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The Resilient Supply Chain BenchmarkReady for anything? Turbulence and the resilience imperativeTable of contents3About this report4Key insights5Ready for anything? The risk resilience imperative6Benchmarking modern supply chainresilience in an era of turbulence8Operational resilience – Bounce back and recover12Strategic resilience – Bounce forward and adapt16Act with today’s logic The Economist Intelligence Unit Limited 20212
The Resilient Supply Chain BenchmarkReady for anything? Turbulence and the resilience imperativeAbout this reportReady for Anything? Turbulence and the Resilience Imperative is an Economist Intelligence Unit report,commissioned by the Association for Supply Chain Management (ASCM). The analysis in this report isbased on The Resilient Supply Chain Benchmark, a first-of-its-kind benchmark assessing supply chainresilience in US companies.The EIU bears sole responsibility for the contents of this report. The findings, analyses andrecommendations included in the report reflect the EIU’s views and not necessarily those of thesubject matter experts who were consulted.The project was informed by interviews withother leading practitioners in the field of supplychain. The EIU is very thankful for the time andexpertise they contributed to this project:List of expert intervieweesJeanette Barlow, previously Vice President, Strategyand Offering Management, IBM SterlingSom Chattopadhyay, Vice President,Global Supply Chain, AmgenThe project has benefitted from counselprovided at various stages by a panel ofexperts consisting of prominent authoritieson supply chain resilience, sustainability, andcircularity. The EIU is extremely grateful forthe expertise and advice these individualsgenerously shared with this project.List of expert panelistsMike Douma, Vice President, Supply Chain, AbbVieMartin Caddick, Partner and Technical Leadon Resilience, MERC & CO LLPJess Dankert, Vice President, Supply Chain,Retail Industry Leaders AssociationMatt Elkington, Managing Partner,MERC & CO LLPSamantha Duncan, Co-Founder &Chief Executive Officer, Net PurposeBob Ferrari, Vice President andManaging Director, The Ferrari Consultingand Research GroupMatthew Kendall, Tech & Telecoms Editor,Industry Operations, The Economist Intelligence UnitDinah Koehler, Co-Founder & Head of Research,Net PurposeJoseph Fiksel, Professor Emeritus,The Ohio State UniversitySam Israelit, Partner, Bain & CompanySteve Koenig, Vice President, Research, ConsumerTechnology Association (CTA)Steven Melnyk, Professor,Michigan State UniversityAmit Nastik, Vice President, Head NTO GlobalStrategy, Operations, NovartisSuman Sarkar, Partner, Three S ConsultingAna Nicholls, Director, Industry Operations,The Economist Intelligence UnitVijay Sankararaman, Vice President of Product &Technology and Supply Chain at Lowe’s Inc.Randhir Thakur, Chief Supply Chain Officer,Intel CorporationJoseph Sarkis, Professor,Worcester Polytechnic UniversityBindiya Vakil, Chief Executive Officer,Resilinc CorporationDeirdre White, Chief Executive Officer,Pyxera GlobalPrashant Yadav, Senior Fellow,Center for Global Development The Economist Intelligence Unit Limited 20213
The Resilient Supply Chain BenchmarkReady for anything? Turbulence and the resilience imperativeKey insights Business continuity plans and playbooksshould include triggers outliningactions to be taken across a range ofdisruptions. Without detailed informationoutlining steps to be taken in the eventof a crisis, business continuity plans maybe of limited effectiveness. During thepandemic, many companies found thattheir business continuity plans lackedinformation about less critical processeswhich were magnified in importance in themiddle of a prolonged disruption happeningeverywhere at once. Analytics can helpmature companies develop digital playbooksthat coordinate roles and responsibilitiesfor personnel across multiple functions. Companies lack end-to-end visibility,leaving them vulnerable to dynamic orunexpected risks. In just over half of thecompanies benchmarked, the view of supplychains is based on internal data, or relies onsiloed or outdated data-sets. This limits theirability to detect emerging threats or calculatehow a disruption will unfold across supplychains and business units. High performersbuild an ‘outside-in’ picture through theintegration of supply chain partners intodemand forecasting and planning as wellas systems that provide real-time data. Companies are building strategic supplychain resilience by forging strong longterm relationships with key suppliersand customers. In a world of complex risk,no company is an island. High performerswork with their supply chain partners bysharing best practices, by ensuring theirpartners’ systems are robust enough tosupport new product developments, or byproviding financial assistance that preservessupply chain networks during disruptions. Climate change is among the biggest riskfactors of the 21st century, but there is agap between rhetoric and reality wheresustainable supply chain initiativesare concerned. According to our survey,making the supply chain more socially andenvironmentally sustainable is the top waythat companies across sectors plan to buildresilience over the next 3 to 5 years, yet lessthan half (42%) of companies have set targetsto reduce supply chain-related (or scope 3)carbon emissions. Target-setting is followedby more difficult tasks, such as establishingbaselines and monitoring performance.Climate risk awareness - including scenarioplanning, understanding the impact ofclimate change on suppliers and readinessfor carbon pricing - is one of the lowerperforming categories in the benchmark. The Economist Intelligence Unit Limited 20214
