SCCM only works when it is built into processes the organization already runs. A supplier contract passes through acquisition, operation, review and then renewal or termination; signing or renewing is when the organization can shape the supplier's future conduct through contract terms or service levels, whereas long commitments and costly switching move bargaining power toward the supplier and make its conduct harder to change. Analysing the supply chain (5.4) shows which relationships matter most and where SCCM is needed and possible (Figure 2). Embedding rests on prerequisites (top management commitment so that SCCM forms part of the BCMS, 5.2; spreading business continuity principles along the chain to raise awareness and effectiveness, 5.3; analysing the continuity requirements found in the BIA and assessing the risks to the organization, 5.4) and on execution (choosing SCCM strategies and solutions, 6.2; checking whether priority suppliers meet continuity expectations and that their contracts carry the agreed measures, 6.3; setting contractual obligations that satisfy the organization's requirements, 6.4; reviewing and updating the requirements agreed with each supplier, 6.5).
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.