10/24/2022 0 Comments How to open critical ops youtube![]() Increased border controls and customs regulations result in longer wait times, and lack of capacity for long-haul and last-mile fulfillment create extreme challenges.Īs a result, organizations are accelerating their digital transformations with logistics businesses starting to introduce capabilities like real-time order monitoring, end-to-end inventory visibility, and super-reverse logistics experiences.īut businesses can also use this opportunity to reset their operations with digital capabilities and renew logistics operating models to increase operational efficiency and effectiveness. There are three key focus areas:ĬOVID-19 is disrupting distribution on a global scale. What’s next? Three key actions for supply chain planning from now onĬompanies have an opportunity to use this challenging period to discover where investments are needed, evolve the supply chain planning function, and reposition the organization for growth once economies rebound. Evaluate supply chain scenarios: run simulations to predict when and where excesses and shortages are likely to occur as well as running end-to-end scenarios to get actionable insights that will optimize operational metrics.Build a sales and ops SWAT team: mobilize dedicated planning and execution teams that are able to undertake multiple interventions and orchestrate responses effectively.Define segmentation to prioritize demand: carefully analyze demand and define priority micro-segments.Leverage data to improve visibility: maximize visibility into demand, inventory, capacity, supply and finances across the ecosystem.Put people first: Keep the planning workforce healthy and productive by supporting new ways of working.These will help communities manage the short-term crisis and enable businesses to build around their customers and help economies rebound. The repurposed and reshaped supply chains of the future will need to be characterized by both resilience and responsibility. As economies restart, the supply chain will be critical to supplying goods and services quickly, safely and securely.īusiness leaders must make rapid decisions, and take immediate actions to sustain business operations to serve their customers, clients and communities, as well as protect and support their workers. With the virus still a live threat and a number of regions and economies in lockdown, while others emerge into a very different world, the disruption to supply chains continues to be severe. Consumers, investors, governments and communities may ultimately judge companies on how they respond to this period of disruption. The pandemic has also proved to be a real test of corporate values and purpose. There’s no doubt that the pandemic has tested the ingenuity, resilience and flexibility of supply chain leaders globally, as they have sought to maintain essential operations. But they’ve also been a vital lifeline to support the response, keeping essential medical supplies, food and other key necessities flowing where they’re needed most. ![]() COVID-19 has disrupted supply chains around the world. ![]()
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