Facing delays in your supply chain operations, how can you ensure on-time deliveries from your suppliers?

For me there are two important drivers to ensuring on-time delivery. Firstly it starts with some honest self reflection (before blaming suppliers) and asking yourself: Is my planning adequate? Is it proactive enough? Am I able to identify and respond quickly to changes in market conditions? I see many organisations living in crisis mode. Planning is a basic requirement for success, it's not a nice-to-have. Secondly, I believe you need good relationships with your key suppliers. Have honest conversations about the impact of late deliveries. Show some vulnerability in the fact that you depend on them for your business' well being. I find that connecting on a more human basis far exceeds the performance achieved from punitive KPI's.

La planeación siempre será la mejor herramienta para aminorar alguna falla en la cadena, los planes mensuales y semanales son esenciales en cualquier operación, los inventarios de productos críticos deben de tener un buffer distinto (mayor) a los productos que pueden producirse sin afectar sobremanera alguna línea de producción, en cuanto al transporte siempre se debe de tener un plan B para ejecutar ante la falla de un proveedor.

To ensure on-time deliveries despite supply chain delays, focus on enhancing communication and flexibility. Regularly update your suppliers on your needs and any changes in demand, and work closely with them to identify and address potential bottlenecks. Implement contingency plans, such as having backup suppliers or alternative transport options ready. Use real-time tracking and analytics to anticipate delays and adjust schedules proactively. By staying agile and maintaining open dialogue, you can better manage disruptions and keep your deliveries on track.

Mi experiencia en la gestión de la cadena de suministro me invita siempre por priorizar ante cada año venidero la planeación en base a pronósticos que temporada tengan mayor asertividad, resultado de esto nos lleva a Sincronizar con proveedor menguando riesgos, asegurando dias piso y recursos para atención al cliente cumpliendo el más alto nivel de servicio, siempre buscando la digitalización de los procesos.

Regionalization of the supply base is critical to address geopolitical risks which is a big consideration in today's environment

Suppliers diversification is more effective when used proactively (instead of being used in crisis). Risk assessement has to be executed deeply as mentionned in the article and should also include all risks related to the supplier supply.

Implementing a proactive and regular risk analysis within your supply chain is essential for addressing potential disruptions. This process should consider factors such as spending levels, material criticality, reliance on single-source suppliers, and market competition. Additionally, providing adequate training for our supply management team is crucial. Given the dynamic nature of supply chains, staying informed about best practices and global trends is vital for effective risk assessment. A clear and comprehensive risk analysis policy should establish a standard framework and tools to cultivate a culture of proactive analysis and agile responses with our upstream supply chain partners.

The solution to risk analysis in supply chain management involves diversifying suppliers to reduce dependence on a single source, implementing contingency plans for potential disruptions, investing in insurance or risk management programs, developing relationships with backup suppliers or partners, regularly monitoring and reviewing supply chain operations, implementing visibility and tracking technologies, and developing a risk management culture within the organization. This approach enables organizations to reduce the likelihood and impact of potential risks, ensuring a more resilient and reliable supply chain.

Technology can help us better manage supply chain risks by giving us real-time insights into our operations, helping us predict and prepare for potential disruptions, automating tedious tasks, and enabling us to work more collaboratively with our suppliers. It also allows us to use data and artificial intelligence to stay one step ahead of potential risks and ensure that our supply chains are resilient and adaptable. By harnessing the power of technology, we can build stronger, more agile supply chains that better serve our customers and our businesses.

La clave siempre será la planeación. Se debe contar con una cartera de proveedores lo suficientemente agiles para responder ante llamados de ultima hora. Un error a evitar es tener un solo actor para cada componente de la cadena de suministros, se debe contar siempre con un plan B y C en casos de fallas en la cadena.

A Logística é uma engrenagem complexa, devemos tratar todos os pontos sincronizados e justos. Ter um bom time de monitoramento e a tecnologia a seu favor é fundamental. Com isso conseguimos estar um passo a frente do problema.

Maintaining a buffer inventory is like having a safety net for your supply chain. It's a way to ensure that you have enough stock on hand to meet customer demand even when unexpected disruptions occur. By keeping a buffer inventory, you can avoid stockouts and overstocking, improve your ability to fill orders, and make your supply chain more resilient. It's like having a cushion to absorb any shocks or surprises that come your way, giving you the flexibility to respond quickly to changes in demand or supply.

Um exemplo que já vivenciei foi com itens críticos com LeadTime alto. Podem ser devido a importação ou feito sobre encomenda. Para estes itens, o prejuízo será maior a falta deles por máquina parada do que a manutenção de estoques e depreciação do material.

From my pint of view, this is the most important process in SCM, the day when we can correctly understand how to forecast demand, we will be able to reduce space in our warehouses, unnecessary stock such as RM as FP, transfer of goods, etc, which obviously bring us significant savings. We need to invest and learn to use new technologies even AI with its new tools to achieve these goals.

