Mumbai Terror and Upstream Risk

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The Mumbai Terror attacks have been constantly in the news for the last few days. Now its time for Mumbai and India to recover. This time political leadership concerned with homeland security have been forced to resign. Next it'll be the turn of bureaucrats who slept through early, very specific, warnings received from the Indian federal intelligence agencies. What if the Maharashtra state ( Mumbai earlier Bombay belongs to this
state and police is a state subject) apparatus had reacted to the
specific information about both the sea attacks and the hotel names?
These questions will be investigated in depth for long … as everyone
comes to grips with an avoidable and immense tragedy.

Although somewhat unsettling for busineeses that buy from and sell to India, I was pleased to see no let up to travel to India (and Mumbai)  yesterday at the Newark Airport.

The events of the past week  brings to sharp focus of fixing problems upstream in supply chains and also for management in general. Generally, for services there is this whole "redundancy" thing that
allows for delivery from alternative locations in case of  sudden disruption. Explicit  planning for contingencies ahead of time, right at the contractual stage, is a good idea. Disrupted operations or liquidated damages  don't  really solve business problems.

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