Author Archives: Teddy Nee

COVID-19: Managing supply chain risk and disruption

Posted on by
COVID-19: Managing supply chain risk and disruption

COVID-19: Managing supply chain risk and disruption

Coronavirus highlights the need to transform traditional supply chain models

Could COVID-19 be the black swan event that finally forces many companies, and entire industries, to rethink and transform their global supply chain model? One fact is beyond doubt: It has already exposed the vulnerabilities of many organizations, especially those who have a high dependence on China to fulfil their need for raw materials or finished products.

China’s dominant role as the “world’s factory” means that any major disruption puts global supply chains at risk. Highlighting this is the fact that more than 200 of the Fortune Global 500 firms have a presence in Wuhan, the highly industrialized province where the outbreak originated, and which has been hardest hit. Companies whose supply chain is reliant on Tier 1 (direct) or Tier 2 (secondary) suppliers in China are likely to experience significant disruption, even if, according to the most optimistic reports, conditions approach normalcy in China by April.

How can organizations respond to the immediate change?

As the COVID-19 threat spreads, here are measures companies can take to protect their supply chain operations:

For companies that operate or have business relationships in China and other impacted countries, steps may include:

  1. Educate employees on COVID-19 symptoms and prevention
  2. Reinforce screening protocols
  3. Prepare for increased absenteeism
  4. Restrict non-essential travel and promote flexible working arrangements
  5. Align IT systems and support to evolving work requirements
  6. Prepare succession plans for key executive positions
  7. Focus on cash flow

For companies that produce, distribute, or source from suppliers in China and other impacted countries, steps may include:

  1. Enhance focus on workforce/labor planning
  2. Focus on Tier 1 supplier risk
  3. Illuminate the extended supply network
  4. Understand and activate alternate sources of supply
  5. Update inventory policy and planning parameters
  6. Enhance inbound materials visibility
  7. Prepare for plant closures
  8. Focus on production scheduling agility
  9. Evaluate alternative outbound logistics options and secure capacity
  10. Conduct global scenario planning

For companies that sell products or commodities to China and other impacted countries, steps may include:

  1. Understand the demand impact specific to your business
  2. Confirm short-term demand-supply synchronization strategy
  3. Prepare for potential channel shifts
  4. Evaluate alternative inbound logistics options
  5. Enhance allocated available to promise capability
  6. Open channels of communication with key customers
  7. Prepare for the rebound
  8. Conduct global scenario planning

Looking ahead: the imperative for a new supply chain model

A decades-long focus on supply chain optimization to minimize costs, reduce inventories, and drive up asset utilization has removed buffers and flexibility to absorb disruptions─and COVID-19 illustrates that many companies are not fully aware of the vulnerability of their supply chain relationships to global shocks.

Share your opinions with us in the comment box. Subscribe us to get updates.

Read more at COVID-19: Managing supply chain risk and disruption

Transforming cold chain performance and management in lower-income countries

Posted on by
Transforming cold chain performance and management in lower-income countries

Transforming cold chain performance and management in lower-income countries

In many countries, one of the common factors limiting full and equitable access to effective immunization is the existence of gaps in cold chain and logistics (CCL) systems. This article focuses on the critical contribution that better management of CCL performance can make in addressing these barriers, as well as some essential practices needed to achieve and sustain these gains. These include (i) an emphasis on continuous improvement in CCL performance indicators, (ii) strong coordination and accountability across multiple stakeholders, and (iii) making the most of limited financial resources.

This article is informed by the Clinton Health Access Initiative’s (CHAI’s) experience working with National Immunization Programs (NIPs) and immunization partners to improve the effectiveness and efficiency of CCL systems (including CCE deployment and maintenance, temperature monitoring and control, stock management and distribution) across ten Gavi-supported “focus” countries.

