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Supply chain risk management is a critical strategic activity that should take center stage in the decision making of any corporation. Too often it is relegated to the discretion of functional managers or business unit heads with little overall coordination. While corporations have learned much from employees involved in security as well as their own supply chain disruptions, such knowledge is not always transmitted to the top leadership level and is frequently left out of the strategic decision-making process. The potential price for such neglect can be very high.