Defining the Objective FedEx Office is comprised of nearly 2,200 retail stores, 15,000 employees, 18 commercial print facilities, and a nationwide transportation fleet. Tom DeGreve, Managing Director of Production Strategy & Engineering for FedEx Office, supported by advisement from Pierre Mawet, Managing Director of Supply Chain & Operations at Accenture
If we didn’t know what real supply chain disruption was before, we do now. Events over the past 18+ months (COVID-19, Brexit, Suez Canal blockage, India-China border conflict, natural disasters, cyberattacks on pipelines and shipping lines) forced companies to find new ways to deliver goods and services, secure alternative sources
A key issue is the need to determine the optimal supply chain strategy for the organization over a 3-to-15-year period considering factors like:
When evaluating supply chain planning software capabilities, it’s instructive to understand what we mean by supply chain planning. We’re not referring to production and scheduling using MRP or ERP systems but rather to high-level supply chain planning software that facilitates long-term, tactical, and operational planning processes.
Not since the Second World War has there been such global disruption as experienced in 2020. International transportation came to a standstill, major populations were confined to their homes, and factories shut down.
