埃森哲：2020年快速响应：在不确定情况下保持供应链弹性的方法 - 埃森哲（英文版）（20页）.pdf

1、NOWNEXTCOVID-19: What to Do Now, What to Do Next Rapid Response A pragmatic approach to maintaining supply chain resilience in times of uncertainty Navigating the human and business impact of COVID-19 March 2020 Most supply chains are underprepared of companies surveyed do not have a business operat

2、ions contingency plan in case the outbreak lasts longer than a few weeks3 HOWdo we recognize the most critical impacts to our customers, people and business? HOW does our action plan account for the characteristics of our supply chain? WHATdata and analytics are required to measure and inform the in

3、sights to our action plan? WHATneeds to change in my operations to ensure ongoing agility and resilience? WHATis needed to rapidly and effectively mobilize my organization? Coronavirus risks are overwhelming the virtual lifeline to humanity. The scale of the impact on supply chains eclipses anything

4、 most companies have anticipated. Global epidemics like COVID-19 ranked low as a focus for risk mitigation efforts, per a survey of supply chain leaders.1 For low-probability, high-impact “black swan” events like a global pandemic2, standard risk models fall short. As a result, most companies do not

5、 have contingency plans in place, leaving supply chain executives scrambling to respond. 71% 2RAPID RESPONSE: A pragmatic approach to maintaining supply chain resilience in times of uncertainty The impact on the value chain is significant SuppliersManufacturingLogisticsSalesPeople Factories in quara

6、ntine, production plants totally shutdown. Production challenges due to lack of raw materials availability. Quarantine measures cause labor shortages and temporary unemployment. Workers preferring to stay/work from home or in quarantine and those in service industries unable to do so. Concerns over