Thứ sáu, 30/10/2020Hotline: 0906 779982Quảng cáo

Coronavirus:

A lesson in supply chain risk management

(VLR) The Chinese government notified the World Health Organization of an unusual illness in the city of Wuhan last December 31. This illness was later identified as a novel coronavirus and named COVID-19. Weeks later, as the illness spread and the death toll climbed, the Chinese government placed Wuhan under quarantine.

Factories producing goods for thousands of global companies remained shut down past the Lunar New Year holidays as employees couldn’t return to work. Rail, air and ocean shipments stopped moving through the affected region. Soon, firms in other countries began announcing plans to temporarily suspend production because they couldn’t procure parts from suppliers in China.

With manufacturers not operating, or operating at reduced capacity, ocean carriers began to blank sailings as a result of the decreased demand.

Just how extensive the crisis is can be seen in data released by Resilinc, a supply-chainmapping and risk-monitoring company, which shows the number of sites of industries located in the quarantined areas of China, South Korea, and Italy, and the number of items sourced from the quarantined regions of China.

Learning painful lessons… again

The coronavirus epidemic teaches us — once again — that a robust supplier-monitoring system that maps sub-tier dependencies is a basic requirement for today’s supply chain and sourcing professionals.
.

After the March 2011 earthquake and tsunami in Fukushima, Japan, many multinationals learned painful lessons about the hidden weaknesses in their supply chains — weaknesses that resulted in loss of revenue, and in some cases, market cap. While most companies could quickly assess the impacts that Fukushima had on their direct suppliers, they were blindsided by the impacts on second- and third-tier suppliers in the affected region.

Almost nine years later, it seems the lessons of Fukushima must be learned anew as many companies worldwide scramble to identify which of their “invisible” lower-tier suppliers — those with whom they don’t directly deal — are based in the affected regions of China.

Many companies are probably also regretting their reliance on a single company for items they directly purchase. Supplychain managers know the risks of single sourcing, but they do it anyway in order to secure their supply or meet a cost target. Often, they have limited options to choose from, and increasingly those options are only in China.

In many cases, the roots of this current supply-chain crisis stem from decisions made far upstream — for example, sourcing a common plastic resin that is vital to several industries from one supplier or one region. Such decisions cascade down through supply chains, even impacting companies who themselves don’t directly source materials or products from China but whose suppliers do.

Monitoring and mapping

At a bare minimum, companies should invest in 24x7 monitoring of their global suppliers. New technologies, such as artificial intelligence and natural-language processing, have made extensive supplier monitoring affordable and readily accessible. Just like we wouldn’t drive our car without insurance, we cannot run a globally dispersed supply chain in today’s fast-changing world without being in the know about everyday news that could cause disruptions in the coming days.

Some companies, such as General Motors, have gone beyond that and spent many years extensively mapping their supply chains. Mapping involves engaging suppliers to understand their global sites and subcontractors, as well as knowing which parts originate or pass through those sites. Companies who invest in this type of effort benefit when disruptions happen, because they are able to triangulate within minutes or hours how their supply chain could be impacted in the days, weeks, months to come. When companies have advance knowledge of where the disruption will come from and which products will be impacted, they have lead time to execute avoidance and mitigation strategies immediately — like shaping demand by offering discounts on substitutes, buying up inventory, booking capacity at alternate sites, controlling inventory allocations, and so on.

Of course, there are costs associated with being proactive in this fashion. For example, multiple sourcing requires qualifying suppliers and sites in different countries. But such costs can usually be offset by reducing the share of business allocated to the higher-cost supplier and country. The advantages to being able to rapidly shift production among suppliers, factories, and countries will typically provide ample return on investment to justify these costs. The cost of mapping and monitoring has dropped in the last decade. Today, this investment is easily offset by savings in the form of reduced reliance on inventory, manual processes, and people — and a fast, responsive, and agile supply chain that remains operational, despite all the things that go wrong every few weeks.

The coronavirus epidemic teaches us — once again — that a robust supplier-monitoring system that maps sub-tier dependencies is a basic requirement for today’s supply chain and sourcing professionals.

supplychaindive

Ý kiến bạn đọc

Chưa có ý kiến nào. Hãy là người để lại ý kiến đầu tiên.

