See it in action / Hurricane Beryl
From a port closure to a stronger business response.
Follow an industrial-equipment company from exposure through response and recovery. Select a site, change a planning assumption, and see how the remaining choices change after a supplier setback.
Historical Port Houston disruption. Illustrative company, contracts, decisions, and outcomes. No customer data.Loading the interactive example…
Detect
Which parts of our company and value chain are exposed, and to which hazards?
Map owned operations and external dependencies, including suppliers and sub-suppliers within your agreed coverage. Connect hazards to the sites, routes, systems, and customers they can affect.
DETECT / COMPANY RISK PROFILE
See risk from company to site.
Choose a hazard family, then inspect each site’s risk profile and connected dependencies.
This is a dependency share, not a company risk score. Multiple high-index sites can touch the same production units. Distribution and customer demand add no production capacity.
Natural and environmental
A damaged site or closed port can interrupt production and delay customer deliveries.
Example scope: Geometry · asset intersection · operating status. Highest site index, not an average.
| Site | Natural and environmental | Geopolitical and policy | Market, institutional, and stakeholder | Cyber and digital infrastructure |
|---|---|---|---|---|
| Shared resin supplierExternal | ||||
| Primary component supplierExternal | ||||
| Port Houston gatewayExternal | ||||
| Qualified backup supplierExternal | ||||
| Texas assemblyCompany | ||||
| Louisiana assemblyCompany | ||||
| Company distribution and inventoryCompany | ||||
| Industrial customerExternal |
Reading the risk profile
Higher site indices indicate greater priority for review. The family number highlights its highest assessed site index. “—” means not assessed, not no risk.
Company exposure shows the share of production connected to sites prioritized for review. Shared dependencies are counted once, so multiple exposed suppliers do not inflate production totals.
This illustrative 30-day profile demonstrates the views available to a manager. Indices are not event probabilities or financial loss. Explore Assess to see operational and financial consequences for the example company.
Explore a 30-day example risk profile. Site and hazard-family indices prioritize attention. Assess connects that exposure to operational and financial consequences.
DETECT / CONNECTED EXPOSURE
One disruption. Two production branches.
Follow Port Houston through suppliers, company sites and customer delivery.
Select a site or flow to inspect its dependencies.
Connected flows
Two assembly sites. One resin source. Geographic separation still leaves all 100 units/day connected to the same Tier 2 input. Opening company inventory · 200 units / 2 days.
One illustrative industrial-equipment company. 60 + 40 = 100 units/day baseline production. Geographic schematic of the example network. Supplier tiers are relative to this company. Site risk indices prioritize review and are neither probabilities nor monetary value at risk.
8 sites · 9 connected flows · supplier depth through Tier 2
Example inputs and event context
Historical context is Hurricane Beryl and Port Houston in July 2024. All company sites, supplier relationships, capacities and risk drivers shown here are illustrative planning inputs. Planning snapshot reviewed 14 October 2026.
Read the event sources · Open the company-level assessment
Shared resin supplier · Supports the modeled 100 finished-system equivalents/day
Tier 2 material supplier to the component supplier. A prolonged resin interruption can reach both the 60/day and 40/day assembly branches. A common upstream source creates concentration even when company production is split across sites.
Buffer: Upstream resin stock is unknown and is not added to company inventory.. Recovery: Supplier recovery timing is unknown. The common-source path is illustrative.. Substitutability: Low · material substitution requires qualification.
Example company locations, supplier relationships, and operating inputs.
Primary component supplier · 100 finished-system equivalents/day in the baseline
Tier 1 component supplier directly serving the company. Components arriving late reduce production after inventory buffers are consumed. Port access and upstream resin availability constrain component flow.
Buffer: Company opening inventory is 200 units / 2 days, counted once. No additional supplier stock is modeled.. Recovery: 5-day primary-flow interruption in the baseline planning scenario.. Substitutability: Conditional · qualified backup has limited available capacity.
Example company locations, supplier relationships, and operating inputs.
Port Houston gateway · Route gateway · no standalone production capacity
External transport gateway. A gateway interruption delays primary components and can propagate to both assembly sites. Beryl is the historical event context. This company network and outage duration are illustrative.
Buffer: Company opening inventory is 200 units / 2 days, counted once. No additional supplier stock is modeled.. Recovery: 5-day primary-flow interruption in the baseline planning scenario.. Substitutability: Conditional · alternate gateway needs confirmed routing.
Example company locations, supplier relationships, and operating inputs.
Qualified backup supplier · 25 units/day modeled available backup capacity, shared across both branches. Delivery needs confirmation.
Alternate Tier 1 component supplier. A confirmed supplier shift could reduce the component shortfall. Qualification alone does not prove available capacity or delivery.
Buffer: No automatic reservation or dispatch assumed. Recovery: Depends on reservation, transit and receiving capacity. Substitutability: Qualified in the example · allocation still requires confirmation.
Example company locations, supplier relationships, and operating inputs.
Texas assembly · 60 units/day · 60% of company baseline
Company production site. 60 units/day of baseline production is exposed to a sustained component interruption. Primary components and their shared Tier 2 resin source connect this site to upstream disruption.
