When another major earthquake hit Japan in April 2016, Toyota was able to resume production after only two weeks.ĭuring the pandemic’s early stages, sportswear maker Nike accelerated a supply chain technology program that used radio frequency identification (RFID) technology to track products flowing through outsourced manufacturing operations. But the carmaker revamped its production strategy, regionalized supply chains, and addressed supplier vulnerabilities. In 2011, Toyota suffered six months of reduced production following theĭevastating Tohoku earthquake and tsunami. Historical data also show that these costs are not inevitable. In the consumer goods sector, for example, the financial fallout of these disruptions over a decade is likely to equal 30 percent of one year’s EBITDA. Prepandemic research by the McKinsey Global Institute found that, on average, companies experience a disruption of one to two months Supply chains have always been vulnerable to disruption. The third, sustainability, recognizes the key role that supply chains will play in the transition to a clean and socially just economy (Exhibit 1).
The second, agility, will equip companies with theĪbility to meet rapidly evolving, and increasingly volatile, customer and consumer needs. The first of these new priorities, resilience, addresses the challenges that have made supply chain a widespread topic of conversation. and redesigning their supply chains accordingly. Position: they have the attention of top management and a mandate to make real change.įorward-thinking chief supply chain officers (CSCOs) now have a once-in-a-generation opportunity to future-proof their supply chains.Īnd they can do that by recognizing the three new priorities alongside the function’s traditional objectives of cost/capital, quality, and service 1 Employee safety, food safety, and employee retention are considered operational preconditions, not supply chain objectives. Supply chain leaders now find themselves in an unfamiliar They have also made heroes of the teams that keep products flowing in a complex, uncertain, and fast-changing environment. The COVID-19 crisis, postpandemic economic effects, and the ongoing conflict in Ukraine have exposed the vulnerabilities of today’s global supply chains. The plumbing of globalĬommerce has rarely been a topic of much discussion in newsrooms or boardrooms, but the past two years have pushed the subject to the top
0 kommentar(er)
