The alignment of an organization is a crucial factor that organizations need to consider for success in their supply chain operations. When the right organizational model is matched to the business model, culture, operations, strategy and management, great benefits will be attained by the organization. The supply chain structure should highlight the groups, processes and functions needed to move products from production facilities to end users. Effective supply chain management is crucial in allowing an organization a competitive advantage, especially with high competition.

The Covid 19 pandemic has changed the way we look at the supply chain industry. Prior to the pandemic many organizations headquartered in America opted to manufacture products overseas as both materials and labors were cheaper.

In 2020 and 2021, supply chains reached their breaking point due to the pandemic. However, in 2022, there is some semblance of recovery as most services come to their pre-pandemic levels. Despite the challenging times in the past two years, there are many lessons that businesses can take from the occurrences. Businesses need to rethink their approaches to material sourcing and logistics. Businesses can capitalize on the problems they faced last year to ensure that their supply chains recover fully and are resilient enough to face the potential problems they encountered in the past year. This comes down to investing in artificial intelligence (AI), Machine Learning (ML) and automation, all of which are critical in the digitization of the supply chain and diversification of manufacturing.

COVID-19 has created a significant imbalance between the supply and demand of goods, affecting global supply chains. At the height of the pandemic and lockdowns, every part of the value chain was put under stress, from raw material sourcing to the end customer. Furthermore, areas like commercial, operational, financial and even organizational resilience were put under an unexpected test. The stress on the value chain during the COVID-19 period highlighted risks and gaps in the resilience of every company, including the bigger ones. As CEOs look to make things better to avoid large-scale disruptions in the future, some believe that innovation is the only route to resilience, while others believe that increasing investment in disruption detection will bear good fruits.