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Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 1| Page
Tenthpin Management Consultants
Webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 2| Page
§ Global Lead Partner for SCM at Tenthpin Management Consultants
§ 20 years of management consulting experience
§ Industry expertise: Life Sciences, Consumer Goods, and Chemicals
§ Expert in Supply Chain Management (from strategy to implementation)
§ Seasoned speaker at various Supply Chain conferences
§ Professor for Logistics and SCM at H-BRS in Bonn, Germany
§ Research and consulting areas: Supply Chain Finance, Supply Chain Simulation
§ Background § Master in Business Administration§ Ph.D. in Supply Chain Finance§ Management consultant in SCM,
planning and simulation
Speakers
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
Patrick Wolf Frank Vorrath Prof. Dr. Robert Grüter
§ Executive Supply Chain Partner and Vice President Service Delivery EMEA & APAC at Gartner
§ Former Vice President Global Supply Chain Johnson Controls
§ APICS Corporate Excellence Award for the Johnson Controls Supply Chain Excellence Operating System in 2017
§ In 2016, Frank was rated by the Supply Chain Movement Magazine under the top 38 Supply Chain Professionals in Germany
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 3| Page
Tenthpin is a global management consulting firm, with deep expertise in the Life Sciences Industry sectors
Tenthpin - Global Footprint & Mission
Key facts & figures§ Founded in 2017§ HQ in Basel, Switzerland§ Management owned
Tenthpin Europe• Basel (CH)• Frankfurt (DE)• Lisbon (PT)• London (UK)
Tenthpin Asia• Hongkong• Shanghai• Singapore
Tenthpin US• Atlanta• Boston• Indianapolis• Houston• San Francisco
Making the Difference in Life Science§ Our ambition is to be the
leading business and technology consultancy that understands the unique challenges within the different industry segments in Life Sciences.
§ We provide independent advice and services to our clients.
§ We combine our industry and process knowledge with the latest technology drivers making the difference in any transformational change.
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 4| Page
We provide independent advice and services to our Clients. We combine our industry and process knowledge with the latest technology drivers making the difference in any transformational change
Tenthpin - Services Portfolio
Technology Consulting
ERP Transformation
Transformation Management
Mergers, Acquisitions &
Divestitures
Innovation Management
Business Consulting
• Process & IT Due Diligence• Transaction Planning &
TSA Management• Post Merger Integration• Divestiture Management • Business Benefits Realization
• SAP ECC, S/4HANA• S/4HANA CLOUD• SAP Leonardo, SAP Fiori• SAP Analytics, BI• Testing and Data Services
• Program & Project Management• Change Management &
Communication• Quality Assurance• Team Effectiveness & Collaboration• Knowledge Management
• Operating model design• Process efficiency• Business Analytics • Data Management• Compliance and Regulatory
• Solution Development & Implementation
• Technology Architecture Services• Internet of Medical Things (IoMT)
Solutioning• Process Automation & Machine
Learning
• Digital Disruption• Digital Networking &
Co-Innovation• Digital Architecture• Digital Scale
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 5| Page
1. Introduction of speakers and agenda
2. Overview on impact of COVID-19 on Life Sciences industry
3. The role of Supply Chain Resilience to domesticate the Black Swan
4. How SCM ensures Business Continuity – during and post-COVID-19
5. How to stress test your SC capabilities
6. Q&A
§ 5min
§ 15min§ 5min
§ 15min
§ 15min§ 5min
§ Patrick Wolf (Tenthpin)
§ Frank Vorrath (Gartner)§ Patrick Wolf (Tenthpin)
§ Patrick Wolf (Tenthpin)
§ Prof. Dr. Robert Grüter§ Patrick Wolf (Tenthpin)
Agenda
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
Item Presenter / Facilitator Duration
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 6| Page
1. Introduction of speakers and agenda
2. Overview on impact of COVID-19 on Life Sciences industry
3. The role of Supply Chain Resilience to domesticate the Black Swan
4. How SCM ensures Business Continuity – during and post-COVID-19
5. How to stress test your SC capabilities
6. Q&A
§ 5min
§ 15min§ 5min
§ 15min
§ 15min§ 5min
§ Patrick Wolf (Tenthpin)
§ Frank Vorrath (Gartner)§ Patrick Wolf (Tenthpin)
§ Patrick Wolf (Tenthpin)
§ Prof. Dr. Robert Grüter§ Patrick Wolf (Tenthpin)
Agenda
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
Item Presenter / Facilitator Duration
© 2020 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This presentation, including all supporting materials, is proprietary to Gartner, Inc. and/or its affiliates and is for the sole internal use of the intended recipients. Because this presentation may contain information that is confidential, proprietary or otherwise legally protected, it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.
