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visibility,” Patrick states.“ Take a MedTech client we worked with, for example. Prior to the pandemic, they relied heavily on a single supplier in Asia for critical components, and when lockdowns hit, their production stalled within days. Within 18 months, they had implemented a dual-sourcing model and regionalized key elements of their production to Europe and North America. That shift wasn’ t just a reaction, but a long-term resilience strategy.
“ Another key change has been the rapid adoption of digital control towers. We’ ve helped one client design and implement a control tower integrating real-time data from ERP, transport management systems, supplier portals, and even external signals like port congestion data. The solution leverages cloudbased architecture and AI to enable predictive alerts, flagging potential delays before they occur and recommending alternative logistics options. What made this project successful was not just the tech stack, but the way it was embedded into decision-making: we trained their teams to act on insights, not just monitor dashboards.”
Offering another case study, Patrick continues:“ The pandemic also demonstrated that data matters more than ever. I remember working with an FMCG company in the early days of the pandemic. They had no visibility into their Tier 2 suppliers, and this blind spot led to a six-week production delay. Since then, they’ ve fully mapped their supply network and introduced a proactive risk model that tracks geopolitical instability and climate vulnerability.
“ If the pandemic taught us anything, it’ s that resilience isn’ t a luxury, it’ s a necessity. What we’ re seeing now is not just evolution, but a redefinition of purpose: supply chains are no longer just about delivering products efficiently in terms of cost and time, but instead about protecting the business and enabling growth. Many organizations have shifted from viewing procurement as a cost center to recognizing it as a strategic asset that drives innovation and long-term resilience.”
Strategic success
For anyone working in the supply chain, resilience is not a new idea, and it has dominated many conversations, including in Supply Chain World, since the pandemic, but it’ s important to consider the strategy behind building such resilience.“ In my experience, resilience comes down to three critical levers: structure, visibility, and governance,” Patrick shares.“ Firstly, when it comes to structure, companies must explore multi-sourcing, nearshoring, and flexible manufacturing. Being reliant on overseas suppliers for key components can often cause delays, whereas nearshoring part of the supply base can shorten lead times, reduce geopolitical exposure, and improve responsiveness to demand shifts.
“ End-to-end tracking systems across the network, from raw materials to final delivery, is key to achieving true visibility. This means integrating data from suppliers, logistics providers, and internal systems into a single platform to provide real-time insights. Lastly, in terms of governance, outlining scenario planning and escalation routines that are realistic, rehearsed, and embedded into decision making means supply chains are ready to cope with disruption. A good example is the use of digital twins, as this technology allows leaders to test scenarios before they occur. For one client, we’ ve developed a digital twin model that simulates the impact of events like port closures or material shortages, allowing the company to make informed decisions when real disruptions emerge.”
As our conversation moves to another key challenge facing the sector, Patrick shares his experiences in creating more sustainable supply chains.“ Sustainability in supply chains is no longer optional, but it’ s far from straightforward,” he states.“ The biggest barriers fall into three categories: lack
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