Beyond the Box Episode 8: The Red Sea & the domino effect of disruptions

Maersk
12 Feb 202413:57

Summary

TLDR视频中讨论了近期红海和亚丁湾地区的地缘政治紧张局势,这些紧张局势导致了严重的安全问题,并暂时中断了连接印度洋和地中海的战略通道。自去年12月以来,胡塞武装和也门开始攻击商船,声称这是对哈马斯在对抗以色列战争中的支持。自那时以来,超过一打船只被导弹击中或成为攻击目标,导致该区域的航行暂时停止,数百艘集装箱船被迫改道。国际货币基金组织表示,今年通过该区域的集装箱船数量下降了30%。全球海洋分析公司senetta的首席分析师Peter S指出,地缘政治正在红海展现出其真实面目,目标是集装箱航运,导致汽车工业、零售商以及像法国轮胎制造商米其林这样的公司因运输时间延长和货物缺乏而关闭部分生产线。全球托运人和贸易公司面临的连锁反应是显而易见的,例如,绕过红海和苏伊士运河,通过好望角的亚洲至北欧贸易路线可能会增加大约一百万美元的额外成本。此外,宜家在去年圣诞节前一周就宣布,顾客可能无法在货架上找到他们通常能找到的所有产品。MK公司的船只在12月30日晚上遭到不明物体的袭击,随后在12月31日又发生了两次袭击,其中一次是四艘小船快速接近并与之交火。MK公司在危机管理中采取了立即行动,确保船员安全,并重新建立了通过红海的航行。公司强调,员工的安全和保障是危机期间的首要任务。视频最后强调,保障全球和海运供应链的安全对于世界互联的未来至关重要。

Takeaways

  • 🚢 2023年12月,胡塞武装和也门开始攻击商船,声称这是支持哈马斯对抗以色列战争的标志,导致超过12艘船只被击中或被导弹瞄准。
  • 🌐 红海和亚丁湾的地缘政治紧张局势导致了严重的安全问题,并暂时中断了印度洋和地中海之间的战略联系。
  • 📉 根据国际货币基金组织的数据,今年通过该区域的集装箱船数量下降了30%。
  • 🚚 由于运输时间延长,汽车工业和零售商受到严重影响,例如法国轮胎制造商米其林因运输时间延长和货物缺乏而关闭了一些装配线。
  • 💰 由于绕道而行,运费自去年12月中旬以来上涨了200%以上,绕行好望角可能增加大约一百万美元的额外成本。
  • 🛒 宜家在危机开始一周后就表示,顾客可能无法在货架上找到他们通常能找到的所有产品,预示着产品短缺和成本上升。
  • 🛡️ MK公司在危机管理中强调,安全和员工安全是首要任务,并且迅速部署变化以最小化对客户的影响。
  • 🔥 MK公司在红海地区的船只遭到攻击时,船员采取了紧急危机管理措施,包括在船上的安全屋避难和执行规避机动。
  • 🛳️ 船运公司面临重大运营挑战,而客户则需要支付更高的费用,同时他们的货物被延迟。
  • 🌍 全球供应链受到各种危机的冲击,导致商店货架空置和运费飙升,需要通过韧性和灵活性来应对。
  • 🛣️ 替代路线的依赖表明了结构性问题,需要通过可行和可扩展的解决方案来解决,例如新的海上路线或多式联运替代方案。

Q & A

  • 在红海和亚丁湾发生的攻击事件对航运业有哪些影响?

    -红海和亚丁湾的攻击事件导致了严重的安全问题,暂时中断了印度洋和地中海之间的战略联系。超过一打的商船被击中或被导弹瞄准,导致数百艘集装箱船、散货船和油轮被迫改道,集装箱船通过该区域的数量下降了30%。

  • 为什么说这次危机对全球供应链产生了连锁反应?

    -由于红海和亚丁湾的紧张局势,航运时间变长,影响了汽车工业和零售商,导致装配线关闭和货物短缺。例如,法国轮胎制造商米其林因运输时间过长和货物缺乏而关闭了一些装配线。

  • 航运公司如何应对红海和亚丁湾的危机?

    -航运公司需要削减从亚洲最远部分到欧洲最北部分的服务,以弥补失去的时间。受影响最严重的是远东到地中海的航线,自去年12月中旬以来,运费上涨了200%以上。

  • 绕过红海和苏伊士运河,选择好望角路线会带来哪些成本?

    -绕过红海和苏伊士运河,选择好望角路线会使运输成本增加大约一百万美元,这仅仅是由于运输时间的延长,还不包括其他因素。

  • IKEA在这次危机中受到了哪些影响?

    -IKEA表示,由于这次危机,顾客可能无法在他们的货架上找到通常能找到的所有产品,这仅仅是危机开始一周后的情况。

  • 为什么说保护全球和海上供应链至关重要?

    -由于全球化,人们习惯了随时从任何地方获取商品。保护全球和海上供应链对于维护这种生活方式至关重要,因为任何中断都可能对全球经济产生巨大影响。

  • MK Hangu号船在遭到攻击时,船员是如何反应的?

