How do you address delays in the supply chain that impact your manufacturing schedule and cost-effectiveness?

Supply chain plays major role in any manufacturing business, in this cost and speed is very important. Required sustainable plan ,continuous focus and lot of follow-up will make cost effective and speed in delivery.

Supply Chain issues can be difficult to overcome, as witnessed by the supply chain collapse during COVID. Generally, supply chain issues are nothing nearly as horrible as that one. The primary safeguard is to identify and address the issue as early as possible. Good communication and mutual trust with your suppliers is extremely important to gain knowledge of the problem and to understand how long the delay will be. Once understood, evaluate your schedule to determine how to best overcome. Can the manufacturing process deviate to include the delayed component later and still meet delivery? Is there a substitute that can be procured within the original timeframe - even if it costs a little more? The LAST option is to delay delivery.

Consider Cyber security incidents affecting supply chain when assessing potential risks. If any additional granular controls are feasible , e.g. pre-agreed alternate communication channel and associated invocation and approvals process for supply processing.

Es primordial reconocer primero qué procesos producen un cuello de botella, y luego, accionar para agilizar el mismo. Una buena comunicación y liderazgo son necesarias para empezar. Reconocer engranajes fuera de tiempo y aceitarlos.

Currently, there are many technologies and information methods that help the supply chain analysis system so that cases of delays can be identified earlier, because with technology and information, trends in situations including delays can be detected, which are then poured into production/or service planning capabilities that are appropriate so that they can continue to run continuously.

We do lots of regular analysis and keep a safety stock of critical materials to ensure continuity in production despite delays.

Have advocated for many years that not only have an alternative supplier, but a 3rd. Not only covers the usual supply issues of material shortages, transport delays, but in the case of proprietary design when you have the position of rapid increase in demand there is additional capacity. I have experienced the fact that with 2 supplier that did not have the spare capacity to fulfill our order leadtimes. Working in system design, equipment is order specific and the inventory costs of holding large stock levels is not viable.

We have established partnerships with [Supplier X], [Supplier Y], and [Supplier Z] to ensure a steady flow of materials. This is extremely important

We maintain robust communication channels with our suppliers to get real-time updates and quickly address any issues that arise.

We have dedicated agile response teams that can quickly react to supply chain disruptions by identifying alternative solutions, reallocating resources, and adjusting plans to minimize impact.

Business Continuity and Disaster Recovery Plans: Risk assessments, and the associated mitigations/controls such as Diversification and Buffering should feed into BC and DR planning. Resilience (Business Continuity) .................................................Recovery (Disaster Recovery) Online supply processes - Nearline supply processes - Offline supply processes Where the level and costs of measures for resilience and recovery must be commensurate to the risk appetite and value of the business. e.g. Resilience measures could include 'Online' diversity of supply chain such as 2 suppliers that supply 50% of requirements, but also have the capacity for short term scaling up if needed. Build into supplier agreements.