COVID – 19Supply Chain ResponseLeading within the New Realities
Frank Vorrath, VP Service Delivery Team EMEA & APACGartner Supply Chain April 28, 2020
RESTRICTED DISTRIBUTION8 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved.
By the members, for the membersEnterprise Supply Chain Leaders
COVID-19from Risk to
Recovery
Working within the New Realities
Leading within the New Realities
We Are In A COMPLETE Different World
Gartner COVID -19 Supply Chain Response from Risk to Recovery
RESTRICTED DISTRIBUTION9 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved.
Gartner COVID -19 Supply Chain Response from Risk to Recovery
Enterprise Supply Chain Leaders
Financial
Governance and Communication
Multi-Tier Sourcing Manufacturing Logistics
People
Demand Supply
CustomersMacro-economic
Supply Chains from Demand driven to constrained Supply driven
Leading within the new Realities
RESTRICTED DISTRIBUTION10 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved.
Will your revenue be positively or negatively impacted by COVID-19?Industry Negatively Unchanged Positively
Banking, Financial, and Insurance
96% 0% 4%
Retail and Wholesale 91% 0% 9%
Services 88% 6% 6%
Manufacturing 82% 8% 9%
Healthcare 76% 16% 8%
Technology and Telecom
75% 7% 8%
All Respondents 85% 8% 8%
Selected Industry Sample Sizes: Manufacturing n = 33, Healthcare n = 25, Banking, Financial, and Insurance n = 25, Services n = 16, Technology and Telecom n = 12, Retail and Wholesale n = 11All Respondents: n = 147
Gartner COVID -19 Supply Chain Response from Risk to Recovery
Enterprise Supply Chain Leaders
Leading within the new Realities
RESTRICTED DISTRIBUTION11 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved.
Gartner COVID -19 Supply Chain Response from Risk to Recovery
Enterprise Supply Chain Leaders
Leading within the new Realities
46 % of companies CFO‘s expecting a contraction in the range from 10-30 %
Outlook on Revenue predictions as a result of COVID-19
RESTRICTED DISTRIBUTION12 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved.
What is your TOP business concern related to COVID-19 in April?Textual Analysis of Open-Ended Response, Firms Negatively Impacted by COVID-19, All Industries
Business-Related Concern Frequency Cited (8 April – 12
April)
Frequency Cited (2 April – 6 April)
Cash (including cash conversion cycle, AR/AP, cash flow, and liquidity) 21% 24%
Macro-pandemic concerns (duration or severity of pandemic, overall economic health, macroeconomic uncertainties)
20% 13%
Revenue Losses, Reduction in (Customer Demand) 18% 26%
Employees (including working from home, morale, safety, security, labor issues, payroll, Paycheck Protection Program, and layoffs)
17% 22%
Other Issues (supply chain, logistics, governmental response, and firm-specific operations)
16% 12%
n = 94 senior finance leaders
Gartner COVID -19 Supply Chain Response from Risk to Recovery
Enterprise Supply Chain Leaders
Leading within the new Realities
RESTRICTED DISTRIBUTION13 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved.
