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How to build profitable Supply Chain Resilience

Case Study

Supply chain resilience has made it as a TOP-theme on Board agendas across sectors and regions. However, not only the resilience itself is desired and difficult to achieve. Resilience that comes with lower profitability affects current and future competitiveness. We have developed an approach to make supply chains resilient and optimize those from an economic point of view.

Supply chain resilience - how to avoid declining profitability

Nowadays, companies face a variety of external risks potentially disrupting their supply chains. Natural disasters, geopolitical conflicts, supply chain accidents, and cyberattacks have multiplied, disrupting everything from procurement up to manufacturing facilities around the world. As the impact of things going wrong is so massive, it is surprising to see that many of these impacts could have been avoided, or at least mitigated. No one knows what will happen next, but companies have learned it the hard way that they must improve their awareness and abilities to cope with those types of risk. If this is done well, this will help to ensure the future competitiveness and boost profitability.

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Lack of transparency – most companies are flying blind

TC project experience shows that while potential risks are known, most companies fail to avoid and mitigate them properly. The key success factor and starting point for building resilience is the creation of full transparency throughout the entire supply chain, all the way to the refinery or mine. Yet, this is already where the majority of firms fail.

WHAT are the relevant elements of the supply chain? (suppliers, customers)

WHERE are the identified elements of the supply chain located? (production sites, warehouses, ...)

HOW are the elements connected?

 

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Managing resilience requires a structured and fact-based approach

Major threats to supply chains are largely unknown. Fundamental core issues should be addressed – in a consistent and fact-based manner.

  1. What exactly does the supply chain network look like?
  2. How high is the existing risk exposure?
  3. What are suitable measures to avoid/mitigate risks?
  4. How should strategic SC resilience be built in the organization?
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Increase your resilience and improve your future readiness!

Together with leading companies in the automotive industry, we have developed, applied and implemented a simple and proven concept that improves both resilience and profitability.

Three major steps are necessary

  1. Holistic 360°-Transparency
  2. Tangible Results
  3. Strategic Playbooks
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Our services are your advantages

We support our customers' business holistically - from analysis to strategic anchoring.

  • Creating supply chain transparency at the relevant points
  • 360° risk overview in a customizable dashboard
  • Application of best practice measures
  • Integrating relevant resilience elements into the organization to ensure long-term success even in times of supply chain crisis

Our success is proven by customer examples with measurable and tangible results.

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Speak to an expert

Working with the most qualified Tsetinis Consultants is key to your success.

 

Speak with an expert in your industry who can help you move your company toward your specific goals. We implement our expertise in a very specific and targeted way and tailor the choice of methods to your individual requirements. In this way, we can ensure your long-term success.

 

Get started now!

 

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Martin Kruschel

Partner

Materials Management

Product Profitability Programs

Restructuring & Organizational


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Dr. Kenneth Sievers

Senior Principal

Materials Management

Post Merger Integration Programs

Profitability Programs


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