	Question: What segments of the supply chain have been most affected?
Employer # Response:
Employer 1	Procurement.
Employer 2	Manufacturing and logistics.
Employer 3	I have work with 3 different (automotive) clients since Covid-19 affected our economy around 5 months ago. Their sizes range from mid-market to large enterprise clients. The greatest affected areas of these particular clients supply chains include the following: · Management of safety stock. · Supplier lead time management. · Customer Accum adjustment management. Most of the mid-market clients I have worked with, have also had trouble managing to keep staff on boarded to meet the demands of customer order.
Employer 4	Our whole company but mostly Operations and transportation.
Employer 5	I personally have been furloughed for the past 6 months, only to start again this coming Monday. Industry is heavy machinery, mostly in metal stamping.
Employer 6	Oversees suppliers 100% Hard hit us states.
Employer 7	Material availability and elimination/consolidation of intercompany roles.
Employer 8	At one point a few of our automotive customers shut down.
Employer 9	Logistics, production, on site audits, regional shutdowns, company shutdowns/bankruptcy.
Employer 10	At the start, international supply, then transitioned into sales, so pulling production. Then bullwhip effect & not having enough inventory or production ramp up time to support.
Employer 11	Delays from domestic and international suppliers due to facility shutdowns. Transportation delays at port of origins, ports of import due to congestion caused from reduced operations.
Employer 12	The biggest effect I observed on the supply chain was extremely limited or no production for periods of time. I buy direct materials for a tier one and had to keep a very watchful eye over inventory vs. demand.
Employer 13	I supply all products relating to Covid-19 to customers. Lead-times that are unknown are hard to forecast, pricing is volatile, which can affect customers loyalty (taking advantage of a situation).
Employer 14	Every segment has been impacted service levels, capacity, inventory management, etc. It has taken a while to start to recover and we still have new product development timelines impacted due to country closures from COVID-19.
Employer 15	Inventory.
Employer 16	Our company is considered “essential” for the NA economy, with that being said if we have suppliers that are not considered “essential” and not governed by US GOV it’s been a challenge to request them to turn back on. Supply Chains connected to Italy was also a challenge using a AXLE supplier as DANA for example. DANA supplies several major OEM, during Covid-19 with impacts to Italy it was critical to be first in line (this is where relationship comes into play). Covid-19 has opened out eyes to having a more dual sourcing strategy to manage risk and be agile in adjusting to risk. Issues always will happen in supply chain, its more about how fast you can adjust vs. trying to stop something that is inevitable from happening.
Employer 17	Small manufacturing facilities.
Employer 18	Operations, ensuring that we are still appropriately staffed due to associate’s sensitivity while dealing with the health issues that come with COVID. Procurement, bill of materials of what you need to run the operation has greatly increased. Primarily due to various COVID-19 initiatives which adds additional supplies. Sourcing, due to the previous point we were having to deal suppliers we have never dealt with and forming relationships with suppliers who possibly have never worked in are line of business.
Employer 19	Substantial increase in demand has led to increased supply shortages and shortages to customers.
Employer 20	Manufacturing.