The forward states, “Supply chain resilience has been tested and re-tested in recent years. Not just by high impact events such as recession and natural disasters, which affects thousands of customers and producers all at once. But also the higher-probability, but local disruptions – from a transport or communications breakdown to the failure of a vital link in the supply chain. These can also affect production schedules, output and reputations.
In an increasingly competitive world, firms that compete on delivering bespoke solutions when and where they are needed requires all parts of the production process to be both flexible and resilient. This includes companies involved at all points in the supply chain.
This latest research looks at how companies are building this flexibility and resilience into their operations and through their supply chains. We see action on many fronts – greater effort and focus on collaboration, on-going appraisal of the geographic locations of companies’ own operations and their supply base and the degree to which activities can be switched between locations of suppliers in the event of a disruption.”
It includes the following chapters:
- Globalised and interconnected but exposed to risk
- Disruptions past and future
- Monitoring for ris
- Mitigating risks, maintaining supply chain efficiency
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