Gartner COVID -19 Supply Chain Response from Risk to Recovery
Enterprise Supply Chain Leaders
Past Now Next
$655 $733
$806 $918
2016 2017 2018 2019
ü WIN NEW BUSINESSü GROW EXISTING ACCOUNTS
Consistent Revenue Growth
+16%2020 TARGET
Cash Working Capital
Inventory
CCC- AR & AP
CostCost Optimization
S&GA right sizing
COGS/OPEX/CAPEX
Strategy3-5 years Strategy
Annual Business Plan
(Re) Prioritization
“We will continue to execute our shared growth initiatives through geographical expansion, servicing national accounts, and continuing our acquisition strategy.”
Ron Widup,Vice Chairman, Board of Directors
Corporate Objectives
KEY INSIGHT: Prepare for risk to customers and channel partners by planning for softening of demand and longer sales cycles, and planning for constrained supply, credit risk and liquidity challenges.
Prepare for COVID-19 Sense and Response
(Pandemic Planning Resource Center)
Supporting the Business
RESTRICTED DISTRIBUTION13 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved.
Leading within the New Realities
RESTRICTED DISTRIBUTION14 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved.
Focusing on high priority product groups
Understanding current Inventory and Supply Situation
Tracking daily run rate and compare to your “normal” run rate
Continuously reviewing risks and opportunities
S&OP Main Business Process Management Scenario Modelling
Gartner COVID -19 Supply Chain Response from Risk to Recovery
Enterprise Supply Chain Leaders
Key actions to manage demand risks and recovery
Leading within the New Realities
RESTRICTED DISTRIBUTION15 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved.
Key actions to manage supply risks and recovery
Align business rules:§ Product segmentation and prioritization§ Customers order allocation rules
Manage service risks:§ Alternative suppliers, materials,
product design, formulation§ Simplified product portfolios
Provide Inventory Visibility:§ Regular update on key product
inventory position§ Provide short term inventory projection
Review recovery plan:§ Understand demand best and worst
scenarios§ Build supply scenarios with projected
cost and inventory impact
Update key supply assumptions:§ Constantly review lead time, output
and available capacity § Update and add required buffer due to
uncertainty
Joint Planning with key suppliers:• Understand risks and opportunities• Risks and benefit sharing
Gartner COVID -19 Supply Chain Response from Risk to Recovery
Enterprise Supply Chain Leaders
Leading within the New Realities
RESTRICTED DISTRIBUTION16 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved.
Gartner COVID -19 Supply Chain Response from Risk to Recovery
Enterprise Supply Chain Leaders
Trends for Life-Science companies
Regulations
Informed Patient
GLOCALSupply Chains
Digital Insights and
IntelligentEcosystems
Personal Effective Medical
Treatment
Leading within the New Realities
RESTRICTED DISTRIBUTION17 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved.
New Business Models and Role of Supply Chain
E2E Visibility and Digital Transformation
Continuity/Risk Mitigation Strategy
Cost Optimization and Cash Improvement
E2E Supply Chain Risk Management
E2E Supply Chain Network Design
Sales and Operations Planning as main BMP
Demand Risk Assessment
Inventory (Service) Risk Assessment
Access to Labor
Access to Transport
Supply Risk Assessment
Communication
Financial Risk Assessment
Risk Opportunities+
Manage the COVID-19 Risk while focusing on the Recovery
Gartner COVID -19 Supply Chain Response from Risk to Recovery
Enterprise Supply Chain Leaders
Sense and Respond
Perform and Transform
Leading within the New Realities
© 2020 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This presentation, including all supporting materials, is proprietary to Gartner, Inc. and/or its affiliates and is for the sole internal use of the intended recipients. Because this presentation may contain information that is confidential, proprietary or otherwise legally protected, it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.
Thank YouStay Safe and
Healthy !
