Emilies Fancy Farma selected a business analyst with experience auditing BC/DR plans at a previous company. She built a taskforce of individuals from several departments to ensure holistic business planning.
Three primary concerns identified by Emilies Fancy Farma:
1) Active ingredients: without them, they had no ability to produce a product,
2) Manufacturing centers: the only means to mix drug formulas, and
3) Distribution: finished product had to get to customers.
Surveys went to sourcing vendors and manufacturers. Questions ranged from supply quantities, to timelines, to staffing plans, to status of ocean line cargo fleets. Each question had a prioritization ranking, so as results came back, Emilies Fancy Farma could see where they should focus their mitigation plans.
Employees throughout Emilies Fancy Farma received notifications with information on the situation and specific actions required of their role, along with assigned due dates.
Reports on supply chain disruptions, financial impacts and mitigation efforts were sent to the board weekly during the first two weeks of the outbreak. As the situation heightened with coronoavirus 2.0: global pandemic, reporting shifted to daily for board members, while more detailed reports went to exec.
‘High-risk’ zones were set up for suppliers who fell below specific delivery commitment thresholds, enacting focus on alternative sourcing plans. Week by week, new alternative plans shifted to different areas of the business based on new information.