As a supply chain manager, you are aware that supply security<\/strong> of goods and services has become a global competitive factor<\/strong>.<\/p>\n The turning point<\/strong> in politics is also a turning point for the economy. The so-called magic triangle of product and project management being made of performance-costs-time<\/strong> is history. The risk<\/strong> has been forgotten and must be added!<\/p>\n Covid, war, natural disasters - the world is getting smaller and faster. As far as can be foreseen, the crises are getting bigger and more frequent. Current, concrete examples of this are the struggle for raw materials, the limited resources of states to curb inflation, the collapse of key supply chains, for example in the port area, and the shortage of skilled workers. If you want to reduce your company's susceptibility to disruptions in the supply chain, then this means: The balance between cost efficiency and robustness against disruptions must be readjusted. However, a complete shift from a just-in-time approach to a just-in-case philosophy quickly becomes unaffordable. In our consulting practice, we therefore represent the balance by means of a flexible, company-specific circle.<\/p>\n<\/div><\/div><\/div>
\n<\/strong><\/p>\n<\/div><\/div><\/div><\/div><\/div>The risk has been forgotten\u2026 Now what?<\/h2><\/div>