Leading within the new Realities
Frank Vorrath, VP Service Delivery Team EMEA & APACGartner Supply Chain April 28, 2020
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 19| Page
1. Introduction of speakers and agenda
2. Overview on impact of COVID-19 on Life Sciences industry
3. The role of Supply Chain Resilience to domesticate the Black Swan
4. How SCM ensures Business Continuity – during and post-COVID-19
5. How to stress test your SC capabilities
6. Q&A
§ 5min
§ 15min§ 5min
§ 15min
§ 15min§ 5min
§ Patrick Wolf (Tenthpin)
§ Frank Vorrath (Gartner)§ Patrick Wolf (Tenthpin)
§ Patrick Wolf (Tenthpin)
§ Prof. Dr. Robert Grüter§ Patrick Wolf (Tenthpin)
Agenda
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
Item Presenter / Facilitator Duration
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 20| Page
• Ability to build robustness against negative events
• while still exploiting positive events
• counterfactual reasoning when considering risk
• COVID-19 can be categorized as a Black Swan event (like the dissolution of the Soviet Union or 9/11):• The event is of extreme rarity• It has a severe impact• It will be rationalized after first occurrence
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
How to identify a Black Swan How to cope with a Black Swan
The role of Supply Chain Resilience to domesticate the Black Swan
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 21| Page
Do you think your Supply Chains are robust and resilient enough?
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
Source: Prof. Dr. David Francas, 2020
At least 51,000 (163 Fortune 1000) companies around the world have one or more direct or Tier 1 suppliers in the impacted region Hubei, and at least five million companies (938 Fortune 1000) around the world have one or more Tier 2 suppliers in the impacted region.
Source: Dun & Bradstreet, 2020
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 22| Page
We need to move towards proactively building the capability of resilience into our supply chains, rather than react and fire-fight uncertainties and risk
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
RESIST
Ability of a Supply Chain to absorb the impact of a disruption without breaking and failing the system
RECOVER
Ability of a Supply Chain to recover operatonionally and financially after a disruption, and to come back stronger and smarter
The phases of a resilient supply chain
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 23| Page
1. Introduction of speakers and agenda
2. Overview on impact of COVID-19 on Life Sciences industry
3. The role of Supply Chain Resilience to domesticate the Black Swan
4. How SCM ensures Business Continuity – during and post-COVID-19
5. How to stress test your SC capabilities
6. Q&A
§ 5min
§ 15min§ 5min
§ 15min
§ 15min§ 5min
§ Patrick Wolf (Tenthpin)
§ Frank Vorrath (Gartner)§ Patrick Wolf (Tenthpin)
§ Patrick Wolf (Tenthpin)
§ Prof. Dr. Robert Grüter§ Patrick Wolf (Tenthpin)
Agenda
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
Item Presenter / Facilitator Duration
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 24| Page
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
Supply Chain resilience response in short term
Medium Term
Short Term
RESIST
Avoid Contain
Stock buffer management
Supplier monitoring
Supply Chain Weakness analysis3
2
1 Business Continuity Plan
Risk screening
Flexible Production Lines
5
4
6
We need to move towards proactively building the capability of resilience into our supply chains, rather than react and fire-fight uncertainties and risk
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 25| Page
We need to move towards proactively building the capability of resilience into our supply chains, rather than react and fire-fight uncertainties and risk
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
AvoidRESIST
- Assess coverage of buffer stock both at company, and at customers- Create a priority list of allocation of the entirestock in the chain
- Assess inventory coverage of critical material at strategic suppliers (e.g. API)- Confirm material allocation on a weekly base - Analyze with supplier iflead times are being impacted (transportation and production)
Based on point 1 and 2:- Assess how long you can servecustomers without major service deterioration- Quantify probability of internal disruption due to e.g. factory closing- Evaluate with your logisticproviders any possible transportation disruption due to limited capacity on the market
Stock buffer management
Supplier monitoring
Supply Chain Weakness analysis
3
2
1
In this phase we put allefforts into ensuring
business continuity by focusing on secure
supply, agile inventorymanagement and
protecting cash flow.
