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Software and Templates

BCP for Manufacturing & Distribution

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Business Continuity Program for
Manufacturing and Distribution on CD-ROM,
by Douglas Henderson. 2008, 1,150 pages.
By Douglas M. Henderson, FSA, CBCP

- Have Critical Revenue-Generating Operations been Thoroughly Analyzed?

- Is Your Plan Designed Specifically for a Manufacturing or Distribution Business?

- Is Your Plan Limited to Information Technology Planning?

- Do All Departments have Adequate Plans in Place?

If the answer to any of these questions is "no" or "unsure," then this planning template can

This Comprehensive Business Continuity Plan is a complete template specifically designed
for a manufacturing and/or distribution business with 1,150+ pages on CD-ROM that includes
advice for all development steps from the Information Collection Process, through the
Business Analysis, to the actual Business Continuity and Crisis Response documentation
and finally with assistance for the ongoing exercising and maintenance process.


- How can we protect our business assets?
- How do we recover business operations?
- How do we assist our employees?
- How do we respond to an emergency?
- What are the priorities?
- What actions do we take first?
- How do we get started?
- Where do we begin?
- How do we collect data?
- What analysis do we need to perform?

This comprehensive Business Continuity Program for Manufacturing & Distribution identifies
Step by Step Solutions to these and other important questions. It contains a considerable
amount of standard language that enables the user to easily review and edit text. It guides
the user (with 'Author's Notes' and 'Sample Reports & Plans') to create a comprehensive
program for your company.

All files use Fill-In-The-Blank format and Microsoft Word Templates that are EASY TO

follows professional standards as recommended by the Disaster Recovery Institute
International, Business Continuity Institute Good Practices Guide, NFPA 1600 Standard on
Disaster/Emergency Management and Business Continuity Programs as well as industry
best practices.

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What files are included with the templates?

1. DMI.ReadMe.doc - Introduction, user & copyright information

Business Impact Analysis Files
1. InformationCollectionChecklists.doc - Forms for gathering information about the
business & physical environment
2. BusinessUnitQuestionnaire.doc - Forms to gather information about the activities of
the operational groups and support departments within the business
3. BusinessUnitQuestionnairebyWorkshop.doc - An alternate approach to collect
information by workshop rather than by individual manager meetings
4. DMI.BIA.Manufacturing.doc - The Business Impact Analysis (BIA) template that is
designed to become the actual BIA for your company
5. BIA.AlphaManufacturingIndustries.doc - A sample completed BIA for a hypothetical
manufacturing business with two manufacturing plants
6. BIA.NorthAmericanParts&Services.doc - A sample completed BIA for a hypothetical
distributor of manufactured parts
7. BIA.GammaWidgetMakers.doc - A sample completed BIA for a hypothetical
manufacturing business with a single facility and a sales force that sells products directly to
the public

1. DMI.BCP.Manufacturing.doc - The Business Continuity Plan (BCP) template that is
designed to become the actual BCP for your company
2. BCP.AlphaManufacturingIndustries.doc - A sample completed BCP for a hypothetical
manufacturing business with two manufacturing plants
3. BCP.NorthAmericanParts&Services.doc - A sample completed BCP for a
hypothetical distributor of manufactured parts
4. BCP.GammaWidgetMakers.doc - A sample completed BCP for a hypothetical
manufacturing business with a single facility and a sales force that sells products directly to
the public

1. BusinessUnit.Responsibilities.doc - The identification and assignment of
responsibilities to the business units
2. BusinessUnitPlan.UpdateInstructions.doc - Guidelines for updating the Business Unit
3. CommunicationsPlan.doc - A plan to maintain communications with employees,
clients, news media and other interested parties
4. FacilitiesPlan.doc - Special building protection and recovery planning for the
Facilities Department
5. Finance&AccountingPlan.doc - A plan to maintain critical financial support for the
Finance & Accounting Department
6. HumanResourcesPlan.doc - A plan to maintain critical employee support services for
the Human Resources Department
7. InformationTechnologyPlan.doc - An comprehensive Disaster Recovery Plan outline
for critical technology support services for the IT Department
8. SalesMarketing.doc - A plan to maintain new business, sales and customer service
operations for the Sales & Marketing Department
9. Security.doc - A plan to maintain security before, during and after a disaster
10. ManufacturingPlan.doc - A plan to protect manufacturing equipment and maintain or
rapidly restore manufacturing operations
11. Research&DevelopmentPlan.doc - A plan to maintain or rapidly restore R&D
12. SupplyChainManagementPlan.doc - A plan to maintain or rapidly restore
business-wide process flows
13. WarehouseOperationsPlan.doc - A plan to protect inventory and maintain or rapidly
restore shipping & receiving operations
14. BusinessUnitPlan.doc - An template of a plan for other Business Units

