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Plano de Continuidade de Negócios Operacional no Setor da Distribuição e Logística Farmacêutico
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Independentemente da dimensão ou do setor de atividade da empresa um PCN é essencial para a gestão do risco, ajudando a minimizar perdas financeiras, humanas, de sistemas e infraestruturas, o tempo de paragem operacional e garantir a segurança e bem-estar dos colaboradores. Perturbações nas operações da empresa podem prejudicar a sua reputação e comprometer relações com todas as partes interessadas, que cada vez mais exigem este documento como comprovativo da preparação da organização para desastres. No total, foram identificadas 117 ameaças na BIAS, 95 das quais foram examinadas intensivamente na AAR, onde usando a metodologia FMEA foram identificados 1072 riscos, 30% dos quais não aceites pela empresa. Entre todos os possíveis eventos destacam-se erros humanos, crises económicas, esquemas fraudulentos, doenças e pandemias, falhas nos sistemas de informação, falhas nas telecomunicações, sistema de AVAC e energia geral, danos durante o transporte de encomendas, falta de materiais consumíveis e incumprimento dos requisitos dos clientes. Em adição à análise e avaliação do risco foram feitas análises complementares aos clientes da empresa, processos e procedimentos, sistemas de informação e sustentabilidade. Estas permitiram localizar clientes que geraram prejuízo no período em estudo, que processos e sistemas careciam de atualizações e qual a pegada carbónica da empresa. Concluiu-se este projeto com a apresentação de 83 medidas de mitigação diferentes, um plano de recuperação de desastres e medidas de mitigação, permitindo em conjunto responder de forma organizada a possíveis eventos disruptivos.
Regardless of a company's size or sector of activity, a Business Continuity Plan is essential for risk management, helping to minimize financial, human, system and infrastructure losses, operational downtime and guaranteeing the safety and well-being of employees. Disruptions to the company's operations can damage its reputation and jeopardize relations with all stakeholders, who increasingly demand this document as proof of the company's disaster preparedness. In total, 117 threats were identified in the Business Impact Analysis, 95 of which were intensively examined in the Risk Analysis, where 1072 risks were identified using the FMEA methodology, 30% of which were not accepted by the company. Among all the possible events were human errors, economic crises, fraudulent schemes, diseases and pandemics, failures in information systems, failures in telecommunications, HVAC and general energy systems, damage during the transportation of orders, lack of consumables and non-compliance with customer requirements. In addition to the risk analysis and assessment, complementary analyses were carried out on the company's clients, processes and procedures, information systems and sustainability. These made it possible to locate customers who generated losses in the period under study, which processes, and systems needed updating and the company's carbon footprint. This project concluded with the presentation of 83 different mitigation measures, a disaster recovery plan and mitigation measures, together enabling an organized response to possible disruptive events.
Regardless of a company's size or sector of activity, a Business Continuity Plan is essential for risk management, helping to minimize financial, human, system and infrastructure losses, operational downtime and guaranteeing the safety and well-being of employees. Disruptions to the company's operations can damage its reputation and jeopardize relations with all stakeholders, who increasingly demand this document as proof of the company's disaster preparedness. In total, 117 threats were identified in the Business Impact Analysis, 95 of which were intensively examined in the Risk Analysis, where 1072 risks were identified using the FMEA methodology, 30% of which were not accepted by the company. Among all the possible events were human errors, economic crises, fraudulent schemes, diseases and pandemics, failures in information systems, failures in telecommunications, HVAC and general energy systems, damage during the transportation of orders, lack of consumables and non-compliance with customer requirements. In addition to the risk analysis and assessment, complementary analyses were carried out on the company's clients, processes and procedures, information systems and sustainability. These made it possible to locate customers who generated losses in the period under study, which processes, and systems needed updating and the company's carbon footprint. This project concluded with the presentation of 83 different mitigation measures, a disaster recovery plan and mitigation measures, together enabling an organized response to possible disruptive events.
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Gestão da continuidade de negócio análise de risco risco plano de continuidade de negócios gestão do risco