Issue link: https://iconnect007.uberflip.com/i/1236528
APRIL 2020 I PCB007 MAGAZINE 53 tion on the impact this pandemic is having on your demand, such as supply key performance indicators: – Formal demand changes from your customers – Forecasted demand changes (quantity and period-of-performance) from your customers – Bull-whip effect that demand change has on your suppliers and inventory levels – What is the impact on your supply chain, based on man-machine-method- and materials availability? – The resulting impact to on-time delivery from your suppliers, including transit time depending on point-of-origin/ manufacturing • Rough-cut capacity planning (RCCP) • Real-time inventory status and positioning (stay diligent on cycle counts and stock rotation) • Supplier scorecards (consider adding a supply continuity metric) • Constraint management based on man- power, materials, machine, and method • Cybersecurity with the more people working remotely and within your supply chain • Real-time order status from your suppliers (i.e., released, WIP, pack and ship, transit, and delivery date, ideally via an advanced ship notification, or ASN) • Get real-time information from your logistics partners on capacity and delivery times • Facilitate full transparency with your suppliers, employees, and customers (send one clear and concise message that avoids ambiguities) • Based on financial impacts, will you offer any considerations to your customers and/or suppliers necessary to support some level of recovery and economic flexibility? Update Your Business Continuity Plan A business continuity plan (disaster recov- ery plan, etc.) is a living document that is put QMS includes every business process from quoting through shipping, it is actually a business management system (BMS) that requires changes to the following processes: – Organizational risk management: Most companies perform a SWOT (strengths, weaknesses, opportunities, threats) analysis as part of their risk manage- ment process, but it would be surprising to find a pre-COVID-19 SWOT that considered any kind of biochemical threat – Purchasing/sourcing: A comprehensive review is needed to expand the provi- sions for supply chain disruptions due to natural disasters to include biochemi- cal threats; be prepared for some guide- lines/standards/requirements for suppli- er receipts and shipment of goods from your factory – Resource management: Workforce safety programs will look vastly different moving forward than they did three months ago – Regulatory process: If you don't already, consider adding a regulatory process to your QMS, including an intelligence source for real-time updates on health, safety and travel situations that could impact the business – Management review: The current situ- ation of entire states shutting down all non-essential businesses has not been a consideration during these strategic planning meetings in the past, but must be now • Ensure you are "doing what you say" and are consistent with your policies, procedures, and practices • Review your EHS policies, procedures, Gemba walks, and personal protection equipment within your factory and offices to ensure they are still appropriate for today's volatile environment • Total productive maintenance, including but not limited to preventative maintenance • Weekly sales and operations planning (S&OP) activities using real-time informa-