SUPPLY CHAIN STRATEGIES
Adam Whitfield Head of Global
Compliance & ESG Achilles
“ Building resilience now requires more than periodic supplier assessments. Organisations need structured supplier data, consistent governance and continuous monitoring to identify emerging risks early and intervene before problems escalate.”
Jump-start to action Laís Piccinini Doi, Associate Director S & OP – Meals at Kraft Heinz Company, explains that COVID was a majorly disruptive event for the company, but it allowed Kraft Heinz to examine its operations.
“ It was a very good test to see how we perform in a very different system that we are used to,” she says.
“ We had to revamp all our operations to make the best with the resources that we had and still be able to maintain reliability, consistency and quality at a fair price to the customers.
“ Having full control of our operations is not feasible because there’ s too many moving parts. We don’ t know what’ s going to happen, but we know the weak links that we need to protect and work to make sure that we’ re going to have a continuous and resilient operations and supply chain.” Going through this major event, Kraft Heinz was able to see where the areas of risk sat.
Though AI has made preparing for risk easier, there is still no way to fully predict it. As a result, having this overview of a supply chain and its potential risks allows businesses to prepare for the worst or to put in the resources to strengthen the risk point. supplychaindigital. com 75