The COVID-19 global pandemic has highlighted shortcomings and risk of supply chain decisions made with the aim to reduce cost. Specifically, how the adoption of “just in time” by manufacturers has driven reduction of intermediate storage and “global sourcing” has driven supply from distant low-cost sources.
A new article on Project Supply Chain Resiliency, authored by Gary Fischer and Paul Massih, addresses this, as well as how the current upheaval in supply chains has raised several questions, such as how “resilient” are the supply chains for capital projects? Some sectors rely heavily on supply from one country, is that wise? What can and should project leaders do to minimize the impact of supply chain disruption on their projects or provide agility to handle unforeseen circumstances? Project Production Management (the application of Operations Science to the delivery of capital projects) provides the framework for effectively controlling supply chains.
The Project Production Institute (PPI) addresses the root cause of major capital project cost and schedule overruns through research and dissemination of Project Production Management (PPM) and its foundation of Operations Science.
With members representing recognized global leaders in capital project delivery, operations, production and supply chain management, PPI brings together industry professionals and academics working to modernize construction and radically improve capital project outcomes by targeting the development of next practices. In addition, PPI provides access to tools and information to address the current gap in project delivery. By working with academics and leading universities, PPI seeks to define and research next-generation solutions to today’s challenging problems.
Learn more: projectproduction.org