Continued volatility and uncertainty in the end-to-end supply chain have changed the way business leaders calculate improvements to supply ecosystems. The traditional year-over-year incremental improvement has given way to adaptability. Businesses that have thrived are driven by talent, supply chain visibility, and low change barriers.
Continued volatility and uncertainty in the end-to-end supply chain have changed the way business leaders calculate improvements to supply ecosystems. The traditional year-over-year incremental improvement has given way to adaptability. Businesses that have thrived are driven by talent, supply chain visibility, and low change barriers.
Disruptions such as COVID-19, war, and climate changes have exacerbated the challenges of managing congested yards and ports, highlighting notorious manual operations inefficiencies and costs.
In recent years, global supply chains have been strained by a severe constriction of logistics capacity. This has led to sharp increases in prices: On average, international container shipping rates have more than quadrupled since 2019, and schedule delays have risen significantly.
Recently American Medical sought an organization with proven capability in product design and manufacturing to support a new, lead-lined container for transporting nuclear medicines. They believed that bringing this new product to market could, in addition to facilitating American Medical’s own transport needs, potentially open a new market in medical transport packaging in which American would have a competitive edge.
Sharing technical data around product development is complicated. Companies have struggled first with gathering the technical data from the engineering team, packaging the data for consumption by suppliers, and then communicating it clearly to the appropriate supplier.