Employer 8	Much more video conferencing, much less global travel across our business units. Much more communication with domestic and international supply chain partners in attempt to stay ahead of potential disruptions.
Employer 9	Maybe not a long-term change but in the short to midterm the Covid crisis resulted in reduced program volumes and program delays from OEM’s. This trickled down all the way through the supply chain.
Employer 10	We look at inventory as a liability in some instances. We need to revisit stock and not rely as heavily on vendors to do so, emergency stock will be evaluated and hopefully discussed amongst leadership. MFG have consolidate parts to focus on key products to increase supply, there may be some obsolescence coming. As a distributor, i am successful if I can maintain a 99% service level. Moving customers to more common stocked parts due to Covid has made this transition easier.
Employer 11	Remote work, negotiations, plant tours, technical cost savings projects are all done electronically, which can put strain on relationships and overall fruitfulness of the business. Recommendation: get creative and the envelope is being pushed!
Employer 12	Chain of Command and understanding if you work for a good company or if you work for a GREAT company. AGCO created a chain of command that included growing trust in members from bottom to top. With myself as a supply chain leader, i can now get the attention i need as fast as possible which avoids communication barriers that were present before.
Employer 13	How to learn, train and lead your supply chain in a socially distant way. When you’re learning in college you learned the word GEMBA. Which means go and see, you quickly have to adopt how do I learn where I may not be able to physically go and see. Whether you’re a buyer working to negotiate cost on an item, managing an operation, or working in logistics managing carriers. You quickly have to become creative utilizing the current resources that are available to you.
Employer 14	Additional scrutiny is placed on the safety measures, and preparedness of prospective suppliers.
Employer 15	Larger work from home role offerings, completely different technologies to aid collaboration, new methods to understand productivity. A complete revamp of our understanding of absenteeism (attendance improves while actual productivity goes down).
Employer 16	we’ve implemented planning outside of the ERP placing orders early giving suppliers more visibility into our upcoming demand.
Employer 17	Just working remotely and added transit time.
Employer 18	There will be changes in sanitary and safety procedures in many industries.
Employer 19	Tracking supplier absenteeism closer.
Employer 20	Tracking absenteeism.
Employer 21	I’m no longer in SC, so I can answer definitively.
Employer 22	More focus on supply chain resilience and more consideration of insourcing and local suppliers to mitigate risk.
Employer 23	Production scheduling to accommodate employee distancing policies.
Employer 24	CFO expects clear visibility into the risk associated with the supply base, what suppliers are at financial risk and what the risk to our company would be if they were no longer viable.
Employer 25	Changes in global mfg footprint to increase supply chain resiliency.
Employer 26	Besides the basic mask, temp checks, etc. business has continued as usual.
Employer 27	Virtual quality supplier meetings.
Employer 28	I would say the biggest thing that is being stressed in the industry now is the need to be reactive and agile in the supply chain. Being able to see issues head on and innovate to reduce the risk of a bottle neck.
Employer 29	E-commerce has experienced tremendous growth over the last 8 months. The way and quantity in which inventory is held has changed, JIT based systems are a challenge due to increased lead times and supply constraints. Increasing levels of inventory, in particular on the PPE side is the way to go. Lower inventory is great, but you can’t sell product that you don’t have or can’t get. Production capacities need to be evaluated as well. With distancing measures and staffing shortages, we can’t necessarily operate capacity and efficiencies at 100%. This also goes back to your inventory strategies. Risk assessment from sourcing as well as developing valuable supplier relationships. Lowest cost suppliers may be nice financially, until they can’t deliver when it is needed the most. Suppliers are partners and building a long-term strategic vision now is more important than ever.