As an example, let’s take a look at a risk event that could have negatively impacted multiple riskmethods customers: the May 2019 planned strike, and subsequent lockout, of Canadian dock workers in Vancouver, British Columbia. Members of the International Longshore & Warehouse Union Canada voted 98.4% in favor of supporting strike action during contract negotiations with the BC Maritime Employers Association (BCMEA). The action started small—no picket lines, just a ban on overtime work—but escalated quickly. In response to the overtime ban, the BCMEA notified all port workers (with some limited exceptions) that they would be locked out of the job. The result? The port of Vancouver, which sees $180 million in container traffic on a daily basis, essentially shut down.
Any major port closure can have devastating ripple effects, with potentially major delays in shipments from suppliers or to customers—and the lockout at Vancouver was no different. For those companies who learned about the port closure as it was happening, I wonder how many said, “Well, there’s nothing we can do about it. We just have to accept it.” I bet there were a lot. But, again, here’s the real truth: They didn’t have to accept it. If these companies had the upstream supply chain visibility they needed to get the appropriate warning signals, they could have known about the likelihood of a port closure 4 weeks in advance, and taken action to avoid being affected by it.