po no rl yt f9o %l i o orfe mq uainr eusf arcetduer seirgsnai nc tgi vt ehley sduepspi gl yn ct hh ea ii rn .sYuept-, pwl iyt hc oh ua it npsl. aUt fnoar bma treadt i og rnoawl i zt ha t ii no np, rroedcui pc et /c ionmg rpel de xi ei tnyt si st aantdi cakr edti zt ao t bi oann, karnudp tpcryo idnu tcht icsoumn pc el erxt ai tiyn aennavliyrsoi ns - ment. Demand Shifting. Companies wanting to grow de- pa dl ovye rdtei smi nagn, di n- s- hs taoprien gmaecrtci hv iatni edsi —s i npgr, i ca en, dp nr oe mw optri oo nd ,- ue vc at llua autnec5h0e s%. Tohf ea cptri ov bi tlieems , ai sn dt htaht ec coymc lpeafnoire sa noanllyys i s takes four to six months. When considered, compa- nies find that over 60% of activities shift demand, iTnhcer erae scionmg mc oesnt dwaittiho onui ts itmo ps irmo vpi lni fgy md ea mr kaent dp-ostheanpt i- a l . iunsge ancet wi v ei tri easn ianl ypt ei crsi oadnsd ocf otnusrub mu l pe tni to dn edma taan tdo amn de a - sure effectiveness weekly. (If you are in consumer po nr osdyuncdt isc, at thei ds md aetaanasnadb tarnaddoi tni oi nnga lt ht ee cdhenpoel on gdye na cpy- proaches. China. Economics. Covid. The Covid story in China fCohri n2 a0 2i s3ains ui mn kp no or twa nn tbmu ta rbkuectk, leexypoeuc tr ws ei al dt bsewl ti.nIgf s wd iictthdiel lmn easnsd, mb aasrekde tosnh mi f tasr, kaentdf apcotloi crys. aSnt adr at bt oa npdr eo-n the historical market patterns as a reliable source of demand. If China is a significant supply source, ex - pt oe cat mmoarjeo rs tdaibs rl eu pmt ai onnusf aacnt du rsitnagr tbma soev. i n g o p e r a t i o n s
208 Unabated Complexity. Over the last decade, com- pwaans i ense cpeesrspaertyu faot re dd ot hi negmbyutshi nt ehsast . iCt eomm pplreoxl ii tf ye rias t i o n like cholesterol: good complexity adds profit and growth while building market share, while bad complexity drags profitability without contributing tt oi e gbreotwwtehe. nT opdr oa yd, uocnt l py r2o%l i f eorf actoi omnpaanndi ems ae rvka el ut astheatrhe e growth. The elongation of the supply chain product Ma nodr ef ahcoe lti shtei cr itshki ns kaihnegaids. rHeeqruei,rwe de aass kw, e m o v e i n t o 2 0 2 3 “Why only focus on supply? Why are the other areas in the supply chain not being evaluated?” Need for a Shift in Perspective Accepted practices outside the focus of traditional sup- ply chain risk management are the most significant risk to the corporation. The list includes the management of da lei gmnamn de n- st i/ddee (sci gonmomf ef lrocwi asl of oprepr ar ot idouncst) ps ot rrat tf eo gl iioess, , ttahl ee n t ti mu rpnaocvt es rowf si thhi f at sg ii nn gc tl iemc ha nt eo. l To og ymi ni t fi rgaast ter ruicstku, rl eo,oaknhdotlhi set i - cLaolol yk aptahs ot wt r at do i rt ieodnuacl es vuaprpi al yb ci lhi tayi na nr ids ki mmparno av ge ecmo ne tni tn’ su i t y . cs uu pr rpelni etrf omcauns a, wg ehmi cehnftopcruascetsi coensl. y o n p r o c u r e m e n t a n d Risk Headwinds Ha nedr ee, vwa el usaht iaorne or ifs2k 0f 2a c3t os trrsattoe gcioens si ind edre mi n atnhde , ecvl ioml uattieo, n talent, and supply. Demand-side Risk Factors:
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