Prepare an individual report on the following: . Suggest suitable supply chain strategies to make food network resilient from similar (human-made or environmental) disruptions in the future

Prepare an individual report of 2000 – 3000 words (this does not include the list of references) on the following:
1. Select any past disruption in the food and drinks sector as a case example
and identify potential risk sources/drivers. Classify identified risks for further analysis (20% weightage).
2. For the selected disruption case in food and drinks sector, explain the
phenomenon of ‘ripple effect’ in food supply chain network. Use case
study on Japan Tsunami 2011 for reference1 (20% Weightage).
3. For the selected disruption case in food and drinks sector, discuss some of
the risk mitigation approaches followed by the firm/organization to overcome the impact of disruption (25% weightage).
4. Suggest suitable supply chain strategies to make food network resilient
from similar (human-made or environmental) disruptions in the future
(25% weightage).
5% weightage for abstract and introduction to selected case and 5% weightage for a general presentation of the report. Please include references to any articles/websites that you use.
Please run by me what kind of disruption and what kind of food or drink product you want to select so I can confirm it, please do not choose anything or start writing before running it by me. Also please choose something that
something that you can find a lot literature on. The disruption and case study has to be more recent from the year 2000 onwards, and preferably an environmental disruption. The paper is about supply chain resilience so please look into procurement, triple bottom line, demand and supply side of risk,
fishbone diagram, and risk mitigating strategies in the supply chain.
Selected case study- Japan Tsunami 2011 Ghadge, A., Dani, S., & Kalawsky, R. (2011). Systems thinking for modeling risk propagation in supply networks. In IEEE International Conference on Industrial Engineering and Engineering Management, pp. 1685-1689.