1. Introduction

Vaccines can dramatically reduce morbidity and mortality from many serious diseases [1], and have a high return on investment [2].1 Unfortunately, gaps in vaccine cold chain and logistics (CCL) systems are one of the common factors limiting full and equitable access to the benefits of immunization. This is because such gaps undermine the availability and potency of vaccines at the point of administration, prevent the introduction of new life-saving vaccines, and waste precious human and financial resources [3].

2. Section I: Targeting CCL performance

The vaccines CCL system is considered to be performing well when (i) the full schedule of antigens is consistently available to serve the target population, (ii) in potent condition, (iii) at an affordable cost, and (iv) with a CCL network of sufficient capacity and reach to meet current and upcoming NIP goals (e.g., new vaccine introductions) [5].

3. Section II: Three key management practices to maximize CCL performance

Once programs appropriately target CCL performance, three management practices are critical to achieve effective and sustained improvements in these KPIs.

  • 3.1. From “firefighting” to continuous improvement
  • 3.2. Better coordination and accountability
  • 3.3. Making the most of limited resources

4. Conclusion

Investing in improved CCL management is crucial to sustainably improve CCL performance and provide the maximum benefit to immunization programs. As detailed above, success will require CCL management to focus on continuously improving CCL performance, have strong coordination and accountability, and make the most of the limited resources available.

Read more at Transforming cold chain performance and management in lower-income countries

Leave your comments below and subscribe to us to get updates.

Personal Financial Management Tool Market by Major Vendors, Share Leaders, Types, Applications, Demand, Forecast To 2028

Posted on by
Personal Financial Management Tool Market by Major Vendors, Share Leaders, Types, Applications, Demand, Forecast To 2028

Personal Financial Management Tool Market by Major Vendors, Share Leaders, Types, Applications, Demand, Forecast To 2028

Personal Financial Management Tool and credit insurance is an effective way for enterprises, insurance companies, governments and other departments to make credit insurance a big risk diversification and transfer under the financial and credit system.

Adding new data streams rises transparency of Personal Financial Management Tool in real time, further combining data from the physical and financial supply chain. This allows reducing the requirement for trust by reducing counterparty credit and performance risk, offering new trade finance solutions with innovative trigger points and overall better services for the consumer.

This Personal Financial Management Tool market research is an intelligence report with meticulous efforts undertaken to study the right and valuable information. The data which has been looked upon is done considering both, the existing top players and the upcoming competitors. Business strategies of the key players and the new entering market industries are studied in detail.

Geographically, the segmentation is done into several key regions like North America, Middle East & Africa, Asia Pacific, Europe and Latin America. The production, consumption, revenue, shares in mill UDS, growth rate of Personal Financial Management Tool market during the forecast period of 2021 to 2028 is well explained.

This Report is a believable source for gaining the market research that will exponentially accelerate your business. SWOT and Porter’s five analysis are also effectively discussed to analyze informative data such as cost, prices, revenue, and end-users. The research report has been evaluated on the basis of various attributes such as manufacturing base, products or services and raw material to understand the requirements of the businesses.

Furthermore, it also offers a holistic snapshot of the market’s business sector. In addition, the market study is supported by significant economic facts with regards to pricing structures, profit margin, and market shares. To present the data accurately, the study also makes use of effective graphical presentation techniques such as tables, charts, graphs, and pictures. The report further also highlights recent trends, tools and technology platforms that are contribute to enhance the performance of the companies.

Read more at Personal Financial Management Tool Market by Major Vendors, Share Leaders, Types, Applications, Demand, Forecast To 2028

Comment below to express your opinions and subscribe to us for the latest updates.

10 Potential Risks in Cold Chain Management

Posted on by
10 Potential Risks in Cold Chain Management

10 Potential Risks in Cold Chain Management

Socio-political unrest, labor shortages, wars, geological events, to pandemic concerns; these are just a few of the things that could affect changes in shipping patterns and/or logistics strategies.

