Les Leaders Supply Chain Réévaluent les Meilleures Pratiques Fondamentales pour Naviguer l'Incertitude Post-Pandémie

Alors que pandémie COVID-19 continue disrupt business worldwide, beaucoup contemplent comment elle affectera futur supply chains — et comment survivre pendant incertitude et construire nouvelles capacités pour délivrer valeur continue clients, partenaires, actionnaires.

Impact le plus significatif sur management supply chain = retour aux best practices et disciplines — disciplines que bons managers supply chain poussent depuis décennies. Managers responsables ont multiple fournisseurs — au moins primary et secondary. Pour chasser profits, beaucoup fournisseurs avaient tout stock produit coming from single source, les mettant high risk quand choc supply chain.

Fiasco papier toilette printemps = excellent exemple ce principe. Pourquoi papier toilette parti de tous rayons ? Consommateurs achetèrent rolls taux inhabituel, laissant fournisseurs scrambling sans Plan B. Retailers comptaient sur 2-3 fournisseurs qui étaient actually brokers, pas fabricants, et ces 3 fournisseurs achetaient tous du même fabricant.

Mon partner dit souvent : « Les gens ne croient pas quelque chose qui ne leur est pas arrivé dans leur lifetime. » Il veut dire life lesson much sharper si arrives to you personally, au lieu de juste lire dans textbook. Going forward, we will see upward trends on-shoring, near-sourcing, safety stock et bringing suppliers back to US.

Quand sélectionnant secondary supplier, companies will look beyond fournisseurs merely brokers et choose supplier qui also manufactures. Route manufacturing = expensive sans doute, mais retailers now see that cost as insurance pour futures emergencies. Now, retailers will pay extra 10% same item, knowing que in event shutdown primary supplier, they're still in business. Ils may even inject capital into vendor to stay in business. Recent events ample evidence justify expense to CFOs. This shift calls for increase US manufacturing.

Expansion E-Commerce

Pour beaucoup, bonne décision = expansion e-commerce — même businesses previously resisted. Companies never considered themselves e-tailers moving online as secondary protection against complete collapse. Mes enfants prennent cours piano via visioconférence pendant pandémie. This IS e-commerce et supply chain agility purest form ! Que vous mountain climbing ou running business, you have to have backup plan — Plan B quand Plan A fails. Professeur piano mes enfants can work through quarantine because she identified alternate path get her product to consumers.

Retailers et restaurants used digital platforms comme ride-sharing et food delivery apps pour stay in business avec curbside pickups et at-home deliveries. Peut-être current climate social-distancing et stay-at-home order will slowly propel these businesses on path to profitability.

Avoir supply chain agility = crucial protéger business — pivoter vite et prendre décisions informed. Using TMS (Transportation Management System) ou KPI reporting dashboard avec real-time data pour visibility, concurrency, collaboration also essential.

Changements Long Terme

Going forward, companies will be more risk-averse. Chez Visible, we track both short- et long-term trends supply chain management et we believe actively managing risk increasingly important as we move through impacts pandemic.

Dernières 15 années, pour réduire coûts supply chain, businesses US/Europe outsourced manufacturing primarily to China — et consumers benefited lower prices. Pandémie led hundreds US manufacturers re-shore operations back to US. Selon survey 1 000+ manufacturing/industrial suppliers continent by Thomas, nearly two-thirds North American manufacturers say likely bring production/sourcing back to this continent.

Pour appease consumer expectations quick/free shipping, we believe shift toward domestic, intermodal freight as manufacturing expands within US. Positive impact freight brokers et pressure large sea carriers. Currently distressed, large sea carriers won't rebound due to movement toward regional, local, country-level supply chains.

Technologie Supply Chain

Entreprises supply chain multibillion-dollar, venture capitalist, private equity firms don't need pandemic validate investments supply chain tech. Décennies, investors poured billions into logistics tech comme automation et AI. I don't see that slowing down.

Tendances Consommateurs

Avec moins commuters making everyday coffee runs, we saw massive surge Nespresso et Illy beverage products. Sustained over ten weeks, reached double/triple average volume — 200-300% increase.

Autres marchés où Visible active, B2C vitamines, santé/wellness products, luxury clothing also done exceptionally well during pandemic et subsequent lockdown.

Ligne d'Argent

Plusieurs de nos clients running at peak, ou higher than peak volume last ten weeks — nearly Black Friday volumes.

Also silver lining pour small parcel carriers. UPS, FedEx, DHL, US Postal Service only have capacity manage two weeks either side Black Friday successfully B2C environment. Extended longer, demand strains their systems. Smaller/regional carriers have opportunity pick up slack as big players turn away volume. This gives secondary players small parcel chance increase infrastructure. This also benefits e-commerce shoppers — more competition = cheaper/free shipping.

J'ai eu conversation insightful avec Utah Manufacturers Association quand pandémie first hit. Agreed que supply chain chaos breeds opportunity, et ultimate silver lining = ingenuity that follows disruption. Pour businesses experiencing degradation, chance pivot into more secure long-term business model, et pour qualifying businesses, receiving financial assistance government achieve that.

Casey Adams est président de Visible Supply Chain Management.