Hi Team Art!
An update on our COVID-19 journey.
I’m still mostly hunkered down in Miami and getting out to eat couple times per week, but to only low density and with outdoor seating.
Thus far, I’ve have been COVID free.
We went on our first flight in five months to Michigan to see our Mother. She is 89 years; we were finally able to visit her at the assisted living home.
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Art Koch’s Profit Chain® Series
Volume 3 | Number 8 | August 2020
Before the pandemic, in 2017-2018, we had witnessed the peak of globalization. Results of several recent polls taken of industrial leaders indicate that between 65% to 85% plan to re-shore, nearshore, or insource products manufactured in remote parts of the world to reduce their supply chain risk.
When I first started to write about this topic, I received mixed reviews. Not everyone believes that extended supply chains negatively impact Total Cost of Ownership to the extent of my views. Regardless of whether or not you agreed with me back then, there is no denying that we are now in the midst of a seismic global manufacturing shift. Are you ready for the change?
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I have discussed both Supply Chain Management professionalism and how the surge in remote work will constrict once the pandemic is over. I’ve included the links to the newsletters or blog post for your reference:
Supply Chain Professionalism
There will be NO “New Normal” – WE will be Normal
Read article You have heard me recommend internal friendly rivalries. Here’s one for the record books! On the final NASA Space Shuttle mission, Atlantis, on July 8, 2011, to the International Space Station. NASA astronauts left a United States flag to be retrieved by the next group of astronauts to arrive from American soil. The friendly competition was between Boeing and SpaceX. On June 1, 2020, nearly nine years later, a NASA team of astronauts captured the flag when they arrived aboard SpaceX’s Dragon spacecraft!
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Today is a moment of unprecedented change. The COVID – 19 pandemic has caused significant disruptions to all businesses around the world. Don’t think of this a problem, but opportunities for those individuals that are faster, flexible, and responsive to change. We cannot let fear paralyze us from inaction.
One of the biggest challenges I see with organizations is to just start. They need to set aside their self-doubt. I’ll say to them: “It’s time to Knock the Training Wheels Off and start our journey”. This is exactly what many organizations need to do right now!
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Art Koch’s Profit Chain® Series
Volume 3 | Number 5 | May 2020
One important lesson that COVID-19 has taught Executive Leaders is that their assumptions are misguided when assessing the Total Cost of Ownership, TOC.
Total Cost of Ownership (TCO): TCO includes all of the direct and indirect costs associated with an asset or acquisition over the entire life cycle of the product or service. TCO includes not just the purchase price, but also the cost of transportation, handling and storage, damage and shrinkage, taxes and insurance, and redistribution costs.
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Short Term: As a manufacture, what can be done now?
Leadership.
Establish a triage team to manage the crisis.
Be proactive.
Don’t waste the opportunity: A Crisis or Recession is a Terrible thing to Waste.
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Entropy Busters® Series
Volume 3 | Number 2 | February 2020
I started with, “Let’s start with the realization that plan “A” to relocate operations to China had a major flaw. If you moved manufacturing to China, India or any other low-cost producing country with the intention of importing goods back to North America or Europe (half a world away), then your plan was unsound!” The primary focus was on inventory velocity, total cost of ownership and the ethics of investing. Now we are in the middle of a S^&% storm of COVID-19 with world-wide impact to supply chains and the global economy.
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How are your teams at? Forming Norming Storming Performing How well your teams move through these steps will determine their impact, performance and conflict levels. https://youtu.be/XAQC_Am5ywU
Read articleIf you’re like me, you likely rely on e-mail for many for functions.
Many times we take to path of least resistance. When you’re a Supply Chain or Operations team member with a heavy work load trying to get the daily task completed, it’s common for short cuts to be taken; hence the path of least resistance. These work-arounds become tribal knowledge and halt proper change management.
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