The past 12 months highlighted flaws in many supply chains that have been 鈥渓eaned out鈥� and stretched to reduce costs. As a result, the pandemic made supply chain management processes the center of attention in presidential briefings, corporate boardrooms and even my family dining table.

Clearly, this executive order proves supply chains are a strategic topic.

What is a Resilient Supply Chain?

have a level of agility and responsiveness required to sense, predict, and respond to change during intense turbulence. We have long talked about the importance of visibility, agility, and resiliency鈥�, but not until now have they become聽the聽top priorities in an increasingly disruptive world.

So what are some examples of what is being done and what is needed?

Visibility聽through all tiers of your business network

In a global and complex supply chain, the need for visibility is critical. As all times, and especially in a crisis you need to be able to see:

• Which suppliers are at risk?
• What are my alternate sources of supply for key resources?
• Where is my inventory?
• Are all shipments on time?
• Where are there demand spikes and of which products?

Agility聽to sense, predict and respond to change

Once you have identified a risk or opportunity, you have to assess the best course of action and act in short order.听Examples include:

• Identify and switch to alternate suppliers
• and departments to anywhere and build anywhere
• Adjust to respond to changing demand
• Redirect shipments in transit

Resiliency to Minimize and Mitigate Risk

It is also critical to design your supply chain to withstand disruptions and respond to business opportunities. This requires having processes and plans in place to:

• Develop and implement supply chain risk management and business continuity strategies
• Diversify supply chains, from a geographic perspective, to reduce the supply-side risks of a single country or region
• Multisource valuable commodities or strategic components to lessen reliance on one supplier
• Adopt across the business network to buffer against disruptive events
• Balance of-shoring, near-shoring and on-shoring strategy

Without a doubt, unexpected disruptions will continue to occur. The cause of disruption will vary depending on the event, such as pandemics, geopolitical or trade conflicts, natural disasters, or limited natural resources availability.

Now more than ever, supply chains need to be聽resilient听补苍诲听agile聽to survive in the current global environment, while demonstrating the predictive intelligence and聽visibility聽to thrive in the new normal.

As the executive order highlights, 鈥渕ore resilient supply chains are secure and diverse 鈥� facilitating greater domestic production, a range of supply, built-in redundancies, adequate stockpiles, safe and secure digital networks鈥�.

It also highlights the importance of collaboration across your , saying, 鈥渃lose cooperation on resilient supply chains with allies and partners who share our values will foster collective economic and national security and strengthen the capacity to respond to international disasters and emergencies鈥�.

At the end of the day, supply chain executives must be able to make informed decisions confidently, quickly, and accurately, through a transparent value chain that senses, predicts, and responds to global dynamics.

To learn more about how supply chain leaders minimize risk and maximize opportunities with resilient supply chains, download a recent Oxford Economics study.听听

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The reality is, modern supply chains are complex. Globalization has enabled a wider range of products to be available to consumers, faster than ever before, and at a lower cost. Managing the global supply of goods has been reliant on shippers and distribution experts using technologies that provide network visibility, transparency, and reliability. These complex global supply chain networks were running smoothly,聽.

I recently hosted a webinar on this topic, featuring an 麻豆原创 colleague along with speakers from our partners at聽听补苍诲听. The 麻豆原创 perspective was provided by Till Dengel, Vice President of Solution Management – Logistics. He was joined by project44鈥檚 Vice President Value Engineering, Christian Pillar, and Uber Freight鈥檚 Head of Sales, Andrew Smith.

I asked each of them about:

1. 罢丑别听immediate impact聽they saw in the industry as the pandemic took hold early in the year
2. 罢丑别听recovery efforts聽currently underway
3. What changes they聽predict for more resilient supply chains in the future.

Responding in the moment

We began by addressing the immediate disruptions to supply chains caused by COVID-19. These focused on five interconnected areas:

• Panic buying –聽Many shoppers overbought key supplies in the early phases of the pandemic. Christian Piller shared project44 research that found 鈥�an increase in flow to grocery and discount stores of almost 60% in one week in March as many retailers scrambled to replenish shelves quickly鈥�.
• Facility closures –聽There was an increase of congestion at cross-docking and distribution centers as many were forced to close. This gave trucks fewer locations to unload, causing further congestion and delays to shipments.
• Staff shortages –聽Warehouses and transportation both saw widespread staff shortages due to border closures and employees needing to self-isolate. The need for new staff to fill the gaps caused by the shortages increased at a faster rate than many teams were able to grow.
• Route changes –聽With whole regions closing, shippers were forced to establish new routes and transportation lanes. Many businesses shifted from well-established commercial flight supply routes to shipments by sea, causing dramatically different shipping times and a loss of visibility.
• Lack of transparency –聽The pace and volume of change across borders, routes, and transportation lanes meant that many businesses lost the visibility they needed to manage supply and demand. Many turned to the flexibility of platforms like Uber Freight, which 鈥�experienced a huge spike in application programming interface (API) activity as shippers made more calls for information across distribution networks鈥�.

Recovering from the shock

While lockdowns are easing in many places worldwide, things are by no means 鈥榬eturning to normal鈥�. Closures and restrictions still differ along country and state lines and the risk of a second wave of infections remains. Till Dengel highlighted that 鈥�in Europe, many businesses are widening their network of suppliers to increase resiliency against future disruption caused by border closures鈥�.

Technologies that can deliver real-time insight will be the key moving forward. Shippers need to understand their networks and act quickly based on changing or unexpected conditions. Andrew Smith spoke to the work Uber Freight is doing with its customers to 鈥�build logic and rule-based systems that can take action based on increased levels of visibility鈥�.

By directly integrating technologies like Uber Freight, 麻豆原创, and project44, shippers can create a Logistics Business Network that enables them to make fast and accurate routing and scheduling decisions.

Reimagining the future

Christian Piller of project44 predicted that 鈥�supply chains will develop into more agile networks. In fact, this may become imperative for survival as 83% of consumers expect fast delivery despite an economic downturn鈥�, according to post-COVID聽.

Discussing the pressures faced by shippers, Piller said: 鈥�On top of the expectation of speed, shippers are quickly altering the modes they depend on to meet the needs of a digital world while striving to gain a more comprehensive view into the suppliers of their suppliers to mitigate future disruptions.鈥�

麻豆原创鈥檚 Till Dengel stressed the three caveats of success in uncertain times:

1. Visibility to understand supply chain networks
2. Trust in the reliability of the information
3. The right processes in place to act with agility

In addition to the perspectives shared in the webinar, I also spoke to Paige Cox, Senior Vice President of Digital Supply Chain Networks at 麻豆原创, about the need for organizations to develop digital business networks to achieve greater visibility, efficiencies and agility.

She said: 鈥�Using 麻豆原创 Logistics Business Network together with our partners Uber Freight and project44, supply chain managers can identify, collaborate with, and improve visibility of freight carriers and inventory to transform logistics from isolated transactional insights into an orchestration of intelligent logistics.鈥�

How can organizations begin this transformation?

A fully integrated digital business network that brings together best-of-breed technologies is a critical first step to weathering the next wave of disruption, whatever form it may take.

For more insight on developing resilient, future-proof supply chains, I encourage you to聽聽featuring 麻豆原创, Uber Freight, and project44.

This article was originally featured on .听

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