Ý kiến của bạn

0

Tối thiểu 10 chữTiếng Việt có dấuKhông chứa liên kếtGửi bình luận

Vui lòng nhập mã bảo mật để gửi bình luận lên hệ thống
Gửi bình luận

Tàu container lớn nhất thế giới cập cảng quốc tế Cái Mép

Ngày 27/10/2020 lúc 08:07

Ngày 26/10, Cảng quốc tế Cái Mép (CMIT) tổ chức lễ tiếp nhận tàu container lớn nhất thế giới Margrethe Maersk trọng tải 214.121 DWT. Đây là tàu chuyên tuyến dịch vụ kết nối Việt Nam với bờ tây nước Mỹ do liên minh 2M khai thác, cập CMIT để xếp dỡ 6.500 TEUs hàng hóa.

Mưa lớn, thủy điện đồng loạt xả lũ, Nghệ An nhiều nơi nước ngập mái nhà

2 Giờ trước

Do ảnh hưởng của hoàn lưu bão số 9 kết hợp gió mùa Đông Bắc, từ ngày 29/10 đến sáng nay, trên địa bàn Nghệ An có mưa to đến rất to khiến nhiều xã ở huyện Thanh Chương bị ngập sâu, chia cắt.

Bất chấp COVID-19, xuất siêu vẫn đạt kỷ lục 18,72 tỷ USD trong 10 tháng

3 Giờ trước

Thông tin được Tổng cục Thống kê công bố ngày 29/10. Theo đó, mặc dù dịch COVID-19 ngày càng diễn biến phức tạp trên thế giới nhưng hoạt động xuất, nhập khẩu hàng hóa của Việt Nam vẫn tiếp tục giữ mức tăng dương.

Hội thảo trực tuyến hợp tác kỹ năng giữa Australia - Việt Nam: Nghề giao nhận hàng hóa và khai báo hải quan

19 Giờ trước

Ngày 29/10, Chương trình Úc cùng Việt Nam phát triển nguồn nhân lực (AusSkills), Hiệp hội Doanh nghiệp dịch vụ Logistics Việt Nam (VLA) cùng với các doanh nghiệp và tổ chức Giáo dục nghề nghiệp ở Australia và Việt Nam đã đồng tổ chức Hội thảo trực tuyến hợp tác kỹ năng giữa Australia - Việt Nam: Nghề giao nhận hàng hóa và khai báo hải quan.

Thời tiết

TP Hồ Chí Minh

Hiện tại

33°

Mây rải rác

31/10

25° - 32°

Mây rải rác

01/11

25° - 32°

Mưa giông vào buổi chiều

02/11

24° - 32°

Sáng nhiều mây, chiều nắng ấm

Nguồn: Weathers Underground

Tỷ giá ngoại tệ

Tỷ giá ngoại tệ cập nhật vào 30/10/2020 11:54
Mã NTTiền mặtChuyển khoảnBán
USD23,060.0023,090.0023,270.00
AUD15,895.0416,055.5916,558.88
EUR26,374.2426,640.6527,719.36
GBP29,196.2629,491.1730,415.61
JPY214.18216.34225.33
SGD16,536.8916,703.9317,227.53
THB656.55729.50756.89
Nguồn: Vietcombank

Giá xăng dầu

Giá xăng, dầu cập nhật ngày 30/10/2020 11:54
Loại xăng dầuĐơn vịGiá vùng 1Giá vùng 2
Dầu hỏa 2-KVND/L97109900
DO 0,001S-VVND/L1156011790
DO 0,05S-IIVND/L1121011430
E5 RON 92-IIVND/L1410014380
Xăng RON 95-IIIVND/L1494015230
Xăng RON 95-IVVND/L1504015340
Nguồn: Petrolimex
Nhat Tin Logistics: More than logistics

Nhat Tin Logistics: More than logistics

Ngày 14/10/2020 lúc 10:31

RESPONSIBILITY - HONESTY - FIGHTOn June 2, 2014, NTL headquarter...