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How to respond to disruptionBusinesses must navigate disruption’s financial and operational challenges. And they need to do so while rapidly addressing the needs of their people, customers, and suppliers. With the right actions, supply chain leaders can turn massive complexity and disruption into meaningful change.Businesses need to create value chains with long-term resilience. This requires holistic approaches to managing the supply chain. Companies must build in sufficient flexibility to protect against future disruptions. And they need a responsive and resilient risk management operations capability.
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Meeting the challenge of supply chain disruption
The past two years have demonstrated that the familiar formula of minimizing costs and maximizing efficiency in global supply chains is often no longer enough. Now, redundancy and resilience should be added to the equation to address increasing supply chain disruption.
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The past two years have demonstrated that the familiar formula of minimizing costs and maximizing efficiency in global supply chains is often no longer enough. Now, redundancy and resilience should be added to the equation to address increasing supply chain disruption.
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An insights and decision platform
To make intelligent decisions in large, complex supply chains, operators should understand how their actions anywhere will impact the enterprise everywhere. Disruptions in one area could mean delayed or canceled orders in another. Accurate decisions that impact the production, sourcing, or routing of products must be based on data that is timely, accurate, pertinent, and holistic. Many of the business rules and algorithms will likely lead to process automation.
A digital organization
To bring the organizational model up to speed with the capabilities of advanced technologies, the organization needs to operate from one integrated data layer, pulling data into one rationalized dataset, accessible to the entire enterprise. AI and other sophisticated analytics solutions, meanwhile, will expedite problem-solving. The result: What would have previously taken days to perform manually within one department will now be executed in a matter of minutes using data from across the organization. A digital operating modelThe digital operating model will become operational through a series of codified business rules that will support the new customer-centric, rapid-response approach. The goal of the operating model is to help identify and address the root cause of problems. In effect, this model assumes that supply chain disruption is an eventuality, rather than an exception. The design of the operating model will assign decision-making authority based on information and analytics.
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To make intelligent decisions in large, complex supply chains, operators should understand how their actions anywhere will impact the enterprise everywhere. Disruptions in one area could mean delayed or canceled orders in another. Accurate decisions that impact the production, sourcing, or routing of products must be based on data that is timely, accurate, pertinent, and holistic. Many of the business rules and algorithms will likely lead to process automation.
A digital organization
To bring the organizational model up to speed with the capabilities of advanced technologies, the organization needs to operate from one integrated data layer, pulling data into one rationalized dataset, accessible to the entire enterprise. AI and other sophisticated analytics solutions, meanwhile, will expedite problem-solving. The result: What would have previously taken days to perform manually within one department will now be executed in a matter of minutes using data from across the organization. A digital operating modelThe digital operating model will become operational through a series of codified business rules that will support the new customer-centric, rapid-response approach. The goal of the operating model is to help identify and address the root cause of problems. In effect, this model assumes that supply chain disruption is an eventuality, rather than an exception. The design of the operating model will assign decision-making authority based on information and analytics.
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Supply Chain Segmentation: Ways to Achieve itSupply chain segmentation is a process of dividing the supply chain into distinct, manageable segments. It involves identifying, analyzing, and segmenting the supply chain into distinct markets, channels, and customer groups. The purpose of segmentation is to enable organizations to align the supply chain with customer needs, identify and reduce sources of waste, and increase efficiency and cost savings.The supply chain segmentation process begins by identifying the characteristics of the supply chain, after which the segmentation process can begin.The supply chain segmentation process involves analyzing the characteristics of the supply chain to identify the segments. Once the segments have been identified, the segmentation process can be used to develop and implement strategies to meet the needs of each segment.
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How the great supply chain reset is unfolding
- Inflationary pressure, supply uncertainty, geopolitical, economic, and ESG pressures are causing a rethink of traditional global supply chain models.
- Linear, lowest-cost supply chains are giving way to more multi-dimensional supply networks that better balance risk, sustainability, speed, agility and cost.
- Companies need to rethink where they operate, the materials they source, the suppliers they buy from, and their physical supply footprint and operating model.
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In recent years, both supply chains and the broader economy have experienced an extraordinary series of shocks. The effect of these has been to create volatility and disruption on a massive scale, which has started to look less like a brief blip and more like a new operating normal for manufacturers and consumers.With the pandemic now firmly behind us, it's important to consider what this new normal means for Ireland's supply chains, and how businesses can enhance their resilience in the face of this rapidly evolving geopolitical landscape. Willam Taylor and our Strategy team explain below.
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