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Towards Supply Chain Resilience: Highlights from Nordic StrategyForum Supply Chain and Procurement

At the recent Nordic StrategyForum Supply Chain and Procurement virtual event by Management Events, supply chain decision makers gathered together for interactive discussions on rising trends and concerns.

Covering issues from business adaptation and remote working to management styles, in-depth insights were abound throughout the discussions.

 

TAKING ADVANTAGE OF CHANGES

 

As one of the largest disruptions that the supply chains have ever experienced, the COVID-19 pandemic took many companies by surprise with challenges such as the availability of materials, pricing, and delays in new vendor development.

A Chief Supply Chain Officer (CSCO) observed that every 5 to 7 years, there’s some kind of event that affects the global supply chain, like the 2010 Icelandic volcano eruption and the 2011 tsunami and Japanese nuclear reactor disaster.

But the disruptions caused by those events lasted for about a month, whereas with the coronavirus outbreak, the disruption has lasted more than 7 months so far with no near end in sight. Many supply chain leaders expressed that the ensuing supply chain upheavals were unexpected and unprecedented.


Management Events’ Nordic StrategyForum Supply Chain and Procurement

 

For instance, there was suddenly a drop in the availability of pallets, containers and packaging. As one attendee mentioned, “There were premiums on getting containers, leaving our goods stranded in production countries.”

“Then there was the increase in demand for toilet papers, consumer goods, home office equipment and medical goods while demand for cars and machinery suddenly halted. These were very volatile times.”

In regards to that, a participant shared that being closer to the end market is vital at the moment.

 

“We have to understand the demand picture and be more involved in how supply is working. We also have to understand the customers’ needs and be even more service-minded about fulfilling the needs.”

 

The disruptions that emerged from the pandemic were also concerning for supply chain executives as countries experienced waves of the virus and lockdowns at different times.

“The crises you are working on keep changing,” voiced a supply chain leader. “From March, you try to stay ahead and stock up on the right products in the right location. Spring was quite good, but then suppliers were forced to close down so even if you have the chain open, production has stopped.”

 

Others expressed the same sentiment:

  • “There are always new things coming up, always a new hurdle to go over.”
  • “There have always been hurdles in the supply chain, but now they are coming at a faster pace.”

 

However, some have taken the changes in stride, learning from the first COVID-19 wave and preparing for growth and agility opportunities:

  • “These changes have forced us to make faster decisions, but this is also better decision-making.”
  • “We have become more sustainable as a company, going from supply chain via air to sea.”

 

As commented by a top supply chain manager, “It is volatile now, but in the long term, this will stabilize,” and while the pandemic was a shock back in March, the shifts undertaken were “mostly minor permanent changes”.

 

Join us: Don’t miss the next Nordic StrategyForum Supply Chain and Procurement coming in October 2021 for the latest trending supply chain issues and topics.

 

RISKS AND RESILIENCE

 

“This is a ‘new normal’. Will this affect the way we think about risk?” one of the leaders questioned. “Will this lead us to be more resilient in the future?”

According to a participant, COVID-19 offered a chance to reconsider risk strategies and situations, such as the risk of no delivery from a cheaper, offshore delivery versus a more expensive but guaranteed, nearshore delivery.

Another risk assessment includes planning supply chains amid local lockdowns of regions, countries and hubs. As a decision maker probed, “If a hub is locked down, how do you ensure supply chain from other locations?”

This is a particular concern with the participants because the lockdowns affect various parts of the supply chain at different times and in different countries.

 

“There are lockdowns that stop delivery of raw materials, lockdowns of factories, and lockdowns that stop shipments, so it’s not a lockdown that happens all at the same time, but in random order.”

 

A supply chain manager commented the challenge was bigger for those who source products from European suppliers while another specified that, “Electronic products were the most difficult to obtain as they all come from Asia.”

Others related that Tier 2 suppliers were the actual challenge with the participants encouraging end-to-end talks to better connect the supply chains and searching for source alternatives to ensure sustainable supply chains for the future.

