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Skupina ERA identifikovala desať kľúčových faktorov pre budovanie dodávateľských reťazcov pripravených na neustále sa meniaci svet
- ERA Group identifies ten keys to building supply chains prepared for a constantly changing world
- Risk management is no longer a reactive response but has become a matter of strategic design and business leadership.Disruptions in supply chains are no longer isolated incidents but have become the norm. Geopolitical crises, trade tensions, logistics bottlenecks, raw material shortages, and sudden shifts in demand have made it clear that resilience—defined as the ability to recover after a crisis—is no longer sufficient. In this context, ERA Group, a consulting firm specializing in cost optimization and supplier management, summarizes the main conclusions of its report Beyond Resilience: Creating Supply Chains for a Constantly Changing World, in which it identifies ten key lessons to prepare organizations for an increasingly uncertain environment.
- Understand that competition is between supply chains, not between companies. An organization’s strength increasingly depends on the robustness of the ecosystem of suppliers, logistics operators, and partners with whom it works.
- Assume that disruptions will be simultaneous and unpredictable. The current environment combines multiple risks that can occur at the same time, requiring a comprehensive, rather than isolated, approach to risk management.
- Assign clear responsibility for resilience. Without defined leadership and clear ownership of risk, decisions become fragmented and the ability to respond is weakened.
- Design products and services with the supply chain in mind. Design decisions directly influence complexity, costs, and operational flexibility.
- Combine efficiency and agility in bimodal models. Supply chains must be efficient in stable scenarios but agile when the environment changes, avoiding reliance on a single operating model.
- Strengthen collaboration with suppliers and customers. Transparency, information sharing, and shared objectives enable us to anticipate disruptions and respond more quickly.
- Understand the true cost of serving the customer. Visibility into the cost-to-serve is key to making decisions about diversification, prioritization, and redesign without eroding margins.
- Intelligently diversify suppliers, geographies, and routes. It is not just about increasing the number of sources, but about designing viable and sustainable alternatives.
- Leverage Supply Chain 4.0 technologies. Digitalization, data analysis, and real-time monitoring are essential for detecting risks and anticipating scenarios.
- Move toward anti-fragile supply chains. Beyond simply weathering disruptions, organizations must be able to learn from each one and use it as a lever for improvement.
- From operational risk to strategic design
