Who knows what, and what happens when that person leaves?
The most common dependency is neither a site nor a supplier: it is a person.
MapOperational resilience
Flows, dependencies and risks
What your teams know is written down nowhere.
- Supply chain
- Dependencies
- ESG
- Risks
The purchasing manager knows which supplier is irreplaceable. The site director knows which machine holds production together. The key-account salesperson knows which customer represents a quarter of the order book. Each of them knows it; the company does not. And the day one of them leaves, that knowledge leaves too.
Map gathers those flows, dependencies and constraints in a single visual workspace. Not to produce one more report, but so that operational knowledge becomes a shared object, dated, and open to questioning by someone who was not there.
LEADERSHIP QUESTION
What could prevent execution?
WHAT MAP LETS YOU DECIDE
Five questions your files do not answer.
Where do our flows really run?
The organisation chart says one thing; the orders sometimes say another.
What alternative exists, and within what lead time?
A supplier replaceable in two weeks and another that takes eight months to qualify are not the same risk.
What do we answer when a customer asks about our upstream?
The question now appears in tenders, and the answer must be documented, not reconstructed.
Where do we put the next industrial euro?
An investment decided without a view of the flows rarely fixes the point that is blocking.
WORKING LOOP
Place, connect, qualify, simulate, keep up to date.
Updating is what separates a map from a report. A report is read once; a map is consulted when the question arises.
- 01Frame the perimeter: what goes into the map, and what does not
- 02Place the objects: sites, suppliers, steps, resources, markets
- 03Describe the flows: volumes, values, lead times, constraints
- 04Qualify the dependencies: single-source, critical, replaceable and within what lead time
- 05Simulate: what reroutes if this point fails, and what does not
- 06Share: the map becomes the teams’ reference object
- 07Keep up to date
WHAT THE MAP CONTAINS
A living object, not a picture.
Filters, a mini-map and properties make it possible to read a complex chain without oversimplifying it. An assisted analysis proposes readings; it does not certify them.
- The objects and their properties — sites, suppliers, resources
- The qualified flows — volumes, values, lead times, constraints
- The dependencies — single-source, critical, replaceable, with their lead time
- The simulations — the effect of an interruption on the rest of the chain
- The environmental data — with its origin and date
- The declared perimeter — what has been mapped, what has not
- The version history — what the map said six months ago, and why it changed
CONCRETE EXAMPLE
Two days instead of three weeks.
A prime contractor asks an equipment maker for the upstream origin of three components, with the volumes and sites involved. Without a map, the answer ties up purchasing, quality and two site directors for three weeks, and arrives incomplete.
The following year, the same question finds its answer in the map in two days, with the sources, dates and perimeter covered — including the explicit note that the tier-two upstream of two references is not documented. It was that note, more than completeness, that was received as a sign of seriousness.
Illustrative case.
BEFORE AND AFTER MAP
A map without a decision remains a worry.
Calc quantifies the impact of an interruption in an auditable way, which makes it possible to compare an operational risk with a commercial investment. Grid decides when an activity costs more in exposure than it earns in margin. Pilot builds the exposure into the trajectory presented to a funder. Atlas keeps the facts, sources and past decisions the map is attached to.
And the map feeds the decision note: it supplies the critical assumption and the review signal, the two lines that hurried notes leave blank.
HOW TO GET IT
Three modes, and a map that must age with you.
Self-service
Annual licence
Your operations and purchasing teams build and maintain the map.
Scoped engagement
Fixed fee
Four to six weeks depending on the extent of the chain. We map, qualify and hand the file back in Map.
Guided review
Subscription
Half-yearly or annual. An unrevised map becomes an archive document within eighteen months.
All three modes exist for every workspace. The detail of each pricing model is on the Offer page.
See the three access modes in detailWHO PRODUCES WHAT
The knowledge comes from your teams. Map gives it a shareable form and a date.
| Deliverable | Produced by |
|---|---|
| Map and flow structure | The tool |
| Qualification of dependencies | Workshop with your purchasing and operations teams |
| Substitution lead times | Your teams, structured in Map |
| Interruption simulations | The tool |
| Readings proposed by the assisted analysis | The tool, to be validated by your teams |
| Declared perimeter | The tool, settled with you |
| The accepted level of exposure | Your decision, recorded in the file |
No organisation eliminates its risks. You decide which ones you keep, knowingly.
FACTS AND INTERPRETATIONS
Each element of the map keeps its status.
Observed: the objects, the flows, their volumes and their dates are what your teams have declared, within the perimeter retained. They are reproducible and attributable.
Estimated: substitution lead times, simulated impacts and the readings proposed by the assisted analysis are interpretations, to be discussed with the owners concerned.
Three points that matter. Your suppliers’ data is declarative: we document its origin, we do not audit it. The absence of a risk on the map means it has not been examined, not that it has been ruled out. And a map is not a replica of your chain: it keeps what serves the decision.
Map does not predict the disruption. It locates where it would do the most damage, and quantifies what doing nothing would cost.
If your purchasing manager left tomorrow, what would remain?
A first thirty-minute conversation about your actual chain and what your teams already know.