1. DMI.CRMP.Manufacturing.doc - The Crisis / Risk Management Planning template
that is designed to become the actual CRMP for your company
2. HurricaneFloodPlan.Manufacturing.doc - A special hurricane and flood plan
supplement for businesses that face a serious hurricane or flood threat
3. PandemicPlan.Manufacturing.doc - A special plan to address the unique nature of a
pandemic outbreak threat
4. EmergencyResponsePlanEmployees.Manufacturing.doc - An Emergency Response
Plan for distribution to your employees
5. FamilyDisasterPlan.doc - An emergency plan of action for employee families

1. BonusFiles.doc - Articles, personal planning information, etc. files of educational

In summary, 31 files, over 1,150 pages plus Bonus Files!

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Executive Commitment

Before any project can commence and have a reasonable chance of success, a commitment
must be secured from the highest levels of the organization. A 'Management Committee' (or
'Steering Committee') with significant senior management level participation needs to be
assembled. Within the Management Committee an executive level individual needs to be
placed in charge of the entire project. A management level individual needs to be designated
as the 'Project Manager' to develop the actual documentation. Sufficient authority and
resources will have to be allocated to the entire project for it to be successful.


In order to develop and maintain a comprehensive Business Continuity Management
Program, Disaster Management, Inc. suggests a multi-project approach that parallels
industry best practices as follows:

Project 1 - After a commitment from management has been made; this first step involves the
Collection of Information needed to complete the necessary projects.

Project 2 - The development of a Business Impact Analysis (BIA). The BIA will include an
assessment of the natural and man-made risks that face the business. The BIA will also
analyze the recovery priorities and set objectives for the entire program.

Project 3 - The development of a central or overarching plan or Business Continuity Plan
(BCP) for the business.

Project 4 - The development of a Crisis / Risk Management Plan is needed to define
emergency actions to respond to actual specific emergency situations.

Project 5 - The development or update of the Information Technology Plan needed to maintain
the systems and communication capabilities of the business.

Project 6 - The development or update of the plans in place for the operational groups and
support departments or the Business Unit Plans needed to maintain critical operational

Project 7 - Involves the Implementation of the entire program.

Project 8 - Involves the Exercising, Training and Ongoing Requirements of the entire program.

Additional detail regarding these projects follows.

Project 1 - Collection of Information

In order to assemble the information necessary to complete the planning process, the
following action steps should be taken:

1. Develop and confirm the details and projected timetable for the entire project.
2. Conduct a site inspection and gather information about the overall business.
- Identify risks & exposures
- Review safety & security issues
- Identify the level of planning in the technology area
3. Meet with representatives from each major 'business unit' (the support departments,
operational groups and other defined entities that comprise the business) and assess the
current level of planning.

Project 2 - Business Impact Analysis (BIA)

It is important to note that the Business Impact Analysis (BIA) is not a planning component;
rather the BIA establishes the guidelines (or 'road map') for the development of the BCP and
related plans. The BIA is a report subject to executive management review and approval.

An important component of the BIA is an evaluation of the natural and manmade risks that
threaten the organization. This is referred to as a Risk and Vulnerability Analysis and this
analysis is included as part of the BIA.

All critical areas of the business that must remain operational or rapidly recover for normal
activities to continue need to be identified. It is widely acknowledged that it is not practical
for most organizations to rapidly restore all normal operations following a disaster. Therefore,
a key component of the BIA is to establish and prioritize critical operations. For most
businesses, critical operations are either revenue-generating operations or activities that
directly support revenue-generating operations. Critical operations are also time sensitive -
the loss of these capabilities will have an adverse financial impact in the very short term. For
each critical operation a Recovery Time Objective (RTO) is established.

