Last step: Build resilience of a supply chain
12-07-2020
  • AGILEA and its partners

The final article in a series to support companies to adapt their organization and their Supply Chain processes during this period of crisis.

In this article, we are going to address the notion of Resilience… that is the current buzzword. Never before have Resilience been talked about so much since the beginning of the COVID-19 crisis. Cyclical phenomenon? Yes, because all consultants and right-thinking people are using and overusing this term and No for two reasons :

1.    The research lab created in 2016 by AGILEA with IMT Mines Albi is called AGIRE for AGIlity and REsilience… Were we forerunners? Still not…

2.    It is simply the fact that every single day, all supply chain managers face unpredictable problems, with impacts that are always difficult to identify, which undermine their supply chain… so, without knowing it, they are resilient for quite a long time.

First, let us try to define the notion of resilience. Resilience is the addition of two characteristics: the ability to resist to an event and the capacity to go back to normal functioning. Then, resilience can be measured as a time period but, for this, I encourage you to read the work of Steven Melnyk on this subject.

Resilience is now defined, then how do we build it?

This is the result of a strategic process – we do not become resilient overnight. Resilience can not be decreed. It is the result of 8 investments on the following topics:

-      Crisis Management

-      Information Technologies

-      Supply Chain design

-      Buffers implementation in the strategic places of your Supply Chain

-      Security of both Information and Physical flows

-      Immaterial capital of the company

-      Team's competences

You will tell me: « What's new in these topics? »… My answer will be then, the consistency of actions… Yes, indeed, many companies are making efforts to digitalize; they implement security reserves at different locations; they implement Cybersecurity audits or manage training plans. But are we really sure that it is always coordinated to achieve a single objective:

  • Resilience?
  • Are we sure that those actions are implemented in the same direction?
  • Are we sure to have the best use of our immaterial capital?

All the articles written in the past few weeks respond to a logic of share, discuss, propose, and create value… reflecting the AGILEA's values.

The next interactions will be more dynamic and more timely….

 

Philippe Bornert, AGILEA CEO

 

To find all previous articles of the series How to Adapt your Supply Chain of today?  

1ST STEP: TRANSPARENCY & VISIBILITY DURING THE RESTART PHASE

2ND STEP: THE STATUS OF THE WEALTH

3RD STEP: ASSESS THE MATERIAL RESOURCES IN YOUR SUPPLY CHAIN 

4TH STEP: QUALIFY THE CUSTOMER DEMAND

5TH STEP: HOW S&OP IS THE KEY TO OPTIMIZE PRODUCTION AND DISTRIBUTION CAPACITY

6TH STEP: HOW TO REDUCE CASH FLOW INSIDE THE SUPPLY CHAIN?