What could bring the plan down?
Not the list of risks: the two or three that, if they occur, make the trajectory void.
OFFER · RISK MAPPING
You know your risks. What you do not know is which ones stack up in the same place.
A single supplier behind three ranges you thought were independent. Two sites in the same exposure zone. One port, one certification, one person. Risk is almost never where it was listed: it is in the overlap.
And most of the time, you are not the one triggering the exercise. It is a key account demanding a map, an insurer asking for it before renewing, a funder requesting it in due diligence, or a disruption that has just happened.
WHAT THE MAP SETTLES
Five questions asked after the fact, for want of having been asked before.
Where are our single dependencies?
A supplier, a site, a customer, a skill. Every organisation has some; few know which.
What stacks up at the same point?
It is the question that produces surprises, and the one a risk list never asks.
How much would a disruption cost, and for how long?
A risk without a figure cannot be compared with other decisions.
What do we answer whoever asks?
Customer, insurer, funder, auditor: the question comes back and the answer must be documented.
HOW WE PROCEED
Map, connect, test, quantify, monitor.
The fourth step is the one that produces value. Many companies have already done the first three, in files nobody connects.
- 01Frame the scope: what we map, how far, for whom
- 02Place the objects: sites, suppliers, steps, resources
- 03Describe the flows: volumes, values, substitution lead times
- 04Reveal the stacks
- 05Test and quantify a disruption
- 06Set up monitoring: signal, threshold, owner
WHAT YOU RECEIVE
A map, and what we do with it.
The last line is the one that protects you. A map without a declared scope suggests an exhaustiveness nobody can guarantee.
- The flow map — from upstream to markets, with volumes and values
- The located dependencies — single, critical, substitutable within which lead time
- The stacking points — where several exposures overlap
- The impact figures — disruption duration, cost, effect on margin
- The alternatives — second supplier, buffer stock, requalification, and their cost
- The monitoring plan — signal, threshold, owner
- The declared scope — what has been mapped, and what has not
WORKED EXAMPLE
Three ranges, one supplier.
An industrial company maps its chain to answer a principal. The three ranges are run by three different teams, with three separate supplier lists. The map reveals that the same surface-treatment subcontractor works on all three, and that it is the only qualified one.
The figures show that a six-week interruption at that subcontractor costs more than the climate risk that had been absorbing management’s attention. The resulting decision is not spectacular: qualify a second supplier on the most exposed range, with a budget and a deadline.
Illustrative case.
WHAT THE MAP FEEDS
A risk without a decision remains a worry.
Calc quantifies the impact of a disruption in an auditable way — which makes an operational risk comparable with a commercial investment. Pilot integrates the exposure into the trajectory: a funder who discovers a single dependency in due diligence treats it more harshly than one it was presented to. Grid arbitrates when the map reveals an activity costing more in exposure than it earns in margin.
And the map feeds the decision note directly: it supplies the critical assumption and the review signal, the two lines that sloppy notes leave empty.
HOW TO GET IT
Three modes, with monitoring that lives on.
Scoped engagement
Fixed fee
Four to six weeks depending on the extent of the chain. We map, quantify and hand the file back inside Map.
On your own
Annual licence
Your operations and purchasing teams build and maintain the map.
Accompanied review
Subscription
Half-yearly or yearly. A risk map ages fast: a supplier changes, a site opens, a qualification expires.
The review is what keeps the file from becoming an archive document.
See the three access modes in detailWHO PRODUCES WHAT
No organisation eliminates its risks. You decide which ones you keep, knowingly.
| Deliverable | Produced by |
|---|---|
| Flow and object map | The tool |
| Location of dependencies and stacks | The tool |
| Impact figures of an interruption | The tool, assumptions set in workshop |
| Substitution lead times | Workshop with your purchasing and operations teams |
| Assessment of alternatives | Workshop led by inNOVAtio |
| Declared scope | The tool, settled with you |
| The accepted level of exposure | Your decision, traced in Map |
The last line cannot be delegated: it is the only one that commits your responsibility.
WHAT A MAP DOES NOT PROVE
The absence of a risk on the map is not proof of its absence.
A map covers a declared scope. What is not on it has not been examined — which is not the same as having been ruled out. That is why the scope is a deliverable in its own right.
Your suppliers’ data is declarative. We document its origin and date; we do not audit it.
A map does not predict a disruption. It locates the points where a disruption would do the most damage, and it quantifies what doing nothing would cost.
If your exercise answers a specific regulatory or contractual obligation, have your counsel check that the scope matches that obligation: we produce a decision map, not a certificate.
What, in your organisation, would fall first?
A first thirty-minute discussion. If the exercise is requested by a customer, an insurer or a funder, bring their request: it sets the scope.