Seemingly unrelated events halfway around the world can impact a shipment out for delivery, and there’s nothing your production or logistics teams can do about it. That’s the inherent volatility of a supply chain. It’s worse still for temperature-controlled logistics.

Therefore, the best you can do is mitigate the risk.

Shippers are urged to expect the worst and give it their best when handling high-value shipments, ensuring there’s enough care and contingency in place to mitigate unexpected risks.

The problem is, supply chain risk management is a costly affair, and that’s especially true for a cold chain. Nonetheless, it’s a necessary cost to avoid unnecessary loss, especially when you weigh the strategic importance of cold chains to improve, nay, save lives.

10 Things That Could Interrupt or Disrupt Your Cold Chain

Shipping high-value consignments over long distances within their prescribed temperature range — consistently and without excursion — is a collaborative effort.

  1. Pressure to Meet Cost Efficiencies in Cold Chain Management
  2. Lack of Uniform Infrastructure Globally Affecting Cold Chains
  3. Impact of Increased Regulations on Cold Chain Management
  4. Environmental Impact on Your Cold Chain
  5. Supplier Risk in Your Cold Chain
  6. Distribution/Delivery Risk in Cold Chain
  7. The Human Element in Cold Chain Risk Management
  8. Security Risk in Your Cold Chain
  9. Retailer Risk in Your Cold Chain
  10. Customer/Demand Risks to Your Cold Chain Logistics

How to Reduce Risks in Cold Chain Management

It’s no secret that cold chain assurance will cost you, but how can you run a lean cold chain while still mitigating the risks?

The key to dealing with unforeseen challenges is to prepare, plan ahead, and have enough contingencies, as well as a robust risk management strategy in place, supported by stringent processes and technologies.

How can you achieve that when the window to act and prevent losses can be a matter of hours or scant minutes?

You need a real-time cold chain monitoring system which can monitor your temperature-controlled shipments in-transit as well as in a warehouse.

Temperature data loggers only provide you with post-shipment audit trails, but with the number of weak links in your cold chain, you would need more actionable real-time data.

Read more at 10 Potential Risks in Cold Chain Management

Share you thoughts about this article in the comment box, and subscribe to us for more updates.

What’s the Next Phase of Supply Chain Evolution?

Posted on by
What’s the Next Phase of Supply Chain Evolution?

What’s the Next Phase of Supply Chain Evolution?

The reworking of supply chains has a simple purpose of fitting the new world economy’s needs and demands. And freight data sharing platforms had already started before the mess of 2020 began. Additionally, the shift towards digital media and reinvented processes of global supply chains continues still today. Supply chain evolution is highly focused on market sub-segments, especially on those within the middle class. According to Supply Chain Management Review, “this matters a lot in a world where the population of middle-class consumers will reach 5.5 billion or over 60% of world population by 2030—a phenomenal growth from 1 billion middle-class people comprising 20% of world population in 1985. Middle-class consumption will soon comprise one-third of global GDP. Five-and-a-half times as many middle-class consumers means far too many consumers to be efficiently served by a global factory.” These figures hint at why supply chain evolution is essential. It ensures shippers can meet consumers’ needs and demands to keep up with the global market shift.

The Driving Forces of Digital Transformation

The move towards digital processes and platforms is essential for supply chain evolution, and behind the movement are four driving forces that necessitate such a transformation. They include the following:

  1. Competition. Competition drives innovation and keeps businesses on their toes, especially within the supply chain network.
  2. E-commerce. There has long been a steady push towards virtual processes for supply chains, and recent world events make it all the more necessary to embrace e-commerce.
  3. Visibility. Another critical part of supply chain evolution and growth in the modern age relies heavily on improving the network’s visibility.
  4. Speed of delivery. For most supply chains and transportation management teams, accurate and timely delivery is the ultimate way to keep customers satisfied.

