Options for rethinking a supply chain approach include lean, agile, or a combination of the two, sometimes called “leagile.” Here’s a quick introduction to all three, plus a stress test to help spot supply chain vulnerability.

We’re surviving tariffs, trade wars, and COVID—by the time the next disruption inevitably strikes, will you have created a more resilient supply chain? Options for rethinking your approach include lean, agile, or a combination of the two sometimes called “leagile.”

Lean principles, lean math and taking the long view. In Part 1 of a two-part conversation with Jim Womack, father of the lean movement, IMTS reviews the state of the U.S. supply chain, discusses JIT vs. MRP, media hype and solutions for our chronic unpreparedness for disruptions.

In Part 2 of a conversation with Jim Womack, the father of the lean movement, we discusses the origins of “lean math,” the reshoring movement, the tragedy of short-term thinking and shares some success stories of leaders who have seen the light.

The COVID-19 pandemic has exposed a lack of adaptability, flexibility, and resilience in meeting the demand for critical goods, materials, and production equipment in the United States. As it became clear that the United States, over a period of years, had decided to buy, and not build, items that were suddenly critical supplies, equipment builders and manufacturing supply chain management were thrust into public view after having long been in the shadows.

Supply chains have evolved as an efficient way to source raw materials and parts from the most cost-effective global sources for the manufacture of final products. To date, they have not focused on resiliency, visibility, or redundancy; instead, the goal has been to deliver speed and quality at the lowest cost.