Organizations draw on resilience planning and impactful technology for the strength to resist the challenges of lengthy supply chains and ongoing disruptions. By Karen Kroll
massive range of inventory may be key to remaining in the game. However, the expanding volume of SKUs (stock- keeping units), as well as the range of channels through which many companies sell their products, adds to volatility, says Nate Rosier, senior vice president, consulting with enVista, a supply chain and enterprise technology consulting firm. As more companies shift some production out of China, they have to adjust to different shipping schedules and lead times, which also can add
how to prosper in an environment of uncertainty, recommends Tim Payne, vice president and analyst with research firm Gartner. The approaches of the past no longer are enough. While many supply chains managed disruptions with what Rollman calls “manual muscle,” that approach is no longer sustainable. To do more with less, supply chain organizations need to invest in technology tools. Many are doing just that, implementing technology such as warehouse management systems, as
volatility. Moreover, many companies’ supply chain processes have been cobbled together over time, and “were never designed to handle this much volatility,” Rosier explains. LEVERAGING UNCERTAINTY While many supply chain organizations recognize that uncertainty is here to stay, fewer than 10% of companies expect to gain revenue when exposed to uncertainty, according to recent Gartner research. Supply chain leaders must think about
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