Yet, Jabil’ s sheer presence provides a unique advantage.
“ When there’ s a bad day in one location, there’ s also a good day somewhere else due to the fact Jabil is a global organisation, sitting in more than 30 countries,” says Frank.
“ We need to have solutions for our customers that allow us to navigate and be agile; we need to be ready for the next crisis, the next COVID, the next constraint, the next shortage, the next tariffs; we need to build supply chains that can react and adapt.”
This approach combines significant investment in technology with robust processes and a highly skilled, experienced workforce across multiple continents.“ We’ re been able to navigate our way through the turbulence to the extent that customers are happy and they continue to trust us to manage those super-complex supply chains,” adds Frank, attributing this success to“ a nice mix of investments around technology and, of course, people and processes as well”.
From reactive to proactive Transforming supply chains from a policy of reactive firefighting to proactive risk management requires careful prioritisation of limited resources and attention.
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