Issue link: https://read.dmtmag.com/i/1436355
I DA U N I V E R S A L N ove m b e r - D e ce m b e r 2 0 2 1 27 Ask the Tiger Your Questions on Global Trade – Answered by the Experts Continued on page 29 Finally: Supply Chain is "In the Room Where it Happens" Raising the Profi le & Importance of the Supply Chain Manager Provides a "Seat at the Executive Table" Increases Value Increases Opportunity for Promotion Enhanced Career Path Opportunity Increased Opportunity for Enhanced Pay and Benefi ts S upply chain management has become a much more important business function since the pandemic began in February 2020. Let's frame the issues which has made this executive and management change occur. The Covid-19 pandemic has been devastating to the perfor- mance of both domestic and global supply chains. The disrup- tion, uncertainty, cost escalations and delays which began in March 2020 continue into the end of 2021. The crisis caused by a disturbing and unanticipated imbal- ance between demand and supply in all world markets has resulted in unprecedented challenges facing all managers and operations personnel engaged in supply chain, procure- ment, manufacturing, warehousing, logistics, transportation, customer service, import/export and sales. Furthermore, the challenges and their impact extend to all the support functions to supply chains: service providers, freight forwarders, carriers, 3PL's, technology providers, consolidators, and distributors. While supply chain has generally had a subordinated posture in most companies, the pandemic has now elevated this area of responsibility because the consequences of poor performance and failure are so impactful in the success of a business's margin, profi t, growth, and sustainability. The importance of this area runs equally now to the impor- tance of the supply chain manager, who may be known under the various titles in the organization: Supply Chain, Procure- ment, Logistics, Warehousing & Distribution, Manufac- turing, Materials Management, Demand Planning, etc. The good news: with this increase in importance comes career growth. The disruption has impacted every company, every execu- tive and in every industry vertical. And we must also acknowl- edge the consequences these unprecedented challenges bring to our people and their families. The impact to supply chains has moved up the ladder in every company all the way to the CEO, The Board and the Shareholders. In our consulting practice, where 90% of the time we deal with mid-level managers, in last 20 months my team and I have met with more CEO's than we have in the last ten years. Supply Chain Managers and their colleagues have been forced to work harder, work smarter and ultimately bring resources, experience, and capabilities to the benefi t of the disruptive impacts of the pandemic. Supply Chain Managers have been tested in areas as never seen previously. Most companies, have over time seen physical, weather related geo-political events impact their supply chains. Negative events happen all the time. We have had some notable micro-events in supply chain in the last 10-15 years: • The Recession of 2008/9 • Hurricane Sandy in 2012 • The 2011 Tsunami in Japan • Hurricane Katrina in New Orleans in 2005 • Global Wildfi res 2019 • Sichuan Earthquake in China in 2008 • South and Mid-West USA Tornados in 2013 • Mississippi River Flooding 2011 • Northeast Winter Storm in 2018 • The current Covid-19 Pandemic 2020-?