The long-term move to efficiency and cost efficiency and minimization was exposed during COVID and even trade war disruption to be a prescription for supply chain vulnerability. A study from the Global Supply Chain Institute (GSCI) shows the impact of supply chain disruptions on organizational performance and steers organizations to increase supply chain resiliency.
David Demers, a GSCI fellow at the University of Tennessee, Knoxville’s Haslam College of Business, and co-author of “Advancing E2E Agile Resiliency in Supply Chains and his co-author Brian Kolek, are using their company Avicon‘s proprietary software to analyze performance for the top 16 to 24 organizations in the consumer-packaged goods (CPG), medical devices and industrial machinery industries. The analysis spans quarters before and during the pandemic Their Diamond Analysis solution connects end-to-end (E2E) supply chain design to key financial metrics, allocating a firm’s performance in one of four quadrants relative to its peers. The results show each segment’s market winners and the supply chain design tactics they used. Their conclusion is that the range between loss and gain appears connected to their supply chains’ level of agile resiliency.
The analysis defined 10 agile resiliency “must-haves”: the use of metrics; a command center; disruption tools and methods; agile resiliency consideration in network and workflow design; trading partner alignment and cross-enterprise teaming; and readiness and dynamic response.
The paper, “Advancing E2E Agile Resiliency in Supply Chains” features an Agile Resiliency Enablement Blueprint to guide companies through the steps of creating their own agile resiliency supply chain design.
Source: PR Newswire