Coronavirus (Covid-19) and the impact on global supply chains Updated: 02.03.2020 “This outbreak, and the consequences of it, shows the importance of having visibility and control over your supply chain and not necessarily only your first-tier suppliers. Listening to the experts it seems like we unfortunately will see more of these types of horrific events that will impact our increasingly complex and sensitive supply chains. So if you are in the manufacturing space and haven’t invested in supply chain visibility & risk management capabilities, now is the time!” Magnus Bergfors, Lead Analyst Spend Matters Europe “The shares of American firms with strong exposure to China have underperformed the S&P 500 index by 5% since early January, when the news of the outbreak first broke.” Economist, Feb 18th “ The new coronavirus could have a lasting impact on global supply chains” Corona outbreak (Covid-19) What does it mean to supply chains? 1. Status quo 2. Implications 3. Looking forward 4. Procurement insights 5. Gartner Group on Covid-19 6. Risk Intelligence matters 7. Short & mid-term actions 8. WHO recommendations 9. Further collaterals Status quo (Covid-19) • 89.197 confirmed cases on global level • Cases from 67 other countries (+35 vs. Feb 24th ) • WHO risk assessment level China: Very High Rest of world: High • Confirmed cases still on the rise • 3% Mortality rate of Corona compared to Mers (34%), Sars (10%) or Ebola (50%) riskmethods 2020 © All Rights reserved. • 11x more nCoV infections than Sars https://gisanddata.maps.arcgis.com/apps/opsdashboard/index.html#/bda7594740fd40299423467b48e9ecf6 Coronaviruses (Covid-19) are a large family of viruses that cause illness ranging from the common cold to more severe diseases. Common signs of infection include respiratory symptoms, fever, cough, shortness of breath and breathing difficulties. In more severe cases, infection can cause pneumonia, severe acute respiratory syndrome, kidney failure and even death. Source: WHO 5 Link Status quo (Covid-19) Current developments • All provinces in China report infections meanwhile, the amount of new infections in China stalls but meanwhile the rest of the world reports more new cases than China in total • Industrial centers of the 2nd world largest economy (China) are affected initially, but South Korea and Italy report rapidly increasing infection count • China central bank pumped 165BN EUR into Chinese markets on Feb 3rd & 4th to stabilize markets (2/3 of EFSF program paid out to Greece 2010-2020) • The country’s central bank, the People’s Bank of China, cut the one-year loan prime rate from 4.15% to 4.05%, and the five-year rate from 4.80% to 4.75%. riskmethods 2020 © All Rights reserved. • Oil consumption in Feb is forecasted to be 25% lower than 2019 (indicator for economic growth) • Ongoing labor shortages expected due to quarantine & travel restrictions • Credit rating agency S&P Global expects the rate of growth of the second largest economy in the world to fall by 14% to 5 percent in 2020 (previously 5.7% projected) • IHS Markit’s research firm projects that Corona outbreak results in a reduction of global real GDP of 0.8% in Q1 and 0.5% in Q2. • According Spend Matters, half of Fortune 500 companies are affected 6 Recent news Morning update March 2nd • China reports lower number of new infections (1,202 in three days). • • 9 more countries report Covid infections while South Korea and Italy report significant increases of cases and establish lock-down zones that already impact economic activities (e.g. Italy: more than 5.000 supplier sites impacted by lockdowns) South Korea´s President Moon Jae-in put the nation on the highest possible alert on Sunday, empowering the government to lock down cities and restrict people’s movements. • China auto sales plummeted 92 percent in the first two weeks of February compared to the same time last year. • Hyundai resumed operations on 24th of Feb after production stoppage due to missing shipments from China. • South Korea announces $356m in loans for industries hit by coronavirus • About 80% of the active pharmaceutical ingredients in U.S. medicines rely on Chinese or Indian components – the main producers of antibiotic core components are within the Chinese quarantine zones • The state-run Global Times reported that scientists had made progress on developing an oral vaccine, with a professor at Tianjin University taking four doses with no side effects. But experts warn that until full clinical trials have taken place it is unclear how safe or effective the vaccines will be and it could still be months before they can be made widely available. • First airlines (EasyJet) start canceling flights to northern Italy • Fortune reports that 94% of the Fortune 1000 are seeing coronavirus supply chain disruptions (Link) – Microsoft reported revenue losses due to Covid-19 supply chain issues – Nestlé cancels all business travel worldwide • American health authorities such as the CDC said Tuesday they ultimately expect the novel