Turning the tide: Make your supply chain resilient
Supply chain managers are going through an exceptional time. Because of the significant interdependence of global supply chains, systems are at greater risk of failure than ever. Even the most forward-thinking companies are experiencing production disruptions or closedowns. Forecasting is even more difficult than usual. “Review your business continuity plan and make your supply chain resilient”, is the advice of Philip Van Gasse.
If you want to fulfil your customer commitment - your SLA - your supply chain needs to work properly at all times. If not, the proper delivery of resources or components will be at risk. You will end up with dissatisfied customers and possibly even penalties.
Supply chain managers are going through an exceptional time. Because of the significant interdependence of global supply chains, systems are at greater risk of failure than ever. Even the most forward-thinking companies are experiencing production disruptions or closedowns. Forecasting is even more difficult than usual. “Review your business continuity plan and make your supply chain resilient”, is the advice of Philip Van Gasse.
If you want to fulfil your customer commitment - your SLA - your supply chain needs to work properly at all times. If not, the proper delivery of resources or components will be at risk. You will end up with dissatisfied customers and possibly even penalties.
Resilient supply chains
“Weak points in the purchase strategy lead to disruptions in supply”, says Philip Van Gasse, partner of valueXstream. “That may result in a loss of revenue for companies. Usually, they can evaluate the situation with direct suppliers fairly well. This is more difficult, however, for second- or third-tier suppliers. Furthermore, many companies depend on one warehouse for the goods that they purchase directly. If today this warehouse is located in a seriously affected area, you will have a problem.”
“For a resilient supply chain, you need to apply risk management principles to at least the first two tiers in company supply chains”, Philip explains. “Beyond tier two, you should have a good understanding of the possible risks. If you can flexibly adjust your supply chain in times of distress, this reflection will pay off in no time. Without a resilient supply chain, your organization will get stuck more quickly.”
Crisis manager
“On the upside, every crisis is an opportunity to assess and improve your approach”, Philip continues. “Strong leadership and experience will be crucial to streamline things and quickly make progress - getting the priorities right, staying focused and not wasting time on nonessential activities.”
“A seasoned crisis manager can help you improve your organization’s resilience. Usually, the starting point is an assessment, resulting in a plan of approach. In emergencies, the important thing is to evaluate the possible scenarios and keep a finger on the pulse. Advice or a second opinion from an experienced party is extremely valuable.”
Risk management
“If your supply chain is resilient, your chances of survival will increase. In fact, crises can provide opportunities to increase your market share. Start thinking about the next step in time: risk management and business continuity planning. valueXstream’s approach is straightforward. Based on an assessment, we make recommendations and outline your strategic roadmap for the future. We do what we promise: we implement the proposed recommendations, pragmatically and in a result-oriented way.”
Do these challenges sound familiar? Please contact valueXstream for advice or operational support!
Resilient supply chains
“Weak points in the purchase strategy lead to disruptions in supply”, says Philip Van Gasse, partner of valueXstream. “That may result in a loss of revenue for companies. Usually, they can evaluate the situation with direct suppliers fairly well. This is more difficult, however, for second- or third-tier suppliers. Furthermore, many companies depend on one warehouse for the goods that they purchase directly. If today this warehouse is located in a seriously affected area, you will have a problem.”
“For a resilient supply chain, you need to apply risk management principles to at least the first two tiers in company supply chains”, Philip explains. “Beyond tier two, you should have a good understanding of the possible risks. If you can flexibly adjust your supply chain in times of distress, this reflection will pay off in no time. Without a resilient supply chain, your organization will get stuck more quickly.”
Crisis manager
“On the upside, every crisis is an opportunity to assess and improve your approach”, Philip continues. “Strong leadership and experience will be crucial to streamline things and quickly make progress - getting the priorities right, staying focused and not wasting time on nonessential activities.”
“A seasoned crisis manager can help you improve your organization’s resilience. Usually, the starting point is an assessment, resulting in a plan of approach. In emergencies, the important thing is to evaluate the possible scenarios and keep a finger on the pulse. Advice or a second opinion from an experienced party is extremely valuable.”
Risk management
“If your supply chain is resilient, your chances of survival will increase. In fact, crises can provide opportunities to increase your market share. Start thinking about the next step in time: risk management and business continuity planning. valueXstream’s approach is straightforward. Based on an assessment, we make recommendations and outline your strategic roadmap for the future. We do what we promise: we implement the proposed recommendations, pragmatically and in a result-oriented way.”
Do these challenges sound familiar? Please contact valueXstream for advice or operational support!