Post COVID19 Supply Chain Agility Imran Yousaf, MCIPS Pakistan - - PowerPoint PPT Presentation

Post COVID‐19 Supply Chain Agility

Imran Yousaf, MCIPS Pakistan Branch

Pandemic Impact on Supply Chain

Depending on the spread & isolation strategies , the impact on global supply chain will vary and may change substantially – Your supply chain crisis response need to think through all of them. Large scale disruptions and lock down on all levels

Broad range of local and Global supply chain disturbances possible, triggered by capacity constraints on people and logistics side.

• Global GDP, Recession Likelihood
• Alarming impact on Developing countries with poor economic health
• Significant decrease in International trade especially from China
• Widespread human impact (including work force), with unknown duration and

unknown impact. Risks are invisible / unknown.

Macro

• Rapid decrease in spending Stockpiling/panic buying, particularly essential

consumer goods

• Increase online shopping due to social distancing, self‐quarantining
• Increase demand for personal protection, hygiene and medical supplies
• Shortage and long lead times of China‐sourced supplies / Force majeure

declaration by Chinese suppliers

• Ocean & air cargo constraints / operation Closure – Logistics issue

Demand & Supply

Over all Impact of COVID‐19

Impact on Telecom Industry

Source : Deloitte

• Increase in

Network Usage

• increase capital

spending

• Changes for

Customers Air time and data

• n reduced

minutes to combat COVID‐19

• Free /reduced

cost tools to help people to work from home

Health and well being

• Ensure safety and well being of

employees

• Plan where and when employees will

work in order to maintain operations

Sustainable Supplier relationship Assess Supplier Risk

• focus on supply chain assessment and risk

management

• Conduct a value chain assessment of
• ther risk factors too.

Cost base Rest

• Shifting from bottom‐line growth to cash
• ptimization
• Liquidity and cash management are

becoming top priorities.

• Reliable supply Is the new Price ?
• Supply risk is the new financial risk ?

Supply Chain‐ Agile Responses

Re‐think Strategies

• Scenario Planning
• Update inventory policy and planning

parameters

• Alternate Supply base and logistics

arrangement

• Creating transparency in Network
• Focus on supply continuity

Go‐ Digital

• drive improved visibility and control

across the supply chain

Supply Chain‐ Agile Responses (continued)

Communication & Engagement

• Enhance communication and

transparency with Suppliers & customers

• Constant comms with

Customers with growing situation of COVID‐19 and business. Team Capability Development

• Right people with right skills to face such

challenges

Thanks