coronavirus to spread in the United States - >80 suspected cases in NY reported • Investors and economists have been particularly concerned about how the continued shutdown of factories in China could affect global supply chains, but the new outbreaks in two major economies -- Italy and South Korea -- have rattled markets and dashed hopes of a speedy recovery, sparking this week's worldwide stock rout. riskmethods 2019 © All Rights reserved. • Stock markets reacted with heavy losses due to Covid-19 threat the week of Feb 24th - experts expect the weakest weekly performance since financial crisis in 2018 (Dow: -12,3%) • Covid outbreak clusters in Korea report increase of infections, exceeding 4.335 on Mar 2nd and doubling throughout the last three days (Feb 28th: 2,022), multiple security / lockdown zones installed • Further outbreaks with rapidly growing number of infections in Italy 1,694 (Feb 28th 655) and Iran (978 with highest death toll outside China). Nigeria, Belarus, Lithuania, Netherlands, Wales recorded their first cases. • Italian government locked down more than 50,000 people in 10 towns in the northern Italy Entrepreneur´s & supplier communication (Distributor in retail, 100% China supply chain footprint) 7 The role of China: a macro economic perspective Volkswagen revenue distribution 2018 South Americas 4% North Americas 16% SARS China 15% Europe 61% riskmethods 2019 © All Rights reserved. Asia 4% https://www.zurich.com//media/project/zurich/dotcom/industryknowledge/economics-and-financialmarkets/docs/novel-coronavirus-a-marketview.pdf?la=en 8 China exports riskmethods 2019 © All Rights reserved. More details & zoom: https://oec.world/en/visualize/tree_map/hs92/export/chn/all/show/2017/ 9 Macro level impacts Materials riskmethods 2020 © All Rights reserved. Consumers may be more cautious in their purchasing habits due to fears about being in public and potential exposure to the virus. Consumers Many may turn to online sales, challenging logistics networks. Established hubs and supply networks may experience limitations in capacity and availability so that even if materials are available, they would be stuck elsewhere. Finding alternative routes and means of transportation will become difficult. Source: Gartner Logistics Supply shortages of materials or finished goods coming from or routed through logistical hubs in impacted areas. Labor White- and blue-collar labor may not be available due to quarantine guidelines or illness. nCoV Sourcing Travel may be restricted to certain areas, limiting the ability to discover, qualify and certify new business or programs and to transact business. 10 Implications 1/3 Industrial centers of the 2nd world largest economy are affected • • • riskmethods 2020 © All Rights reserved. • Many auto plants in China have shut down because of the virus, including factories run by Hyundai, Toyota, Tesla, Ford and Nissan. Large automotive suppliers operate factories around the OEM sites / regions (Bosch, Lear, Valeo, Schaeffler,…). Hyundai, which relies on auto parts from China, said in a statement that it had “decided to suspend its production lines from operating at its plants in Korea. The decision is due to disruptions in the supply of parts resulting from the coronavirus outbreak in China.” The affected regions are heavy weights in the production of electronics, optical parts (Hubei = “Optic valley”), semiconductors (one of the most advanced flash memory factory is based in Hubei) and chemical components for other industries Retailers & Food-Chains close their stores (IKEA, McDonalds, H&M, Adidas..) 11 Implications 2/3 AIRFREIGHT • • RAOD & RAIL • • • SEAFREIGHT riskmethods 2020 © All Rights reserved. Logistic impacts • • Airlines reduced cargo operations to China, passenger operations almost halted Airfreight rates skyrocket and capacity is very short Air China, China Eastern, China Southern still operate, Lufthansa Cargo with limited capacity and Cathay Pacific operates through HongKong, Corean Airlines still operates through Seoul. www.fr24.com shows which airfreight operator is still working Russia closed all boarders to China (>4000km), the new "silk road" is affected Some railways are shut-down, rumours about Kazakstan closing borders Freight forwarders report that even Shanghai deliveries are extremely difficult and last mile deliveries fail (truck, car, taxi, e-scooter) as of Feb 18th Seaport operators report slow down of operations (even Chinese Government directed to operate as usual) as land-delivery/pick-up to seaports gets more and more difficult. Wuhan hosts the largest inland port and it´s reported that operation clearly slow down. Seaports declared container congestion as land pick-up and delivery is difficult. Container slots with energy supply (e.g. for food-cooling) are rare Shipping lines do start to unload containers in other countries Blank sailings (canceled shippings) continuously increase and partially rates drop due to lack of delivery/demand but will skyrocket when retuning back to