An inventory buffer is additional inventory kept on-hand in case of emergencies, transportation delays or surges in demand. Buffer inventory takes up additional space and can be costly, especially with inventory that has a shelf-life.

Inventory buffers play a vital role in ensuring the stability and efficiency of supply chain operations. By providing a safety net against uncertainties, they help companies maintain service levels, avoid stockouts, and enhance customer satisfaction. Properly calculating and managing inventory buffers allows businesses to navigate the complexities of supply chain management with greater confidence and resilience.

Understanding the challenges and motivational points of suppliers are the foremost points I see. Yes this is also necessary consideration for the supply chain counterpart to appreciate the effort of service the supplier providing along with products and services.

Do not hesitate to calculate transport prices by making several quotes with several carriers that may be able to improve the chain It is then necessary to choose the carrier not only on the price but also on its reliability, its quality of communication and the information processed, the transport time... It is necessary to maintain a good understanding with carriers in order to also be able to benefit from a wide range of services as needed

One thing I found helpful is that by this way, we are reducing the probability of risk. Flexibility in shipping and route will always be useful. In East Africa, we were importing vaccines by road. At the same time, we were importing some urgent stock of vaccines by air too.

Effective supply chain management hinges on the ability to anticipate and swiftly respond to disruptions. Proactive planning involves not just backup plans, but also continuous monitoring and predictive analytics to foresee potential issues Additionally, regular communication and follow-up with all stakeholders further strengthen our ability to manage and overcome supply chain challenges efficiently

To reduce the delay in supply chain operation we should always try to manage the dedicated logistics vendor which should be proactive. Advance planning with the stream line coordination of logistics partner. Maximum number of logistics partner should be added if anyone is trying to delay to provide the vehicle we should try to coordinate the another vendor.

Proactive planning is a certain formula for success in any field and as a supply chain analyst I find that the basic requirement would be defining the type of orders. Eg: Orders which are executed after they get a purchase request from the customer(Make to Order) or simply regular running items which need to be available at all times(Make to Availability). This bifurcation gives the planner a tentative idea of the priority in which the orders are to be executed. Eg: Items under Make to Order would have a higher lead time hence giving more room for planning other immediate orders. Similarly, an item falling under Make to Availability would depend upon the buffer levels currently available as inventory.

In terms of Planning (and in a very high-level), a few basic data points are important to mitigate potential delays. First, a clear demand signal from customers. Second, Sales seasonality, proportions and marketing campaigns that will increase demand for specific or all items. Third, Inventory accuracy and management. Forth, variances in supplier lead times and inbound transit times. Last, capacity planning in our manufacturing or distribution network. S&OP/SIOP/SIOE process will support long and mid range line of sight of planning balancing demand and supply. After COVID, there is a lot of available information, business cases and examples of how to apply these principles regardless of company size and scope.

For manufacturing and selling of any product, we need to have each and every raw material and packaging material and labels. So, our procurement and inventory management should be perfect. Otherwise, many organisations incurred big losses due to unavailability of certain stocks. So, supply chain management is one of the most important factors.

Usually good will itself is essential in the sense that suppliers paid on time for their deliveries whether part or full have a sense of obligation to fulfil their end of the deal prioritising you and putting other projects 2nd. Further from this, you'll have difficulties experienced with on time supplies. Also proximity to trusted sources of supply is also important as this serves well in the case of emergencies.

O Gestor de Transporte tem que estar alinhado com as tecnologias a disposição, ter um time de especialistas bem treinados e orientados. Ter sempre a expertise e estar um passo a frete do problema, sempre pensado no "SE" e de forma preditiva se adiantar ao problema. Devemos trabalhar com o preditivo e não corretivo. Se atualizar sempre, ter bom relacionamento com o ciclo que envolve a engrenagem logística.

La cadena de suministro y distribución es un sector que me ha permitido crecer, para poder identificar y sobre todo resolver tarea , tras tarea, debido a que la distribución es un inmenso mundo donde todo puede ocurrir, como no tener una maquina fundamental para tu operación o maniobra, o incluso tener que suplir a una persona por qué no fue a trabajar , dentro de la planificación te pega directamente ya que si tenias planificado el día de trabajo de esta persona, todo tu plan tiene que cambiar o modificarse por ende es un mundo donde me ha permitido salir adelante dependiendo los obstáculos que se avecinan.

Don’t overlook the importance of the team! While various digital tools support supply chain analysis, fostering a culture of continuous improvement and innovation is essential for empowering your team to adopt a proactive approach. Incorporating best practices like lean principles, root cause corrective action, advanced analytics, incl. AI, can boost these efforts. Linking team performance to career progression also reinforces accountability and motivation. Establishing metrics and key performance indicators (KPIs) for supply management is crucial. Effective KPIs include order accuracy, inventory turnover, lead time reduction, and cost savings. These metrics provide benchmarks that drive performance and align with organizational goals.