The Resilient Supply Chain BenchmarkReady for anything? Turbulence and the resilience imperativeReady for anything?The risk resilience imperativeOver the last three decades, the dominant supplychain paradigm emphasized leanness, efficiencyand cost control against a backdrop of deepeningglobalization. As supply chains were optimized,the risk landscape became more unpredictable.Even before the covid-19 pandemic struck, tradetensions and geopolitical instability, along withextreme weather events and climate change, putpressure on supply chains. For those who failedto take notice, the pandemic has been a deadlyexample that we live in an interdependent andvolatile world in which a number of complex riskscan unfold in rapid and often surprising ways.In this era of increased turbulence, it has becomecritical to reconsider the balance betweenefficiency and resilience. Organizations need toprepare for a range of upstream and downstreamdisruptions, from those which can be imaginedand anticipated, such as a factory fire orflood, to those which cannot, such as dynamicinteractions of complex technological systemsor the uncertain future of climate change. Thishas elevated supply chain planning and riskmanagement into strategic and C-suite decisionmaking. Among retail and pharmaceuticalcompanies assessed in the benchmark, increasingsupply chain resilience was the second-rankedstrategic objective for the next 12 months.Today, forward-thinking companies havetaken the events of 2020 as an opportunity tostrengthen their supply chains for the longterm. Historically, supply chain managers havefocused on readying themselves for shortterm predictable shocks and recovering backto a business-as-usual scenario. “Rather thandealing with specific risks one at a time,” saysIn today’s age of turbulence,on a tightly-connected planet,all enterprises—from smallbusinesses to multi-nationalconglomerates—need to improvetheir inherent resilience.Joseph Fiksel, Professor Emeritus,The Ohio State UniversityJoseph Fiksel, of the Ohio State University’s RiskInstitute, “companies are now adopting a strategicview of the risk landscape, and adapting theirbusiness processes and assets to better absorbshocks and remain competitive.” Fiksel continues,“in today’s age of turbulence, on a tightlyconnected planet, all enterprises—from smallbusinesses to multi-national conglomerates—need to improve their inherent resilience.”From shock to lasting changeCompanies have performed admirably in manyrespects during the pandemic, working withsuppliers, pivoting their businesses and findingalternative supply chain solutions. Jess Dankert,Vice President of Supply Chain at the RetailIndustry Leaders Association, notes the speed atwhich retail supply chains were able to recoverand respond to covid-19 was “very impressive– not just on basic things like stocking anddelivering goods to stores or customers directly,but also pivoting and deploying completely newofferings like curb-side sales.” At the same time,Covid-19 has shifted supply chain thinking andsharpened processes in ways that could betterprepare companies for tomorrow’s shocks. The Economist Intelligence Unit Limited 20215
The Resilient Supply Chain BenchmarkReady for anything? Turbulence and the resilience imperativeBenchmarking modern supply chain resiliencein an era of turbulenceThe Economist Intelligence Unit, supported bythe Association for Supply Chain Management(ASCM), has developed a first-of-its-kindbenchmark that assesses both the prevalenceof modern supply chain resilience-buildingcapabilities and how resilient companies havebeen over time.1 By doing so, The ResilientSupply Chain Benchmark can help corporateleaders and supply chain managers concernedabout the growing frequency and intensity ofsupply chain disruptions to take a wider view ofwhat their industry peers are doing and therebyassess their own resilience-building capabilities.The supplychain’s ability tobounce backand recover to anormal stateof affairsOperational supplychain resilienceThis report presents findings based on how 308publicly-listed US companies perform againstthe benchmark based on a combination ofprimary survey data collected in October 2020,data from corporate disclosures, and a wideranging expert interview program. Our analysisspans three sectors (consumer electronics,pharmaceuticals and retail) and includes firmsof different sizes (less than 250 million, 250million to less than 1 billion and over 1 billionin annual revenues). Companies included in thebenchmark are assessed across two equallyimportant domains: operational supply chainresilience and strategic supply chain resilience.2Strategic supplychain resilienceThe supplychain’s ability tobounce forwardand adapt to anew normal1 See Economist Intelligence Unit. Supply Chain Resilience for an Era of Turbulence.Available at: https://www.ascm.org/supply-chain-resilience/2 See Fiksel, J. October 2015. Resilient by Design: Creating Businesses That Adapt and Flourish in a Changing World.