Brands need to focus on hyper-localisation by connecting with consumers where they are, as Covid-19 has dramatically changed consumer behavior and altered the path-to-purchase, according to Facebook and Boston Consulting Group.

SOURCE: The Drum

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Although the COVID-19 crisis has now hit many UK businesses, the first to feel the impact were those with global supply chains. Companies depending on items manufactured and sent from China suffered when the initial outbreaks began occurring in the de-facto factory of the world. A number of UK manufacturers, for example, had to halt production after specialist parts they were expecting to come from China did not arrive – showing just how fragile a global supply chain can be.

SOURCE: Supply Chain Digital

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Financial Vanguard investigations have revealed that key corporate institutions are now restructuring their business models to create more resilient operations, less vulnerable to any form of restriction to formal office settings and workstations. They are headed towards institutionalizing work-from-home or virtual office, while seamlessly interfacing with customers and creating more value at less cost.

SOURCE: All Africa

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The coronavirus pandemic has placed considerable strain on small and medium sized food producers. Many have responded with ‘inspiring, creative and innovative’ solutions. REFRAME takes us on a tour of how SMEs in the North Sea region have adjusted their business models.

SOURCE: Food Navigator

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Deutsche Post DHL has reported that it has seen an increasing number of customers and clients diversifying their supply chain networks during the global pandemic. Oscar de Bok, a management board member at Deutsche Post DHL, said: “There is an increased tendency to organise different sources of supply to reduce dependency on one country or one production site in a strategic way.”

SOURCE: Supply Chain Digital

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With the COVID-19 crisis highlighting their vulnerability to external shocks, food and beverage companies are set to increasingly diversify their supply chains and locate production closer to their markets.

SOURCE: Food Navigator – Food Navigator

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The Covid-19 pandemic has brought about an unprecedent business environment, with many countries having imposed total travel bans in an attempt to contain the spread of the virus. For Kenya’s national carrier, Kenya Airways, this means many airlines remain grounded, a situation they did not anticipate. Against this, Group MD and CEO Allan Kilavuka highlighted that the demand for cargo vessels across the world is high, however the main freighters operate mostly in Europe and America creating a shortage of cargo aircraft in Africa.

SOURCE: The Start Newspaper Kenya

Image credit: The Start Newspaper Kenya

Immediate and urgent action is needed to protect jobs, maintain links between employers and employees, keep large and small employers afloat, and provide income support and other safety nets directly to workers and households. This is where the efforts in many advanced economies and emerging markets have focused although much greater support is needed in developing economies. We must recognize this moment as an opportunity to “build back better” and lay the foundations of a more resilient labour market and more equal world. Here are five ways to do this.

SOURCE: World Economic Forum

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There’s a proverb that goes: “The best time to plant a tree is 20 years ago. The next best time is right now.” The naturally vulnerable Small to Medium Enterprise (SME) and entrepreneur sector would have done well to build their resilience prior to COVID-19. But if they didn’t, as with so many, right now is the time to plant the seeds for short, medium and long-term resilience.

SOURCE: World Economic Forum

Image credit: REUTERS/Eva Plevie

Leaders across business and government are reevaluating the status quo and evaluating lessons learned as we emerge from the initial Covid-19 lockdown phase. They will make strategic decisions that will have long-term impacts and outlive the pandemic. What have we learned and what should they consider when reevaluating preparedness overall and supply chain decisions in particular?


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