Supply Chain Disruption Quotes

Fortifying the company may involve diversifying suppliers and establishing contingency plans to mitigate supply chain disruptions.

Fortifying the company involves managing supply chain risks to ensure continuity of operations and avoid disruptions.

Reshoring, backshoring, and onshoring are now replacing offshoring and outsourcing.

Today’s rapidly changing world, marked by increased speed and dense interdependencies, means that organizations everywhere are now facing dizzying challenges, from global terrorism to health epidemics to supply chain disruption to game-changing technologies. These issues can be solved only by creating sustained organizational adaptability through the establishment of a team of teams.

Winter arrived with December, and the world continued to suffer the loss of the Internet and most forms of communication. Supply chains were disrupted. The only mass form of personal communication was the letter, and postal workers were having their worst year ever, as they were actually meeded. Food was becoming scarcer and more expensive, as was fuel for vehicles and heating. Major cities experienced riots on a regular basis, spurred on by religious fervor and want. Civilization was on the brink of collapse.

Big data is a type of supercomputing for commercial enterprises and governments that will make it possible to monitor a pandemic as it happens, anticipate where the next bank robbery will occur, optimize fast food supply chains, predict voter behavior on election day, and forecast the volatility of political uprisings while they are happening.

once been a benefit to those now complaining. Back in the days when there was too much capacity, importers exploited the flexibility of contracts. Their deals obligated carriers to move a minimum number of boxes at a set price. But if the customer opted to move fewer, they did not have to pay a penalty. Now, the dynamic had reversed. Supply was tight, prices were astronomical, and the carriers were behaving like miners unleashed on a gold rush. The niceties of their previous dealings were ditched in the pursuit of a frenzied reach for lucre. “This is arguably the largest driver of the increased cost of consumer goods in our country,” Delves said. “This surpasses any tariff that’s put on anything.” There were certainly other factors behind soaring prices. Governments in major economies had dispensed cash to their citizens to help them manage the economic strains of the pandemic, which had boosted spending power. Decades of consolidation in many industries—from meatpacking to telecommunications—had placed companies in position to exploit disruptions as an opportunity to lift prices.

As Dr. Fauci’s policies took hold globally, 300 million humans fell into dire poverty, food insecurity, and starvation. “Globally, the impact of lockdowns on health programs, food production, and supply chains plunged millions of people into severe hunger and malnutrition,” said Alex Gutentag in Tablet Magazine.27 According to the Associated Press (AP), during 2020, 10,000 children died each month due to virus-linked hunger from global lockdowns. In addition, 500,000 children per month experienced wasting and stunting from malnutrition—up 6.7 million from last year’s total of 47 million—which can “permanently damage children physically and mentally, transforming individual tragedies into a generational catastrophe.”28 In 2020, disruptions to health and nutrition services killed 228,000 children in South Asia.29 Deferred medical treatments for cancers, kidney failure, and diabetes killed hundreds of thousands of people and created epidemics of cardiovascular disease and undiagnosed cancer. Unemployment shock is expected to cause 890,000 additional deaths over the next 15 years.30,31 The lockdown disintegrated vital food chains, dramatically increased rates of child abuse, suicide, addiction, alcoholism, obesity, mental illness, as well as debilitating developmental delays, isolation, depression, and severe educational deficits in young children. One-third of teens and young adults reported worsening mental health during the pandemic. According to an Ohio State University study,32 suicide rates among children rose 50 percent.33 An August 11, 2021 study by Brown University found that infants born during the quarantine were short, on average, 22 IQ points as measured by Baylor scale tests.34 Some 93,000 Americans died of overdoses in 2020—a 30 percent rise over 2019.35 “Overdoses from synthetic opioids increased by 38.4 percent,36 and 11 percent of US adults considered suicide in June 2020.37 Three million children disappeared from public school systems, and ERs saw a 31 percent increase in adolescent mental health visits,”38,39 according to Gutentag. Record numbers of young children failed to reach crucial developmental milestones.40,41 Millions of hospital and nursing home patients died alone without comfort or a final goodbye from their families. Dr. Fauci admitted that he never assessed the costs of desolation, poverty, unhealthy isolation, and depression fostered by his countermeasures. “I don’t give advice about economic things,”42 Dr. Fauci explained. “I don’t give advice about anything other than public health,” he continued, even though he was so clearly among those responsible for the economic and social costs.