Buffer: 200 units / 2 days of opening company inventory shared across the network, counted once. Recovery: After replenishment and receiving constraints clear. Substitutability: Limited · Louisiana capacity is already in the baseline.
Example company locations, supplier relationships, and operating inputs.
Louisiana assembly · 40 units/day · 40% of company baseline
Company production site. 40 units/day shares the same upstream material dependency as Texas. Geographic separation does not remove the common component and resin dependency.
Buffer: 200 units / 2 days of opening company inventory shared across the network, counted once. Recovery: After replenishment and receiving constraints clear. Substitutability: Limited · Texas capacity is already in the baseline.
Example company locations, supplier relationships, and operating inputs.
Company distribution and inventory · 100 units/day baseline flow · no additional production
Company distribution and finished-goods inventory. Inventory can bridge delivery gaps but cannot create replacement production. Both assembly branches converge here. Shared inventory must be counted once at company level.
Buffer: 200 units / 2 days of opening company inventory shared across the network, counted once. Recovery: Depends on production receipts and shipment scheduling. Substitutability: Conditional · repositioning needs transport and receiving capacity.
Example company locations, supplier relationships, and operating inputs.
Industrial customer · 100 units/day modeled demand
Downstream customer · supplier tiers do not apply. Delivery shortfalls may move order value beyond the planning horizon. Exposure depends on company totals, recovery timing and order-value assumptions, calculated in Assess.
Buffer: Customer inventory not modeled. Recovery: Tracks confirmed deliveries and backlog recovery. Substitutability: Customer alternatives are outside this case.
Example company locations, supplier relationships, and operating inputs.
Select a site to carry its dependency context into the assessment.
Assess
What is at stake for our operations and financial performance?
Estimate production interruptions, customer delays, and financial consequences. Compare disruption scenarios and see which assumptions make the difference.
Change a planning assumption to update this assessment and the response comparison together.
HOW THE DISRUPTION REACHES THE BUSINESS
Shared inputs connect both assembly sites.
Port restrictions affect a common input path. Inventory initially supports production. When it runs down, unfilled customer orders accumulate until supply and production can catch up.
Texas and Louisiana together produce 100 units a day. Site selection changes the dependency being inspected, not the scope of the company-wide financial total.
FINANCIAL CONSEQUENCES
Estimates use disclosed illustrative assumptions. Order value awaiting delivery is not treated as permanently lost revenue.Assess establishes what is at stake. Act helps choose what to do.
Act
How should we respond to protect business continuity?
Choose a feasible response by weighing continuity, cost, and recovery. As conditions change, reassess the remaining choices using actions already taken, spending committed, and the capacity still available.
Includes spending committed and incremental catch-up costs.
Follow your selected response through day 4, then see how a longer closure and reduced supplier capacity change the remaining choices.
Response timeline
What changed for this response
INSPECT A RESPONSE
COST AND CONTINUITY
Only this illustrative case changes. A response must meet the stated constraints before it can be recorded here.
Recovery has more than one date.
Restored access does not mean the production plan or customer backlog has recovered.
Production and outstanding orders
Daily production against 100 units of demand. The backlog carries forward until filled or canceled.
Selected response against continuation
Projected economic impact and priority orders on time from the same recorded day. Continuation keeps existing commitments and adds no new action.
Compare every response and constraint
| Response | Economic impact | Budget required | Priority continuity | Constraint result |
|---|
Inspect the daily operating record
| Day | Record | Production | Priority backlog | Other backlog | Closing inventory |
|---|
Business continuity, cost, and recovery stay visible throughout the response.
Learn
How can we use disruption experience to strengthen resilience?
Compare expectations with outcomes. Carry reviewed lessons about dependencies, capacity, and response effectiveness into preparation and mitigation across the value chain.
EXPECTATION AND UPDATED OUTLOOK
Trace the change in your response path.
Choose and record a response, then apply the dated day-4 update to see its forecast change.
FORECAST ATTRIBUTION
Which assumption moved the outlook?
Illustrative counterfactuals hold the recorded first four days and response commitments fixed. The interaction is the part that cannot be assigned to either change alone.RETURN THE LESSON TO PREPARATION
Test a costed next-cycle change
Compare the same seven-day closure and 20-unit supplier capacity with your selected response actions in both scenarios. Extra opening inventory is a planning assumption for a new cycle, not a retroactive change to this one.
This illustrative review changes only the next-cycle comparison. Your current response and recorded history stay available in Act.
About this illustrative example
This interactive example combines the historical Port Houston disruption with a fictional industrial-equipment company. Its scenario results show the operational and financial trade-offs across different responses. Change the planning assumptions, follow a dated update, and test a next-cycle preparation choice.
Risk indices support comparison and are not probabilities or monetary loss estimates. Responses remain subject to the displayed constraints and a manager’s approval.
Read the Research and Evidence Guide →Make it relevant to your business
Which disruption decision would you make differently?
Bring a critical supplier, route, or production dependency. Explore what is exposed, what is at stake, and which response choices your team needs to compare.