Distribution cooperative turns untested continuity beliefs into tabletop-tested recovery plans in eight months
A national foodservice distribution cooperative. Outcome verified
The problem
A national foodservice distribution cooperative promised the stores it delivers to daily that they would never run out, yet could not say how it would keep trucks moving if a core system failed. Continuity knowledge lived in a few heads, and beliefs about cloud failover and manual routing had never been tested.
Why it mattered
A disruption could hit thousands of stores at once, and leadership could not say how long an outage could be tolerated or who could declare a failover.
What we did
Vizius ran a gap analysis, then turned the top findings into a 14-week remediation program: a business impact analysis, continuity procedures written with the people who would run them, and governance naming who may declare a disaster. Every assumption was tabletop-tested and either verified or converted into an owned decision.
What changed
In eight months every top-tier system had documented triggers, owners and a recovery path, with roughly 120 dependencies mapped and two named people on each. The first tabletop moved the continuity trigger from hour 12 to hours 2 to 3 and exposed a record-keeping gap; both were fixed.
- Logistics and distribution
- Large company
- NIST SP 800-34