COVID-19 and the COO

Steering supply chain and the enterprise through COVID-19 and beyond

The COVID-19 pandemic has made obvious the flaws in global supply chains. Most organizations' supply chains are not nearly as resilient as they need to be, often because superficial risk management tactics and inefficient contingency plans have been substituted for the hard work restructuring takes.

For US-based multi-nationals, reliance on non-US-based manufacturing and third party suppliers must be reduced. A structural shift toward economic nationalism—a "make where you sell and buy where you make" approach—should be undertaken as soon as your supply chain organization emerges from crisis mode. The stakes are high for responding to disruption and mitigating vulnerabilities. The future of your company might depend on it.

Learn in this paper about critical competencies your organization must build to enable restructuring in the wake of COVID-19, regardless of industry, channel, maturity, or size of your supply chain. 

Supply chain's new world order
COVID-19 and the acceleration of economic nationalism

 

Areas of focus for the COO

KPMG has identified six focus areas for operations leaders as they steer supply chain and the enterprise through the business impacts of COVID-19. 

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