These linkages form a network of inter-dependencies that must be clearly understood and managed to ensure operational resilience during disruptions.
This section explores the concept of inter-dependencies within and outside the organisation, focusing on the internal and external relationships that support the continuity of critical business functions.
It emphasises the identification of upstream, downstream, and mutual dependencies, as well as their implications for business continuity and crisis management planning.
Through structured documentation and mapping of these dependencies, organisations like Bandtree can enhance coordination, reduce vulnerabilities, and improve their overall readiness to respond to crises or operational disruptions.
Table P5: Inter-Dependencies for CBF-1 to CBF-8
|
|
|
|
|
Type of Dependency |
|
||
|
CBF |
Sub-CBF |
Sub-CBF code |
Name of Business Unit or Vendor/ Supplier/ Outsource Partner |
Inter-nal |
Exter-nal |
Up-stream-Down-stream |
Description of the Nature of Dependencies |
|
CBF-1 |
Property and Facility Maintenance Management |
1.1 |
Internal Maintenance Team, External FM Vendors |
Yes |
Yes |
Mutual Dependency |
Operations are mutually dependent; the internal team oversees maintenance while external vendors provide specialised services. |
|
CBF-1 |
HSSE Compliance |
1.5 |
HSSE Unit, Regulatory Agencies |
Yes |
Yes |
Mutual Dependency |
Compliance requires input from both internal and external parties; non-compliance affects both. |
|
CBF-1 |
Energy and Utilities Management |
1.6 |
Utilities Providers |
No |
Yes |
Upstream Dependency |
Bandtree relies on these providers for essential services, such as electricity, water, and gas. |
|
CBF-1 |
Emergency and Incident Response for Facilities |
1.7 |
Emergency Response Team, Fire Dept, and Police |
Yes |
Yes |
Mutual Dependency |
A coordinated response requires a mutual flow of information. |
|
CBF-2 |
Facility Maintenance & Engineering |
2.1 |
HVAC Contractor |
No |
Yes |
Upstream |
Supplies routine maintenance reports and schedules. |
|
CBF-2 |
Building Security & Surveillance |
2.2 |
Security Operations Unit, External Security Vendor |
Yes |
Yes |
Mutual |
The internal unit shares incident logs, and the external vendor conducts patrols. |
|
CBF-2 |
Utilities Management |
2.3 |
Utilities Supervisor, Power & Water Suppliers |
Yes |
Yes |
Upstream / Downstream |
Upstream internal dependency with the Utilities Supervisor for consumption data and a downstream external dependency with Power & Water Suppliers, who send invoices and outage alerts. |
|
CBF-2 |
Emergency Response & Incident |
2.4 |
Crisis Response Team, Local Fire & Ambulance Services |
Yes |
Yes |
Mutual |
Mutual internal dependency with the Crisis Response Team for incident alerts and a mutual external dependency with Local Fire & Ambulance Services for coordination. |
|
CBF-6 |
IT Infrastructure & Network Management |
6.1 |
ICT Department, External Managed Services Provider |
Yes |
Yes |
Mutual |
Relies on internal and external support for network uptime and security. |
|
CBF-6 |
Data Management & Analytics |
6.2 |
All Business Units, Data Analytics Vendor |
Yes |
Yes |
Upstream |
Depends on accurate data input from all units and external analytics services. |
|
CBF-6 |
Cybersecurity & Information Security |
6.4 |
IT Security Unit, Managed Security Services Provider |
Yes |
Yes |
Mutual |
Relies on internal teams and external providers for threat detection and prevention. |
|
CBF-6 |
Document & Records Management |
6.5 |
All Business Units, Records Management System Vendor |
Yes |
Yes |
Mutual |
Requires all units to adhere to records management policies and depends on external systems for storage. |
|
CBF-8 |
Emergency Procurement |
8.8 |
Emergency Response Vendors |
No |
Yes |
Downstream |
Has a downstream external dependency on Emergency Response Vendors for rapid sourcing during disruptions. |
Understanding and documenting inter-dependencies is not merely an administrative task—it is a strategic imperative for resilient operations.
By clearly identifying the internal and external entities that a critical business function depends on—or which depend on it—organisations can proactively manage risks, establish contingency measures, and streamline recovery efforts.
This section outlines how interdependencies should be categorised, analysed, and maintained as part of the broader business continuity and crisis management framework.
By integrating these insights into continuity planning, organisations can reduce the cascading impacts of disruptions and foster stronger collaboration across all supporting functions and partners.
To learn more about the course and schedule, click the buttons below for the BCM-300 Business Continuity Management Implementer [BCM-3] and the BCM-5000 Business Continuity Management Expert Implementer [BCM-5].
|
Please feel free to send us a note if you have any questions. |
||