Supply Chain Scenario Planning: How Probable is the Improbable?

How probable is the improbable? How unforeseen is the unforeseen?In the midst of a global pandemic, it’s easy to assume we never saw this coming. In fact, many of us didn’t… but those of us in supply chain did. In the latest episode of Rethinking Supply Chain, John Abrams, CEO of Venzee, and Diana Chen discuss how different organizations plan for the unexpected.The problem isn’t a lack of planning. Rather, John believes, the problem is that plans don’t necessarily incorporate the level of resiliency and flexibility required to cope with even the most fundamental challenges.For example, many organizations made the massive switch to work-from-home relatively smoothly. Others were suddenly faced with what to do about desktop computers that couldn’t be moved, missing contact information for key employees, and even access to documents or files that were only available on company networks.Listen to this episode to learn the difference between planning for the unlikely vs. the absurd, how John’s experience at the Chicago Herald changed his expectations for “disaster planning,” and why companies should address flexibility in their internal operations first.