Business networks and supply chains tend to be broad, complex, interlinked and several tiers deep, so knowing the supply chain and the risks it could bring is essential. Guidance: during the impact analysis, examine with the suppliers concerned the supply chains that prioritized activities rely on, and ask suppliers to pass the results on to their own suppliers; base the supply chain analysis on criteria the organization sets to give a common way of judging how far it relies on the supply chain and on individual suppliers, so as to know how long finding alternatives would take. Assurance on suppliers' and partners' continuity can come from continuity requirements in tenders and contracts, periodic audits of suppliers' plans, review of their exercise and maintenance programmes and joint continuity exercises; outsourcing a product, service or activity leaves the organization accountable for it; where prioritized activities or continuity solutions rely on a supplier's products or services, the organization assesses that supplier's continuity, for instance through exercise results, to be sure the supplier's arrangements for them work; and effort can go first to the suppliers whose failure would most likely disrupt prioritized activities.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.