normal Empty Wuhan city highway 12 Implications 3/3 What does the impact on factories in China for e.g. electronic parts, optical products and chemical components mean to our industries? • These parts are used in many industries: white ware (kitchen machines), consumer electronics, automobile, medical devices, telco infrastructure,… • Disruptions will become more and more visible as soon the buffers within the tiers of the supply networks start shrinking riskmethods 2020 © All Rights reserved. • Travel and logistic restrictions will further impact supply/delivery of chemicals from the mines in the back-country to the industrial centers (rare-earths, raw materials,…) • Buffers due to Chinese New Year and historically due to long shipment times have been already considered but that factories won´t be able to open again at full capacity is not on everyone´s radar • Economist (Feb 18th) „S&P companies that have high China exposure underperformed the index by 5% since corona outbreak was reported“ 13 riskmethods 2020 © All Rights reserved. Selected news - automotive https://www.just-auto.com/hot-issues/coronavirus-hits-the-auto-industry_id636.aspx 14 Out of mind from procurement experts Procurement professionals perspective* (survey released Feb 07th) Survey results • 81% of the surveyed companies rely on chinese suppliers • Every 3rd company has major chinese customers 13% • The vast majority of businesses is already affected: 41% of the surveyed companies delay projects and face increased cost 9% can´t fulfill customer demands anymore and even fear bancruptcy 9% face supply shortages but don´t fear production downtime yet 28% report supplier failures but are able to compensate on short-term 41% 28% riskmethods 2020 © All Rights reserved. • Looking forward: every fifth company is afraid of production stoppage 9% • Huge allocation efforts in progress (which might cause ripple-effects) *Procurement consulting firm “Kloepfel Consulting” surveyed 243 procurement professionals on Corona in the timeframe Feb 03-06th (published Feb 07th 2020 - https://www.kloepfel-group.com/medien/) 9% Face delays and increased cost Can´t fulfill customer demands & fear bancruptcy Have supply shortages but don´t fear production downtime yet Supplier failures but are able to compensate on short-term Other 15 “The consequences of a pandemic event are hard to predict.” “However, the risks always exist and are augmented with further globalization and integration of supply chains. It is not a matter of if it will happen but to change the focus to be prepared when it happens. That is a shift of mindset in risk management and business continuity.” Koray Köse, Senior Director Analyst, Gartner. Looking forward What to expect next • Supply Chain & Procurement experts started the race for alternative supply: be proactive or be driven by the markets (sooner or later) • Severe delays in out- and inbound delivery through all logistic paths (air, sea, street, rail) to all affected regions. Checkpoints delays of currently 3-7h will effect logistic operations. • Some manufacturing plants are reported to return to operations – but expect many Chinese factories to come back to usual operations earliest end of February – it will take months, probably quarters to ramp-up operations and to catch-up the lost output riskmethods 2020 © All Rights reserved. • Airfreight & rail capacity might be required to catch-up supply shortages • Expect impacts on supply especially within these industries (but not only): electronics, semiconductors, pharma & medical, optoelectronics, chemicals and automotive 17 Looking forward Macro economic perspectives • The 25% decline in Chinese Oil demand led to Brent crude prices fell by 19% (a 1-year low of less than 55 USD/barrel) riskmethods 2019 © All Rights reserved. • Chinese importers threatened to cancel up to 2/3 of seaborne imports of liquified natural gas in February as demand collapsed and companies struggle to staff ports. Prices reacted with their lowest level on record • Japan’s economy faces a 6.3% contraction due to diminishing Chinese demand for its products. • In Singapore, the government warned that the country’s economy could contract by as much as 0.5% and thereby potentially enter into a recession due to the coronavirus. • Chinese officials believe that the virus could reduce the country’s growth by 1 percentage point and thereby adding further pressure on its already decelerating economy. • Credit rating agency S&P Global expects the rate of growth of the second largest economy in the world to fall by 14% to 5 percent in 2020 (previously 5.7% projected) • IHS Markit’s research firm projects that Corona outbreak results in a reduction of global real GDP of 0.8% in Q1 and 0.5% in Q2. • Goldman Sachs expects first-quarter gross domestic product growth in the United States to slump to 1.2 percent on an annualized basis before rebounding to 2.7 percent in Q2 18 Gartner Group on Covid-19 This is where riskmethods can help in 24h – this shouldn´t take a month using plug&play technology riskmethods 2020 © All Rights reserved. This is where riskmethods can help a) keeping the right priorities and b) orchestrating alignment between all mitigation players Beeing ahead of risks requires a risk aware organization and ongoing risk monitoring incl. impact assessments. Proactive behaviour drives the opportunity to make your enterprise resilient. Technology can be one of many important enablers. 