Liquidity. As the current crisis evolves, supply chains with limited resources, slowing sales, and shrinking margins will, unfortunately, work together to put even greater pressure on profits and companies’ cash flow. In past years companies have become accustomed to projecting
“Almost all Supply Chain professionals (88%) have a positive outlook on their career, and most (85%) would recommend this field as a path for others.” ASCM 2020 According to the new study from the Association for Supply Chain Management (ASCM) the profession
In this health and economic crisis’ period, optimizing production requires; How to optimize production and distribution capacity in a crisis period? We could see that social distancing measures reduce the capacity of operations. Understanding and measuring current and future industrial
Yesterday I posted an introductory article on resilience and agility to face the new normal of the post Coronavirus pandemic. (article available here) This new normal will come upon us. As mentioned, it will change many behaviors both economic and
!! Normality Canceled !! Let’s write the new normal! The action taken now to mitigate the effects of the coronavirus on the supply chains must also strengthen the resilience of organizations in the face of inevitable and unforeseeable future shocks.
Let’s talk about time buffer. A few days ago I had an appointment with a client for an important meeting at 9am, in a provincial city with heavy traffic. The journey in normal time should take 20mn, I decide to
Stakes Make a complete diagnosis of the company’s activities Identify the causes of failure Propose a roadmap and improvement projects Diagnosis Context Industrial site of 130 people of an international group in the medical devices sector Products in project mode