EVENT DETAILS

Learning Objectives

- Understand key principles of Resilience in supply chain
- Get an overview of the key root causes of why the various disruptions we’ve witnessed in the last few years have caused challenges in your organization
- Master key techniques to make your supply chain more resilient in the mid and longer term, such as manufacturing footprint optimization, distribution network re-design, and improving end-to-end visibility through a Control Tower approach, not only on transport but integrated with Planning and Inventory optimization as well

Benefits of Attending

- Highly experienced and knowledgeable trainer to share both practical and theoretical insights
- The workshop is designed to provide a clear and operational view of what is de-risking and increasing resilience all about in language that is easily understandable, with examples from real world companies in Asia
- The course is very comprehensive and includes all main aspects such as strategy, organization structure, people, process and technology required to be successful in improving Resilience
- Learn from other companies in Asia through successful implementation case studies

Who Should Attend

- Managing Directors, Owners
- Chief Supply Chain Officers/ Chief Logistics Officers/ Chief Operations Officers/ Chief Procurement Officers
- Senior Supply Chain/ Logistics/ Procurement/ Operations Managers
- Chief Information Officer/ Chief Technology Officer

Program Agenda

PART 1 – Numerous disruptions have caused significant problems for supply chains in recent times

Session 1 – Geopolitical tensions
Geopolitical risk is not just any other risk such as a natural disaster or a pandemic. Geopolitical risk is one of the most damaging and far-reaching risks we face.
•    Impact of US-China tensions
•    Impact of Ukraine-Russia war

Session 2 – Ocean and air freight disruptions
•    Covid impact on ocean and airfreight
•    Root causes
•    Potential scenarios for recovery

Session 3 – Semi-conductor shortages
•    Covid impact on semi-conductor supply chain
•    Root causes
•    Potential scenarios for recovery

PART 2 – What is the impact of these disruptions on the supply chain function

Session 4 – Supply chain function has become the top priority in all companies
•    Supply chain is now top of the agenda in companies
•    How to use this opportunity to push for a true end-to-end approach

Session 5 – Supply chains have proven to be brittle and not able to cope with the various disruptions
A diagnosis of the most common root causes is necessary, before appropriate solutions can be introduced. Key reasons supply chains were not resilient are:
•    Most companies had optimized their supply chain for lowest cost
•    Sourcing function in many cases acting standalone from the other supply chain functions and too focused on cost, rather than supplier resilience

Group discussion – What are the root causes the disruptions caused challenges in your company?
•    Each participant in the group to list their company’s key challenges during last 2 years
•    Using a template with pre-configured set of root causes, each group will jointly assess all companies and indicate for each challenge what was one or more root causes 
The outcome of this group discussion is that each participant has a clear idea why the disruptions caused challenges in their company

PART 3 – What solutions are there to make supply chains more resilient in the future

Session 6 – Use a proven resilience framework to be more aware of potential risks and how to manage them
•    Introduction of a resilience framework that goes beyond traditional risk management approach to evaluate what are the key factors to take into account to assess the resilience of a supply chain 
•    Case study on how to use this resilience framework

Session 7 – Reduce complexity and vulnerability by redesigning your manufacturing and distribution footprint
While on the short term, companies can only mitigate the impacts of the various disruptions, on the longer term they need to use proven techniques to drastically reduce the impact or even eliminate it. This session will discuss supply chain network design as the main approach redesign your footprint
•    Where and how many factories to build, where to locate your DCs, how much inventory to hold and how to transport goods to your customers has a major impact not only on traditional measures such as cost, inventory and service levels, but also on absorbing volatility, managing risk and driving agility.
•    Basics of supply chain network design
•    What questions can you answer with a network design study. Overview of typical what-if scenarios to analyze
•    What type of software is available in the market
•    Project approach: how to do a network design project
•        How to avoid common pitfalls & mistakes 

Session 8 – Use a proven site selection framework to determine the most resilient place for your facility
In order to determine the ‘right’ location for either a factory or DC, a number of quantitative and qualitative factors need to be taken into account.
•    Introduction of a proven site selection approach, that is based on 3 key factors A) Cost B) Quality of the business environment and C) Risk
•    Case study of how to use this site selection approach

Session 9 – Create end-to-end visibility and control through a Control Tower approach
With all the past disruptions, companies have realized that knowing where your goods are at any point in time is vital to be able to define risk mitigation strategies in case a new disruption occurs
•    Overview of common Control tower approaches
•    How to go to the next level and not only have visibility but also integrate that with your planning response capability
•    What type of software is available in the market
•        How to avoid common pitfalls & mistakes 

Session 10 – Case studies
Learn from other companies that did do well in these turbulent times 
•    American fashion and apparel retailer: by diversifying its sourcing base world-wide, and working closely in long term contracts with its freight forwarders and ocean lines already during pre-covid days, this company was less impacted by covid shutdowns in Vietnam and ocean freight increases than competitors, leading to increase in market share
•    German industrial products manufacturer: by formulating a ‘China+1’ strategy early-on, this company had diversified its manufacturing footprint in Asia in pre-covid times, and was less severely impacted by various shutdowns and other disruptions in the China market