(Island Press), and Fiksel, J., Polyviou, M., Croxton, K. L., & Pettit, T. J. 2015.From Risk to Resilience: Learning to deal with disruption. MIT Sloan Management Review, 56(2), 79-86. The Economist Intelligence Unit Limited 20216
The Resilient Supply Chain BenchmarkReady for anything? Turbulence and the resilience imperativeOperational supply chain resilience refers toan organization’s ability to anticipate, withstandand respond to supply chain shocks quicklyand effectively and return to a ‘normal’ orimproved state. Operational resilience dependsfundamentally on understanding the supplychain and aligning priorities with suppliers.Companies can further develop operationalresilience through a range of tactics, from stresstesting and information-sharing with partnersto running real-time early warning systems.OperationalPerformanceOperational CapabilitiesPosition & PrepareSupplyChain RiskManagementMaturityEnd-to-EndTransparencySense & PlanVisibility InformationFlowRisk Monitoring& Early WarningSystemsMitigate & RespondRedundancy& FlexibilityRecoverPP Changein Returnon AssetsAgility ResponsivenessSensingSupplyChain RiskManagementTalentLiquidity RatioLeverage ratioRisk Planning(BCPS/ScenarioPlanning &Stress Testing)SupplierCollaborationStrategic supply chain resilience focuses onhow companies prepare for longer-term risksand structural shifts through organizationallearning, building strong relationships withvalue chain partners, rebalancing the supplychain, and adopting sustainable and circularSafety &Securitypractices. Strategic capabilities include climatechange adaptation for companies with supplychains vulnerable to more frequent extremeweather events or rising sea levels, or supplychain rebalancing amidst geopolitical tensions.Strategic d LevelEngagementBuildClimate nshipsSupply ChainWorkforceCustomerRelationshipsSupply ChainTalentPP Changein OperatingMarginAgility - VelocityStrategic ategicSupply ChainRisk ply ChainInnovation% ChangeScope 3CarbonEmissionsResource Use The Economist Intelligence Unit Limited 20217
The Resilient Supply Chain BenchmarkReady for anything? Turbulence and the resilience imperativeOperational resilience –Bounce back and recoverCompanies can improve businesscontinuity plans and playbooks byincluding more practical guidancefor the entire value chainBusiness continuity plans, with triggers outliningactions to be taken across a range of disruptions,are critical to the resilience toolkit. Overall, only57% of companies benchmarked claimed thatthey had business continuity plans that metthis criterion. Jeanette Barlow, previously VicePresident of Strategy and Offering Managementat IBM Sterling, says that in her experience,“roughly half of companies either don’t havebusiness continuity plans in place or are still inthe process of formulating one,” a number shefinds shockingly high with today’s significantlycomplex and dynamic threat matrix.Many companies with business continuityplans already in place are nevertheless eagerfor improvement. “The pandemic has been awake-up call for a number of organizationsas it exposed business continuity planningthat provided little practical guidance to helpmanagement cope with the multitude ofinterconnected effects such an extreme andextended scenario creates,” says Matt Elkington,Partner at risk consultancy MERC & CO. “Withthe need to know which suppliers were in acovid hot-spot or which suppliers should giverise to the most concern, many business leaderswere frustrated by the inability of BusinessContinuity Management teams to be able toanswer questions on the fly about what matteredmost,” explains Martin Caddick, Partner andTechnical Lead on Resilience at MERC & CO.“Although most organizations with businesscontinuity plans were able to keep criticalprocesses going, they found themselvesblindsided when less critical processes beganto fail,” says Caddick. Amit Nastik, Global Headof Strategy and Operations at Novartis, shareda relevant example, citing the lockdown in Italyand factory shutdowns of third-party suppliersimpacting a key component for packaging- aluminum foil. “Suppliers of aluminum foilmay not be considered essential, but theyhave suddenly become essential during theAlthough most organizations withbusiness continuity plans were ableto keep critical processes going, theyfound themselves blindsided whenless critical processes began to fail.Martin Caddick, Partner and Technical Leadon Resilience, MERC & CO The Economist Intelligence Unit Limited 20218
