NXGN-120／Global Supply Chain

Corporate Seminar

Rethinking Global Supply Chain Strategy

Supply chains when crisis is the new normal

Today, supply chain crises are bound to recur. Learn how to connect management, legal, logistics and procurement in calmer times, and redesign your supply chain before the next shock arrives.

Format: Lecture with estimates using your own figures
Audience: Executives, procurement, logistics, legal and corporate planning
Duration: About 90 minutes (adjustable)
Dates and capacity: Please contact us
Lecturer: Ariki Ono

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Does this sound familiar?

Preparing once the crisis arrives is too late

The Suez Canal, the Red Sea, the Strait of Hormuz: crises at the world’s shipping bottlenecks keep recurring, only in different places. Rather than betting on a single forecast, companies need to prepare for the whole range of possible futures.

Company-wide inventory looks sufficient, yet one missing part stops the factory

Everything rests on a single forecast, with nothing prepared for other scenarios

Rising surcharges and insurance premiums are driving up costs

It is internal silos that make the damage worse. A standing link between management, legal, logistics and procurement is what decides who comes through.

Impact Timeline

The shock surfaces weeks later

A disruption at sea spreads to the whole market over one to three months.

Up to day 25
Sea and ports
Diversions and congestion stretch transport lead times
Up to day 35
Materials and intermediates
Within one to one and a half months, critical inputs run out and it becomes a materials problem
Up to day 60
Components
Within two months, it reaches the production lines of tier-one suppliers
Day 75 onwards
Finished goods and markets
Within three months, it becomes a problem for the whole market

Estimating when the impact will surface

Impact date = date of the crisis + (transport lead time + port and shipping delays + time to qualify an alternative supplier) − days of inventory on hand

In the seminar, you apply this to your own figures to see which items need action first.

What You'll Gain

Skills and insights you will walk away with

Redesigning the supply chain

Shift from outbound-led to inbound-led logistics and design resilience that works in calm and crisis alike.

Reading how long a crisis takes to reach you

Break down the transport network, inventory and industry structure to estimate when the impact will surface.

Finding what is truly fragile

Prepare item by item, starting with critical items that cannot be substituted, rather than relying on company-wide inventory days.

Preparation that connects departments

Know what management, legal, logistics and procurement each need to have in place before a crisis.

Program

How the programme is structured

This seminar is about redesigning, in calmer times, a supply chain that keeps working whatever crisis comes.

Estimate

Estimate when the impact will reach you, using your own figures

Checklist

Check the requirements for management, legal, logistics and procurement

Scenario

List the preparation needed for each of three scenarios

Chapter 01

A changing environment where crisis is the new normal

What was true today may not hold tomorrow
Four kinds of change: geopolitical, social, environmental and technological
Preparing through scenarios rather than betting on one future
Rethinking procurement when tariffs and shipping crises overlap

Chapter 02

How a crisis reaches Japan: the Strait of Hormuz

Japan relies on the Middle East for about 95% of its crude oil, and roughly 70% of that passes through the Strait of Hormuz
Four channels of impact: energy, shipping, critical materials and policy intervention
Three invisible barriers: insurance, contracts and decisions on safe passage
Physical and economic disruption, and why price alone will not restore supply

Chapter 03

The impact on companies and how to respond

How shipping delays squeeze cash flow and erode ROIC
From outbound-led to inbound-led logistics
A four-stage resilience cycle: inventory design, dual sourcing, visibility and contracts
Schneider Electric’s agile and resilient supply chain

Chapter 04

Putting numbers on the risk

The timeline of a shock, and a three-layer model of transport, inventory and propagation
How to estimate when the impact will surface
The inventory paradox: look at critical items, not company-wide stock

Chapter 05

Scenarios and preparation across departments

Three scenarios: early partial reopening, persistently high costs and a prolonged closure
How the choice of response changes the impact on the business
Requirements for management, legal, logistics and procurement

FAQ

Frequently asked questions

Do I need expertise in geopolitics?

No. We translate geopolitical developments into their effect on supply chain operations and on the business.

Is it only for companies with links to the Middle East or the Strait of Hormuz?

No. The Hormuz crisis is one case. We cover how impacts travel and how to prepare in a way that applies to a crisis at any shipping bottleneck.

Is it suitable for people outside procurement and logistics?

Yes. It suits executives, legal and corporate planning teams too, because preparing for a crisis depends on departments working together before it happens.

How long is it, and in what format?

It is usually a lecture of about 90 minutes, adjustable to your needs. We can deliver it in person or online.

Request

Interested in hosting this seminar at your organisation?

We are happy to tailor the schedule, capacity and format (in-person or online) to suit your needs. Enquiries from HR and corporate planning departments are most welcome.

Enquire about this seminar