Protect the continuity of manufacturing operations.
A continuity plan should look beyond physical repairs. For manufacturing, recovery can depend on production, machinery, raw materials, finished products, quality control, suppliers, utilities, distribution, and customer contracts, as well as timely access to people, data, equipment, suppliers, utilities, and customers.
Recovery dependencies to map
- Critical machines, utilities, suppliers, and production bottlenecks
- Equipment lead time, installation, calibration, and qualification
- Alternative manufacturing, tooling, warehousing, and distribution
- Customer prioritization and supply-chain communications
Values and timelines to test
- Buildings, machinery, tooling, stock, and work in process
- Custom-equipment replacement and installation cost
- Business income by product line and facility
- Property of customers, molds, dies, and mobile equipment
Questions to resolve
- Building repair time treated as full production recovery time
- Custom equipment and dependent suppliers overlooked
- Product liability details too general for the actual end use
Frequently asked questions
Why can the recovery period exceed the repair period?
Permitting, equipment lead time, installation, testing, supplier delays, staffing, customer communication, and the return to normal revenue can continue after physical repairs are complete.
What should manufacturing review after a major change?
Locations, operations, values, payroll, vehicles, contracts, vendors, revenue, and controls should be revisited when the business changes materially rather than waiting automatically for renewal.
These planning points are general and are not a guarantee of coverage, pricing, eligibility, or loss prevention. Actual policy language, underwriting requirements, and available terms control.