Access credible government and economic resources that help leaders identify supply-chain pressures, logistics constraints, critical dependencies, technology risks, and emerging vulnerabilities that could affect organizational readiness and continuity.
Best for: Strategic supply-chain resilience, critical-sector vulnerability analysis, and understanding broader national and international supply-chain risks.
What it provides: The Supply Chain Center combines industry expertise, government data, analytical tools, targeted supply-chain assessments, and collaboration with domestic and international partners. Its work focuses on identifying vulnerabilities and strengthening selected critical supply chains.
Who may find it useful: Emergency managers, continuity planners, government leaders, critical-infrastructure organizations, healthcare systems, manufacturers, economic-development officials, and private-sector resilience professionals.
How it may support preparedness decisions: Helps organizations recognize critical dependencies, consider potential shortages or disruptions in planning assumptions, identify sectors that may require additional resilience measures, and inform continuity, resource-management, and risk-reduction priorities.
Best for: Understanding freight movement, transportation capacity, port activity, cargo flow, and logistics-system conditions within the United States.
What it provides: FLOW is a public-private partnership that develops a forward-looking view of U.S. supply-chain conditions using aggregated information from importers, carriers, ports, terminals, railways, and other logistics stakeholders. Some detailed information is limited to participating organizations.
Who may find it useful: Transportation agencies, logistics providers, ports, manufacturers, retailers, critical-infrastructure operators, procurement officials, emergency managers, and organizations dependent on reliable freight movement.
How it may support preparedness decisions: May help organizations anticipate transportation bottlenecks, cargo delays, port congestion, capacity limitations, and shifts in freight movement, supporting alternate routing, resource staging, supplier coordination, inventory adjustments, and continuity planning.
Best for: Cybersecurity, software, communications, information technology, operational technology, and technology-vendor supply-chain risks.
What it provides: ICT supply-chain risk-management guidance, assessment resources, recommended practices, and public-private initiatives designed to identify and reduce security risks throughout technology supply chains.
Who may find it useful: Cybersecurity teams, information-technology leaders, emergency managers, procurement officials, critical-infrastructure operators, public-safety agencies, healthcare systems, government organizations, and organizations that rely on third-party technology providers.
How it may support preparedness decisions: Helps organizations evaluate technology vendors, identify concentration and dependency risks, strengthen procurement requirements, prepare for vendor or software disruptions, and incorporate cyber supply-chain failure into continuity plans, exercises, and risk assessments.
Best for: Monitoring current and emerging pharmaceutical supply disruptions that may affect healthcare operations and continuity.
What it provides: Current and resolved drug-shortage information, discontinuations, shortage status, and related FDA supply-availability resources.
Who may find it useful: Healthcare organizations, emergency managers, pharmacy and clinical leaders, public health agencies, continuity planners, procurement teams, and healthcare coalitions.
How it may support preparedness decisions: Helps organizations anticipate medication availability challenges, evaluate continuity implications, inform procurement and conservation strategies, and incorporate pharmaceutical shortages into planning and exercises.
Preparedness Use Note
No single public resource provides real-time monitoring of every supplier, commodity, transportation route, technology provider, and critical dependency. Organizations should use these resources together with internal procurement information, vendor communications, sector-specific intelligence, emergency-management situational awareness, and continuity-planning processes.
Supply-chain information should be treated as a decision-support input rather than a prediction. A change in national or global conditions may justify closer review, but preparedness decisions should also consider the organization’s specific suppliers, inventory levels, alternate sources, operational dependencies, and tolerance for disruption.
