The DoD 35 Report, Disaster Management: Concepts, Methods and Reviews cover four key areas critical to business continuity. The report focuses on managing disaster through a systematic approach and emphasizes the need for a business continuity management plan (BCP). This type of plan is designed to guide resource allocation and operational requirements during a disaster with the aim of mitigating the business impact as much as possible and minimizing the potential loss of continuity. The guideline outlines an end-to-start process of the key steps to be taken during each of the stages of disaster management, namely addressing responsibilities and roles of key disaster risk stakeholders, preparation and implementation of strategies, mitigation and prevention methods, and post-disaster evaluation.
According to the guidelines of the DoD 35 Report, there are five key areas to consider in developing a disaster management plan: planning, assessment, collection, reporting, and control. These aspects of the plan should be examined closely to identify their relationship and to establish what specific functions should be included within the overall strategic disaster management plan. The DoD has three main operating models, which are based on the NOC, ERP and MSC models.
The first stage of a risk management framework is “planning.” This stage requires identifying and documenting all key objectives, risks, vulnerabilities, and recommendations. In addition, documentation covering strategic processes and systems should be included. For example, if a business is involved in transportation logistics, an emergency management data set should include data related to fleet maintenance and availability, scheduling services and distribution. Information needs will vary according to the nature of the disaster, so it is important that businesses develop a strategy based on available resources.
The next stage is “assessment.” This section will identify any critical risks and vulnerabilities that need to be assessed. In the case of an emergency, this could mean a failure in a major distribution facility or at a manufacturing facility. Other assessments may relate to the public’s safety or health. The final step in the process is “to collect and report.”
The primary objective of an emergency management plan is to minimize loss of life and to prevent damage to infrastructure. To do this, an emergency manager should identify all threats, evaluate them, and take action to mitigate them. For example, if a threat is related to a chemical spill or leaks, the plan can address the containment of contaminated material and emergency measures for cleanup. Once the manager has assessed a threat, he or she can develop a plan for emergency operations in relation to that threat.
A key objective of an ERP system is the automation of business processes. When systems are implemented effectively, they can reduce labor costs, improve productivity and help the company meet efficiency goals. Before implementing ERP, however, it is important to select the most appropriate ERP model for the business. This involves determining both what data the business needs to store and what information it needs to access. Furthermore, managers need to select models that are easy to implement, cost effective, and provide access to the data the business actually needs.
Once the disaster recovery plan is developed and executed, disaster recovery planning must be performed regularly. It is absolutely necessary to review the disaster recovery plan periodically to make sure that it is still relevant and useful today. Some key factors that must be considered are threats, recovery times, and costs. These considerations can change over time as more needs are identified and businesses grow. The flexibility an ERP solution offers allows companies to incorporate specific or universal disaster recovery plans into their daily operations. In addition, an ERP software solution can provide a business with one central point of data entry for tracking disasters, recovery times, and other pertinent information.
As organizations continue to evaluate ERP solutions for disaster recovery, it is critical that they develop a crisis management plan in accordance with their plan. The right ERP system can help them avoid some of the most costly disaster scenarios. It is also essential that these organizations first evaluate their current ERP and assess whether it is still relevant or not. A comprehensive evaluation of the business’ ERP system and its current and future requirements can help a business avoid unnecessary costs, reduce risk, and improve productivity. When assessing the needs for a disaster recovery plan, it is essential to consider the needs of each department within an organization and consider how ERP can help them.