The Resilient Supply Chain BenchmarkReady for anything? Turbulence and the resilience imperativeRetail: A change of plans he benchmark reveals that retail is theTmain sectoral concern regarding businesscontinuity plans. Only 45% of benchmarkedretail companies have business continuityplans or playbooks in place that identifytriggers and outline steps to be taken inthe event of a disruption. The impact of nothaving a business continuity plan in placein the event of a major disruption can besignificant. “Some companies in the retailindustry learned this difficult and veryexpensive lesson due to the unmet demandand chaos they experienced from not beingpandemic. Now, you really need to look at theentire value chain to determine which suppliersare critical and need to remain operational.”More mature companies further along in theirdigital transformation may turn to prescriptiveanalytics to improve planning. Barlow says, “NewAI technologies can facilitate the sophisticatedand cumbersome process of establishingand maintaining digital playbooks that helpguide teams across multiple functions withthe best recommended course of action.”Companies lack end-to-endvisibility, leaving them vulnerableto dynamic or unexpected risksEnd-to-end visibility is widely talked about, buta distant goal for many. An average cross-sectorscore of 52 out of 100 for end-to-end visibilityreflects that just over half of the companiesbenchmarked rely on a picture of supply anddemand that is drawn from within the companyitself. 37% of companies in the benchmarkreported that their visibility was hampered byeither internal siloes or was not data-driven at all.able to quickly deploy contingency plans,or [due to] an inability to activate orderfulfillment channels that would be part of alarger business continuity strategy to helpmitigate the business risks associated withwidespread global supply chain disruptions,”says Barlow. On a positive note, and in alllikelihood as a result of the pandemic, whenasked how they plan to build resilienceover the next 3 to 5 years, the survey foundthat better business continuity planningwas the highest ranked focus area forretail companies in the benchmark.Barlow says, “The pandemic has emphasized theneed for integrated planning across functions.It’s no longer good enough to optimize withinthe swim lane of a particular process. Havinga stronger focus on end-to-end supply chainvisibility across a series of processes and businessoutcomes will be a lasting effect of covid-19.”In line with this shift, our survey found thatcompanies ranked improving collaborationacross functions as their third-top priority forbuilding resilience over the next 3 to 5 years.The pandemic has also led companies torealize that integration with supply chainpartners should be improved and prioritized.“As an industry, [the pharmaceutical sector] isnot as integrated with suppliers [from a dataperspective]”, said Nastik. “What becamevery evident in the first part of 2020 was thatwe are not using the same interface, we arenot using the same system. We had visibilityinto our suppliers, but it was very hands-onwhen it came to collecting and combininginformation.” For many companies, improvingvisibility will start with data governance, dataexchange protocols, and categorization. The Economist Intelligence Unit Limited 20219
The Resilient Supply Chain BenchmarkReady for anything? Turbulence and the resilience imperativeCompanies making progress on their own digitaltransformation need to help build capabilitiesacross their end-to-end supply chain. In additionto improving visibility, data from across thesupply chain can unlock higher-level capabilitiesthat lead to greater supply chain resilience andsupply chain innovation. Stress testing is animportant example. With an average cross-sector score of 48 out of 100, stress testing wasone of the less prevalent capabilities amongcompanies assessed in the benchmark. “Thekey to stress testing is that suppliers have tohave digitized their operations,” explainedBarlow. “I’ve found that the further you goback into the supply base, the more analogand manual things become,” she added.Consumer electronics: Sensing something amiss arge consumer electronics companiesLscored higher than industry and cross-sectorpeers for a number of operational andstrategic capabilities. For instance, consumerelectronics companies with revenuesgreater than 1B scored 88 for their abilityto sense disruptions early on, higher thanthe benchmark average of 76. The abilityto detect disruptions before they impactsupply chains can buy companies time tomake adjustments and ensure businesscontinuity, even avoiding a disruptionaltogether. As such, early detection canincrease resilience. A range of approachescan help companies strengthen their earlysensing capabilities, from analyzing weatherdata to monitoring social media trends andproactively researching the business metricsof their supply base to throw up red flags.33 Sheffi, Y. 15 September 2015. “Preparing for Disruptions Through Early Detection”. MIT Sloan Management Review.Available at: disruptions-through-early-detection/ The Economist Intelligence Unit Limited 202110
