课件：业务连续性管理讲义.ppt

* Philips Microchip is the component supply to both Ericsson and Nokia. The fire in Albuquerque had impact to both. However the result is different. Difference lied in the preparation and reaction to issue (transition slide) * The NDR recovery inventory includes Emergency Communications Vehicles (ECVs) that can establish voice and data connectivity anywhere in the United States. Using a satellite link, an ECV can provide voice and data service within 30 minutes of arriving on site As the main thrust of the storm moved into the state Friday, September 17, it wasn’t long before swollen creeks and rivers overshot their banks and inundated towns in low-lying areas. For Mercedes, the possibility that its customers would be among the thousands stranded by floodwaters along the eastern seaboard was very real. Now was not the time for its customer and roadside assistance services to suffer a communications failure. But as the storm rumbled through the Garden State that’s exactly what happened. Mercedes-Benz USA built its award-winning disaster recovery program, which encompasses 110 disaster recovery and continuity plans and a regular testing schedule. Mercedes’ entire U.S. customer service network had been routed through the ATT/Bell communication center in Rochelle Park, about 10 miles from its main office in Montvale. * 案例1： 为Merrill Lynch（美林）公司所做的应急预案和适当的测试使得他们公司在9.11恐怖袭击后保持了业务的正常运行。Merrill Lynch是世界领先的金融管理和咨询公司之一。他们的总部位于世界金融中心内，处于原世贸大厦所在地的正对面。 Honey解释说，在几分钟的撤离期间，Merrill Lynch将他们的关键管理功能切换到了他们在新泽西的指挥中心。由于全企业的应急计划中预先指定了指挥中心，因此所有人员立刻就知道往哪拨入并传输信息。这就使得整个公司的全球办公室的业务处理保持正常。 案例2： 在通用汽车位于俄克拉荷马州（Oklahoma）的工厂，每周都要进行龙卷风演习。2003年5月8日，当龙卷风咆哮着穿过时，工厂中一千多名员工中没有一人受伤，也没有引起重大损失。当警报声响起时，员工就转移到地下的庇护区域，在那里等待解除警报。但当他们出来时，工厂西面的墙已经没有了。 * * * * 案例 March 17, 2000 – Ericsson vs. Nokia 10 Minute Fire in Albuquerque Philips Microchip Plant Pre Fire Ranking Nokia (32%) Ericsson (12%) On July 20, 2000, Ericsson reported that the fire and component shortages had caused a s