There were other topics brought up during the discussion on risks. One of which was the leverage and advantage of having a decentralized supply chain model, and the other was on the issue of Brexit, which a top-level executive stated is a big risk within the supply chain.

 

 

REMOTE WORKING

 

Many of the participants mentioned positive factors about their current work situation, citing efficiency, savings on time and costs, and faster decision-making as some of the upsides of remote working.

“Remote work is surprisingly good,” exclaimed a CSCO. “For global supply chain, you were already used to working remotely with global teams, but this change has intensified the investment in tools and processes for better remote working.”

“People working from home meant quicker implementation of digital solutions, and employees are more willing to use these new tools.”

Another reported that, “From the HR perspective, it turns out that remote work is a competitive advantage for white-collared workers. Alot of employees enjoy working from home due to the balance of work and family.”

However, there are concerns with remote working.

“In Europe and the USA, there’s an issue with ergonomic working spaces at home,” an attendee shared. “While in other parts of the world, such as Africa and Asia, there’s an issue with local internet connections and connectivity.”

Others shared that it’s hard to conduct remote team building, and that some employees are still unused to virtual working. Furthermore, even with the benefits of remote communication, there is still the need to have real meetings and contact with colleagues and customers in the future.

 

Upcoming events: Network with decision makers and solution providers for more in-depth insights in our supply chain events in Germany, The Netherlands, Sweden, and Finland.

 

DIGITALIZATION IMPORTANCE

 

As can be seen in many industries, the implications of COVID-19 drove huge advances in digital progress, and decision makers in the supply chains agreed that digitalization is one of their most important projects and investments.

“The crisis led to rapid developments in virtual inspections through camera, with video meetings allowing us to record what is seen and said during the inspections,” a C-level executive revealed.

“It saves a lot of time compared to sending people around the world. Of course, we still need to go there, but first checks can be done virtually even if final checks are done in-person.”

Nevertheless, supply chain organizations have to step up with the digital processes and routines to ensure they are continuously updated with all the markets and functions in their company.

 

 

CHANGE IN MANAGEMENT STYLE

 

While many of the participants mentioned that their companies have taken the opportunity to develop their workforce and invest in educational and university courses for their staff, they have also made changes to their leadership style.

A senior executive commented that calm management is the key in handling this large and demanding crisis. Others agreed with the statement, claiming that leadership in general is vital – not just with the team but with suppliers as well.

Some explained that their management approach has changed into a more coaching style whereas others were focused on promoting better team spirit and culture by having daily meetings to produce more efficient employees.

However, similar to the discussion findings in Sweden 600Minutes Executive IT, the biggest management challenge is with new employees, from remotely onboarding them to building team rapport from a distance.

 

 

THE FUTURE

 

As the world moves into 2021 with the coronavirus still affecting businesses around the world, supply chain leaders need to make preparations for multiple case scenarios coming in the future months.

From new waves of the virus and the facilitation of the COVID-19 vaccine to implications from loosening lockdowns and repeated changes in customer demands, sustainable and resilient supply chain solutions will undoubtedly be foremost in the minds of Chief Supply Chain Officers.

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Secure Remote Work – sicher arbeiten im “neuen Normal”

Das “neue Normal” hat die Digitalisierung unserer Arbeitswelt noch einmal rapide beschleunigt und Remote Work bzw. Homeoffice sind fester Bestandteil unseres Lebens geworden. In Sachen Sicherheit zeigt sich aber auch, wo die Achillesfersen der neuen Konstrukte liegen: Nicht genügend Laptops im Haushalt, unsichere Zugänge oder geteilte Passwörter. Dazu arbeiten die neuen Heimarbeiter oft mit sogenannter “Schatten IT“, indem sie eigene Anwendungen und Apps nutzen (sei es aus Gewohnheit oder weil sie die unternehmenseigenen Angebote zu kompliziert finden). Das alles bietet neue Angriffsflächen für Hacker.

