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Preventing and diminishing Supply Chain disruptions

The current pandemic unsettled the Supply Chain (SC) when manufacturers and suppliers had to shut do...

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Posted by Dave Food on Jan 18, 2021 9:04:37 PM
Dave Food

The current pandemic unsettled the Supply Chain (SC) when manufacturers and suppliers had to shut down global businesses, first in China and elsewhere. They had to find new strategies to overcome SC disruptions.

The sources and outcomes of SC disruptions:

·       Natural disasters such as recent hurricanes, numerous forest fires, or earthquakes, caused critical disruption.

·       Socio-political events and commerce wars outcomes.

·       The proliferation of COVID-19 virus brought Health and financial implications.

·       Costs increased due to the lack of raw material.

·       Manufacturing volumes declined, making it impossible to meet demands.

·       The rapid shift in consumer’s purchasing patterns disrupted SCs.

·       Trucking capacity drops and costs escalated.

·       Jamming docks.

·       Final-mile volume demands augmented.


Strategies to get around and diminishing SC disruptions

·       Turn over the forecasting story - During extraordinary events, documented predictions are not that functional because it is demand-driven-based on consumer and customer’s consumption short-term patterns. Organisations will need to implement solutions that furnish this data in real-time or in the shortest time possible.

·       Substitute productsThe launching of new goods is another option for beating SC disruptions. Evaluate your customers’ buying pattern and choose matching or related merchandise to offer. For example, a merchant selling man-clothing could sell belts or business portfolios.

·       New partnership openings - Distribution centre networks expanded their footprint to allow for more proximity-stock, withdrawing, and cutting consumers’ time.  

·       Diversify suppliers – Find new suppliers agreeing to new products. It could be similar to new-product sourcing, but in this case, the merchant already counts on suppliers and would, in general, choose a different region to lower risk and cost. 


Consider factors such as quality, geography, price and lead time, and the fact that well-built merchants are more likely to offer your company the volume requirements. Consultants can support you in analysing merchants’ need and gathering a list of possible choices.

·       Partner with diversified manufacturers and distributors – The pandemic forces suppliers and producers to plan to diversify their products outside China due to the rising labour costs, and the distance to get raw materials, looking to opening facilities at other countries less complicated.

Diversifying suppliers lessen both the efforts and risks whilst changing service, quality and price to the only one organisation. Verify whether they count on diversified operations.

·       Tiers of suppliers - Several more significant traders include tiers of suppliers.  Focus on 2 and 3 options for a tactical alternative. Tiered suppliers commonly work on short-notice; merchants cannot choose tiered suppliers who work an extended lead-time.

·       Data visibility permits organisations to operate with new partners, embracing new 3PL partners or contenders to shift the distribution network to enhance the aimed market and expand last-mile potentials. More and more leaders are looking at building associations with other companies to increase capabilities, meet consumer expectations, and compete with top markets.

  • Expose the real costs of products - By assessing the total costs of supplies, both direct and indirect outflows involving the expense of safety stock, tariffs, quality, rework, and more, can disclose unnoticed sourcing opportunities empower flexibility and resilience, whilst downgrading absolute risk.
  • Digital Twin - By building up one integrated structure, a full replica technique or “Digital Twin” you can produce a scenario analysis framework. Streaming SC simulations make it possible a quantifiable approach to evaluate risk; a resiliency modelling can tackle major SC disruptions.

·       Keep up surplus inventory - Wholesalers regularly stay away from purchasing too much stock. But a “just-in-time” approach does not function when suppliers cannot distribute the goods. Still, minor merchants could profit from investing in extra inventory (and warehouse space) to meet demands.

Are you taking advantage of  better strategies to prevent new Supply Chain disruptions?

Prophetic Technology


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