Claudia Barrell, CEO of Maersk in the Mekong region, has conducted a new analysis of the supply chain in China and Southeast Asia. According to this research, trade exchanges between China and the member countries of the Association of Southeast Asian Nations (ASEAN) reached over $1.05 trillion last year. This significant growth has created a need for more transportation options in the region, while ongoing supply chain disruptions pose new challenges.
Logistics Challenges and Responding to Disruptions
Research shows that 87% of logistics decision-makers in this region have taken steps to increase the use of multimodal routes. However, 92% of them have pointed out that diverse routes are not fully implemented in their networks. In fact, only 0 to 2% of respondents have been able to achieve the highest level of route implementation, connecting business partners, integrating with public entities, and gaining overall visibility.
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This research also emphasizes that diversity in route options is only the first step, and the existing transportation capacity must be ready simultaneously. Without key elements such as robust trade agreements and the necessary decision-making capabilities, a seemingly resilient route can lose its effectiveness during disruptions.
Rapid Responses to Supply Chain Disruptions
In the past 12 to 24 months, 69% of logistics leaders have reported that chokepoints have had a significant impact on their operations. Many of them have resorted to immediate responses, such as increasing safety stock by up to 50% or using last-minute air options, instead of planning for crises. These approaches lead to higher costs and increased network instability.
Strong logistics chains can easily identify which routes are no longer effective and quickly activate alternative options. This does not mean that the entire network needs to be rebuilt, but rather that improvements should be made to stages and processes to provide appropriate and diverse responses in the face of disruptions.
Research with 260 logistics and supply chain decision-makers in the Asia-Pacific region shows that organizations have significant differences in their ability to anticipate, absorb, and respond to disruptions. To assess their readiness, a supply chain resilience maturity model has been introduced that identifies five stages of resilience capability.
These stages include: 1) Reactive, 2) Managed, 3) Connected, 4) Organized, and 5) Proactive. Recognizing the stage in which an organization is located is the first step towards improving resilience.
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