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 26| Page
We need to move towards proactively building the capability of resilience into our supply chains, rather than react and fire-fight uncertainties and risk
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
ContainRESIST
- Plan for excess capacity utilization - Reallocate available resources to production and supply of life saving products- Enhance BCP by lessons learned
- Assess where are the most critical risks for priority customers and cash flow- Monitor permanentlycritical strategic suppliers
- Review and adjust regularly production lines setup (e.g. assignment of number of workers)- Flexibilization of manufacturing assets
Business Continuity Plan
Risk Screening
Flexible Production Lines 6
5
4
This phase alreadystarts with preparationof the Recover stage by
sustaining measures.
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 27| Page
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
RECOVER
Stabilize Return
Digital Supply Chain Ecosystem E
Backup Sourcing
D
Financial ReservesC
Contingency PlanB
Task Force ‘Recover’A
Medium Term
Short Term
Supply Chain resilience response in medium term
We need to move towards proactively building the capability of resilience into our supply chains, rather than react and fire-fight uncertainties and risk
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 28| Page
After the recover organizations need to build in sustainable Supply Chain Resilience enabled by Digital Solutions
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
- Simulate Recover planalong the entire value chain- Collect and incorporate learnings from crisis into BCP
- Review current supplier network- Assess where multi-sourcing as backup is possible (mid to long term)
- Sustain partnerships with all relevant business partners including governmental authorities- Revisit Digital SC Transformation roadmap –prioritize initiatives supporting SC Resilience- Assess where crisis work-arounds can be digitized
Task Force ‘Recover’
Backup Sourcing
Digital Supply Chain Ecosystem E
D
A
Stabilize & ReturnRECOVER
Get prepared for the new normal – build in
sustainable Digital Supply Chain Resilience!
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 29| Page
§ Monthly enterprise wide E2E process
§ Alignment of business objectives with strategic and tactical plans
§ Translation of tactical plan to operations
§ Alignment of assumptions§ Financial reconciliation based on
scenarios§ Setting of priorities§ Management of allocations
§ All enterprise functions have to be involved in daily S&OP meetings
§ Revisit assumptions based on latest developments and market insights
§ Prepare short-term scenarios (best/worse/worst case scenario) based on different assumptions
§ Set priorities to optimize cash flow position
§ Monitor and run daily allocation process for short products/markets
SHORT TERM: The role of Sales & Operations Planning as the master business platform to manage crises
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
Key characteristics of a “normal” S&OP
Key specifics of a „new normal“ S&OP – Resist mode
ResistS&OP
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 30| Page
§ Monthly enterprise wide E2E process
§ Alignment of business objectives with strategic and tactical plans
§ Translation of tactical plan to operations
§ Alignment of assumptions§ Financial reconciliation based on
scenarios§ Setting of priorities§ Management of allocations
§ All enterprise functions have to be involved in daily/weekly S&OP meetings
§ Define ramp-up/down plansdependent on different assumptions(e.g. availability of API, PPE)
§ Develop continous scenarioassessments considering trade-off decisions
§ Setup pro-active ConstraintManagement process
§ Revisit allocation rules (e.g. sequenceand magnitude of ramping-up sites)
MID TERM: The role of Sales & Operations Planning as the master business platform to manage crises
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
Key characteristics of a “normal” S&OP
Key specifics of a „new normal“ S&OP – Recover mode
RecoverS&OP
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 31| Page
1. Introduction of speakers and agenda
2. Overview on impact of COVID-19 on Life Sciences industry
3. The role of Supply Chain Resilience to domesticate the Black Swan
4. How SCM ensures Business Continuity – during and post-COVID-19
