Employer 68

Exponential growth in the use of Microsoft Teams, Zoom, and remote work. Reduced travel to suppliers, reduced travel from sales organization to businesses (creates potential communication and relationship building challenges which should not be understated).

Extensive use of customer as well as supplier use of Force Majeure to align demands to substantial reduction in volumes in certain long lead time industries. Understanding contractual requirements and how to work through a crisis in good faith with suppliers remotely.

Increase use of risk management measures, tracking, reporting, and actions.

Employer 69

It’s too early for me to gauge any real sustaining supply chain strategy shifts specific to combating global supply/demand shocks, like a pandemic. Tactically managing the supply chain has been the biggest change that I’ve noticed. For example we know that supply disruptions have and will continue to happen, so there has been a focus on adequate/abundant levels of safety stock in inventories rather than a lean approach.

In general, I think the main lesson throughout the pandemic for supply chain professionals the importance of getting out in front of these major disasters, putting together concrete plans *with* your supplier partners (this is key), and managing operations as best you can. Companies that were quick to react when news started coming out of China, before the virus hit US soil, have managed the crisis much better than those that waited for impacts to actually disrupt their supply chains.

Employer 70

Customers no longer being able to enter the building.

Employer 71

I believe it has reinforced our culture from cost containment standpoint along with a focus on cash generation. Cashflow never lies.

Employer 72

Job scarcity in the divisions, such as vehicle group.