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�Supply Chain Management in the Post COVID 19 era

By: A/Professor Ferry Jie, PhD, FCILT, FCES

Email: f.jie@ecu.edu.au

Whatsapp: +61 414 968 978

School of Business and Law,

Edith Cowan University

Joondalup, Western Australia

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Who am I?

Ferry Jie is the Associate Professor in Supply Chain and Logistics Management, in the School of Business and Law. Ferry is currently a Secretary to the Chartered Institute Logistics and Transport (CILTA) Western Australia (WA) Committee. Ferry is also Supply Chain & Logistics Association of Australia (SCLAA) WA Committee. Associate Professor Ferry Jie has maintained a high quality of research throughout his academic career including international scholarly leadership in the areas of supply chain management and logistics, including being invited to be keynote speaker and to give public lectures at symposiums and international conferences in Indonesia, Malaysia, Vietnam, China, UK and Australia. From 2017 to now, published more than 55 refereed journal articles—including 31 articles in Q1-ranked in the Scimago and 23 articles in Q2-ranked in the Scimago, and 10 refereed conference papers. Furthermore, Dr Jie has received research grants/awards adding up to over $1.85 million between 2010 and 2022.

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Recent Research Grants (1)�

Developing a Digital Competencies Framework for the Australian Energy Industry, Asset Institute, Grant, 2021 ‑ 2024, $109,688.
Business continuity and resilience: capacity building and upskilling post-COVID-19, Department of Jobs, Tourism, Science and Innovation (JTSI), 2020 – 2021, $100,000.
Managing transport system investment risk: enhancing patronage predictions and adapting strategic asset management and appraisal processes to account for emerging trends and uncertainty, iMOVE Australia Limited, iMOVE CRC, 2019 - 2020, $94,008.
Optimising regional SME resilience and employment workflow by customer-led (DIY) re-engineering of financial planning and advisory services supply chains. , Edith Cowan University, ECU Industry Engagement Grant, 2019 - 2020, $141,452.
Examining residents waste source behaviour: an indication of the effectiveness of the three-bin rollout campaign by Joondalup City council, City of Joondalup, Grant, 2020, $90,023.
Planning intermodal and general logistics infrastructure for the future needs of Perth, iMOVE Australia Limited, iMOVE CRC, 2018 - 2019, $321,200.
RailSmart Wanneroo Planning Support System, Department of Industry, Science, Energy and Resources, Smart Cities and Suburbs Program, 2018 - 2019, $777,000

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Supply Chain Management (SCM), Part 1

Management of all activities that facilitate the fulfillment of a customer order for a manufactured good

To achieve customer satisfaction at reasonable cost

Requires several operational activities

Working closely with suppliers
Purchasing
Transportation

LO 12-1

CH12

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Supply Chain Management (SCM), Part 2

Inventory management
Managing risks that may disrupt the supply chain
Measuring supply chain performance
Ensuring sustainability

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CH12

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Logistics

Component of supply chain management
Management of the flow of materials and transportation activities

To ensure adequate customer service at reasonable cost

Vital to satisfy customers' needs and expectations
Leads to efficiency in supply chain performance

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CH12

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Supply Chain: Manufacturing Example

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Supply Chain: Service Example

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COVID-19 and SCM

https://www.youtube.com/watch?v=vZly8BFWk74
https://www.youtube.com/watch?v=ofr0LTFbFdw COVID 19- the biggest challenge SC of all
https://www.youtube.com/watch?v=TfUFVHWlIP4 COVID 19-Global Food Security

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It is preferable for company to start restructuring their supply chain framework. Querioz, Ivanov, Dolgui, & Wamba suggests that SCM should consists of 6 perspectives:

Literature Review

Adaptation
Digitalization
Preparedness

4. Recovery

5. Ripple effect

6. Sustainability

2021

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As the world has changed ever since, in addition, due to the COVID-19 pandemic many businesses have changed. Companies have to prepare what actions or plans for post COVID-19.

Actions or plans needed for post COVID-19

Digitalization could help the company to boost its performance more while reducing operation costs to a minimal level.

Digitalization

2021

Health and safety protocols

New supply chain model

Health and safety protocols implementation is very crucial in post COVID-19. Not only to reduce the spread of the virus, it can also elevate the company's image

In post COVID-19, a flexible and adaptable supply chain model is needed. This is to ensure that if there's a shift in the environment, company can adapt quickly.

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HOW CAN SUPPLY CHAIN MANAGEMENT PREPARE FOR POST COVID-19 ERA

REDEFINE SUPPLY CHAIN STRUCTURE STRATEGY

BUILD TRANSPARENCY AND

RESILIENCY

GROWTH THROUGH DIGITAL SUPPLY CHAIN

ASSES REALISTIC FINAL

CUSTOMER DEMAND

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Supply Chain Post COVID-19

Business Continuity Plans;
Lean Thinking Approach – Cost Reduction Strategy;
Supply Chain Agility (quick response to any changes/uncertainties);
Inventory levels – business will increase weeks cover in stock across the supply chain
Sources of Supply – governments and business will review what products that they need local manufacturing and what products need more than one source of supply
Work from home is not feasible in the supply chain and logistics industry for the majority of the workforce
Changes such as staggered shifts, breaks and temperature / health checks are likely to be the new norm environment

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Supply Chain Post COVID 19 (Cont)

Invest more in digital resources such as AI to reduce dependencies in human labour
Transforming IT solutions to maintain the improve connectivity between people, assisting to improve work live balance and sustainability
Investing locally, upskilling local staff to reduce reliance on overseas markets;
Reviewing in how to repurpose manufacturing to be able to diversify in multiple channels;
Reviewing and implementing risk management plans;
Understanding and revaluation of inventory optimisation;
Better contingency planning – diversity in your channel;

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In the long term combined and connected technologies will unlock new mechanisms for creating and distributing value

Internet of Things Advanced analytics & AI AR / VR / Wearables Advanced robotics 3D printing

Creating value from converging technologies

Technologies

Value dimensions Value mechanisms Challenges

Factory

Society

Individual

Firm

Industry

Smart processes

Operator-machine productivity

Smart structure, location

and scale

Digital orchestration of the supply chain

Smart and personalized products

New business models

New growth and new value creation

Digital experiences

Productivity & Efficiency

Accelerating sustainable production

New skills

Tech-augmented Operators

Smart innovation & engineering

Security

Standards

Interoperability

Data management

Change

Management

Source: WEF – A.T. Kearney: Technology and Innovation for the Future of Production: Accelerating Value Creation

Capability development

Culture

Technology readiness

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