The Digital Twin Is Getting Smarter and Adaptive

There is a digital side for every aspect of life, which is often unseen and largely ignored. It is the digital twin, the virtual symbiote, that exists for just about everything in existence. The digital twin is a large part of the supply chain evolution process. Think about it. Shopping and purchases have a face-to-face component as well as a virtual component. Deliveries and shipments can be managed with a physical paper trail or with a digital and automated platform. The digital twin can no longer be ignored and will no longer be relegated to the corner as it is becoming more and more essential for the success of supply chain evolution.

Read more at What’s the Next Phase of Supply Chain Evolution?

Subscribe us to get more updates and leave your comments below.

The future of supply chain management is AI and Data

Posted on by
The future of supply chain management is AI and Data

The future of supply chain management is AI and Data

Because enterprises are like organisms in an economic ecosystem, the principles that enable a healthy biological ecosystem are, from a physical, chemical and informational perspective, identical to those that enable a healthy business ecosystem and that ensure the survival of members of that business ecosystem. Value is created by solving problems through the application of information and creativity. By speeding the information flows and reducing inefficiencies, we are equipping our part of the bigger picture to operate effectively, adapt quickly and evolve to meet competitive threats and exploit opportunities in the environment.

Supply chains are a crucial and complex part of the information flowing in this ecosystem. They are an intricately structured and variable system that is highly sensitive, with many possible outcomes based on even minor changes in the initial conditions or components. Supply chains feature a large collection of interacting components that are difficult to understand or examine due to their design and operations. And they represent a system in process, changing and developing over time.

It’s critical to think holistically about the information ecosystem as you prepare the digital representation of various stages of product design and development. Even a product designed in isolation from other systems and groups—whether in a specialized department or in a separate contracting organization—is still part of an information ecosystem. Information that may be inconsequential to the group that is creating the product, such as an obscure material specification that has no immediate value, will likely have value either downstream (perhaps to a distributor or engineering group) or upstream (perhaps to a procurement manager or supply chain manager).

Too often, these unseen dependencies and information relationships are neglected, and the impact of this neglect can be significant. If a piece of data that will be needed when assembling or distributing a future product is not captured, is lost or is incorrectly represented, the cost of remediation is orders of magnitude larger than that of addressing the data need at the source.

Read more at The future of supply chain management is AI and Data

Share your opinions with us in the comment box and subscribe us to get updates.

Chinese New Year: Tips to Keep Your Supply Chain Efficient!

Posted on by
Chinese New Year

Chinese New Year: Tips to Keep Your Supply Chain Efficient!

Chinese New Year is just around the corner, and more and more freight companies are working on how to sustain productivity and efficiency.

For small businesses that are new to experiencing this holiday, during Chinese New Year, some China-based companies are temporarily shutting down their activities to celebrate and administer different superstitions to have a healthy and prosperous New Year.

And this is also the time of year where freight demands shoot up, prices increase, and containers easily become full making it expensive and difficult to import.

In this infographic, we will discuss different tips on how your supply chain can keep up this Chinese New Year. Here are a few considerations that you can apply:

Confirm your Supplier’s Schedule

Making sure that you verify on your supplier’s schedule which days they would not be operating makes you also adjust the timing of your operations. Being mindful and alert with your suppliers especially in places where different holidays are celebrated gives you time to maneuver and interact smoothly with your supply chain.

Place your Orders in Advance

As mentioned earlier, consulting your suppliers beforehand with their schedules can help you adjust to their absence, and this also applies to the flow of your orders. Placing your orders in advance won’t only help you avoid delays, it will also help you manage your expenses and find space for your shipments.

Collaborate with a Trusted Local Freight Forwarder

As your company grows, more and more reliable freight partners are merging to aid your supply chain dilemma and goals. In times where different holidays are celebrated, it is essential to find help with local freight forwarders to help you cope up with your scheduled deliveries.

Read more at Chinese New Year: Tips to Keep Your Supply Chain Efficient!

Subscribe us to get more updates, and leave your comments below.

