Global Supply Chain

Managing the Global Supply Chain

So when a crisis arises and we need productivity to improve, Global Supply Chain. When COVID-19 hit hard, hospitals had a huge supply of ventilators. But countries like the US and the UK didn’t have the capacity or the capacity to produce them quickly and efficiently. ์นด์ง€๋…ธ์‚ฌ์ดํŠธ

Only a massive global collection effort โ€“ involving purchases from thousands of suppliers โ€“ gathered the required materials, at great cost and in a timely manner.
Since 2020, the conflict in Ukraine, the lingering effects of Brexit and the cost of living crisis have pushed global supply chains to the limit. In the UK – where we hope we can get what we want, when we want it – in recent months we have run out of basic things like clothes, petrol and toilet paper, as well as microchips, cars and sports games.
Can we solve problems in our supply chain? Is our way of doing what the world wants forever broken?

Trust the production process

To find answers, policymakers must look at the big picture: how to protect domestic industries with measures such as trade barriers, tax incentives, and skills development programs.
However, these methods only treat the symptoms of the disease, not the cause. We need to speed up self-development and be efficient so that when the global crisis hits, the sector is part of the solution, not part of the problem.
Today, the way everyone manufactures manufactured goods is not efficient. For example, any mechanical component that is part of a larger object – a smartphone or laptop, or the cover that connects the seat to the frame – is made on a CNC machine.
CNC machines are not easy to use. The interface is complex and unintuitive, and it requires a lot of skill to work well. Even simple things can be done in billions of ways, but if the machine does not work properly, the manufacturer wastes resources – both time and material. Estimates suggest that because of these problems, combined with the additional scheduling problems they create, many plants may be operating at only 10% of design capacity.

The Future of the Supply Chain

Let’s imagine that in the short term, innovations like this will help make the company work better. What does that mean? Quickly, the production process is cheaper than the level of the world game, which means that companies in countries like the US and the UK are able to compete on price with their peers at the end of the world. ์˜จ๋ผ์ธ์นด์ง€๋…ธ์‚ฌ์ดํŠธ
In turn, a strong housing sector means shorter supply chains, reducing environmental pollution, and reducing the threat of global crises such as the conflict in Ukraine or the blockade of Suez in 2021. Add it all up and you have a manufacturing department that is fit for purpose – able to produce products efficiently and effectively and in a way that is good for the environment. However, perhaps more importantly, the industry ceases to be an obstacle that prevents the world from creating new things. Today, bringing a new product to market (from design to production) can take two years. What if not, that creativity can work more than the digital world – if we imagine something, we can create it?

Build internal automation infrastructure

But attracting new blood to the company is only part of the challenge. Developing this talent into true industry professionals who become a source of competitive advantage is critical. And that’s what investing in automation is really about – not just buying a robot and waiting to be paid back in the traditional job security sense, but establishing automation as an essential function and business model.
Being able to automate a complex environment has many benefits. In addition to reducing dependence on third parties, this approach promotes employee retention and fosters innovation from within. Companies can identify areas of opportunity within their own business, understand how automation can improve their infrastructure and use it to increase their productivity levels; something the UK is currently struggling with internationally (a German worker is around 30% more productive per hour than a UK worker). ๋ฐ”์นด๋ผ์‚ฌ์ดํŠธ

One thought on “Managing the Global Supply Chain

Leave a Reply