5. How to stress test your SC capabilities
6. Q&A
§ 5min
§ 15min§ 5min
§ 15min
§ 15min§ 5min
§ Patrick Wolf (Tenthpin)
§ Frank Vorrath (Gartner)§ Patrick Wolf (Tenthpin)
§ Patrick Wolf (Tenthpin)
§ Prof. Dr. Robert Grüter§ Patrick Wolf (Tenthpin)
Agenda
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
Item Presenter / Facilitator Duration
How to stress test your SC capabilities –Supply Chain Risk Management with
Simulation
Prof. Dr. Robert Grüter
Prof. Dr. Robert Grüter – How to stress test your SC capabilities
Risk and return as the basic framework for determining your strategyIm
pact
of t
he ri
sk
Probability of occurrenceLow High
High
Low
Low Risk Medium Risk
Low Risk Low Risk
High Risk
Medium Risk
Medium Risk High Risk High Risk
Impact-Probability-Matrix Risk-return efficiency curve
33
Ris
k
Low
High
Low Return High
Current efficiency risk-return curve
Current position
A higher efficiency risk-return curve
Prof. Dr. Robert Grüter – How to stress test your SC capabilities
(Supply Chain) Risk Management means trading off risk exposure and the cost of reducing it
34
Exposure Cost
Risk taking
Risk avoidance
Risk sharingRisk reduction
Prof. Dr. Robert Grüter – How to stress test your SC capabilities
Complex, interdependent, stochastic systems? Wait a minute…
35
SCs are complex, interdependent, stochastic systems –requiring a fitting tool like simulation
Supply Chains in deterministic & simplistic frameworks – The Happy Path
BUT
Prof. Dr. Robert Grüter – How to stress test your SC capabilities
Supply Chain map view
36
Prof. Dr. Robert Grüter – How to stress test your SC capabilities
Supply Chain Simulation view with inventory and service-level
37
Prof. Dr. Robert Grüter – How to stress test your SC capabilities
Time to recover for 100 replications of stochastic port closure time periods
38
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 39| Page
1. Introduction of speakers and agenda
2. Overview on impact of COVID-19 on Life Sciences industry
3. The role of Supply Chain Resilience to domesticate the Black Swan
4. How SCM ensures Business Continuity – during and post-COVID-19
5. How to stress test your SC capabilities
6. Q&A
§ 5min
§ 15min§ 5min
§ 15min
§ 15min§ 5min
§ Patrick Wolf (Tenthpin)
§ Frank Vorrath (Gartner)§ Patrick Wolf (Tenthpin)
§ Patrick Wolf (Tenthpin)
§ Prof. Dr. Robert Grüter§ Patrick Wolf (Tenthpin)
Agenda
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
Item Presenter / Facilitator Duration
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 40| Page
Key take-aways
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
Key take-aways:§ Many industries report massive
disruptions – life sciences still less harmed
§ Stringent Cash Management is recognized as key to survive risk phase
§ Establish Supply Chain Resilience to master crisis and to recover
§ S&OP is the key process to orchestrate all required partners to navigate through current disruption
§ Stress test your supply chain by running SC Simulations to assess risk
§ Support SC Resilience by simulating your capabilities during the Recover phase
Copyright © 2020 | Tenthpin Management Consultants 29-Apr-20 41| Page
Wrap up & next steps
SCM webinar: “How SCM ensures Business Continuity during and after Corona Crisis”
For further information feel free to contact our speakers:§ Frank Vorrath:
[email protected]§ Prof. Dr. Robert Grüter:
[email protected]§ Patrick Wolf:
Stay tuned for the next webinar in May:“The dependency of global pharma supply on Chinese and Indian API Supply”!
Legal Disclaimer
All data, information, statements, photographs, and graphic illustrations contained in this presentation are without any obligation to the publisher and raise no liabilities to Tenthpin Management Consultants or any affiliated companies, nor shall the contents in this presentation form part of any contracts, which may be concluded between Tenthpin Management Consultants companies and others referred to herein.
© Tenthpin Management Consultants 2019. All rights reserved. No part of this copyrighted work may be reproduced, modified or distributed in any form or by any means, or stored in any database or retrieval system, without the prior written permission of Tenthpin Management Consultants or its affiliates. Any such unauthorized use for any purpose is a violation of the relevant copyright laws