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It's been about four months since it first became painfully obvious that the global economy hadn't just started sliding downhill, it had essentially fallen through a metaphorical trapdoor.
There are some obvious advantages to using a slow period to make operational upgrades, particularly if the changes will be far-reaching and potentially disruptive.
As we prepare to navigate new courses in these challenging times, I suggest we endeavor to avoid what I call the seven deadly sins of supply chain crisis management.
Rather than dispense wisdom from on high, consultant Chris Norek prefers to lead clients through the supply chain strategizing process by asking some well-chosen questions. The results speak for themselves.
Some companies are turning a tidy profit by reselling returned products that were once consigned to the scrap heap. The trick, they say, is figuring out what's junk and what's worth a second look.
A currency fluctuation here, a commodity shortage there, and what has long seemed a perfectly sound approach to business suddenly makes no sense at all.
The rest of the country may be fixated on volatility in the energy markets, but some logistics pros say the best way to deal with the situation is to ignore it.