Introduction Globalisation and the expansion of international trade have significantly increased the volume of world trade. This development has seen the volume of international shipping increase yearly. Now, new business practices such as outsourcing, lean manufacturing, and just-in-time inventory (among others) form the conventional business paradigm. Through the adoption of these new business paradigms, organisations have found themselves increasingly stretching their supply chains. Unfortunately, this growth brings new challenges and risks. These challenges and risks often lead to supply chain disruptions that can significantly affect a company’s bottom-line by reducing revenues, reducing market share and inflating operational costs (among other business setbacks) (Stanley 2008). A past FM global study sampled 600 executives around the world who identified supply chain disruptions as the greatest threat to their revenue incomes (Bosman 2006, p. 2). Supply chain risks for operating in the global market have also been investigated by professors from Georgia Institute of Technology and the University of Western Ontario who explained that organisations could take up to two years to recover from disruptions brought by supply chain risks (Bosman 2006, p. 2). Even with such statistics, some managers do not understand that the changing nature of the business environment (brought by globalisation) has brought new dynamics in their business risk profiles. Unfortunately, managers who recognise the new changes in their business risk profiles still operate under the mistaken belief that they are helpless to the new supply chain risks brought by globalisation (Bosman 2006). This paper explores the dynamism that globalisation has brought on supply chain management by identifying new risk elements that international trade poses to global businesses. This report also highlights risk dimensions, best practices, critical issues, challenges, and trends in international supply risk management. Preliminary Information about Risks It was easy to contain risks at the start of the industrial revolution. However, with the onset of globalisation (in the eighties), it has been difficult to contain such risks. As mentioned in earlier sections of this paper, the supply chain process has been affected in this regard. Risk profile changes have especially been informed by the quest for international companies to seek the cheapest markets for developing their products and services (Stanley 2008). It is therefore unsurprising that global corporate giants such as Apple Inc. outsource some of their business processes to Asia and ship back their products to America and other parts of the world. With expanded supply networks, companies have paid dearly for the increase in supply perils. As mentioned in earlier sections of this paper, some managers have accepted these new risks as a new cost of doing business, while others ignore them as ordinary business risks. A past study that surveyed 800 corporations that suffered supply chain risks (between 1989 and 2000) reported a 30% – 40% lower stock return among these companies (compared to the average industry standard) (Bosman 2006, p. 3). This statistic was true, regardless of the type of industry an