Supply Chain World Volume 13 Issue 1 | Page 25

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Strategy
1. Thinking about the year ahead, how can companies best prepare for sudden occurrences to minimize supply chain disruptions? The challenges that hit manufacturing and supply chains in 2025 haven’ t gone away, and in addition to the obvious geopolitical issues, we continue to deal with environmental challenges and tensions over raw materials. To effectively balance cost control, resilience, and sustainability to ensure long-term performance, it’ s often very much about adapting the sourcing strategy.
Dual supplier sourcing and ideally using those from areas where there’ s less risk, will help reduce exposure to potential hazards or crises without necessarily increasing supply costs. Knowing suppliers and monitoring their country’ s geopolitical, social, and environmental risks also enables better identification of potential weak points, so that contingency plans can be implemented as needed.
JPB Système enjoys strong and longstanding relationships with local suppliers. Sharing information with them about our changing needs increases our responsiveness in the event of a crisis, stabilizes prices, and strengthens the robustness of the supply network.
Also beneficial is to have a global view of costs. Cost calculation is not limited to unit price, and we try to factor in the risks of disruption( production stoppages), delivery times, and distance( carbon footprint). This is especially important within the global aerospace sector, where the risks of disruption and carbon footprint are particularly relevant.
2. In your experience, what is the best approach to addressing and overcoming bottlenecks? It probably sounds simplistic, but I find the best way to overcome bottlenecks is to first examine the supply chain to identify them and then look for the root cause. At that point, we’ re better placed to define actions to limit or eliminate the issue. This might be achieved in several ways, but can often include collaboration with the supplier, implementation of buffer stock or reinforcement of teams and / or machines.
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