2020年全球供应链中断和未来策略调查报告
下面是小编为大家整理的2020年全球供应链中断和未来策略调查报告,供大家参考。
2
2020
G l o b a l
S u pp l y
C h a i n D i sr u p t i o n a n d
F u t u re
S t r at e g i e s
S u r vey
R e p o r t
T ABLE
OF
CONTENTS
04
|
Executive
Summary
06
|
Alternative
Supply
Chain
Models:
A
Move
T oward Stability
and
Resilience
08
|
Strengthening
Supplier
Relationships:
T ransparenc y , Visibilit y ,
and
Distress
12
|
Diversifying
Supply
Chains:
Rethinking
China, Reshoring,
and
Nearshoring
16
|
Supply
Chain
Innovations
and
Efficiencies
19
|
Conclusion
20
|
Appendix:
Data,
Methodolog y ,
and
Demographics
F o l ey
&
L a rd n e r
LL P
AUTHORS
For
more
information,
please
contact
any
of
the partners
below .
A nn
M a r i e
U e t z
H e a d
o f
F o l e y ’ s
C o r o n a v i r u s
T a s k
F o r c e 313.234.7114
au e t z @ fo l e y . c o m
J a mes
Ka l y v a s
F o l e y ’ s
C h i e f
I nn o v a t i o n
P a r t n e r
a n d C h a i r
o f
t h e
T e c hn o l o g y
T r a n s a c t i o n s &
O u t s o u rc i ng
P r a ct i ce
213.972.4542
j k a l y v a s @ fo l e y . c o m
V a n e ss a
M ill e r
C o - C h a i r
o f
F o l e y ’ s
C o r o n a v i r u s
T a s k
F o rce a n d
C o - C h a i r
o f
t h e
S u pp l y
C h a i n
T e a m
313.234.7130
v m ill e r @ fo l e y . c o m
K a t e
W e g r z yn
C o - C h a i r
o f
F o l e y ’ s
C o r o n a v i r u s
T a s k
F o rce a n d
C o - C h a i r
o f
t h e
S u pp l y
C h a i n
T e a m
414.297.5778 k w e g r z y n @ fo l e y . c o m
3
Executive
Summary
What
will
the
supply
chain
of
the
future
look
like?
That
question,
as
we
brace
for
the
continuing
effects of
COVID-19,
is
at
the
top
of
executives’
minds.
And
yet,
each
vision
seems
to
beget
more
questions about
alternative
supply
chain
models
and
contract terms,
about
identifying
supplier
distress
and implementing
new
technologies,
about
where suppliers will
be
located
and,
of
course,
about
striking the
right balance
between
cost-efficiency
and
resiliency .
Our
survey
of
nearly
150
manufacturing
executives— more
than
60%
of
whom
are
members
of
their company’ s
C-suite
and
work
in
a
wide
array
of
industries—offers
a
perspective
on
what
business leaders
are
thinking
when
it
comes
to
these
vital questions,
as
well
as
how
the
future
supply
chain
is
beginning
to
take
shape.
What
is
clear
is
that
some
change
is
certain,
in
light of
not
only
the
pandemic,
but
also
the
geopolitical landscape
and
economic
headwinds
that
preceded it.
Our
respondents
know
this—only
7%
are
not undertaking
contingency
planning
efforts
to
prepare for
future
disruptions
(Q1 ).
What
will
these
preparations
entail?
For
starters,
43%
of
respondents
have
already withdrawn
some
of
their
production
or
sourcing
from China
or
are
planning
to
do
so
( Q 11 ).
Many
of
these manufacturers
are
looking
to
reshore
closer
to
home, whether
in
the
U.S.,
Canada,
or
Mexico
( Q12 ).
Seventy
percent
agree
that
companies
will,
as
a
result of
the
pandemic,
lessen
their
focus
on
sourcing
from the
lowest-cost
supplier
in
favor
of
higher
supply
chain resiliency
(Q7 ).
A
similar percentage
(62%)
agrees that
the
focus
on
just-in-time
(JIT)
manufacturing models
will
also
decrease
(Q8 ).
Relatedly ,
over
the
next
year ,
many
manufacturers expect
to:
strengthen
relationships
and
increase
transparency
across
their
supply
chains
(42%), multi-source
products
to
reduce
reliance
on
any
one
supplier
(39%),
and
diversify
their
supply
chains among
multiple
geographies
(30%)
(Q3 ).
They
will also
review
contract
terms
(25%)—especially
with regard
to
sole
source
and
force
majeure
provisions— and
consider
new
technologies,
such
as
tools
to improve
supply
chain
visibility
and
tracking
(47%), and
operational
analytics
(39%)
( Q13 ).
It
will
not
be
easy ,
since
business
leaders
continue to
face
growing
concerns
over
consumer
demand (58%),
employee
safety
(43%),
and
additional challenges
wrought
by
COVID-19
and
evolving geopolitical
risks
(Q2 ).
However ,
the
case
for
supply chain
transformation
has
been
simmering
for
some time
and
the
virus may
finally
force
change.
“There
are
lessons
to
be
learned
from
this
pandemic,” said
V anessa
Miller ,
Co-Chair
of
Foley’ s
Coronavirus T ask
Force
and
Co-Chair
of
the
Supply
Chain
T eam. “Among
them
is
that
cost
may
not
be
the
only consideration,
that
companies
can
stabilize
their supply
chains
by
bringing
on
alternative
suppliers
or moving
certain
functions
in-house,
and
that
technology can
help
stem
future
disruption.
But
the
principal lesson—wake-up
call,
really—might
simply
be
that such
disruptions
are
an
unshakeable
reality ,
and
that executives
must
have
a
proactive
strategy
if
they
hope to
head
them
off.”