19 riskmethods 2020 © All Rights reserved. Gartner Group recommendations on Covid-19 Short-term actions: Do it now Midterm actions: Do it this quarter Long-term actions: Do it this year Develop a high risk for supply chain disruption monitoring and response programs for countries impacted by the virus and potential supply chain exposure from tier 1 and below. If lower tier transparency is missing, start building up the program and prioritize discovery to get a full picture rapidly. It’s also important to assess how customer spending might be affected. In the midterm, the focus should be on balancing supply and demand as well as building buffer stock. Assess opportunities to diversify the supplier ecosystem and review or create the organization’s overall risk management approach. Work with internal stakeholders and strategic and critical suppliers to establish a congruent risk management approach to monitor and prepare for potential material and manufacturing capacity shortages. Once the initial impacts of the crisis are mitigated, it’s all about foreseeing the next “when.” Supply chain leaders and their teams can, for example, conduct a scenario planning exercise and develop action plans. This is the time to discover or develop alternative sources and diversify value chains. Make sure all inventory is within reach and outside impacted areas and logistical hubs. Additionally, supply chain leaders should work with their legal and HR departments to understand any financial implications of not being able to deliver supply to customers and provide guidance to employees located in the impacted areas. Learn more: Sourcing Strategy for Procurement Leaders Learn more: Outside-In: A New Mindset for Supply Chain Planning Tackle strategic and concentrated supplies with high value at risk where internal risk capacities to absorb, such as alternative sources, routes, inventory and cash reserves, aren’t sufficient enough to mitigate any major disruption. Being better prepared than the competition might even open new opportunities when the next disruption comes around. Source: Gartner 20 Short term actions 1/2 1. Identify affected supply chain players (suppliers, hubs, warehouses, factories,…) 2. Assess the potential impact to navigate your rare ressources on the most impactful areas 3. Covid and supply chain implications website: https://www.riskmethods.net/lp/coronavirus/?utm_source=sendout&utm_medi um=link&utm_campaign=brand&utm_term=&utm_content=ww-en Video: how enterprises can react faster and plan business continuity • https://www.riskmethods.net/lp/coronavirus/ Start to mitigate riskmethods 2020 © All Rights reserved. • Search/identify alternative sources, check if affected players have non-affected back-up sites, stock level adjustments, product re-design if possible, demand forecast vs. stock level/goods-in-transit • Book air/sea/road/rail freight capacities early and consider increasing freight rates, especially when manufacturing process ramps-up again Post-crisis: plan for long-term business continuity, evaluate insurance options Consider health as a key aspect to inform all potentially affected stakeholders (see WHO recommendations for health prevention) 21 Short & long-term actions 2/2 Crisis response Think about… • Single source material • Business at risk Food for thought • Flexibility & availability of alternatives Single source material Business at risk • Flexibility in production capacity riskmethods 2020 © all rights reserved. Flexibility & availability of alternatives • Alternative manufacturing sites Long-term plan for business continuity Think about… • Could a CBI (Contingency Business Interruption insurance) cover risk that can´t be mitigated? • Change contract terms with supplier to have priority for backup-capacity • Evaluate Out- vs. Insourcing Flexibility in production capacity • Evaluate cost vs risk/business at risk of alternative sources …. • Utilize spare production capacity elsewhere on site • Initial risk assessment checklists Alternative manufacturing sites available? 22 Characteristics of competitive & prepared companies react faster are risk aware 1. 2. 3. riskmethods 2020 © All Rights reserved. 4. Digitized supply chain Broad coverage N-tier visibility Aligned to business priorities 1. 2. Continuous monitoring Streamlined mitigation are proactive 1. 2. 3. Understand business impact Mandate preventive measures Incorporate risk into business processes 23 riskmethods 2020 © All Rights reserved. The riskmethods Solution be risk aware react faster be proactive 24 Transparency is the key to react fast & reduce impact (1) What happened? 