You're facing inventory shortages due to supplier delays. How can you ensure your shelves stay stocked?

However, increasing the number of vendors without deeply analyzing their quality can be a bigger trouble. Therefore, it is essential to carefully evaluate vendors and homologate them with well-defined criteria that can guarantee the sustainability of the process. So take care of your vendor list.

Hard to say and depends on the industry your company is working in and the product itself. Is it complex, are there several suppliers available? Are the order quantities large enough? I would generally suggest to have multiple sources available and among them some "near shore" to avoid high transit times in transportation or high transport cost by Air to be prepared for such a moment.

Primeiramente: - trabalhar previsão e planejamento de demanda - estoque de segurança - analisar e respeitar capacidade de atendimento dos fornecedores Além disso: - feedback contínuo com os fornecedores - aumentar rigorosidade dos contratos

A estratégia de diversidade de fornecimento é extremamente importante desde que a estratégia e mapeamento correto seja feito no inicio da negociação. O comprador já pode definir no início o percentual de compra para cada fornecedor e checar a capacidade adicional que o fornecedor está preparado para atender em uma emergência, caso as entregas não saiam conforme planejado.

Nowadays, there are several AI tools that can help with stock planning, including adjusting it for periods when there are supply problems, making the process more dynamic and accurate. Another alternative is to evaluate whether it is possible to offset the effect of increasing stock by negotiating longer payment terms, mitigating the impacts on the company's working capital.

É importante estabelecer um estoque de segurança baseado na variabilidade da demanda e do lead time. Revisar e ajustar periodicamente os níveis de estoque, diversificar fornecedores para reduzir riscos e utilizar sistemas avançados de previsão para planejamento são medidas essenciais. Isso ajuda a mitigar atrasos dos fornecedores e a garantir a disponibilidade contínua de produtos nas prateleiras.

In this era of cost saving we should focus on JIT and carry low inventory. Buyers and stores should work on primary products with strategic suppliers.

i have found that safety stocks are a way to buffer stock outs but add this to talking to manufacturers about shut downs , material shortages , factory changes or wars etc is another way to add additional safety stocks especially on regular / strategic items.it all depends on the relationship you have with your manufacturers.This also works the other way where you may be aware of a forecast increase in requirement which your current purchases would leave you with a shortfall.

1. Analyze your supply chain to pinpoint bottlenecks and inefficiencies that contribute to longer lead times in inventory management. 2. Engage with suppliers to gain insights into their processes and explore potential streamlining opportunities. 3. Consider adjusting your ordering strategy by placing smaller, more frequent orders, which can enhance flexibility and lower the risk of stockouts.

Reducing lead times is any supply chains major goals - this can be done by several means depending on where the goods are being purchased from. if local the choice of using your own freight forwarder rather than relying on your suppliers is own option - it also gives you more control on cost and lead time . From further afield again using your own forwarder can be a time saver but using LCL rather than FCL can be beneficial usually means quicker shipping options and sometimes cheaper costs ( no expensive containers to pay for ) , also this means the chance of stock outs is reduced by having smaller more regular shipments which also adds more flexibility into purchases.

Je collabore étroitement avec mes fournisseurs pour optimiser les processus, en privilégiant ceux offrant des livraisons rapides. J'automatise les commandes, utilise des transporteurs express, et planifie à l'avance pour éviter les périodes de forte demande.

It is always important to have a close relationship with the customer and maintain the credibility of the supply team. Communicating possible delivery delays proactively and transparently can help internal customers make decisions to avoid internal problems.

J'analyse les données historiques de ventes, intègre les tendances du marché, et utilise des outils de prévision avancés. Je consulte régulièrement mes équipes pour ajuster les prévisions en fonction des retours terrain et des événements saisonniers.

SRM is now a key factor in a companys procurement strategy. SLA should be set with primary focus on on time delivery, lead time and quality. SLAs should be communicated well so the supplier is aware of the requirements well in advance. This also leads to a strong profession bond between buyer and supplier.

It is important to have discipline in supplier relationship management (define SLAs, hold meetings to provide feedback and discuss joint actions to adjust delivery times). If you have a good SRM process, you will have a good chance of reversing a specific problem or even being more assertive when terminating an agreement with a low-performance supplier. Another important point for adjusting the forecast is to have discipline in monitoring the delivery of orders with suppliers. There are several tools, including those in e-procurement platforms that can make the follow-up of orders easier, but a well-trained hands-on team always makes the difference in more critical cases and can often help in correcting delivery time issues.