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FEATURE FIT FOR THE FUTURE


As businesses recover from the disruption of the COVID-19 pandemic and adjust to a post-Brexit world, strong strategic supply chains are a greater priority than ever. Alex Minett, Head of Product at CHAS, explains what companies can do to mitigate risk and ensure that their supply chains are future-proof.


Supply chains and risk go hand in hand but the events of the past 18 months have had an impact on supply chain stability in a way


few could have predicted. From post–Brexit red tape to the disruption to the flow of goods and services as a result of the Coronavirus pandemic, supply chains have been tested to their limits.


In many cases, the pandemic hasn’t introduced new problems within supply chains, but rather highlighted existing weak points, leaving businesses asking how they can refocus their supply chain management processes to increase resilience and ensure they are ready to respond to future disruption. The World Trade Organisation has declared that while we are now in recovery mode, the potential for new variants, further lockdowns and vaccination programmes stalling in some areas of the world means COVID-19 continues to pose the greatest threat to the outlook for trade.


Even prior to COVID-19, companies were facing the challenge of ensuring their supply chains were meeting stricter standards and regulations with a growing emphasis on transparency and eliminating bad practice. For example, health and safety breaches can now result in significant fines, so assessing a contractor’s risk management structure and their health and safety systems has become just as important as the services, skills or products they provide. Ensuring a contractor meets appropriate ethical standards has also been a growing priority within supply chain management with a drive to identify the environmental and social impact of business operations, be it relating to protecting human rights, nature and the environment, or factors such as diversity, equality and workforce wellbeing.


Getting a handle on this increasing range of issues across a long complex supply chain can be an onerous, almost impossible, task and it’s not unusual for organisations to devote a significant amount of time and resources to checking suppliers’ credentials in an effort to meet legal requirements and minimise supply-chain risk.


Thankfully there is a simple and free alternative to assessing every element pf supply chain risk internally which is to engage the services of a third-party assessor such as CHAS. Organisations which employ contractors can become CHAS Clients completely free of charge and this and this gives them access to a


12


database of pre-qualified contractors with the ability to search by area and trade.


What’s more, since becoming the first recognised assessment body to assess contractors to the construction industry’s new gold standard for prequalification, the Common Assessment Standard, when it was launched in 2019, CHAS now offers access to hundreds of contractors who have achieved this higher level of accreditation.


The Common Assessment Standard offers reassurance that contractors are managing risk across a broad range of topics by building on the topics covered in the PAS91 questionnaire and bringing together 12 areas of risk management under one accreditation. These include: Identity; Financial; Corporate and Professional Standing; Health and Safety; Environmental; Quality; Equality; Corporate Social Responsibility (CSR); Information Security and GDPR; Building Information Modelling; Anti-Bribery and Corruption; and Modern Slavery.


Specifying the Common Assessment Body and sourcing accredited contractors via CHAS is therefore one of the most simple and effective ways to streamline risk management and future-proof your supply chains.


"ENSURING A CONTRACTOR MEETS APPROPRIATE ETHICAL STANDARDS HAS BEEN A GROWING PRIORITY WITHIN SUPPLY CHAIN MANAGEMENT WITH A DRIVE TO IDENTIFY THE ENVIRONMENTAL AND SOCIAL IMPACT OF BUSINESS OPERATIONS."


The past year has been a year like no other for all industry, globally. However, there are many lessons to be learned from managing supply chains in the midst of a crisis, enabling companies to look at their vulnerabilities and concentrate on mitigating impending risks that may arise. With robust processes in place, there’s no reason why businesses cannot emerge stronger and more prepared than ever for the future.


www.chas.co.uk www.tomorrowshs.com


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