If we didn’t think supply-chain risk management was all-important before, we know it now.
There’s been no lack of earthquakes, tsunamis, floods and volcano eruptions to focus our minds on the important of supply-chain risk and recovery. But the coronavirus pandemic has made that need more evident than ever before. Today, the conversation about risk is taking place at the board and executive levels. But how, when a disaster subsides, does a company go about getting its supply chain back on line? And what does that new — and supposedly improved — supply chain look like, anyway? We get answers to these questions from Jennifer Biseglie, chief executive officer of Interos, provider of a risk-management software platform driven by artificial intelligence. She offers short-, medium- and long-term strategies for recovery. Hint: it has to do with taking a much deeper look at one’s multi-tier supply chain, as well as a fresh approach to supplier diversification. Hosted by Bob Bowman, Editor-in-Chief of SupplyChainBrain.
A blog post from Interos on “Changing Executive Perspectives on Supply-Chain Risk.”
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