Member companies area
Member companies area
Template - EPCA press coverage

Building Resilient Supply Chains

How to Cope with Turbulence, Uncertainty & Volatility
• Executive Summary_______________ 1
• Chairman’s Welcome and
Opening Remarks ________________ 2
• Managing Resilient Supply Chains
in an Era of Turbulence____________ 2
• How to Manage Volatility in
Chemicals Supply Chains – Next
Level Supply Chain Planning ________ 4
• Feedback from Round Table
Discussions and Identification of
Ways to Cope with Responsive
and Flexible Supply Chains_________ 6
Analysis of the Global and
European Financial Situation
and Likely Evolution – Impact
on the Euro and Business in
Europe – Dinner
• Executive Summary_______________ 8
• Speech_________________________ 8
Resilience through Partnerships
• Executive Summary_______________10
• Chairman’s Welcome and Opening
Remarks ________________________10
• Building Resilience in Supply Chains
through Pro-Competitive Logistics
Collaboration – Practical Examples____ 11
• Building Resilience by Taking into
Account Customers’ Needs –
State of the Art Examples__________13
• Feedback from Round Table
Discussions on Pro-Competitive
Collaborative Chemical Supply
Chain Models __________________ 14

Executive Summary

Managing resilient supply chains implies companies need to manage their vulnerability, a combination of the likelihood of a disruption of their business processes and its potential severity. Resilient companies’ supply chains are designed in order to cope with low-probability occurrences with severe outcomes. A company’s potential financial, strategic, operations and hazard vulnerability needs to be mapped out using layered and balanced methods, separating threats from baseline activity, build partnerships, build a culture of awareness and sensitivity to security.

Beyond the three-layered approach, resilient supply chain management needs to focus at the margin level and not mainly on the volume flow as was the case in the past. Understanding value chain dynamics implies shifting the balance from the micro to the macro : increased planning decision frequency and shortening planning horizons, shifting the balance from planning precision to big picture understanding and risk awareness.

The current chemical supply chains are becoming longer, relatively more expensive and complex. Logistics are also becoming more important. Longer supply chains create challenges for managing safety, on-time delivery, flexibility, responsiveness and sustainability. Chemical producers may cut these longer supply chains up between many LSPs creating more complexity.