Cold Chain Logistics Market Outlook On Rising Application, Revolutionary Trends & Potential Growth Ways 2026

Posted on by
Cold Chain Logistics Market Outlook On Rising Application, Revolutionary Trends & Potential Growth Ways 2026

Cold Chain Logistics Market Outlook On Rising Application, Revolutionary Trends & Potential Growth Ways 2026

A new versatile research report on “Covid-19 Impact on Global Cold Chain Logistics Market Size, Status and Forecast 2020-2026” is aimed at promising a unique approach towards unravelling current and past market developments that collectively influence future growth predictions and market forecasts that allow market players in delivering growth specific business decisions.

This report examines all the key factors influencing growth of global Cold Chain Logistics market, including demand-supply scenario, pricing structure, profit margins, production and value chain analysis. Regional assessment of global Cold Chain Logistics market unlocks a plethora of untapped opportunities in regional and domestic market places. Detailed company profiling enables users to evaluate company shares analysis, emerging product lines, scope of NPD in new markets, pricing strategies, innovation possibilities and much more.

The report also segregates various players into broad categories of novice aspirants and established market participants with elaborate success stories and investment discretion that fortify their footing amidst staggering competition and fast expanding competition isle.

Key players in the Cold Chain Logistics market segmentation are : Americold Logistics, SSI SCHAEFER, Preferred Freezer Services, Burris Logistics, Kloosterboer, Lineage Logistics Holding LLC, AGRO Merchants Group, LLC, NewCold Cooperatief U.A., DHL, Gruppo Marconi Logistica Integrata, BioStorage Technologies, Nichirei Logistics Group, OOCL Logistics, JWD Group, CWT Limited, SCG Logistics, X2 Group, Best Cold Chain, AIT, Crystal Logistic Cool Chain Ltd, ColdEX, and among others.

Cold Chain Logistics Market is segmented as below:

  1. Analysis by Application: Further in the subsequent sections of the report, research analysts have rendered precise judgement regarding the various applications that the Cold Chain Logistics market mediates for superlative end-user benefits.
  2. Analysis by Product Type: This section of the Cold Chain Logistics market report includes factual details pertaining to the most lucrative segment harnessing revenue maximization.
  3. Geographically, the detailed analysis of consumption, revenue, and market share and growth rate, historic and forecast (2015-2026) of the following regions:
  4. United States, Canada, Germany, UK, France, Italy, Spain, Russia, Netherlands, Turkey, Switzerland, Sweden, Poland, Belgium, China, Japan, South Korea, Australia, India, Taiwan, Indonesia, Thailand, Philippines, Malaysia, Brazil, Mexico, Argentina, Columbia, Chile, Saudi Arabia, UAE, Egypt, Nigeria, South Africa and Rest of the World.

Read more at Cold Chain Logistics Market Outlook On Rising Application, Revolutionary Trends & Potential Growth Ways 2026

If you have any questions, leave them below, contact us for further discussion or join our discussion group. Get to know what we do.

7 skills logistics leaders will need to manage the digital supply chain

Posted on by
7 skills logistics leaders will need to manage the digital supply chain

7 skills logistics leaders will need to manage the digital supply chain

It took some time for the tech revolution to hit the logistics industry, but now that it’s here, everything is changing rapidly. Suddenly, it’s all about omnichannel commerce, digital transparency, and advanced analytics (among many other trends). And as the world of logistics changes, the leaders of the logistics industry will have to develop new skills with which to navigate it.

What skills will the logistics leaders of tomorrow (and today) need to effectively manage the new realities of the supply chain? These seven areas will define the success of a business’s digital supply chain operations and separate the organizations that can fuel their success with technology from the ones who must struggle to adapt to it.

To manage the digital supply chain, here are 7 skills logistics leaders need

1. Ability to adapt

Twenty-first-century logistics will require its leaders and managers to constantly learn how to use new tools and react to changing market conditions. The new logistics professional has to keep a steady hand at the tiller during times of big change and use solid data analysis to find the right path forward, even when market conditions aren’t perfectly clear.