In
what
follows,
we
aim
to
inform
those
strategies
by offering
insights
from
our
survey
and
practice
leaders in
four
key
areas:
I.
Alternativ e
Suppl y
Chai n
Model s
II.
Strengthenin g
Supplie r
Relationships
III.
Diversifyin g
Suppl y
Chains
IV.
Suppl y
Chai n
Innovation s
and
Efficiencies
Some
aggregate
percentages
referenced
in
this
report
do
not
equal
100%
either
due
to
rounding
or
because
respondents
were
invited
to
select
more
than
one
answer .
The
pages
that
follow
include
links
to
the
relevant
charts
for
the
data
referenced, and
an
appendix
with
detail
on
the
survey
methodology
and
a
breakdown
of
respondent
demographics.
The
full
results appear on
pages
20-31 .
4
2020
G l o b a l
S u pp l y
C h a i n D i sr u p t i o n a n d
F u t u re
S t r at e g i e s
S u r vey
R e p o r t
93 %
Are
implementing or
strengthening contingency
plans
70 %
Expect
COVID-19
will lead
to
less
focus
on sourcing
from
the lowest-cost
supplier
4 3%
Have
already
withdrawn
from
China or
are
planning
to
do
so
62 %
Expect
less
focus on
just-in-time
(JIT)
manufacturing
models
F o l ey
&
L a rd n e r
LL P
5
V a n e ss a
M ill er
|
C o - C h a i r
o f
F o l e y ’ s
C oro n a v i r u s
T a s k
F o rc e
a n d
C o - C h a i r
o f
t h e
S u pp l y
C h a i n
T e a m
“ T h ere
a re
l es s o n s
t o
b e
l e a r n e d
f r o m
t h i s
p a n d e m i c .
A m o n g
t h e m
i s
t h a t
c o s t
m a y n o t
b e
t h e
o n l y
c o n s i d er a t i o n ,
t h a t
c o m p a n i es
c a n
s t a b i l i z e
t h e i r
s u pp l y
c h a i n s
b y b r i n g i n g
o n
a l t er n a t i v e
s u pp l i e rs
o r
m o v i n g
c er t a i n
f un c t i o n s
i n - h o u s e ,
a n d
t h a t t e c hn o l o g y
c a n
h e l p
s t e m
f u t u re
d i s r u p t i o n .
B u t
t h e
p r i n c i p a l
l es s o n — w a k e - u p
c a ll , re a ll y — m i g h t
s i m p l y
b e
t h a t
s u c h
d i s r u p t i o n s
a re
a n
un s h a k e a b l e
re a l i t y ,
a n d
t h a t e x e c u t i v es
m u s t
h a v e
a
p r o a c t i v e
s t r a t e g y
i f
t h e y
h o p e
t o
h e a d
t h e m
o ff . ”
6
2020
G l o b a l
S u pp l y
C h a i n D i sr u p t i o n a n d
F u t u re
S t r at e g i e s
S u r vey
R e p o r t
A L TERNA TIVE
SUPP L Y
CHAIN
MODELS
A
Move
T oward Stability
and
Resilience
T wo
survey
findings
point
to
a
potentially
drastic shift
in
the
way
manufacturing
company
executives generally
think
about
their
global
supply
chains: from
a
concentration
on
minimizing
lead
times
and
cost
to
one
that
prioritizes
stability
and
resilience in
the
face
of
disruption.
When
asked
if,
as
a
result
of
COVID-19,
companies will
focus
less
on
sourcing
from
the
lowest-cost supplier
and
instead
place
greater
emphasis
on
a
supplier’ s
ability
to
provide
more
resilient
and flexible
processes,
70%
of
respondents
agreed—and 20%
of
those
respondents
strongly
agreed—while only
7%
did
not
(Q7 ).
Another
key
survey
result
supports
this
shift
toward stability
and
resilience:
62%
of
respondents
agree (and
17%
of
those
respondents
strongly
agree)
that
the
pandemic
will
lessen
companies’
focus
on
JIT
manufacturing
models
that
emphasize
low
costs and
lean
inventory
(Q8 ).
70 %
Agree
Less
focus
on lowest-cost
supplier and
greater
emphasis
on
resilient
and flexible
processes
2 4%
Neutral
7%
Disagree
62 %
Agree
Less
focus
on JIT
manufacturing
models
that emphasize
low
costs and
lean
inventory
27 %
Neutral
11 %
Disagree
“This
is
a
significant
shift
in
perspective,
but
not necessarily
a
new
one,”
said
Miller .
“After
the
Great Recession,
we
saw
calls
for
sweeping
change,
albeit
on different
issues,
only
to
find
that
some
of
it
was
easier said
than
done.
But
2020
is
not
2009,
and
we
may very
well
see
companies
follow
through,
especially
if they
see
continuity
of
supply
begin
to
overtake
price
as a
key
driver
for
success.”
Many
manufacturers,
across
numerous
industries,
still
rely
on
a
single
source
for
the
supply
of
various materials
and
components.
By multi-sourcing
these products—as
39%
of
respondents
are
planning
on
or already
doing
(Q3 )—and
working
with
customers
to develop
a
preapproved
list
of
alternative
suppliers, companies
can
better
mitigate
potential
interruptions.
The
first
step
in
this
process?
Mapping
the
entire supply
chain,
including
suppliers
and
sub-suppliers— as
well
as
tracing
inputs
from
raw
materials
to
finished goods—then
assessing
critical
risks
at
each
step,
from natural
disasters
to
tariffs, power
outages
to
l...
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