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Operations

Building a resilient supply network

Balance supply continuity, cost and access to markets across a changing operating environment.

Which dependencies could interrupt critical customer commitments, and which alternatives are practical to maintain?

The context

Organisations with suppliers and customers across regions may face concentrated dependencies, changing trade conditions or long recovery times. Improving resilience requires clarity about which disruptions would matter most to the business.

Compare the available choices

  1. Qualify alternative suppliers

    An additional source only creates an option if it can meet the required specifications, volumes and lead times. Include qualification effort, capacity availability and switching conditions.

  2. Adjust inventory and capacity

    Buffers can support continuity while other changes take effect. Compare carrying costs and obsolescence exposure with the disruption scenarios they are intended to address.

  3. Redesign the network

    Regional capacity, different routes or product changes may reduce selected dependencies. Assess new constraints as well as the time, investment and operational effort required.

The proposed approach

Map critical inputs, routes and dependencies; compare alternatives such as regional capacity, supplier diversification and product redesign. Prioritise actions according to business impact, feasibility and the cost of maintaining options.

Potential deliverables

  • Critical dependency and exposure map
  • Options assessment with trade-offs
  • Sequenced resilience roadmap

What the decision needs

Begin with the customer commitments and inputs whose interruption would matter most. For each priority dependency, state the scenario, the alternative, the activation trigger and the accountable owner. Review options against continuity, feasibility and total operating implications rather than treating a longer supplier list as evidence of resilience.

Good decisions begin with a conversation.

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