{"id":11178,"date":"2021-04-30T16:36:58","date_gmt":"2021-04-30T13:36:58","guid":{"rendered":"http:\/\/k-house.in.ua\/coronavirus-more-guidance-for-procurement-and-supply-chain-managers-global-checklist\/"},"modified":"2021-07-28T10:18:33","modified_gmt":"2021-07-28T07:18:33","slug":"coronavirus-more-guidance-for-procurement-and-supply-chain-managers-global-checklist","status":"publish","type":"post","link":"https:\/\/k-house.in.ua\/en\/coronavirus-more-guidance-for-procurement-and-supply-chain-managers-global-checklist\/","title":{"rendered":"Coronavirus. More guidance for procurement and supply chain managers >> Global checklist"},"content":{"rendered":"

House of Knowledge continues the series Special project: Crisis or opportunities, dedicated to the worldwide recommendations on how procurement and supply chain should react to pandemic and guidance from Chartered Institute of Procurement & Supply. Here you can find the abstract from a special paper from CIPS.<\/em><\/p>\n<\/div><\/div>

An impending coronavirus pandemic is a prime example of how the whole world has been caught out. Efforts to contain the virus are ramping up, and now maintaining the flow of goods and services in global supply chains feels like dealing with a leaky bucket – where one issue is resolved, another appears.<\/p>\n

The globalisation and integration of supply chains, \u2018just in time\u2019 strategies, minimum stock levels and volume discounts achieved through sole sourcing strategies have given positive results for manufacturers and retailers.<\/p>\n

But, the increased number of parts and complexities in the chain also opens organisations up to situations like these. Best practice in procurement and supply chain management dictates there are always choices to be made when minimising risk. This black swan event is now beginning to seriously de-rail supply chains and affect business productivity in addition to the cost in human lives. Keeping fingers crossed and hoping for the best will not do and pandemic planning is now in place for countries and businesses.<\/p>\n

We must all remain vigilant to reduce the effects of the pandemic through risk mitigation, strong sourcing strategies, a review of demand planning and forecasting, with the speed and agility that is expected of professional procurement and supply management. \u0427\u0438 \u043f\u0440\u0430\u0446\u044e\u044e\u0442\u044c \u043d\u0430\u0434 \u0446\u0438\u043c\u0438 \u043f\u0438\u0442\u0430\u043d\u043d\u044f\u043c\u0438 \u0432\u0430\u0448\u0456 \u043c\u0435\u043d\u0435\u0434\u0436\u0435\u0440\u0438 \u043b\u0430\u043d\u0446\u044e\u0433\u0456\u0432 \u043f\u043e\u0441\u0442\u0430\u0447\u0430\u043d\u043d\u044f? \u042f\u043a\u0449\u043e \u0432\u0438 \u0432\u0456\u0434\u043f\u043e\u0432\u0456\u0434\u0430\u0454\u0442\u0435 \u0437\u0430 supply management, \u0447\u0435\u0441\u043d\u043e \u0434\u0430\u0439\u0442\u0435 \u0432\u0456\u0434\u043f\u043e\u0432\u0456\u0434\u044c, \u0447\u0438 \u0437\u0440\u043e\u0431\u0438\u043b\u0438 \u0432\u0441\u0435 \u043c\u043e\u0436\u043b\u0438\u0432\u0435, \u0430\u0431\u0438 \u0437\u043d\u0438\u0437\u0438\u0442\u0438 \u0440\u0438\u0437\u0438\u043a\u0438 \u0442\u0430 \u043f\u0435\u0440\u0435\u0436\u0438\u0442\u0438 \u0446\u0435\u0439 \u0442\u0443\u0440\u0431\u0443\u043b\u0435\u043d\u0442\u043d\u0438\u0439 \u043f\u0435\u0440\u0456\u043e\u0434?<\/p>\n<\/div><\/div>

Checklist of practical steps for supply managers.<\/h3>\n<\/div><\/div>

01<\/strong><\/p>\n<\/div><\/div>

<\/i>Prioritise your high risk supply sources not just by geography, but by sector\/commodity\/value to the business.<\/span><\/span><\/div>