IT-Sicherheit: vor allem auch Bewusstseinsbildung

Deshalb muss zuerst bei allen Beteiligten ein echtes Bewusstsein geschaffen werden, sich auch zu Hause „cybersmart“ zu verhalten. Hier sollten Unternehmen ernsthaft Sorge dafür tragen, dass sie ihre Mitarbeiter mit dieser Botschaft auch erreichen – etwa mit einer Informationsseite oder einem ständigen Kommunikationskanal für solche Belange; am besten aber beides.

Die Fakten sprechen eine deutliche Sprache: Laut Studien lassen sich 80% aller Datenlecks auf schwache, wiederverwendete oder gestohlene Passwörter zurückführen. Es gibt also gute Gründe, hier rechtzeitig zu handeln.

Die neuen Gegebenheiten als Chance für die IT-Sicherheit begreifen

 

Die neuen Anforderungen und Gegebenheiten sind eine einmalige Chance für Unternehmen, ihre Verteidigung aus der Implementierungs- und Sicherheitsperspektive zu schärfen: Vor allem mit Security-as-a-Service und starken Passwörtern, die Mitarbeiter und Business gut absichern. Das sind die Basics gegen Viren und andere Malware. Und sie helfen der Homeoffice Workforce und den Unternehmen tatsächlich cybersicher zu sein.

Der Mensch als schwächstes Glied in der Sicherheitskette

 

Oft ist schlichtweg der Mensch selbst das schwächste Glied in der Sicherheitskette: Mitarbeiter, die keine Passwörter ändern oder dieselben Passwörter über viele Nutzerkonten hinweg benutzen. Das gilt besonders, wenn diesbezüglich keine Aufklärung betrieben oder kein Bewusstsein geschaffen wird. Eine solide IT-Sicherheitsbereitschaft und -kultur zu schaffen – das braucht in der Tat Zeit und viel Schulung. Dennoch müssen wir derzeit alle schnell reagieren.

Beim Zugangsmanagement sollte jeder begreifen, dass schlechte Passwort-Hygiene (Default-Passwörter nicht ändern, Passwort Wiederbenutzung oder schwache Passwörter) die Chance erhöht, Opfer eines Hackers zu werden.

 

Cybersecurity-Tipps für Homeoffice-Arbeiter

Heimarbeit bedeutet für die meisten Menschen, dass Dokumente und Gespräche offener für andere zugänglich sind, sei es auch nur die Familie. Deshalb ist es noch wichtiger als zuvor, dass alle Programme lange, zufallsgenerierte Passwörter besitzen. Mit einem Passwort-Manager schlägt man hier zwei Fliegen mit einer Klappe, indem man einzigartige Passwörter für jeden Login generiert und speichert. Username und Passwörter werden dann in einem “Safe” gespeichert, wo sie verschlüsselt und organisiert werden. Die Produkte sind höchst kosteneffektiv, um die Cybersecurity von Heimarbeitern zu verbessern. (Übrigens auch sehr für die private Nutzung empfohlen!)

Ein Passwort-Manager kann schnell, nahtlos und einfach in den Workflow integriert werden. Sie verwenden auch oft Multifaktor-Authentifizierung, die zusätzliche Sicherheit bringt, gerade wenn Mitarbeiter sich von unterschiedlichen Standorten aus einloggen

Mehr Tipps im eBook

 

Die Cybersecurity Experten von LastPass haben dazu ein interessantes eBook erstellt, dass die Eckpfeiler von “Secure Remote Work” skizziert. Sie können es hier downloaden.

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600Minutes Human Resources Highlights: How HR Support Leaders Through The Pandemic

Our recent Norway 600Minutes Human Resources virtual event revealed deep insights from top HR executives as they navigate the implications of COVID-19 alongside their C-level counterparts.

During the breakout sessions, CHROs communicated how the HR function “is now more clearly and centrally located in the organization, compared to before the pandemic, and has been essential in supporting leaders during this difficult period.”

