The Pros And Cons Of BCM

What is BCM?

We live in hazardous times, where any moment in the world devastating things can happen. The impact of those disasters are on people and businesses which, nobody can foresee. Times are hard for businesses everywhere, therefore, everyone who wants to survive their business, has to think of contingency planning and implement the Business Continuity Management (BCM) into the organization . Different sources give their own understanding of BCM approach and we will cast the light on some of the leading ones. Gallagher (2003) says that BCM is used to foresee the risk, which can debilitate the mainstream activities of the organization and provides a framework on how to address those risks in a well thought manner executed by the trained

It is very common for people to detach themselves from reality and to believe that misfortune happens somewhere else and with someone else, but never to them personally. Thus, they make it a reason not to have a business continuity plan considering it as a waste of money, time and resource. However, according to statistics, risks happen unexpectedly and the investments in BCM justify themselves. Moreover, some organizations may overestimate the flexibility to survive without a business continuity plan. A number of statistics show though that 60-90% of companies with no business continuity plan fail within 24 months after disaster, and «survivors» most usually can never get back to a pre-disaster level of business (Hiles,

After 3-4 days of the incident, the management decided to have lock out of the company understanding the circumstances became unmanageable. The emergency team, having received the decisions from strategic management, started acting on the situation by identifying the critical tasks and the necessary tools. As the company had the other location nearby, the immediate action was to consider producing temporarily at plant A, in order to deliver to an extent possible to the most critical customers. The partial production at plant A was planned by moving some critical tools needed for immediate. Within 3 weeks, the plant A started producing the 10% of high volume popular models of plant