May 17, 2020

Visibility: you can't manage what you can't see

jda software
Supply Chain
Freddie Pierce
4 min
Unforeseen events can have a devastating effect
Written byDavid Gai(pictured right), Executive Vice President of Services at JDA Software Today's supply chains are more complex, more geographica...

Written by David Gai (pictured right), Executive Vice President of Services at JDA Software

david gai.JPG

Today's supply chains are more complex, more geographically scattered and thus more fragile than ever before. A broad range of external trends and events can affect supply chain performance, including demand swings and competitor product launches. An equal number of unforeseen events can happen within the supply chain itself, including materials shortages and production bottlenecks.


According to the Business Continuity Institute's 4th Annual Survey on Supply Chain Resilience, 73 percent of organisations experience at least one supply chain disruption a year. Most have an average of five. That's not surprising. After all, variability is the only true constant in the business world. But, when inevitable changes are not effectively planned for, the impacts on revenues, margins and customer service levels can be devastating.

While demand trends, shifting operating conditions and other variables may be a fact of life, you can identify the critical factors that have the ability to significantly affect your supply chain performance and ensure that your business will respond quickly and optimally to any unplanned event. There are three steps to visualising and managing your supply chain risks:

1. Take a Strategic View

Every supply chain has unique strengths and weaknesses. Your company needs to create its own "early warning system" that monitors performance in your most critical areas on a continuous basis. By flagging changes in key performance indicators (KPIs) at the earliest stage, your business can anticipate market shifts and other unforeseen events before they impact financial results. You can also support consistent results by ensuring that your business has the right people, processes and tools in place to enact your top-level strategy no matter how conditions change in the future.

2. Predefine Your Response to Change

Based on a thorough assessment of the unique strengths and weaknesses of your global supply chain, you can create a predefined plan to address every performance exception or emerging market trend. This allows your management team to calmly pull a series of predefined levers, instead of scrambling to identify the best course of action in the heat of the moment. You can ensure that your response is well-considered and strategic.

3. Act Swiftly and Decisively

With a pre-orchestrated, strategic response plan, you can act incredibly fast whenever the unexpected occurs. If your business responds first to a broadly disruptive event, you can actually create a significant competitive advantage. For example, businesses that had alternate sourcing plans in place at the time of the Japanese tsunami in 2011 were able to operate in an uninterrupted fashion, while other companies struggled to rebuild their supply chains and replace their Japanese suppliers.

While there is a proven science of monitoring, anticipating and responding to unforeseen supply chain events, most retailers and manufacturers lack this essential capability today. First of all, it's daunting to build a supply chain management program from the ground up, with no prior experience. Second is the question of accountability: Who in the organisation should be responsible for establishing supply chain visibility and creating strategic response plans?

Given the fact that this is a highly specialised, cross-functional task and internal teams are often stretched to the limit already the most effective approach is to rely on external expertise to add this critical capability to your supply chain team. By partnering with a software and services provider with deep supply chain experience, gained across hundreds of implementations, your organisation can take advantage of the world's best practices across industries to define and enact supply chain plans quickly without the need to assign internal resources or spend precious time "reinventing the wheel."

By relying on proven external expertise, your organisation can ensure that the right people, processes, tools and metrics are in place to meet your company's strategic goals and support consistent supply chain performance even in an environment that is far from consistent.

With an increased level of visibility, a strategic response plan and the right infrastructure in place, your business truly can expect and plan for the unexpected across your global supply chain.


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Jun 16, 2021

EU and US agree end to Airbus-Boeing supply chain tariffs

3 min
Supply chains embroiled in Airbus-Boeing dispute will no longer be impacted by $11.5bn tariffs imposed on food and beverage, aircraft and tobacco

The EU and US have agreed to resolve a 17-year dispute over aircraft subsidies, suspending tariffs on billions of dollars' worth of goods that have plagued procurement leaders on both sides of the Atlantic. 

Under an agreement reached by European Commission Executive Vice-President Valdis Dombrovskis and US Trade Representative Katherine Tai on Tuesday, the tariffs will be halted for a period of at least five years. 

It will bring an end to punitive and disruptive levies on supply chains that have little to do with the argument, which became embroiled in the trade battle. Businesses on both sides of the dispute have been hit with more than $3.3bn in duties since they were first imposed by the US in October 2019, according the EC. 

The US imposed charges on goods upto $7.5bn in response to a World Trade Organisation ruling that judged the EU’s support of Airbus, its biggest aircraft manufacturer, unlawful. A year later in November 2020, the EU hit back. The WTO found the US had violated trade rules in its favourable treatment of Boeing, and was hit with EU duties worth $4bn. 

In all the tariffs affected $11.5bn worth of goods, including French cheese, Scotch whisky, aircraft and machinery in Europe, and sugarcane products, handbags and tobacco in America. Procurement leaders on both sides of the fence were forced to wrestle with tariffs of 15% on aircraft and components, and 25% on non-aircraft related products. 

Boeing-Airbus dispute by the numbers  

  • The dispute began in 2004
  • Tariffs suspended for 5 years 
  • $11.5bn worth of goods affected by tariffs
  • $3.3bn in duties paid by businesses to date 
  • 15% levy on aircraft and 25% on non-aircraft goods suspended

Both sides welcome end to tariffs 

European Commission President Ursula von der Leyen branded the truce a “major step” in ending what is the longest running dispute in WTO history. It began in 2004.

“I am happy to see that after intensive work between the European Commission and the US administration, our transatlantic partnership is on its way to reaching cruising speed. This shows the new spirit of cooperation between the EU and the US and that we can solve the other issues to our mutual benefit,” she added.

Both aircraft manufacturers have welcomed the news. Airbus said in a statement that it will hopefully bring to an end the “lose-lose tariffs” that are affecting industries already facing “many challenges”. Boeing added that it will “fully support the U.S. Government’s efforts to ensure that the principles in this understanding are respected”. 

The US aerospace firm added: "The understanding reached today commits the EU to addressing launch aid, and leaves in place the necessary rules to ensure that the EU and United States live up to that commitment, without requiring further WTO action."

This week’s decision expands upon a short-term tariff truce announced in March this year. The EC says it will work closely with the US to try and further resolve the dispute, establishing a Working Group on Large Civil Aircraft led by each side’s trade minister.

Airbus last month signalled to suppliers that post-pandemic recovery was on the horizon, telling them to scale up to meet a return to pre-COVID manufacturing levels. “The aviation sector is beginning to recover from the COVID-19 crisis,” said Airbus chief executive Guillaume Faury, adding that suppliers should prepare for a period of intensive production “when market conditions call for it.”

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