 

THE POWER OF COMMUNICATION

 

 

As companies implement working from home to curb the coronavirus infections, leaders are facing communication problems even though there are resources and tools for easier collaboration.

The event participants expressed that there needs to be more active communication in the company.

An HR leader remarked that managers must ensure that information to employees is read, and not just sent out. “Use apps or other platforms instead of just email. Leaders should encourage dialogues with employees continuously, even with laid off employees.”

Other participants also agreed with the statement, with one conveying that leaders and employees should have regular contact with one another, and plan for walks or lunch together.

“Communication is a key factor for success,” stressed a top HR executive, who also mentioned that there should be a close collaboration between the HR and Communications teams to make necessary joint decisions.

Others chimed in, explaining that information packages from the Communications team, such as regulations, restrictions and recommendations, need to be clear, and sent out to employees to help them obtain important information.

One participant voiced out that any and all information must be communicated. “Even if there is nothing new to inform, inform about it.”

 

LOSING ‘CONTROL’

 

As companies temporarily close their offices or establish shift groups, some leaders are finding it harder to manage and oversee their teams due to distance working.

“Managers are insecure about their own and the team’s deliveries,” explained a participant. “They feel that they have lost ‘control’ over the team.”

From another point of view, the work-from-home situation empowers employees to be more independent and take accountability for their tasks.

An HR leader revealed that, “The team themselves have more control over their own work today, and manage themselves more.”

The other participants reiterated the sentiment, emphasizing on trust between managers and team members.

“Control-based management works poorly,” expressed a CHRO. “Trust-based management works better.”

“Trust the skills available in the organization,” declared another. “Dare to trust the decisions that are made, and stick to them without hesitation. This contributes to a strong trust foundation in the organization.”

An HR executive advised leaders that, “During times of uncertain future and challenges, the individual must reflect on how we can lead ourselves, not just our employees.”

 

FORMALIZE THE INFORMAL

 

A rising concern among those working from home is the increasing number of meetings, which have led to Zoom fatigue. Yet another worrying issue is the rise of informal meetings in non-work settings.

“It’s important to facilitate informal meeting places, not just the formal ones,” expressed a participant. Whether the meeting is held in the office or in a cafe, agreed meetings should be ‘to the point’ and agenda-focused.

A top executive disclosed that, “A method that is useful for many to find an informal meeting place is to establish ‘walk and talk’ as a principle.”

Leaders have to remember that all business-related meetings, regardless of its settings or formality in this new normal world, should still follow the same protocols as an official work discussion.

 

Discover more insights by joining our HR events in Denmark, Sweden, Germany, Switzerland, The Netherlands, Finland, and Norway.

 

MENTAL HEALTH

 

From feelings of anxiety to increased workload and higher pressure, the pandemic has brought many mental health impacts on workers and employees across the industries.

Among the topics discussed in the breakout sessions, mental health was one of the topmost concerns among the CHROs.

The event attendees believed that organizations should provide materials on how to work with mental health, and to accommodate individual needs.

For instance, an executive suggested that organizations “create a culture with openness about workload and pressure. This is so we can make adjustments when there’s a need, and when it’s difficult for the leader to have an overview of the situation.”

“But what are the boundaries of corporate responsibility for mental health?” one participant questioned.

While some companies have mental health as part of their corporate social responsibility, it’s still a difficult topic to bring up due to stereotypes of the illness.

One participant advised that, “Although it’s more efficient to work from home, you need to book some ‘free time’ as well.”

Thus, a number of the HR executives recommended a few steps for leaders to help reduce their team’s mental stress:

 

  • Make themselves available and set aside time for talks;
  • Create support communities and groups so that the team members don’t feel that they are alone;
  • Recommend apps with meditation or that helps with stress relief; and
  • Celebrate occasions and events together, such as birthdays.

 

To elaborate on the last recommended step, the HR leader explained that there should be “various virtual gatherings, such as virtual expert breakfasts, coffee breaks or lunches.”

