Supply Chain Risk Assessment
Supply Chain Risk Scorecard
Rate each of the 12 risk dimensions from 1 (Low) to 5 (Critical). The tool calculates your overall risk score and flags priority areas.
| Risk Dimension | Rating (1=Low, 5=Critical) |
|---|---|
| Supplier Concentration Dependence on single or few suppliers | |
| Supplier Financial Stability Risk of key supplier failure | |
| Lead Time Variability Unpredictability of delivery times | |
| Demand Volatility Unpredictability of customer demand | |
| Logistics Disruption Port, road, or carrier disruptions | |
| FX / Import Cost Exposure PKR devaluation impact on imports | |
| Inventory Accuracy Risk Risk from poor stock record quality | |
| Quality & Returns Risk Supplier quality failures and returns | |
| Regulatory / Customs Risk Import restrictions, duty changes | |
| Warehouse / Storage Risk Fire, theft, damage, capacity issues | |
| IT System Dependency Risk from ERP failure or data loss | |
| Key Person Dependency Reliance on specific individuals |
Risk Assessment Results
Overall Risk Score
-
Out of 60 maximum
Risk Level
-
Based on total score
High Priority Areas
-
Dimensions rated 4-5
Moderate Risk Areas
-
Dimensions rated 3
Supply Chain Risk in Pakistan
Pakistani SMEs face a unique combination of risks including PKR volatility affecting import costs, infrastructure constraints, extended port lead times at Karachi, and high dependence on a small number of key suppliers. A structured risk assessment is the first step to building resilience.
Worked Example
A distributor scores all 12 risk dimensions and arrives at a risk score of 68 out of 120, with supplier concentration and single-port dependency emerging as the two highest-scoring dimensions, both flagged for a formal mitigation plan with a named owner and a 90-day deadline.
Common Mistakes to Avoid
- Scoring risks once a year and treating the exercise as a compliance formality rather than a living document
- Rating impact without also rating likelihood, which misses risks that are low-probability but potentially catastrophic
- Assigning risk ownership to a department rather than a named individual, so mitigation actions never get actioned
- Focusing only on supply-side risks while ignoring demand-side and financial risks that are part of the same framework
How do I reduce supplier concentration risk? ▼
Qualify at least two approved suppliers for every A-class material. Even if you do not split orders routinely, having a qualified backup reduces your vulnerability significantly.
What do I do with high-rated risks? ▼
For any risk rated 4-5, create a mitigation plan with a named owner and deadline. Prioritise by score and ease of mitigation, tackling the highest-impact, lowest-effort actions first.
What are the 12 risk dimensions typically covered? ▼
Common dimensions include supplier concentration, single-source dependency, port and logistics disruption, currency and FX exposure, demand volatility, quality and compliance risk, cyber and data risk, financial stability of key suppliers, geopolitical exposure, natural disaster and climate risk, labor and workforce risk, and regulatory change risk.
How often should this assessment be repeated? ▼
At minimum annually, and immediately after any major supply disruption or new supplier onboarding, since your risk profile shifts as your supply base changes.