Thursday, March 28, 2024
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Supply Chain Resilience is a Priority for 2/3rds of Organizations after COVID-19 Disruption: Capgemini

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More than 80% of organizations have reported their supply chains being negatively impacted by the COVID-19 crisis, with a vast majority struggling across all aspects of their operations. This is according to new research from the Capgemini Research Institute, “Fast forward: Rethinking supply chain resilience for a post-COVID-19 world.” The pandemic has forced organizations to prioritize supply chain resilience, with two-thirds (66%) stating that their supply chain strategy will need to change significantly in order to adapt to the new normal. Only 14% of organizations are expecting a return to business-as-usual.

There is growing awareness that supply chains need to be more flexible and agile so they can react and adapt quickly to potential disruption. In fact, 68% of organizations said the current crisis has forced them to adapt their business models, while increasing supply chain resilience post COVID-19 is cited as a priority for 62%.

Over the past year organizations have struggled to quickly respond to increasing disruptions and restore their operations to a steady, reliable state. Organizations surveyed across retail, consumer products, discrete manufacturing and life sciences reported multiple challenges across their supply chains. The majority have found challenges across all aspects of their operations, including shortages of critical parts/materials (74%), delayed shipments and longer lead times (74%), difficulties in adjusting production capacity in response to fluctuating demand (69%), and difficulties planning amid volatile levels of customer demand (68%).

From a sector perspective, only 30% of life sciences organizations in the survey reported a negative business impact due to the crisis, compared to over 80% of organizations in other sectors (retail, consumer products, discrete manufacturing). Furthermore, 68% of consumer products and retail consumers prefer locally produced items in the wake of this crisis, and sustainability is influencing the purchase preferences of 79% of customers[1].

The obstacles presented by the pandemic, however, also provide an opportunity for organizations to build a more resilient, flexible and agile supply chain that is ready to withstand future disruption and global crises.

As many as 55% of organizations have taken between three to six months to recover from supply chain disruptions this year, while another 13% expect to take six to twelve months to do so. Inevitably, this means few organizations are prepared for any further potential disruption that may lie ahead. Capgemini’s research finds that to cope with a similar crisis in the future, businesses must focus on seven key capabilities for crisis-resilience; identifying the areas that need the most significant, and urgent, improvement is critical for building a resilient supply chain. Only a minority (less than 4%) demonstrate strengths across all of these areas, covering both planned actions and the current state of organizational preparedness.

A significant proportion of organizations are taking the necessary measures to build capabilities around the first three dimensions, with 84% citing improving crisis-preparedness as a priority post-COVID. In addition, 65% of organizations are actively investing in localizing or regionalizing their supplier and manufacturing base to reduce risk and be closer to their customers. As many as 65% of organizations are actively investing in localizing or regionalizing their supplier and manufacturing base in order to reduce risk and to be closer to their customers Diversifying the supply chain is also front of mind; 68% of businesses are investing in diversifying their supplier base and 62% in diversifying their manufacturing base.

However, Capgemini found that only a small proportion have the necessary levels of supply chain agility (21%), optimization of end-to-end costs (20%) and visibility (9%). Building resilience across an entire product range is expensive, time-consuming and often impractical. Instead, organizations should identify the areas where building resilience is critical and create an end-goal of building a resilient mindset throughout the entire product lifecycle.

“Enterprises must rethink their supply chain strategy and determine the right level of resilience that they are prepared to build into their value chain, ensuring that this is embedded throughout research and development, planning and execution,”  says Roshan Gya, Managing Director, Global Head of Operations Transformation for Capgemini Invent. “Beyond efficiency, managing resilience and sustainability will become key targets for leadership team.”

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3 COMMENTS

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