Risk analysis focuses all too often only on direct threats. The classic domino effects linked to supply chains include 

Most companies only examine the most direct risks facing a company and tend to neglect secondary risks that can have an even greater impact.

Considering the impact of a risk on a company and how it propagates through the valued chain can help management think through the change. For example, the risk posed by carbon regulation on the aluminum industry.

The most complex domino effect is the responses from customers.

Indirect risks can also hide in distribution channels. It may include the inability to reach the end customers, new distribution costs or redefined business models. 

All differences in business models can create the potential for competitive risk exposure. This does not mean that a company should imitate its competitors, but that it should consider the risk when they have different strategies.