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How does the supply chain deal with the “life and death test”? From Post epidemic Era

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More than 80% of enterprises said that their supply chain was negatively affected by the covid-19 crisis, and most of them were in trouble in all aspects of operation.

The epidemic has forced companies to give priority to supply chain flexibility, with two-thirds (66%) saying their supply chain strategy will change dramatically to adapt to the new normal. Only 14% of companies want to resume normal business.

More and more people realize that the supply chain needs to be more flexible and agile in order to be able to deal with possible supply chain disruption quickly. In fact, 68% of enterprises said that the current crisis forced them to adjust their business models, while 62% of enterprises believed that improving supply chain flexibility after covid-19 was a top priority.

From an industry perspective, only 30% of life science enterprises in the survey reported the negative impact of the crisis on enterprises, while more than 80% of enterprises in other industries (retail, consumer goods, discrete manufacturing) reported the negative impact of the crisis. In addition, after the crisis, 68% of consumer goods and retail consumers prefer locally produced goods, and product sustainability is affecting 79% of consumers’ purchase preference.

However, the obstacles brought about by the epidemic also provide an opportunity for enterprises to build a more flexible, flexible and agile supply chain to cope with future damage and global crisis.

Few companies can withstand another crisis

This year, up to 55% of enterprises took three to six months to recover from supply chain disruption, while another 13% expected to take six to 12 months to recover. Inevitably, this means that few businesses are prepared for any further potential damage that may occur in the future. Capgemini’s research found that in order to deal with similar crises in the future, enterprises must focus on the seven key capabilities of crisis response capacity; identifying the most significant and urgent areas for improvement is crucial for building an elastic supply chain. Only a small number (less than 4%) have shown an advantage in all of these areas, including the planned actions and the state of business readiness.

Investment is the key to build supplier resilience

Flexible supply chain needs investment, 57% of enterprises plan to increase investment to improve supply chain flexibility. In addition, companies are investing in technologies that make supply chains more autonomous and intelligent. Both are key contributing factors to resilience, enabling the supply chain to perceive and adapt to change or disruption more quickly. Nearly half (47%) of enterprises are accelerating their investment in automation, 39% in robotics, and IOT and AI are also the most concerned areas. Investment in certain technologies that are critical to building long-term resilience, such as control towers that increase visibility and digital twin technologies that support contingency planning, are expected to accelerate at a slower rate than others – a gap that companies must address.

There will be a lot of investment in sustainable products

More than three-quarters (77%) of enterprises recognize the need for change and say they are accelerating investment in supply chain sustainability over the next three years, with logistics and manufacturing as key areas of focus. This shift is not just crisis driven; businesses are increasingly aware that consumers’ preferences for green alternatives are changing, and they are willing to support this with their own purchasing decisions.

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