Consumer brands grow in the same emerging markets where supply chains break, sourcing controversies surface, and a boycott can spread overnight. Force Majeure exercises that exposure on your real footprint, on a quarterly cadence, and writes the result up for the board.
A consumer goods company carries exposures a generic tabletop barely reaches: a supplier or logistics failure in an emerging sourcing market, an input or commodity shock that strands a product line, a sourcing or labor controversy that turns into an activist campaign, and a consumer boycott that jumps from one market to the next. The places where FMCG growth comes from are also where community license is hardest to hold, and each of these scenarios tests judgment across brand, supply chain and the board at the same time.
Scenarios are built against your sourcing regions, manufacturing and co-packing sites, distribution corridors and priority consumer markets, not an off-the-shelf drill.
Refresh the scenario set at low marginal cost as supplier conditions, input prices and reputational pressure shift through the year.
Every exercise is scored on a published rubric and written up as a board-ready after-action report you can put in front of your audit and risk committee.
A generic crisis drill leans on made-up incidents and runs once a year. Force Majeure is built from documented field cases, the kind in the authors' casebook, then generated against your own supply chain and markets and refreshed each quarter. It spans supplier and logistics disruption, input and commodity shocks, sourcing controversies, activist and boycott pressure, and the community license that decides whether a brand keeps operating in a growth market. The judgment inside it was pressure-tested in the hardest markets on earth, calibrated to the authors' 2021 Harvard Business Review study, which found community-embedded firms were about three times more likely to stay profitable and nine times more likely to survive a crisis.
We are glad to map the exercise against your existing resilience and brand-risk programme, and pricing follows discovery.
See the enterprise briefing →Yes. A short discovery captures your sourcing regions, manufacturing and co-packing sites, distribution corridors and priority consumer markets. Those become a scenario set built against your real footprint, spanning supplier and logistics disruption in emerging markets, input and commodity shocks, and the reputational and community events that move a brand.
Yes. Consumer brands carry exposure a generic drill misses: a sourcing controversy, a labor or community grievance in a producing region, an activist campaign or a consumer boycott that spreads across markets. Force Majeure runs those as decision-forcing scenarios across brand, supply chain and the board, and writes the result up.
The simulation is built from documented field cases, the kind in the authors' casebook, rather than invented scenarios. The judgment inside it was pressure-tested in the hardest markets on earth, calibrated to a 2021 Harvard Business Review study by the authors, then generated against your own footprint.
See the full FAQ, the wider case for geopolitical risk training, or the book behind the simulation.
Tell us your sourcing regions, supply chain and priority consumer markets. We reply with a scoped brief.
Tell us your sector, footprint, and objective.
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