02<\/strong><\/p>\n<\/div><\/div>

<\/i>Analyse your supply chain beyond your tier one suppliers to fully understand your exposure to the affected countries and regions.<\/span><\/span><\/div>

03<\/strong><\/p>\n<\/div><\/div>

<\/i>Don\u2019t rely on forecasted supply data or current inventory levels. \u041d\u0430\u043f\u0440\u0438\u043a\u043b\u0430\u0434, \u0437\u0430 \u043c\u043e\u0436\u043b\u0438\u0432\u043e\u0441\u0442\u0456 \u0441\u0442\u0432\u043e\u0440\u0438\u0442\u044c \u0437\u0430\u043f\u0430\u0441\u0438 \u0431\u0456\u043b\u044f \u0432\u043b\u0430\u0441\u043d\u0438\u0445 \u043c\u0430\u0433\u0430\u0437\u0438\u043d\u0456\u0432, \u0449\u043e\u0431 \u0437\u043c\u0435\u043d\u0448\u0438\u0442\u0438 \u0432\u043f\u043b\u0438\u0432 \u0432\u0456\u0434 \u0437\u0430\u0442\u0440\u0438\u043c\u043e\u043a \u0437 \u043f\u043e\u0440\u0442\u0456\u0432, \u044f\u043a\u0449\u043e \u0446\u0435 \u0434\u043e\u0440\u0435\u0447\u043d\u043e. \u041f\u0440\u043e\u0430\u043d\u0430\u043b\u0456\u0437\u0443\u0439\u0442\u0435, \u044f\u043a\u0456 \u0434\u043e\u0434\u0430\u0442\u043a\u043e\u0432\u0456 \u0444\u0456\u043d\u0430\u043d\u0441\u043e\u0432\u0456 \u0440\u0435\u0441\u0443\u0440\u0441\u0438 \u043f\u043e\u0442\u0440\u0456\u0431\u043d\u0456 \u0434\u043b\u044f \u0446\u044c\u043e\u0433\u043e.<\/span><\/span><\/div>

04<\/strong><\/p>\n<\/div><\/div>

<\/i>Calculate your stock tolerance over the predicted \u201cat risk\u201d period to determine your pinch points.<\/span><\/span><\/div>

05<\/strong><\/p>\n<\/div><\/div>

<\/i>Keep communication channels open with your key suppliers.<\/span><\/span><\/div>

06<\/strong><\/p>\n<\/div><\/div>

<\/i>Continue to seek out alternative sources of supply as well as alternative transportation routes.<\/span><\/span><\/div>

07<\/strong><\/p>\n<\/div><\/div>

<\/i>Re-assess travel plans and use digital technology such as teleconferencing instead of face-to-face meetings.<\/span><\/span><\/div>

08<\/strong><\/p>\n<\/div><\/div>

<\/i>\u0414\u043e\u0434\u0430\u0439\u0442\u0435 \u0443 \u043f\u043b\u0430\u043d\u0438 \u043c\u043e\u0436\u043b\u0438\u0432\u0435 \u0437\u0431\u0456\u043b\u044c\u0448\u0435\u043d\u043d\u044f \u0447\u0430\u0441\u0443 \u043d\u0430 \u0442\u0440\u0430\u043d\u0437\u0438\u0442 \u0434\u043e \u0430\u043b\u044c\u0442\u0435\u0440\u043d\u0430\u0442\u0438\u0432\u043d\u0438\u0445 \u043f\u043e\u0440\u0442\u0456\u0432.<\/span><\/span><\/div>

