Somewhere between fragile and hardy there exists two middle positions. The process of system recovery is characterized by a hopefully brief stabilization phase after which a return to a steady state of performance can be pursued.
Recognizing that these demand disruptions are the nature of its market, Zara has invested in responsive systems to facilitate recovery.
What makes it possible now, instead of five years ago when the data lakes were filling up, is the ability to store, memorize and compute vast amounts of transactional data, using required business logic and machine learning in real time.
To understand the differences, consider what happened at the Fukushima Daiichi nuclear plant following the Tohoku earthquake and tsunami. While some unskilled supply chain jobs will certainly be on the chopping block, automation will also create new jobs in the process.
Yet, this is not the case. Things like order entry, reverse logistics, supply chain forecasting and planning are all candidates for more automation because it can make them more efficient, says Neil Kinson, chief of staff at Redwood Software.
Supply chains exhibiting low capacities for both resistance and recovery would have low resistance: Nissan was able to achieve this by accessing alternative suppliers, while Toyota stayed with existing suppliers.
With the growth of outsourcing and the evolution of multi-tiered global supply networks many organisations now face direct and growing operational and legislative risk from disruption or malpractice in their supply chains.
If done right, companies can take this string of technology innovation and create a system providing not just end-to-end visibility, but also recommendations and the ability to implement actions autonomously in real time.
Note that these investment values are qualitative approximations of value; other values may be realized in various types of supply chain situations. Yet, in studying the events that took place at Fukushima, one can see the interplay of risk and uncertainty. Although these firms develop relatively strong defenses against a disruption, if a spill or other event occurs it may lead to serious consequences that built-in recovery capabilities might not be sufficient to address quickly due to the nature of such spills.
Companies are, however, digitizing their manual processes, and digitizing their physical assets as well as they can. When faced primarily by risk, it makes sense to invest in improving resistance; when dealing with uncertainty, it is more appropriate to invest in improving recovery capabilities.
The intelligent supply chain has to be able to predict outcomes, using data science to optimize the supply chain. Furthermore, these investments can be mapped to specific stages within the four phases of resilience.
But you must know that the data is accurate, secure and tested. Macdonald When Boeing announced plans to assemble the Dreamliner in lateit introduced a new concept to the assembly of a commercial aircraft.
Under conditions of uncertainty, such as in the fashion industry, the best approach to building resilience may be to invest in the capacity to recover from an unpredictable disruption.
Despite having plants and suppliers in the area, GM experienced limited disruptions to the flow of materials because it was able to resist the onset of problems better than its competitors.
By differentiating between risk and uncertainty, we can uncover an important rule of thumb for resilience: Alternatively, they are events where the type of event falls outside of past experience. Walmart cut 7, back-office accounting and invoicing positions at its U.
It might get two out of three. Investments in safety stock or increased lead-times buffer the system much like the shock absorbers on an automobile smooth a bumpy road.
In some cases, their system has to crawl 54 different ERPs at one company, which is not unusual.
The most obvious risk is data access. You could argue that what Fukushima Daiichi needed was a system that was ideally hardy but at a minimum was vulnerable but responsive. Zweben said his company uses distributed architecture and the power of the cloud to scale out.
CIPS focus is on taking proactive rather than reactive measures.Supply chain management is the streamlining of a business' supply-side activities to maximize customer value and to gain a competitive advantage in the marketplace.
Supply chain management (SCM) represents an effort by suppliers to develop and implement supply chains that are as efficient and economical as possible. Resilinc Supplier Risk Management is the leading cloud solution for supply chain resilience and risk management intelligence and ultimedescente.com provides a complete solution for end-to-end supplier network mapping and visibility, proactive disruption risk planning and quantification, global disruption event monitoring, and incident response.
Understanding Supply Chain Resilience Countries That Have the Most Resilient Supply Chains Supply Chain Resilience, Risk, and Uncertainty The distinctions between supply chain resilience, risk, and uncertainty are often blurred and unclear.
Gaining Supply Chain Efficiency With Artificial Intelligence Previous. A Strategy for Supply Chain Security and Resilience in Response to the Changing Character of War Chris Nissen, John Gronager, Ph.D., intelligence perspective and act on it.
Risk quan-tification and mitigation, as a mission, receive Form a Whole-of-Government National Supply Chain Intelligence Center (NSIC) (ST). Supply Chain Resilience: A Risk Intelligent approach to managing global supply chains.
ContentsContents 1 Preface Risk Intelligent Energy Company, etc.); and issues (A Risk of supply chain resilience as a concept is not enough. To build resilience, organizations must understand the.
MITRE's report examines options for defense-related supply chain security spanning legislation A Strategy for Supply Chain Security and Resilience in Response to the Changing Character of War Few if any holistically consider the entire blended operations space from a counter-intelligence perspective and act on it.