The Resilient Supply Chain BenchmarkReady for anything? Turbulence and the resilience imperativeOperational resilience: Average sector scores and highlightsConsumer ElectronicsSector0 - 250M 250M - 1B 1B Operational Capabilities62.760.762.466.9Position & Prepare61.460.561.263.6Sense & Plan60.657.960.765.9Mitigate & Respond66.264.065.471.4Operational Performance (Recover)62.560.459.969.1Sensing76.374.768.088.0PP Change in Operating Margin51.852.151.651.4% Change in Return on Assets (ROA)51.550.154.451.2PharmaceuticalsSector0 - 250M 250M - 1B 1B Operational Capabilities66.968.463.867.5Position & Prepare66.868.663.067.3Sense & Plan64.364.562.765.5Mitigate & Respond70.072.465.869.8Operational Performance (Recover)61.664.659.159.1Sensing75.481.670.370.0PP Change in Operating Margin50.750.151.051.4% Change in Return on Assets (ROA)51.152.548.551.7RetailSector0 - 250M 250M - 1B 1B Operational Capabilities64.059.462.366.1Position & Prepare65.562.259.968.5Sense & Plan59.655.261.260.7Mitigate & Respond66.960.866.069.4Operational Performance (Recover)58.553.361.159.5Sensing76.677.875.076.7PP Change in Operating Margin51.351.451.351.3% Change in Return on Assets (ROA)47.654.150.745.2 Sense & Plan Business ContinuityPlanning: consumer electronicsfirms with revenues higher than 250M top the benchmark. Mitigate & Respond Agility- Responsiveness: 1B firmsstand atop the benchmark, but thesector was average overall. Mitigate & Respond Cybersecurity: 1B firms are most likely to requirethird party independent reviews. Mitigate & Respond Workforce Safety: 250M firms outperformed other segments. Position & Prepare Financial Flexibility:pharma companies are best positionedfinancially to weather disruptions. Sense & Plan Supplier Collaboration:the pharma sector is slightly ahead of otherswith joint decision making for redundantinventory and information sharing. Mitigate & Respond Flexibility& Redundancy: small pharmacompanies stand atop the benchmarkfor this sub-category and foroperational capabilities overall. Position & Prepare FinancialFlexibility: as expected, the retailsector has comparatively fewer financialresources to weather disruptions. Mitigate & Respond Agility: retaildoes well on rapid decision-makingculture and shortened planningcycles, with 1B companies toppingthe benchmark on both counts. Mitigate & Respond WorkforceSafety: 1B firms scored lowerthan other segments. The Economist Intelligence Unit Limited 202111
The Resilient Supply Chain BenchmarkReady for anything? Turbulence and the resilience imperativeStrategic resilience –Bounce forward and adaptCompanies are building strategicsupply chain resilience by forgingstrong long-term relationships withkey suppliers and customersBuilding long-term partnerships with keysuppliers is an important aspect of strategicsupply chain resilience. While companies cannothave deep relationships with every supplier,building relationships with key suppliers,which they prioritize as partners, can fosterlong-term resilience. Partnerships shouldinclude sharing best practices, joint long-termplanning, and ensuring partners’ systemsare robust enough to support new productdevelopments, according to Mike Douma,Vice President, Supply Chain at AbbVie.Providing appropriate and sustainable levels offinancial assistance to suppliers during a shockis a further dimension of relationship-basedresilience since maintaining the financial healthof the supply chain can position companies tobounce back when economic conditions improve.One study of post-recession fortunes of 4,700public companies found that firms focusedon cost-cutting or cost control had the lowestprobability of pulling ahead after recession, andthe most successful post-recession performersbalanced defensive and offensive moves.480% of consumer electronics companies sizedgreater than 1B stated that they directly helpsuppliers to remain solvent during times of crisis,compared with an overall average of 54.9%.Semi-conductors: Ahead of the pack ith their supply chains particularlyWexposed to disruption from climate change,manufacturers of semi-conductors andother electronic components hold nine ofthe top ten scores for strategic capabilitiesamong benchmarked consumer electroniccompanies.5 In addition to strong scoresfor climate risk awareness, sustainability,and circularity, these nine semi-conductorcompanies scored highly on organizationallearning - a hallmark of strategic resiliencethat can ensure shocks stimulate changeand push a company forward to a betterstate. Intel provides an instructive exampleof organizational learning in practice. “Withevery supply chain event, we conductpost-mortem reviews and implement bestlearning practices,” says Intel’s Chief SupplyChain Officer Randhir Thakur. Working withits suppliers has enabled Intel to be readyfor a range of shocks, including achievingzero supply chain related customer impactsfrom the 2011 Japan tsunami. When covid-19struck, they were able to draw from pastlessons, together with well-trained personnel.4 Gulati, R., Nohria, N., & Wohlgezogen, F. March 2010. “Roaring Out of Recession”. Harvard Business Review.Available at: https://hbr.org/2010/03/roaring-out-of-recession5 The Economist. 19 September 2020. “A grim outlook”. This is a special report describing semiconductorsamong industries with supply chains particularly exposed to risk of disruption due to climate change.Available at: 7/a-grim-outlook The Economist Intelligence Unit Limited 202112
