So given these complexitieswhere does an organization start to develop a risk management plan for its supply chainFirstit is tritical that the company get a detailed picture of its supply chain, not just first$-$tier suppliers but also the more distant suppliers of its suppliersFor example, although a firm may think it is protected, what if one of its key suppliers relies too heavily on one source for its raw materials? Should the firm consider hiring additional suppliers to prevent a situation in which it would be without critical raw materials? Secondfirms must plan for disruptions and take the appropriate lessons to heartPurchasing goods and services from a single supplier can hold down a company's procurement costs because the firm can often get volume discounts for its purchasesNeverthelessthe strategy can also be riskyWherever possible, it's a good idea to funnel some work regularly to an alternative vendorIf Supplier A encounters a disruption, it's much easier for a company to go to Supplier for emergency materials if it has a partnering history with that supplier Third, successful firms make risk management an ongoing part of supply chain strategyshould not be a one$-$time$-$only undertaking risk management strategies must be continually updated and reconsidered in light of changes in the global economy and the organization's operations. because it is so difficult to prepare for every type of emergencymost experts agree that successful risk management comes down to supply chain agilityAs Lawton noted, it helps to diversify the supplier base wherever possible. These organizations should think about shifting some production out of Asia or Latin America to be closer to home. They should seek to create an organization that can react quickly to whatever happens, including knowing precisely which individuals are responsible for executing an emergency response plan and equipping them in advance with the tools necessary to do the Questions: $1.$ Take a position either for or against the following statement To prepare for disastersyou should stockpile inventoryother critical suppliesand raw materials Think of Heinz's Heinz CompanyPittsburgh, PA$)$ production of consumer goods and food productsHow might you develop a risk management and disaster response for the company's supply chain? Because it is impossible to plan for every disasterhow might you develop a method for identifying the most likely and serious risks your organization faces? your opinion, how much risk planning is sufficient? Why? Defend your answer