Embrace the Next Normal:
Supply Chain Exception Management Best Practices

Disruptions caused by the Coronavirus pandemic are here to stay for the long term. The exceptions across supply chains, driven by both consumer behavior and operational challenges, won't go away overnight. All businesses are struggling to respond to everything from stockouts to production delays to supplier issues. In this play book, we examine one best practice that leading supply chain teams are turning to as they adjust to the wide-ranging impact of the next normal for supply chain: a virtual war room.
Countries and States are beginning the process of reopening but the disruptions caused by the Coronavirus pandemic are here to stay for the long term. The exceptions across supply chains, driven by both consumer behavior and operational challenges won't go away overnight. All businesses are struggling to respond to everything from stockouts to production delays to supplier issues. In this play book, we examine one best practice that leading supply chain teams are turning to as they adjust to the wide-ranging impact of the new normal for supply chain: a virtual war room.

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Three Strategies to Quickly Establish Your Supply Chain Virtual War Room

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Appoint a Recovery Leader

Identify the resource who will drive & facilitate key parts of the Virtual War Room operating cadence.
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Configure an Incident Management System

Excel, emails, calls & Microsoft Teams will get unruly quickly. Establish a single-source of truth to manage all of the cross talk.
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Set a Virtual War Room Operating Cadence

Put in place the operating cadence for managing COVID-19 or other supply chain disruptions.
"Starbucks is finding it effective to centrally manage operational incidents through Elementum. I know who on my team is accountable for managing them; and I know exactly what to tell customers and stakeholders. This is especially helpful as partners are working remotely."

Kelly Bengston
SVP of Global Sourcing & Chief Procurement Officer
Starbucks Coffee Company
Stay On Top Of the Crisis— Don't Drown in the Email Flood

For all industries, long term supply shock ripples are likely to be felt for the next 12-18 months or more as production delays at impacted sites, material shortages and scarcity of logistics space come to light. At least 57% of US companies are experiencing an average of 2x longer lead times for components sourced from their tier- 1 suppliers in China. This does not begin to quantify the impact from their “invisible” lower-tier suppliers who they do not deal with directly.

Download this supply chain playbook to get a leg up on the disruptions and competition.


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