At its heart, ecosystem strategy is about partner alignment. Customer insight and great execution are the necessary but no longer sufficient drivers of success. As delivering your value propositions has become more dependent on collaboration, finding ways to align your partners has moved to center stage. In industries, working with partners meant mastering supply chains and distribution channels—everyone understood their role and position. In ecosystems, the challenge is aligning critical partners whose vision of who-does-what may vary dramatically from your own.

Arguments for reshoring many kinds of manufacturing in order to gain greater resilience and reduce unexpected disruptions are not new. The progress of globalization and the actions of multinational companies have been questioned and criticized since the 1990s and, more recently, these sentiments became part of electoral discontent in some countries, most notably in the UK and the US.[98] But as the COVID-19 pandemic unfolded, a remarkable lineup of institutions began to publish analyses and appeals for the reorganization of global supply chains. The OECD looked at the policy options to build more resilient production networks that would rely less on imports from distant places and that could better withstand global trade interruptions

Despite initial enthusiasm from Page’s distributors, as an overall category, innerwear remained a low-profile product in retail stores. This would ultimately necessitate a high-pitched, pan-India advertising campaign from Page, but the costs were prohibitive. Competitive intensity from incumbents had already increased substantially during 1995–2000. When the company reached sales of Rs 21 crore in FY2000, Rupa and Maxwell were already at Rs 150 crore each. One level above them, in the mid-premium segment, brands like Liberty, Libertina and Tantex (TTK Tantex) were firmly ensconced. Associated Apparels (Liberty and Libertina) reported sales of Rs 100 crore during the same period. In a stroke of luck for Page, both TTK Tantex and Associated Apparels fell prey to labour strikes. TTK Tantex saw labour-related plant shutdowns in 1997 that lasted for two years, sending the company’s revenues into a steady descent (see Exhibit 55). The TTK Group had twenty companies across many sectors and, due to lack of management bandwidth to handle the crisis, sold the innerwear brand in FY02. In the same year, Associated Apparels had a labour strike in one of its factories that disrupted its supply chain. The exit of both TTK Tantex and the crippling of Associated Apparels played into Page’s hands as all the large innerwear retailers (dealers) in northern and western India shifted to Jockey.

What I mean by graceful degradation,” continued Chuck as Sarah filled his plate, “is that there’s no longer a way to revert to previous technology if something fails.” “Example?” “Like this logistics thing that screwed up shipping. Everything is ‘just in time,’ with a handful of central warehouses located in the middle of nowhere that stock almost nothing.” “So no local stock if the supply chain gets disrupted?” “Exactly. The complex systems supporting cities are balanced on a knife’s edge. Knock out one supporting leg—logistics, for instance—and poof,” said Chuck, blowing on his hand, “the whole thing goes down. Supply chain attack is the big weakness.” “So

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Former Chairman of KPMG UK Bill Michael told employees there was “no such thing as unconscious bias.” The idea was “complete and utter crap.” He was later fired for telling pandemic-stressed staff to “stop moaning.”80 I guess it’s easier to point to a disrupted supply-chain or digital process than a disrupted mental state. It’s also easier to self-delude.

Perhaps the most important thing to remember about supply chain vulnerability to political actions is cumulative risk: The risk of disruption in any one node of a supply chain may be low, but the cumulative risk of disruption across the entire supply chain is much higher.

The new mobility would create major dislocations. A shift from “mobility as a product” to “mobility as a service” would result in a significant drop in new car purchases by individuals. What would grow instead would be fleet purchases. Since the cars would be used not 5 percent of the time, but 70 or 80 percent of the time, the numbers of fleet sales would not compensate for the lost personal sales. The traditional automotive supply chains, involving thousands of companies around the world, could be disrupted not by trade wars but by innovation and technology, including robotics and 3D manufacturing.

disruption is how the threat would affect your business and that of your supply chain partners.