1. Understanding of the root causes enables to derive the appropriate potential crisis-reaction options 2. Understanding the affected supply chain players (e.g. suppliers) allows the immediate & correct focus riskmethods 2019 © All Rights reserved. (5) Which customers affected? (4) Which products affected? Supply Disruption / NonCompliance (2) Which suppliers are down? 3. Knowing which parts are not longer available enables procurement professionals to understand alternative options and checking inventory levels 4. Clarity on affected (own) products provides transparency about potential impact on revenues and margins to evaluate potential impact to the business (3) Which parts affected? 5. In case of non- or late-delivery to customers to be expected the understanding of which customers might be affected is key. Decisions driven by business at risk insights help to prioritize customer delivery for remaining capacities. 25 Transparency is the key to react fast & reduce impact (1) What happened? riskmethods 2019 © All Rights reserved. (5) Which customers affected? (4) Which products affected? Supply Disruption / NonCompliance 1. Risk Radar supports to understand the root causes 24/7 with fastest pace to derive the appropriate potential crisis-reaction options (2) Which suppliers are down? (3) Which parts affected? 2. Risk Radar supports the immediate understanding of the affected supply chain players (e.g. suppliers) to allow the immediate & correct focus 3. Impact Analyzer enables companies to know which parts are not longer available, their lead times etc. to enable procurement professionals to understand alternative options 4. Impact Analyzer provides clarity on affected (own) products provides transparency about potential impact on revenues and margins to evaluate potential impact to the business 5. Action Planner helps to orchestrate the appropriate customer communication and well orchestrated mitigation activities to minimize impact or even be proactive to avoid crisis to happen. 26 The riskmethods Solution Be risk aware React faster riskmethods 2019 © All Rights reserved. Be proactive 27 The value of The riskmethods Solution By leveraging Artificial Intelligence, The riskmethods Solution identifies the real threats to a supply network The riskmethods Solution allows businesses to identify and illustrate the impact on supply chain disruptions immediately. The riskmethods Solution allows businesses to proactively plan for business continuity and avoid risk to hit the supply chain. riskmethods Risk IntelligenceTM Covering all types of risk Financal • Reputational • Natural Disaster Man Made • Geo-politcial • Cyber riskmethods 2020 © All Rights reserved. Millions of web pages & databases AI masters big data search Quality check & data enrichment Alerts & Scorecard update 28 Multi-layered risk scoring riskmethods 2019 © All Rights reserved. Automated geo-mapping and data vizualization, supported Negative pattern by machine-learned logics detection across big data sets Predictive insights AI-based noise cancellation Big data monitoring Mobile and smart device supported apps (apple watch, apple TV, mobile apps) 29 riskmethods Risk Intelligence World leading Risk Intelligence • Covers global media publications 24/7 and many expert risk databases • Multi-language media monitoring covering 90%+ of all supply chain relevant languages • 100% automated risk intelligence feeds & ongoing updates • World leading noise cancelation to provide relevant insights only riskmethods 2020 © All Rights reserved. • Unique Risk Intelligence is powered with applied and awarded AI/machine learning algorythms • AI powered by experienced risk analysts that continously train the AI (~20M+ supervised training sets by now gurantee the leading risk intelligence) • • • • • • • January 30th 2020, 6:09pm CET: (Update) Hon Hai Precision halts production in China due to coronavirus January31st 2020, 3:43am CET: Coronavirus outbreak leads to accelerated withdrawal of South Korean companies from China February 2nd 2020, 3:29am CET: Mazda, Panasonic and Hitachi to halt operations in China February 2nd 2020, 8:01am CET: (Update) Wenzhou have been lockdown as well due to coronavirus outbreak, China February 4th 2020, 4:30am CET: AT&S with slump in earnings after nine months, outlook reduced due to corona virus … … 30 Risk identification is beyond human scale Risk Intelligence on Covid-19 • So far, our customers were alerted on more than 47k affected suppliers • Largest impact of one alert: 24k supplier sites affected (Factories affected at Shanghai, Zhejiang, Jiangsu, Guangdongand Chongqing) • 86% of entire manufactoring industry affected • Highest impact for a single enterprise detected so far: 86 suppliers affected • Italian Covid-outbreak already affects more than 3k supplier sites Alert distribution by topics Alert distribution by risk object 9% riskmethods 2020 © All Rights reserved. 