Additionally, the leader commented that the gatherings should be held continuously, both unconditional and voluntary, but that mandatory sessions with a learning purpose, like workshops on various thematic areas, should also be arranged.

 

WORKING RESILIENTLY

 

The HR function is the backbone in every business concern, and with the outbreak not fading away any time soon, CHROs are standing together with their fellow C-suites to lead the organization with equal value for all employees.

Depending on the country the organization is located, HR executives have different rules and things of importance to keep in mind. But as mentioned by the HR participants, they are trying to keep track of everything and ensuring what’s best for the employees.

“As there are many uncertainties,” expressed a CHRO, “we need to continue to work with resilience.”

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600Minutes Executive IT: How IT Leaders Develop Agility In Times Of Crisis

The recent 600Minutes Executive IT held by Management Events revealed in-depth insights from over 300 top-level IT executives and solution providers from leading organizations in Sweden. 

In group discussions during the virtual event, CIOs across the industries lent their thoughts and opinions on leading in the virtual landscape and through times of crisis.


 

Virtual Leadership

As known the world over, the coronavirus outbreak has brought unprecedented circumstances to the business world, from urgent business continuity planning to lengthy operational disruptions.

As C-suites sought to keep their business operations running, remote working was widely established throughout organizations. But for many IT leaders, managing and leading a remote workforce is a novel experience, and they are faced with different levels of difficulties.

 

Obstacles and Challenges

There were multiple concerns expressed by the event attendees during the group discussions.

One IT executive mentioned that it’s a challenge to keep track of how employees are doing while another stated that it’s harder to pick up on what’s going on when they, as the leader, are working away from the team. Yet another participant expressed worry on the flow of information not reaching the teams.

But among the many hurdles, face-to-face communication and socialization seem to be the most worrying aspects of remote work. Participants were concerned on how to keep the teams together when they’re no longer physically meeting or interacting with each other.

This is especially the case for new hires, whereby organizations need to ensure proper onboarding of the employees and help in building relationships with the current teams. As an IT leader aptly explained, “Now, we are riding on the current company culture from the physical office, but for new hires, there’s a challenge to transfer the silent knowledge and culture that ‘sits in the walls’.”

Stagnancy is another worrying issue among leading IT directors and C-levels as teams don’t share as many ideas or brainstorm as much as before.

As one IT leader commented, “New ideas get lost as most meetings are within the same function. It’s important to keep in contact with decision makers in other functions in order to develop new ideas.”

Other worries and issues presented during the discussions were:

  • Investing more 1-to-1 time for the same output;
  • Difficulty in following up with their teams and getting concrete actions;
  • Lack of boundaries between work and non-work, resulting in potential burnout;
  • Struggles in starting new projects; and
  • Micromanagement.
 

Positive Outlook and Solutions

Even though there are concerns with coordinating a remote workforce, a number of participants are positive that working offsite, or telecommuting, can bring good results. As one attendee stated, “[Remote work] should not be seen as a cost, but an opportunity.”


 

For instance, a decision maker participating in the group discussions claimed that due to the outbreak and subsequent remote working situation, there’s now a stronger focus on innovation, which can help companies to discover business opportunities that were once neglected.

Others corroborated with his statement, saying that the coronavirus inadvertently led to the organization gaining momentum in digitalization, and they should use the ‘new normal’ as a chance to initiate strategic changes.

One example given is the use of iPads for the company’s operators for communication and training purposes, which in the past would have taken a very long time. Others mentioned how their organization now works more digitally and has increased efficiency in some areas, and how people are more innovative without so many contradictions.

 

As an IT director said, “Productivity increases during periods where we are forced to be more innovative.”

 

Additionally, it was a general agreement among the IT leaders that working remotely led to more efficient online meetings as staff seems more prepared, with specific agendas and smooth subsequent information flow and discussions.

Even though a number of attendees voiced out the challenges they’re facing in creating a successful digitalized workforce, they also suggested solutions to overcome the hurdles.

