Kris Michel, COO of Flash Global, explains how the services supply chain has responded to the COVID-19 pandemic and the resulting disruptions to global supply lines.

The pandemic and recession have challenged organizations, helping supply chain leaders understand what they were right and wrong about business continuity planning. Still, there were a number of “myopic” approaches to the subject, Michel says. Businesses have had to realize that in a world of connected technologies, “it’s very difficult to look at one piece, make a plan, and ignore the ramifications across the organization.”

COVID-19 served as a wake-up call for companies that had yet to get the message about the need for a strong business continuity strategy. Others were already motivated to act by previous disruptive events, such as inclement weather and high tariffs. In fact, says Michel, “it’s less about continuity and more resilience – how we can create a new world where you can adapt on the fly, not just wait for a long outage.”

The service supply chain is particularly well suited to a risk-aware mindset. Its very nature lies in the need to react quickly to emergencies. When it comes to the service world, says Michel, companies are starting to understand the need to focus on “the end-to-end customer experience, how to make it transparent, how to use technology, and how to align resources over a long period. duration. long-term goals. “

Risk mitigation today is not a separate initiative; it needs to be spread throughout the organization, says Michel. Neither does an effective risk strategy focus solely on the crisis of the moment. “It’s less about building it right now, but more about how we adapt to an ever-changing cycle.”

The focus is on people – “the processes that are human-powered,” says Michel to ensure the success of true business continuity.