09<\/strong><\/p>\n<\/div><\/div>

<\/i>\u0417\u0440\u043e\u0431\u0456\u0442\u044c \u043f\u0435\u0440\u0435\u043e\u0446\u0456\u043d\u043a\u0443 \u043f\u043b\u0430\u043d\u0456\u0432 \u043d\u0430 \u043f\u043e\u0434\u043e\u0440\u043e\u0436\u0456 \u043d\u0430 \u0434\u043e\u0432\u0448\u0438\u0439 \u043f\u0435\u0440\u0456\u043e\u0434, \u0432\u0438\u043a\u043e\u0440\u0438\u0441\u0442\u043e\u0432\u0443\u0439\u0442\u0435 \u0446\u0438\u0444\u0440\u043e\u0432\u0456 \u0442\u0435\u0445\u043d\u043e\u043b\u043e\u0433\u0456\u0457, \u0442\u0430\u043a\u0456 \u044f\u043a \u0442\u0435\u043b\u0435\u043a\u043e\u043d\u0444\u0435\u0440\u0435\u043d\u0446\u0456\u0457 \u0437\u0430\u043c\u0456\u0441\u0442\u044c \u0437\u0443\u0441\u0442\u0440\u0456\u0447\u0435\u0439 \u0432\u0456\u0447-\u043d\u0430-\u0432\u0456\u0447, \u0430\u043b\u0435 \u043d\u0435 \u0437\u0430\u0431\u0443\u0432\u0430\u0439\u0442\u0435 \u043a\u043e\u043c\u0443\u043d\u0456\u043a\u0443\u0432\u0430\u0442\u0438 \u0437 \u043a\u043b\u044e\u0447\u043e\u0432\u0438\u043c\u0438 \u043a\u043e\u043b\u0435\u0433\u0430\u043c\u0438 \u0442\u0430 \u043f\u043e\u0441\u0442\u0430\u0447\u0430\u043b\u044c\u043d\u0438\u043a\u0430\u043c\u0438.<\/span><\/span><\/div>

10<\/strong><\/p>\n<\/div><\/div>

<\/i>\u041e\u0431\u0447\u0438\u0441\u043b\u0456\u0442\u044c \u0431\u0443\u0434\u044c-\u044f\u043a\u0456 \u0434\u043e\u0434\u0430\u0442\u043a\u043e\u0432\u0456 \u0432\u0438\u0442\u0440\u0430\u0442\u0438, \u044f\u043a\u0456 \u043c\u043e\u0436\u0443\u0442\u044c \u0432\u0438\u043d\u0438\u043a\u043d\u0443\u0442\u0438 \u0447\u0435\u0440\u0435\u0437 \u043b\u0430\u043d\u0446\u044e\u0433\u0438 \u043f\u043e\u0441\u0442\u0430\u0447\u0430\u043d\u043d\u044f, \u043d\u0430\u043f\u0440\u0438\u043a\u043b\u0430\u0434, \u043d\u0435\u0434\u043e\u043f\u043e\u0441\u0442\u0430\u0447\u0430\u043d\u043d\u044f \u0442\u043e\u0432\u0430\u0440\u0443 \u0432\u0430\u0448\u0438\u043c \u043a\u043b\u0456\u0454\u043d\u0442\u0430\u043c.<\/span><\/span><\/div>

In the long-term:<\/h3>\n<\/div><\/div>

01<\/strong><\/p>\n<\/div><\/div>

<\/i>Carry out lessons learned debriefings to highlight critical areas of supply that could cause a problem in the future and build in mitigation plans.<\/span><\/span><\/div>

02<\/strong><\/p>\n<\/div><\/div>

<\/i>Look to forge alliances with organisations in your sector to develop new markets of supply where there are a limited number of suppliers or suppliers are limited by geography.<\/span><\/span><\/div>

03<\/strong><\/p>\n<\/div><\/div>

<\/i>Spread your sourcing across multiple suppliers in different.<\/span><\/span><\/div>

04<\/strong><\/p>\n<\/div><\/div>

<\/i>Look to develop more local sources of supply.<\/span><\/span><\/div><\/div><\/div><\/div><\/div><\/div><\/section>\n","protected":false},"excerpt":{"rendered":"

How to act effectively for purchasing and supply \u0441hain departments in a pandemic – shares the Chartered Institute for Purchasing and Supply (CIPS). We present you with a checklist of practical steps for supply chain managers within the SPECIAL PROJECT: Crisis or Opportunity on the House of Knowledge website.<\/p>\n","protected":false},"author":1,"featured_media":15426,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[160,108],"tags":[126,125],"yoast_head":"\nCoronavirus. More guidance for procurement and supply chain managers >> Global checklist - \u0447\u0438\u0442\u0430\u0442\u0438 \u0434\u043e\u043a\u043b\u0430\u0434\u043d\u0456\u0448\u0435 \u0432 \u0431\u043b\u043e\u0437\u0456 k-house<\/title>\n<meta name=\"description\" content=\"Coronavirus. 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