Some of the solutions for effective and progressive remote workforce management given by the participants include:

  • Developing policies and reinforcing them;
  • Raising morale through interactive and non-work-related activities, such as music quizzes;
  • Connecting more often with peers, teams and others from the company to gain different perspectives;
  • Having more dialogues with the workforce on handling the crisis and other work issues; and
  • Scheduling fun meetings and engaging sessions, such as a virtual coffee break, to replace physical socializing.

However, given the pros and cons of working remotely, quite a few of the top executives are looking to develop a hybrid solution of working from home and office.

 

Towards A Hybrid Landscape

“Remotely, productivity remains the same, or is even better, But for some cooperation and creative process work, there’s a need for physical meetings.”


“Virtual hiring is possible. However, physical meetup is still needed to hand over computers and phones, and to provide basic training on how to perform the job.”

 

The above statements are just a few comments from IT leaders who believe in having the best of both offsite and onsite worlds, and were discussing how to maximize value and efficacy in a hybrid office landscape.

Aside from providing possible solutions to the difficulties of building team relations and maintaining the innovation and development arenas, the hybrid solution also addresses the issue of trust.

As a participant mentioned, “If you don’t see your teammates and staff every day, more trust is required,” while another explained that, “In the past, it wasn’t part of leadership to ensure that their groups do their jobs from home.”

An IT executive in the discussion suggested a day or two per week working from home with the rest of the days in the office. Such a solution not only provides the flexibility for employees needing time to take care of family and personal business, but also answers the needs for department heads to have their teams for certain face-to-face tasks.

“A flexible workforce can lead to higher productivity,” a participant asserted.

 

Moving Forward

 As a top IT executive observed, “People react differently to the changing environment and working conditions.” However, overall, it seems that employees, and even customers, have adapted to the ‘new normal’ relatively fast, and companies are witnessing faster digital transformation and innovation than before.

Perhaps it’s true what a decision maker from the IT function said during the discussion – “We need more crises to develop further.”

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Making Remote Teamwork Fun – Is It Possible?

work_from_home

The short answer: Absolutely!

 

However, for companies who are used to a socially active environment, working remotely might get challenging after the adjusting-to-the-new-environment period is over. And many factors can affect productivity and the winning momentum of a team when working from home.

One of those important factors is to figure out how to keep up the social and informal aspects–how to enable and encourage the “coffee machine talks” and other social contacts when teams go virtual.

For Management Events, we’ve implemented homeworking initiatives and discovered a few findings from the last weeks that our teams have put in place:

 

  1. Check-in with teams every day – Each team has morning check-in and afternoon check-out where everyone dials in with video on to see each other and discuss plans for the day and on findings, learnings, and outcomes. Having a routine to see your colleagues again brings structure and care when working from home.
  2. Morning check-in can start with “Let me show my crib” – a view at each team member’s home office, how it is set up, and sharing a routine from the day – many innovations can come out of a suddenly new situation!
  3. Walking to work – team members who live in the surroundings of and easy access to nature, and are remote enough from other people–often go out for a 30-minute walk, the plans for the day are discussed while getting a good dose of fresh air.
  4. Have Team Lunch on Zoom or Teams – sharing what was made for lunch, sharing easy and delicious recipes to cook from their home office. With Zoom or Teams, you can still socialize with team members by discussing how to keep healthy and enjoy the lunch break together.
  5. Virtual Friday Bar – Wrap up the week over a drink from your home office, your balcony, sofa or even your garden – sharing weekend plans, saying thank you for the week and winding off from the office hustle. This can be just a 15-minutes chat to end the week together with a positive note!

 

Consider also establishing a virtual coffee machine or “lounge” in Zoom or Teams – a space where anyone from the office can pop by for a cup of coffee, chat about work or non-work related things and take a break from the routines. Sharing experiences of the new situation is important for all, to cope with the lack of seeing one another for some while.

And finally, make room to celebrate each small and big success during these times, share the good news actively and encourage people to congratulate each other in any of the channels and methods they see fits best! Virtual cards, flowers, and hugs will surely make the colleagues’ day!