Supply-chain recovery in coronavirus times : plan for now and the future
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| Tag | 1 | 2 | Value |
|---|---|---|---|
| LDR | 00000cam a22000004b 4500 | ||
| 001 | MAP20200008910 | ||
| 003 | MAP | ||
| 005 | 20200319153823.0 | ||
| 008 | 180511e20200309usa|||| ||| ||eng d | ||
| 040 | $aMAP$bspa$dMAP | ||
| 084 | $a7 | ||
| 100 | 1 | $0MAPA20200005827$aAlicke, Knut | |
| 245 | 1 | 0 | $aSupply-chain recovery in coronavirus times$b : plan for now and the future$cKnut Alicke, Xavier Azcue, Edward Barriball |
| 260 | $aNew York$bMcKinsey & Company$c2020 | ||
| 300 | $a8 p. | ||
| 500 | $aEven as the immediate toll on human health from the spread of coronavirus (SARS-CoV-2), which causes the COVID-19 disease, mounts, the economic effects of the crisisand the livelihoods at stakeare coming into sharp focus. Businesses must respond on multiple fronts at once: at the same time that they work to protect their workers' safety, they must also safeguard their operational viability, now increasingly under strain from a historic supplychain shock. Many businesses are able to mobilize rapidly and set up crisis-management mechanisms, ideally in the form of a nerve center. The typical focus is naturally short term. How can supply-chain leaders also prepare for the medium and long termsand build the resilience that will see them through the other side? | ||
| 650 | 4 | $0MAPA20200005599$aCOVID-19 | |
| 650 | 4 | $0MAPA20200005391$aCoronavirus | |
| 650 | 4 | $0MAPA20080593018$aRedes de suministro | |
| 650 | 4 | $0MAPA20080600082$aCadena del suministro | |
| 650 | 4 | $0MAPA20080580698$aGestión de crisis | |
| 650 | 4 | $0MAPA20080567262$aSalud pública | |
| 650 | 4 | $0MAPA20080552022$aPandemias | |
| 650 | 4 | $0MAPA20080591182$aGerencia de riesgos | |
| 650 | 4 | $0MAPA20140016556$aResiliencia | |
| 650 | 4 | $0MAPA20080629496$aPlanes de continuidad del negocio | |
| 700 | 1 | $0MAPA20200005834$aAzcue, Xavier | |
| 700 | 1 | $0MAPA20200005841$aBarriball, Edward | |
| 710 | 2 | $0MAPA20080442569$aMcKinsey & Company |