31% 20% 68% 1% Viability Image & Compliance Delivery 71% Specific supplier Location Country 31 Video: how enterprises can react faster and plan business continuity riskmethods 2019 © All Rights reserved. Click here to launch video https://www.riskmethods.net/lp/coronavirus/ 32 SCRM unleashes broad values Better management of events through risk management governance and mitigations plans Airfreight crisis cost reduced by $35M in 1 year Productivity increase through dedicated teams, processes and tools to manage risks Efficiency Increase profitability Savings Protect the business Early risk warning means a reduction of 90% reaction time > Better management of commodity price swings Cost Avoidance Prevention of price increases of Increased Sourcing performance through better understanding of Supplier Risks Supply Chain Risk Management Value riskmethods 2019 © All Rights reserved. Faster Sourcing decisions/award through visibility on Supplier key risks Top-Line protection Avoidance/reduction of crisis costs through reaction time advantage up to 16 % Reduction of safety stock worth $26M /year Reduction of insurance premium through Supply Chain transparency Prevention of revenue Reduction of lead-time for disruption event turnaround Shareholder value Avoidance of missed sales through visibility on alternative supply sources / fallback plans Prevention of loss of goodwill / shareholder value through reputational damage shortfall of 9% Avoid 2,5% share price loss/underperformance (vs. peer group in a 2Y-period) 33 2019-nCoV – WHO recommendations To date, there is no specific medicine recommended to prevent or treat the novel coronavirus. However, those infected with 2019-nCoV should receive appropriate care to relieve and treat symptoms, and those with severe illness should receive optimized supportive care. Some specific treatments are under investigation and will be tested through clinical trials. WHO is helping to coordinate efforts to develop medicines to treat Covid-19 with a range of partners. riskmethods 2020 © All Rights reserved. The basic principles to reduce the general risk of transmission of acute respiratory infections include the following: • Avoiding close contact with people suffering from acute respiratory infections. • Frequent hand-washing, especially after direct contact with ill people or their environment. • Avoiding unprotected contact with farm or wild animals. • People with symptoms of acute respiratory infection should practice cough etiquette (maintain distance, cover coughs and sneezes with disposable tissues or clothing, and wash hands). WHO does not recommend any specific health measures for travelers. In case of symptoms suggestive of respiratory illness either during or after travel, travelers are encouraged to seek medical attention and share their travel history with their healthcare provider. 34 Interesting reads on Covid-19 and Supply Chain • Covid-19 and supply chain implications website EN Zurich Insurance, Feb 27th “Organisational Resilience: Guidance on Pandemic Planning” EN Logistik Heute, Feb 20th “Den Risikofaktor Coronavirus beherrschen” DE Handelsblatt, Feb 19th “Das Coronavirus bremst die Chipindustrie” DE Economist, Feb 18th “ The new coronavirus could have a lasting impact on global supply chains” EN BBC News, Feb 18th “Coronavirus: Jaguar Land Rover 'shipping parts in suitcases” EN IndustryWeek, Feb 14th “Coronavirus & Automotive: Components Troubles Have Just Begun” EN TheWallStreetJournal, Feb 14th “Coronavirus & Automotive: Components Troubles Have Just Begun” EN https://www.riskmethods.net/lp/coronavirus/ • https://insider.zurich.co.uk/risk-mitigation/organisational-resilience-guidance-on-pandemic-planning/ • https://logistik-heute.de/news/scrm-den-risikofaktor-coronavirus-beherrschen-29902.html • https://www.handelsblatt.com/technik/it-internet/it-branche-das-coronavirus-bremst-die-chipindustrie/25558780.html • https://www.economist.com/international/2020/02/15/the-new-coronavirus-could-have-a-lasting-impact-on-global-supply-chains • https://www.bbc.com/news/business-51548976 • riskmethods 2019 © All Rights reserved. https://www.industryweek.com/supply-chain/article/21123065/coronavirus-components-troubles-have-just-begun • https://www.wsj.com/articles/commentary-supply-chain-risks-from-the-coronavirus-demand-immediate-action-11582054704 35 riskmethods 2019 © All Rights reserved. 36 riskmethods 2019 © All Rights reserved. 37 riskmethods 2019 © All Rights reserved. 38 riskmethods 2019 © All Rights reserved. 39 Links in chat! Register for our upcoming webinars! 1. How Supplier Relationship Management & SCRM Work Together February 12, 2020, 1:00 – 1:45 PM EST 2. Risk Management and Climate Change: A real-life example of crisis response February 21, 2020, 10:00 - 10:30 am CET www.riskmethods.net/webinars Check out our new e-book! riskmethods 2018 © All Rights reserved. New Decade, New Problems: Procurement Considerations for 2020 www.riskmethods.net/resources/5-procurement-trends/ Q&A Thank you! Contact Heiko Schwarz Co-Founder & Managing Director hs@riskmethods.net Website riskmethods.net
