Supply Chain

YOUR COV ID - 1 9

SURV IVAL GU IDE

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or more disrupted.

SUPPLY CHAIN HAS NEVER

BEEN MORE IMPORTANT...

Now—more than ever—there is a growing recognition ofthe global supply chain. In the wake of the Coronavirus(COVID-19) pandemic, more consumers are seeing theunshakable connection between supply chain, their lives,communities, and the supplies and technologiesnecessary to move the world past a crisis.

This survival guide explores what is happening now, whatwe've learned, and how organizations across the chain cannavigate new challenges and a fast-adapting, disruptedglobal economy. And, it's loaded with some helpful resources hand-pickedby our founder so you can stop sorting through COVID-19newsletters and your never-ending Twitter feeds—at leastfor a few minutes. Read on and learn more about this bigmoment in finding supply chain resiliency.

According to Axios, Coronavirus has

disrupted at least 75% of U.S. Supply

Chain companies.Axios,

Don't underestimate the power of

mapping your supply chain networks.

1.

Procurement teams are racing to keep pace with the outbreak to arm supply lines with the right rawmaterials. According to the Harvard Business Review, mission-critical data isn't usually accessible toglobal teams—forcing these business into a reactive mode. Organizations that mapped supplynetworks pre-pandemic have deeper visibility into their supply chains with endless data points at theirdisposal at every turn. With your supply chain networks mapped you can quickly pinpoint which suppliers, sites, parts andproducts are in short supply—securing and aligning fulfillment across multiple sites. Creating a self-healing supply chain that uncovers disruptions before they occur takes more than human intelligence.The technologies that keep you at the edge of disruption are an investment, but the alternative ismore expensive.

2. Take inventory of every inch of your

supply chain.

Why? It's time to reevaluate everything from your approach to demand planning to customer segments andproduct groups to warehousing and physical infrastructure. While demand is more volatile than usual it'simportant to define the customer and product segmentation groups fueling it. Drill down to every node. According to the Institute of Business Forecasting and Planning, you can keep stocking products withconsistent demand by forecast, but use a more holistic "pull" strategy for products with unpredictabledemand levels. In the coming weeks and months, a consumption-driven approach can propel your businessfurther.

3. If you've got it, ship it.Your ability to deliver to customers is more critical than ever during a healthcare crisis—think hand sanitizer,masks, and Clorox wipes. Products that were commodities at the start of the decade can now helpconsumers take small steps in staying safe and saving lives. With more retail locations closing to empowersocial distancing and prevent spread, there's more availability along the value chain. Fulfilling your online orders with inventory from retail locations can help you navigate the new challenges ofan omnichannel in unprecedented times. McKinsey recommends evaluating available inventory—in store and in your warehouses—leveraging spareparts, after-sales stock and product that isn't being picked off retail shelves. These basics aren't new, butthey're a proven stop-gap method to keep production running and reduce delivery times to your customers.

Harvard Business Reivew, Coronavirus is a Wake-Up Call for Supply Chain Management,27 March 2020, Thomas Y.Choi, Dale Rogers and Bindiya Vakil

Institute of Business Forecasting and Planning, Supply Chain Planning During the COVID-19 Crisis, 27. March 2020, SunilBharadwaj

IMcKinsey & Company, Supply-chain recovery in coronavirus times—plan for now and the future, March 2020, Knut Alicke,Xavier Azcue, and Edward Barriball

"This will tip the balance more towards trying to

mitigate risk, which means going to the low-cost

producer and giving them 100% of your demand

may look very risky now. Companies may start to

want to hedge their bets and have alternative

suppliers more than they would have in the

past.”

- Morris Cohen,

Wharton professor of operations, information and decisions

Wharton University of Pennsylvania, Coronavirus and Supply Chain Disruption: What Firms Can Learn, 17, March 2020

4. Uncover alternative sources and visibility.

Delivery times for most supply chains are doubling with Chinese manufacturers reporting at half capacity withjust over half their normal staff according to Axios. Nearly half of respondents in their ISM survey are experiencingdelays moving goods in from China, while 44% of respondents didn't have a plan to tackle supply chaindisruption from China. Global supply chains need to be exactly that—global. That means expanding past suppliers in one region andsparking visibility across multi-tier supply chains to break out mission critical components and identify the originof supply and alternative sources.

Axios, Coronavirus has disrupted supply chains for nearly 75% of U.S. companies, 11, March 2020, Dion Rabouin

LET'S TALK SUPPLY CHAIN HAS YOU

COVERED WITH RELEVANT READS...

Social distancing and working through a crisis can be challenging. Here are moreresources curated for you by our founder, Sarah Barnes-Humphrey, to keep youinformed and inspired.

LTSC Blogs and Podcasts

Procurement-Time to Protect Your Supply Chain

The Dawn of Micro Communities

SC Professionals Unite!

Digital Fit for the Future

AI is Closer than You Think

Distance Can't Break Connections

Learn How to Keep Tabs on Your Friends and Colleagues During COVID-19

and the inspiration you need now.

Get Inspired

10 Ways to Manage through the Stress

Keeping Your Sanity in Supply Chain

Women in Supply Chain Blog

Brené Brown's Podcast, Unlocking Us

Overwhelmed by Content? How to Speed Read

How Supply Chain Organizations Can Help