Like many of you, we see hope on the horizon with vaccines, schools moving back to in-person learning, restaurants beginning to see a path to success, and all the other “return to normal” practices! We can all envision getting back to the “blueprint” for 2021 – or should we?
2020 highlighted the resiliency and significance of our manufacturers. Illinois manufacturers have been on the forefront as heroes during challenging times, contributing to efforts to become leaders in global competitiveness. Manufacturing leaders understand that in times of uncertainty, it is much better to navigate the unknown together with other forward-thinking leaders who are finding innovative ways to solve current challenges and build a stronger future.
Dedicated to cultivating ideas and sharing knowledge that can help Illinois manufacturers solve challenges and thrive through uncertainty, IMEC launched Manufacturing Leader Buzz Sessions over the summer. Buzz
An original article from the NIST Manufacturing Innovation Blog.
As a proud son of the Midwest (yes, my family does exchange holiday cheese, and yes, it’s delicious, we have no regrets), I was particularly interested in the National Institute of Standards and Technology’s Manufacturing Partnership Extension (NIST MEP) virtual round table for Midwest manufacturers. All our nation’s manufacturers are important to me and, of course, we at NIST MEP love them all equally, but there’s always a certain extra curiosity about how the home team’s doing, isn’t there? On Aug. 26, 2020, we brought together manufacturers virtually as part of a series of conversations about the impact of the COVID-19 pandemic and the ensuing economic impact. Our goal in hosting these listening sessions, which we call the “National Conversation with Manufacturers,” was to discern how best to support manufacturers through the current uncertainty and beyond.
This is an original article written by Katie Rapp, Writer/Editor for the MEP National Network.
Part 7 of "The New Supply Chain" blog series by Mike Loquercio, Vice President of Supply Chain at Greenleaf Foods.
Whether your industry is “back in the game” or not, we have seen several starts and stops across the overall playing field, especially the food and beverage markets given COVID19 impacts; your supply chain is different!
Have you had a chance to sit back and think about how the pandemic has changed your long term business goals? Although we are still not out of the woods yet, now may be a good time to think about revising your strategic plan to account for the recent disruption.
Part 6 of "The New Supply Chain" blog series by Mike Loquercio, Vice President of Supply Chain at Greenleaf Foods.
We are starting to see some signs of the economy opening up and supply chains getting some “swings in the cage” before the full season begins. In many industries, COVID19 demand has stretched the supply chain beyond any reasonable expectations and yet we have found creative ways to make it work. In other industries, we have been operating with diminished needs and looking for ways to repurpose and pivot to support the health care industry.
Part 5 of "The New Supply Chain" blog series by Mike Loquercio, Manufacturing and Supply Chain Management Expert.
As we see the country opening up cautiously and the beginnings of a phased approach to reviving manufacturing, now is not the time to return to the status quo. We would all agree that manufacturing and the supply chain must be different – and will be different – but are unsure of what our future state might look like.
Given all our concerns with healthcare, social distancing, unemployment, the new workplace with remote learning and our economy, it’s easy to let the focus on supply chain fall to the back of the priority list.
With the onset of the COVID-19 pandemic crisis that came upon us just a few short months ago, now more than ever, manufacturers need to develop and implement an effective business continuity plan if they have not already done so. While many companies who are ISO9001:2015 registered are required to identify risks and opportunities, as well to develop a response plan and integrate the response into their quality management system; this level of planning is wholly inadequate to support their needs under our current situation. This is because ISO9001 asks a company to identify “what they will do IF something happens”, but now companies need to have a comprehensive plan to manage the business through the crisis now that it HAS happened.