"... He was the engine to drive change!" - Hristina Funa, Director, SYNPEKS - Macedonia

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"... He returned the faith in ourselves to be able to make great and significant changes!" - Karolina Peric. Director, IMACO Systemtechnik - BIH

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"... Antonio has succeeded in three months what we have been trying to do for years..." Dejan Milovanović - AutoMilovanović

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"... With Antonio we dramatically improved our cash flow ..." - Edvard Varda, Director, Zoo hobby

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How to manage a crisis, problems, but also regular tasks and projects in 6 steps?

Like any crisis, this one caused by a corona virus pandemic has certain regularities and it is possible to dissect it and make a model that can serve us to deal with any other crisis or problem in this way. This method consists of 6 steps:

Analyse this - first we need to see what's happening. Just like we want to know how many people are infected, how long infection lasts, how many incubation lasts, who it usually attacks, what is the mortality, etc. There are multiple methods of analyzing data that can tell us a lot about every problem - whether we use observation and by recording occurrences, eventual anomalies and regularities, whether using technology and "mining" data, transactions and processes with the various tools available. It is important that we establish a system for collecting data and identifying regularities that can serve us in order to better describe the problem we are facing.

Recently, there has been a lot of mention of supply chains in combination with problems in general and problems about disruption of supply chains for food, pharmaceuticals and so on. It is ironic that in this crisis that we had to cancel the conference (due to this crisis situation) where one of the speeches was about this kind of supply chain risk management and need for flexibility.

The speech was supposed to be about dynamic supply chains, so I use this opportunity to try to explain the idea of ​​dynamic supply chains in an abbreviated version and show which of these supply chains that we will mention best suits this current situation.

Besides the above mentioned explosion of complexity in supply chain network design, complexity  was evident also in global trends that emerged in the eve of this great crisis. Trends such as shortening product life cycle and technology, strong competitive pressure for new products and models, high level of diversity and product profiling, increasing business risk and change from forecast-based management into demand-based management. In order to manage modern Supply Chains with lot of uncertanaity companies need to go in several directions:

  • Flexibility
  • Simplification
  • Multi local operations