Once critical operations, process flows and interdependencies are identified, strategies can
be developed to ensure their ongoing function or rapid restoration. The BIA develops strategic
solutions to respond to potential disasters. Solution strategies focus on the maintenance
and restoration of critical services and/or products and do not necessarily attempt to replicate
existing procedures.

The BIA also reviews the level of existing planning both in the Information Technology
department and throughout the other business units. Recommendations regarding additional
planning or improvements to existing procedures are identified.

Project 3 - Business Continuity Plan (BCP)

The Business Continuity Plan (BCP) will develop the details of the response to a disaster
situation by the business. This is the overarching plan for the business and defines the
overall actions of the organization during an emergency. The central focus of a good BCP is
to identify and develop solutions to maintain or rapidly restore critical operations. Other
objectives of the BCP are to prevent manmade disasters, minimize the disruption of business
operations, mitigate damages, minimize legal exposures, comply with industry best practices
and assure the safety of employees and other individuals.

The Business Continuity Plan (BCP) is intended to establish policies, procedures and
organizational structure for response to emergencies that are of sufficient magnitude to cause
a significant disruption of the functioning of all or portions of the business. The BCP is the
official plan of the business and describes the roles and responsibilities of support
departments, operational groups and personnel during emergency situations.

Project 4 - Crisis / Risk Management Plan (CRMP)

Crisis response planning addresses the action steps to be taken to respond to specific
disaster events. The central focus of crisis response planning is first life safety and second
asset protection.

Planning should address all specific disasters of significance as identified in the BIA.
Planning includes steps to prepare for foreseen events (generally weather related events),
actions to be taken during the event (almost entirely life-safety-steps) and recovery after the
event. Recovery planning includes a time-phase process after a major disaster where there is
significant damage and the general environment also will likely be dangerous.

Project 5 - Information Technology Plans

The Information Technology Plan ('Disaster Recovery Plan') includes the need for planning in
the following areas:

- Project 5A - Critical Data Management. This is a formal plan to secure, classify and
retrieve electronic information and critical applications.
- Project 5B - Data Center Recovery. This is a formal plan to reconstruct systems &
communication centers.
- Project 5C - Alternate Site Plan. Management determines the type of Alternate Site
Plan that is needed based on the established recovery time objectives, levels of service
degradation and the response that is cost justified.
- Project 5D - Information Security Plan. The need for additional Information Security
Planning is based upon management's objectives, audit requirements, costs, and the
effectiveness of existing controls.

Project 6 - Business Unit Plans

The operational effectiveness of the entire Business Continuity Management Program will be
dependent on the proper actions being taken by all organizational business units (the
business's operational groups and support departments). The Business Continuity
Management Program will define the goals and objectives of each business unit. Templates
for Business Unit Plans are provided for critical support departments.

Project 7 - Implementation

Implementation includes the dissemination of information to the management team and to all
employees. Implementation also includes the actual assembly of all materials, contracts,
subcontractors, etc. (as specified in the plan) that are necessary to be in place and ready in
an emergency situation.

Project 8 - Exercising, Training and Ongoing Requirements

Although the entire Business Continuity Management Program is completed it is never
finalized. Periodic testing (or 'exercising'), training and update are required to maintain the
effectiveness of the plan. Meeting of the key teams should take place several times a year.
The BCP documentation defines maintenance and update procedures.

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Douglas M. Henderson, FSA, CBCP, President of Disaster Management, Inc., has 20 years
of experience in management with major consulting firms. In August of 1992, Doug was the
key associate of the Emergency Response Team for a consulting firm located in South
Miami-Dade County. Inspired by the real life business experience with Hurricane Andrew and
concerned about the lack of preparation within the business community, Doug founded
Disaster Management, Inc. in 1993.

Doug has a Bachelor of Science Degree in Mathematics from the University of Arizona. His
professional credentials include FSA - Fellow, Society of Actuaries and CBCP - Certified
Business Continuity Professional. Doug is also a member of FEPA (Florida Emergency
Preparedness Association), the editor of DisasterALERT!, a member of the Miami-Dade
Terrorist Mitigation Committee, the author of the book Is Your Business Ready for the Next
Disaster? and numerous planning templates.

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2008, CD-ROM, 1150+ pages.
ISBN #1-931332-52-5 (978-1-931332-52-1)
Order #DR830
Rothstein Associates Inc., Publisher.

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