The Resilient Supply Chain BenchmarkReady for anything? Turbulence and the resilience imperativeThis may reflect deeper pockets but alsodeeper risks for consumer electronics: 39% ofconsumer electronics firms responding to oursurvey stated that supplier/partner bankruptcywas a risk that could cause severe supply chaindisruptions over the next 12 months, higherthan retail (26.7%) and pharma (29.9%).Significant reduction of scope 3carbon emissions requires moreindustry collaborationRecognizing that environmental sustainability isa resilience issue, the investor community andregulatory environment increasingly penalizecompanies for emissions and environmentaldamage. The proliferation of environmental,social and corporate governance (ESG) reportingmetrics, and the growing concern of investors,including institutional types, to ESG-related risksmeans corporate performance is now materiallyimpacted by ESG.6 Data also shows that, despitesome predictions that the crisis would exposethe hollowness of the corporate sustainabilitymovement, ESG stocks outperformed duringthe covid-19 period - the pandemic has onlyincreased investor interest in ESG performance.7Making the supply chain more socially andenvironmentally sustainable is the number oneway that companies plan to build resilience overthe next 3 to 5 years, our survey found. Overthat timeframe, climate change mitigation isone specific area in need of greater leadershipand industry collaboration.8 Our benchmarkreveals that less than half (42%) of benchmarkedcompanies have set targets to reduce supplychain-related (scope 3) carbon emissions. Thisis doubly concerning, since target-setting is theeasier part of the process. Establishing baselinesand monitoring performance on environmentaltargets in the supply chain is far harder,evidenced by the availability of scope 3 emissionsdata in the Refinitiv Eikon database for only 16 outof 308 companies analyzed in the benchmark.Pharmaceuticals: Holding on (to inventory) for dear life order closures and challenges toBconventional transportation methods, suchas the halting of passenger airlines that alsocarry goods, prompted many companiesin the industry to ensure security of supplydespite the impact on operating margins.“The cost of not serving a patient is farhigher than carrying an inventory cost,”says Som Chattopadhyay, Vice President,Global Supply Chain at Amgen. Reflectingthis, benchmarked pharmaceuticalcompanies with revenues greater than 250M showed a median year-over-yearincrease in inventory of 13%. A number ofcompanies that increased their inventoryby more than 30% raised the averagefor these same companies to 22%.6 Steinbarth, E. & Bennett, S. 10 May 2018. “Materiality Matters: Targeting the ESG Issues that Impact Performance”.Harvard Business Review. Available ct-performance/7 Mooney, A. 2 June 2020. “ESG passes the Covid challenge”. Financial Times.Available at: -75aa1bb98a488 Carbon Trust. “Briefing: What are Scope 3 emissions?“.Available at: t-are-scope-3-emissions The Economist Intelligence Unit Limited 202113
The Resilient Supply Chain BenchmarkReady for anything? Turbulence and the resilience imperativeA high degree of alignment with suppliers isneeded to know if a target is achievable and ifprogress is on track. “You have to ask yourselfif your suppliers have the same objectives andtimelines. The answer is probably no,” saysAmit Nastik at N
From Risk to Resilience: Learning to deal with disruption. MIT Sloan Management Review, 56(2), 79-86. Strategic supply chain resilience The supply chain's ability to bounce forward and adapt to a new normal The supply chain's ability to bounce back and recover to a normal state of affairs Operational supply chain resilience
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have
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Accenture reports how a microchip company created a more resilient and sustainable supply chain to respond in almost real-time to disruptions. Read more. Keywords: sustainable supply chain, supply chain resilience, advanced supply chain, maturity assessment, proactive risk management, supply chain digital twin, supply chain stress test Created Date
Supply chain management 1.1.2.1. Supply chain processes: the integrated supply chain point of view To describe supply chains from a process point of view, we refer to the supply chain operations reference (SCOR) model. SCOR is a cross-industry standard for supply chain management and has been developed and endorsed by the supply-chain council .
