Is supply chain risk management only about suppliers?

No. Demand variability and internal planning processes are equally critical. Supplier collaboration is key but is it not enough on its own. The most damaging risks usually emerge from the interaction of several factors: variable demand combined with rigid safety stock rules, or unreliable lead times combined with point-estimate forecasts. Treating risk management as a supplier-only discipline leaves the internal half of the problem unaddressed, which is where many shortages and excess stock situations actually originate. A complete approach models demand uncertainty, lead time variability and supplier behavior together, so the planning system protects service level against the full range of disruptions rather than only the supplier-driven ones.