In April, Sourcing Champions, in collaboration with Ivalua and Altares Dun & Bradstreet, hosted the Amstel Procurement Café under the theme “Navigating Volatility with Reliable Data.”
During this workshop, we explored how procurement teams can improve disruption mitigation by taking a proactive approach to scenario planning, supported by reliable data. Below is a recap of the session.
Workshop set-up
Participants were introduced to a fictional pasta sauce company, AmstelSaus. Taking on the role of category managers, they worked through a series of information sources including emails, news updates, weather alerts, and social media posts to build a complete picture of the risks affecting their supplier. Some teams also received actionable, high-quality data from Altares Dun & Bradstreet and Ivalua.
By the end of the workshop, participants were required to decide on the best course of action to mitigate the risk before it materialized. Not surprisingly, all group of experienced procurement professionals identified the most effective option, choosing to build a strategic buffer stock of tomatoes while safeguarding customer trust.
Key Takeaways
1. Data Cuts Through the Noise
We operate in a high-signal, high-noise world. However, Not all signals are equally credible and relying on headlines or anecdotal information can easily lead to reactive, misinformed decisions.
Just like how the teams with Ivalua and Altares Dun & Bradstreet data arrive at the complete scenario and action plans more confidently, structured, reliable data should be the foundation of decision-making. It enables organizations to:
- Identify real risk drivers instead of distractions
- Prioritize actions based on evidence, not perception
- Maintain clarity even during periods of uncertainty
In conclusion, the companies that outperform are not the ones reacting fastest, but the ones reacting most accurately.
2. Scenario-Based Mitigation Is the Key to Resilience
Disruptions may feel unpredictable, but many follow familiar patterns. Whether it’s geopolitical tension, supplier instability, or economic shifts, these risks often leave signals before they fully materialize.
By leveraging data to understand:
- where supply chains are most exposed
- which risks are most likely to occur
- and how severe the impact could be
organizations can proactively design scenario-based mitigation strategies.
The set up of the workshop reflects this, by mapping risk and planning scenario 2 weeks in advance of the disruption, the strategy moves from reactive crisis management to planned, strategic response, mapping risks in advance and defining what actions to take when specific scenarios unfold.
3. Some Risks Can’t Be Fixed, Only Managed
Not all risks can be eliminated in real time, just like the cyber security risk introduced in the workshop. Certain categories, such as macroeconomic shifts or geopolitical events, require a different mindset.
Instead of trying to “solve” these risks instantly, organizations should focus on preparedness:
- Ensure continuity plans are in place
- Maintain resilience buffers (e.g., alternative suppliers, inventory strategies)
- Avoid overreacting to low-credibility signals
Strong organizations recognize the difference between controllable risks and uncontrollable ones, and allocate their efforts accordingly.
