Post by account_disabled on Dec 27, 2023 18:10:57 GMT -10
This article is based on the author’s research on supply chain scenario planning and covers research, surveys, and interviews, including: Behavioral research on collaboration with suppliers to develop scenarios in response to potential regulatory changes arising from the UK’s decision to leave the EU. Computer simulations analyze the options and challenges for a medium-sized hospital working to restore elective surgeries to pre-pandemic levels. Research the business model challenges faced by advanced manufacturing companies due to the epidemic. When the pandemic disrupted supply chains in many major industries around the world in the spring of 2018 and showed no signs of abating, most organizations had a limited vision of how to prepare to resume business activity. This lack of clarity is caused by a variety of uncertainties.
Including when an effective vaccine will become widely available and what directives governments may impose to curb the spread of the coronavirus. As organizations and their supply chain partners turn to scenario planning to help them see viable paths during the pandemic, such planning has become faster, shorter-term, more inclusive and digital. Our field research finds that digital technologies, data and Job Function Email List collaboration Job Function Email List with supply chain partners are at the heart of this effort. Traditional scenario planning involves considering possible future states over planning horizons ranging from three years to more than thirty years. It requires a multi-step deliberative process within an individual organization or its supply chain.
Which can take months after data analysis. (See Primer on Supply Chain Scenario Planning.) When uncertainty arises, especially when a crisis becomes apparent, planners revisit these scenarios. A Primer on Supply Chain Scenario Planning A Primer on Supply Chain Scenario Planning To understand how traditional scenario planning works, consider Future Freight Flow, a scenario planning project for U.S. freight infrastructure. In step 1, supply chain executives zero in on focused decisions on options that are within the organization's control. The project involves focused decisions such as whether expanding highway corridors with Canada and Mexico or capacity at border crossings.
Including when an effective vaccine will become widely available and what directives governments may impose to curb the spread of the coronavirus. As organizations and their supply chain partners turn to scenario planning to help them see viable paths during the pandemic, such planning has become faster, shorter-term, more inclusive and digital. Our field research finds that digital technologies, data and Job Function Email List collaboration Job Function Email List with supply chain partners are at the heart of this effort. Traditional scenario planning involves considering possible future states over planning horizons ranging from three years to more than thirty years. It requires a multi-step deliberative process within an individual organization or its supply chain.
Which can take months after data analysis. (See Primer on Supply Chain Scenario Planning.) When uncertainty arises, especially when a crisis becomes apparent, planners revisit these scenarios. A Primer on Supply Chain Scenario Planning A Primer on Supply Chain Scenario Planning To understand how traditional scenario planning works, consider Future Freight Flow, a scenario planning project for U.S. freight infrastructure. In step 1, supply chain executives zero in on focused decisions on options that are within the organization's control. The project involves focused decisions such as whether expanding highway corridors with Canada and Mexico or capacity at border crossings.