One major concern for organizations is that the current supply chain and outsourcing arrangements may not operate at contracted service levels.Organizations that are highly automated, ‘just in time’ value chains, outsourcing core activities to third parties will be seriously at risk.Tags: Life Is Not A Problem To Be SolvedPhilosophy Dissertation TopicsChildhood Obesity Thesis PapersCreative Writing Classes For KidsPersonal Philosophy Of Life EssayDissertation Francaise
However, but the pandemic flu BC plan focuses on denial of access to facilities, and loss of key people.
Hence, the assumptions to cope with a pandemic BC planning are very different.
Many of those without the necessary resources and BC planning capabilities have unwisely adopted the “wait-and-hope” approach.
For organizations located in regions previously affected by the Several Acute Respiratory Syndrome (SARS) outbreak, a good and logical point for any organization to start is with the review of its Severe Acute Respiratory Syndrome (SARS) contingency or BC plan.
This paper discusses about the pertinent aspects of pandemic flu business continuity (BC) planning.
In the last two years, there is an increase in organizations preparing themselves for the possible influenza (flu) pandemic outbreak.
Hence, it is imperative for organizations to develop and implement a BC plan that is flexible and adaptable to the evolving threat; which can be easily and regularly updated as and when more information on the virus is available, through the joint efforts by the communities and governments.
There is a constant debate on what to name the plans that we develop for this crisis.
Some organizations call it pandemic flu BC plan while others call it pandemic flu contingency plan.
For clarification, some of the definitions and terminologies of the components of these plans are discussed in the following subsections.