RISK & RESILIENCE
“ THE QUESTION HAS BEEN: HOW DO WE ANALYSE WHICH COMMODITIES TO CONSIDER DIVERSIFYING AND LOCALISING?”
Martin Corner, Executive Director of Supply Chain Management, Aston Martin Lagonda enables decisions, but how you act on those insights is what drives the value. Understanding what data you acquire and the connectivity into your data ecosystem is where it all lies. The right solution can solve problems across the organisation – procurement might focus on cost and inflationary risk, while supply chain worries about delivery disruption. Through central orchestration, you can unlock value across the enterprise.
Q: HOW CRUCIAL IS REAL-TIME DATA FOR RISK MITIGATION? Martin: It’ s becoming more crucial. In the past, we relied on logistics providers to alert us – often you’ d only find out when a truck arrived at a supplier and what should have been loaded wasn’ t there. We’ re getting better through relationship management, but the next phase is implementing tools embedded in our working systems. At the moment, we’ re still relying on our partners to trigger alerts, but we’ re well down the line in considering an embedded system that gives us alerts on financial risk, geopolitical situations, weather – you name it.
Ashley: If you’ re sourcing components from Asia, you’ ve likely got six to seven weeks of stock either in the warehouse or on the water – about two months of stock in transit to make decisions. The earlier you get a risk notification, the better. If technology using natural language processing picks up a risk in a Mandarin article two weeks earlier than you would’ ve otherwise known,
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