021 2022
countries often lack infrastructure, they example. In 2022, the food and beverage 0.7
absolutely have the chance to invest into industry experienced the greatest percentage 0.6
those areas which are seen as opportunities increase in theft relative to other product types 0.5
0.4
to enhance supply chain resilience and can be when compared to Q1 to Q3 in 2021. In fact,
0.3
supported in this by global business through and in part due to the inflationary pressures 0.2
foreign inward investment programmes. on food and energy, in Q3 food and beverage, 0.1
construction materials, and automotives 0
This again comes back to the role of innovation were among the top product types stolen
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got a mobile smart telephone, so how do we
deliver a solution which gets the best out of Partly as a result of the prevailing economic Source:Top Product Types for Theft in Europe in 2021 and 2022, © Copyright BSI 2022
the limited technology and infrastructure they conditions, we’re also seeing wide scale
do have? It’s all about keeping it simple.” industrial action causing major disruption at
ports across the US, UK and other markets.
As we’ve already seen, these key nodes
within the supply chain are all inter-connected.
Fairnie believes the ‘reconfiguration of global
supply chains’ is going to be disruptive for
at least the next two years as demand and
capacity continue to prove volatile.
Time to thrive
Despite the challenging environment,

Brown strikes a positive note:
“I’m optimistic about the future, provided
organizations work together and leverage
technology to drive the future resilience
of supply chain. For me, data is the future
of the supply chain because it gives
organizations the ability to move from
lagging indicators to leading indicators.
The route to gathering this critical data

is through technology and the sooner
organizations embrace this, the sooner
they can unlock the rich benefits offered
by the incredible technologies of today
and tomorrow.”
Conclusion
For decades, we were in a world where supply As we’ve explored in this report, there are
chains were predictable and the cost of so many potential disruptions and so many
labour, production and shipping was extremely changing regulations that it can feel daunting,
effective and efficient. That’s no longer the but there is a way through it if you proactively
case and all of these variables are now at a manage risks, anticipate risks and de-risk your
As we have seen throughout higher risk than ever before, particularly when supply chain. Today, organizations can
this report, there’s a great you consider today’s pressures of climate position themselves as thriving leaders by
opportunity out there – but how change, major regulatory upheaval and promoting human rights and ensuring that
‘just in time’ delivery. The reliability of supply responsibility and sustainability are part of a
do organizations grab it and chain is completely different now. But this company’s mission. We’re seeing more and
make the transition from survive is the backdrop to the opportunities in 2023 more major global organizations embrace this
to thrive mode? and beyond. new approach and ultimately this is what will
lead to a more secure, sustainable and resilient
Yarbrough closes with an upbeat assessment: supply chain.”
“Today, resilience is mandatory. Traditionally,
we needed to convince organizations that
disruption could happen to their supply chain
and really affect their business in a negative
way. What we’ve seen over the last three
years is that disruption is inevitable, and that
resilience is mandatory if you want to thrive.
To appreciate this and unlock the opportunity
it presents, you need top-down buy-in.
BSI Supply Chain Risk Insights Report January 2023 Appendix 44
Appendix
Theft trends Cargo theft trends
Top Commodities Stolen in 2022 Top Modalities of Theft Top Cargo Theft Types in 2022
3.6% 2022
Food and Beverage 17% Other Theft from Facility 26%
4.0%
Fuel 9% 2021 Hijacking 17%
Agriculture 9% 2.2% Theft from Container/Trailer 12.8%
Rail 3.6% 2022
Electronics 9% 1.8% Other Theft of Vehicle 11%
4.0%
Automotive 8% 2021 Theft of Employee Belongings/
30.3%
Construction Materials 8% Facility
2.2%
Truck parts/Cash 7.5%
29.4%
Rail
Other 40% 1.8% Theft from Vehicle 7.2%
63.9% Other 18.6%
Truck
30.3% 64.8%
Facility
Source: Top Modalities of Theft, © Copyright BSI 2022
29.4%
63.9%
Truck
64.8%
Top Commodities Stolen 2021 vs 2022
40.6%
Other 44.1%
8.1%
Automotive
5.7%
9.3% 2022
Fuel
6.5%
3.6% 2021 2022
Other 7.7%
Construction Materials 4.0%
8.7% 2021
Source: Top Commodities Stolen in 2022, © Copyright BSI 2022
8.7%
Electronics 2.2% 9.5%
Rail
1.8%
8.9%
Agriculture 11.6%
Source: Top Cargo Theft Types in 2022, © Copyright BSI 2022
16.7% 30.3%
Food and BeverageFacility 13.9% 29.4%
Source: Top Commodities Stolen 2021 vs 2022, © Copyright BSI 2022
63.9%
Truck
64.8%
Hijacking trends Top countries for Hijacking in 2022
Germany
France
United States of America
Top Products Hijacked Including Food & Italy
Beverage and Pharmaceuticals in 2022 Egypt

Mexico India
36.7%
Nigeria
25.4%
Brazil
Indonesia
10.5% 9.8%
6.3% 5.9% 5.5%
Chile South Africa

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Source: Top Products Hijacked Including Food & Beverage

and Pharmaceuticals in 2022, © Copyright BSI 2022 Source: Top Countries for Hijacking, © Copyright BSI 2022
Read more about our
services and products
on our website
bsigroup.com

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Beyond the storm:

how organizations can

BSI Supply Chain Risk Insights Report

The regulatory wheel keeps turning 25

But with challenge comes opportunity and

Mark Brown David Fairnie Ryan Lynch Tony Pelli

Jim Yarbrough Kimberly Rodriguez Jason Willoughby

When we published the 2021 version of

Alongside this we’re seeing a rapid acceleration

As a result of all these factors, the convergence,

Leading from the front

“From a business point of view there’s not a

The ‘end of the holiday’

Pelli highlights the ongoing impact of COVID-19

On top of these supply disruptions, BSI data

This is tracked both directly and indirectly.

disruption, rail networks have at times ground

emerging trends, whether technology,

Looking through the lenses

Brown expands on the point: “It’s worth noting

Sanford quotes the comparison between

Understanding starts with Globally, for example, smugglers and cargo

by knowing themselves. This comes in the or at an unsecured lot.” 17.0%

form of investing in data analysis, IoT, AI, 15

the technology needs to be properly at the number of organizations that don’t 5

“If organizations want to

Two tracks to success

Pelli elaborates on this point:

Cyber in the spotlight

Sanford wants leaders to pay special attention

Brown advises that organizations have a

Pelli makes the point that for many sectors

The upside of risk

As we have seen on multiple occasions in the

BSI’s Yarbrough says: “A sustainable supply

There’s a case to be made for climate change

Kimberly Rodriguez, Consultant/Manager,

The experiences of the last three years have

The regulatory wheel keeps turning

In this report last year, we highlighted the

If anything, this situation has been amplified yet

Clearly, the former will be a huge accelerator

The other major global development is the

The human factor Meanwhile in Europe, we’ve seen the

In addition, the Act required the US interagency

A delicate balancing act

Organizations are facing increased pressure

This level of pressure is a timely reminder of

What this example demonstrates is that often

When it comes to addressing risk, there is no

Sadly, 2022 will be partly defined by the

Lynch provides a final assessment:

organizations’ ability to function and grow. megawatt hour (MWH),

“In the US particularly there has been

“Alongside carbon we’re also seeing a real

Moving up the C-suite agenda

The insights above explain why supply chain

“The escalation of supply chain and digital

Despite this positive progress, nobody is saying

Demystifying the supply chain