2. Proactive curiosity

Adaptation is easier when a business pursues the right new tech, rather than waiting for it to come to them. Good logistics management will also increasingly require a commitment to proactively keeping up with technological and industry trends.

3. Strategic thinking

Thinking two steps ahead can be tough when the business environment is changing so rapidly, but that’s what the new millennium logistics professional has to do. They have to take the long view and keep a business’s core principles at heart when creating plans for the future.

4. Enterprise IT use and procurement

Enterprise IT is an increasingly critical skill set for logistics professionals. Almost all logistics companies now use enterprise IT software, such as ERP suites, to manage their supply chains, and digital logistics professionals must often make decisions about procurement and implementation of these sophisticated software products.

5. Project management

Today’s logistics professional often has to assume leadership roles on major projects. In order to be an effective leader, they must be skilled at tasks such as:

  • ● Identifying the strengths and weaknesses of team members and delegating tasks to them effectively
  • ● Working with upper management to structure project calendars and deadlines
  • ● Estimating costs and planning for the budgeting and deployment of resources

6. People skills

Speaking of managing people, logistics professionals must also remember that not everything in the digital supply chain is run by circuits in a plastic enclosure. On the contrary, old-fashioned people skills are as necessary in the logistics industry as they’ve ever been—perhaps even more so.

7. An omnichannel mindset

Business, both B2C and B2B, now flows through a multitude of channels. That means that for the 21st-century logistics professional, an omnichannel mindset is a must-have. Whoever your customers are, they’re now on mobile phones, tablets and even voice command services like Alexa. A business’s platform and its logistics operations must reflect this new reality.

Read more at 7 skills logistics leaders will need to manage the digital supply chain

Subscribe to us to get updates and leave your comments below

Cold-chain transport vital to COVID-19 vaccine distribution

Posted on by
Cold-chain transport vital to COVID-19 vaccine distribution

Cold-chain transport vital to COVID-19 vaccine distribution

COVID-19 vaccines developed by China are being shipped to countries across the world.

Produced by one of China’s major vaccine makers, Sinovac Biotech, they must be kept below a specific temperature to remain active.

Before they’re shipped out of a production plant in Beijing, the vaccines are loaded into temperature-controlled containers and sent to the airport by cold-chain trucks.

On Wednesday, a cargo flight from Swissair picked up vaccines at the Beijing Capital International Airport to deliver them to Brazil before Christmas. With international commercial flights hampered by the pandemic, airfreight is now a major mode of vaccine transport.

Beijing Aviation Ground Service (BGS) is the local logistic company responsible for handling the vaccines from the production plant until they are loaded onto an airplane. It is the second company in China certified by the International Air Transport Association (IATA) and the Center of Excellence for Independent Validators in Pharmaceutical Logistics (CEIV Pharma).

“This isn’t a new task for us, but delivering vaccines in such a great quantity is something we haven’t seen before,” said Yan Xin, director of BGS’s International Cargo Division. “We’ve set up a special team to handle the process and to ensure the vaccines are well protected and shipped out in the most efficient way.”

Temperature sensors were put both inside and outside the container to record the temperature throughout transportation, and the team also checked to make sure the containers’ battery was fully charged before it was loaded onto the airplane.

Aviation medicine cold-chain logistics has always been the focus of global airlines. However, opportunities and challenges co-exist in the huge market.

The freight business has become a “sanctuary” for airlines in extremely difficult times, with many operating at unprecedented profits in 2020. When quarantines and blockades disrupt flights, freight costs soar, helping operators keep the remaining passenger routes open and avoid bigger deficits. IATA forecasts that airfreight revenues will triple this year to 36 percent, thanks to a 30-percent rise in average freight prices.

Read more at Cold-chain transport vital to COVID-19 vaccine distribution

Leave your comments below or subscribe to us for another updates.