CORONAVIRUS


· Multiple sourcing options: Protect against sole sources. · Demand sensing and shaping. How do you prepare for the unexpected without having to predict the unexpected? Planners will need to be more predictive and model plans on actual market demand. Traditional sales forecasting will have too much lag to be of value during a pandemic. · Expanded collaboration. Like scenario planning, there may be an opportunity to redefine another overused word: collaboration. Many more people are needed to participate in resolution. Others, like C-level executives for example, will need to be in the know. External collaboration would include the integration of suppliers in preparedness planning and the communication of those plans to customers.


THE HUMAN DIMENSION


Any discussion about the supply chain must also take into account the people enabling it. During the pandemic, human needs were given top priority. Many of the boardroom conversations around bringing resiliency and agility to the supply chain ultimately will have that same focus of keeping people safe and healthy. This could mean supply chain risk indicators will be just as important as performance indicators.


Indeed as the current crisis evolves, that emphasis is likely to become ever more important. At the outset, the focus for most manufacturers was on short-term crisis management. Today, they are taking more of a mid-term view and concentrating more on recovery plans. Over the longer-term, risk mitigation will be key. But across the cycle, supply chain planning will be vital in helping ensure these approaches work well and that businesses can best manage their supply chains in these times of disruption.


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FACTORY&HANDLINGSOLUTIONS | JUNE 2020 11


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