The whole category in one page.
MOST SUPPLY FAILURES ARE INFORMATION FAILURES RATHER THAN PHYSICAL ONES
Draw out the chain and find where goods wait, because most of the total time is waiting rather than moving.
MEASURE ACTUAL LEAD TIME FROM DECISION TO AVAILABILITY, NOT THE PRODUCTION TIME SUPPLIERS QUOTE
Variability matters more than the average, because planning must accommodate the worst case you have actually experienced.
FIND OUT WHERE MATERIALS REALLY ORIGINATE, SINCE SEVERAL SUPPLIERS BUYING FROM THE SAME FACTORY IS NOT DIVERSIFICATION
QUALIFY AN ALTERNATIVE SUPPLIER BEFORE YOU NEED ONE, AND PLACE OCCASIONAL ORDERS WITH THEM
A supplier who has never supplied you will not prioritise you in a crisis.
RECORD SHORTAGE OR DAMAGE ON THE DELIVERY DOCUMENT BEFORE SIGNING, BECAUSE SIGNING ACKNOWLEDGES GOOD CONDITION AND LATER CLAIMS ARE REFUSED
CALCULATE LANDED COST — GOODS, FREIGHT, DUTY, CLEARANCE AND INLAND TRANSPORT — SINCE THE INVOICE PRICE BEARS LITTLE RELATION TO WHAT GOODS ACTUALLY COST
CARRIER LIABILITY IS LIMITED AND FAR BELOW THE VALUE OF MOST GOODS, SO INSURE TRANSIT SEPARATELY RATHER THAN ASSUMING YOU ARE COVERED
PAY SUPPLIERS ON TIME, BECAUSE SCARCE CAPACITY GOES TO CUSTOMERS WHO DO — AND SQUEEZING PRICE BELOW VIABILITY PRODUCES QUALITY CUTS OR FAILURE
INVESTIGATE STOCK DIFFERENCES RATHER THAN ADJUSTING THEM, SINCE ADJUSTMENT CONCEALS A CAUSE THAT CONTINUES
AND TRACK EMERGENCY PURCHASES AND EXPEDITED FREIGHT, BECAUSE THEY COST SEVERAL TIMES NORMAL AND EACH ONE MARKS A PLANNING FAILURE WORTH FIXING
