Disruption
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USPS service alerts have information for consumers, small businesses and business mailers about postal facility service disruptions caused by weather-related and other natural disasters, special events, or other changes impacting service.
The founder of BreachForums made his initial appearance today in the Eastern District of Virginia on a criminal charge related to his alleged creation and administration of a major hacking forum and marketplace for cybercriminals that claimed to have more than 340,000 members as of last week. In parallel with his arrest on March 15, the FBI and Department of Health and Human Services Office of Inspector General (HHS-OIG) have conducted a disruption operation that caused BreachForums to go offline.
Now world events are combining to form what feels like a perpetual storm of disruption for supply chains. This new reality will continue to test the ingenuity, resilience, and flexibility of supply chain leaders. Their goal: to maintain supply chain networks that not only survive but thrive.
Fundamental changes in consumer behavior, markets, and supply chains are knocking companies off balance. The sheer scale and speed of change requires rapid responses. Leaders need to adopt agile ways of working more quickly. They need to accelerate value chain transformation. And they need strong data and analytics capabilities. Such capabilities are key to understanding complexity, anticipating potential disruption, and quickly developing a response.
Businesses need to create value chains with long-term resilience. This requires holistic approaches to managing the supply chain. Companies must build in sufficient flexibility to protect against future disruptions. And they need a responsive and resilient risk management operations capability.
Procurement leaders need to maintain business operations, fulfill urgent demands, and mitigate supplier challenges. This is especially true during times of significant disruption to their teams, people and local communities. How?
First, focus on managing upstream supply disruptions from tier 1 and tier 2 suppliers. And rebalance short-term sourcing decisions based on supply network constraints. These are short-term efforts. Next: Secure the supply base for the medium term. Unlocking funds intelligently. And build future-proof resilience.
Background: The COVID-19 pandemic could lead to disruptions to provision of HIV services for people living with HIV and those at risk of acquiring HIV in sub-Saharan Africa, where UNAIDS estimated that more than two-thirds of the approximately 38 million people living with HIV resided in 2018. We aimed to predict the potential effects of such disruptions on HIV-related deaths and new infections in sub-Saharan Africa.
Methods: In this modelling study, we used five well described models of HIV epidemics (Goals, Optima HIV, HIV Synthesis, an Imperial College London model, and Epidemiological MODeling software [EMOD]) to estimate the effect of various potential disruptions to HIV prevention, testing, and treatment services on HIV-related deaths and new infections in sub-Saharan Africa lasting 6 months over 1 year from April 1, 2020. We considered scenarios in which disruptions affected 20%, 50%, and 100% of the population.
Findings: A 6-month interruption of supply of antiretroviral therapy (ART) drugs across 50% of the population of people living with HIV who are on treatment would be expected to lead to a 163 times (median across models; range 139-187) increase in HIV-related deaths over a 1-year period compared with no disruption. In sub-Saharan Africa, this increase amounts to a median excess of HIV deaths, across all model estimates, of 296 000 (range 229 023-420 000) if such a high level of disruption occurred. Interruption of ART would increase mother-to-child transmission of HIV by approximately 16 times. Although an interruption in the supply of ART drugs would have the largest impact of any potential disruptions, effects of