Disasters have a knack for shifting the spotlight toward Supply Chain Management. The monstrosity that is COVID-19 is no exception, as evidenced in daily news headlines screaming “delivery disruptions”, “vaccine shipment delays” and “supply shocks”.
But necessity is the mother of invention, and those same disruptors often accelerate the adoption of new technologies and change initiatives. For instance, the Vietnam War accelerated the standardization of international shipping container sizes as armies struggled to trans-ship supplies from point A to point C (via point B). More recently, the blockage of the Suez Canal by the M/V Ever Given put into action long-stalled plans for the widening and deepening of the waterway.
Similarly, COVID-19 is accelerating the adoption of technologies by supply chains. This includes those technologies that have largely been on the backburner for upward of a decade, such as prescriptive forecasting, blockchain, Augmented Reality, and network optimization algorithms. More importantly, organizations have come to increasingly appreciate the importance of a centralized and transformational digital supply chain strategy to ensure that those technologies talk to each other and keep the organization at the cutting-edge.
This June, I will be facilitating a workshop specifically dedicated to the creation and management of such digital strategies. What makes this course—a collaboration with the Chartered Institute of Logistics and Transport—unique is that it is specifically geared for our nascent post-pandemic world. This new world is still unravelling, meaning that there are many lessons that we are still learning as we go along. As such, the workshop’s participants—working professionals from across industries and geographies—will have an added responsibility to adopt a teacher as well as a learner mentality over the 5 days.
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