    -MK Hangu号船在遭到攻击时,船员采取了紧急危机管理措施,包括躲藏在船上的安全区域——堡垒,并由专业的安全人员进行应对。美国海军还派出了两架直升机进行拦截。

  • 在危机中,如何平衡员工安全和客户需求?

    -在危机中,MK公司将员工的安全和安保作为首要任务。同时,公司通过与客户保持沟通,迅速调整海洋网络,以最小化对运输时间的影响,减少不确定性。

  • 为什么说供应链的脆弱性是一个需要关注的问题?

    -供应链的脆弱性意味着任何中断都可能对全球经济产生连锁反应,导致商品和服务价格上涨,经济增长放缓,因此需要通过建立更有弹性和适应性的供应链来解决这一问题。

  • 如何增强供应链的弹性和适应性?

    -增强供应链的弹性和适应性可以通过多样化网络、投资基础设施、采用更灵活和敏捷的运营模式、持有一定水平的缓冲库存以及制定应对计划来实现。

  • 这次危机对全球航运业和贸易有哪些长远影响?

    -这次危机导致了运费上涨、货物短缺和运输延迟,这些影响可能会持续一段时间。同时,它也提醒了全球航运业和贸易需要建立更加强大和有弹性的供应链。

Outlines

00:00

🚢 海上危机:MK船只在红海遇袭

在红海和亚丁湾,由于地缘政治紧张局势,商业船只遭到攻击,导致严重的安全问题和物流中断。MK船只在这一区域遭遇攻击,船员作为平民,面对此类事件感到极度创伤。MK公司的Fleet Management and Technology负责人Leonardo Sanio讲述了这一事件,并强调了保障全球海运供应链的重要性。由于胡塞武装和也门对商船的攻击,红海和亚丁湾的航运被迫中断,导致数百艘货船被迫改道,影响了全球贸易。

05:02

🛑 MK船只遇袭的应对与管理

MK船只在红海遭到三次攻击,其中第三次攻击中,四艘小船快速接近MK船只并发生了交火。作为预防措施,船上配备了保安人员,他们与攻击者进行了交火,并得到了美国海军直升机的支援。Leonardo Sanio强调了船员的安全是公司危机管理的首要任务,并介绍了危机发生时公司采取的即时危机管理措施,包括确保船员安全、激活紧急避难所、执行规避机动等。此外,公司还重新规划了航线,以减少对客户的影响,并保持了与客户的沟通。

10:04

🌐 全球供应链的脆弱性与未来展望

MK公司的供应链洞察和趋势实践负责人Om Khan分析了全球供应链的脆弱性。她指出,近期的危机显示了一个模式,即触发事件导致货物流动中断,进而产生连锁反应,影响整个供应链网络。这些中断导致运输能力紧张、瓶颈、延误和成本上升,最终影响经济增长和通货膨胀。为了应对这些问题,需要通过多元化网络、投资基础设施、采用灵活和敏捷的运营模式、持有缓冲库存、使用多种运输方式等措施来增强供应链的韧性。Kyra和Morton在节目最后强调,保障全球海运供应链的安全对于我们相互联系的未来至关重要。

Mindmap

Keywords

💡Skiffs

小船,指的是小型的船只。在视频中,提到了四艘小船(Skiffs)快速接近MK船只并与之交火,这体现了海上安全问题的严重性。

💡Merchant Mariners

商船船员,指那些在商业船只上工作的平民船员。视频中提到,这些船员在遭受攻击时会感到极度的创伤,因为他们并非军事人员,没有接受过军事训练,因此这类事件对他们来说极其创伤性。

💡Logistical challenges

物流挑战,指的是在运输和供应链管理中遇到的困难。视频中提到,红海和亚丁湾由于地缘政治紧张导致了严重的安全问题,暂时中断了连接印度洋和地中海的战略通道,造成了物流挑战。

💡Geopolitical tensions

地缘政治紧张,指的是不同国家或地区之间因政治、经济等因素产生的紧张关系。视频中提到,地缘政治紧张导致了红海和亚丁湾的安全问题,影响了航运和全球贸易。

💡Container vessels

集装箱船,指的是用于运输集装箱的船只。视频中提到,由于安全问题,该区域的集装箱船数量下降了30%,这对全球供应链产生了重大影响。

💡Crisis management

危机管理,指的是在面临突发事件或危机时,采取的一系列应对措施。视频中提到了MK公司在船只遭受攻击时立即启动了危机管理程序,以确保船员的安全并提供帮助。

💡Citadel

堡垒,在这里指的是船上一个安全的区域,供船员在遭受攻击时避难。视频中提到,大多数船员在危机中隐藏在被称为堡垒的地方,这是一个在船上住宿区域的更安全的地方。

💡Evasive maneuvers

规避动作,指的是为了避免被攻击而采取的行动。视频中提到,船长在攻击中进行了高速规避动作,以保护船只和船员。

💡Supply chain resilience

供应链韧性,指的是供应链在面对干扰或危机时的适应和恢复能力。视频中提到,为了应对各种危机,供应链需要具备韧性,通过多元化网络、投资基础设施和采用灵活的运营模式来增强其抵御风险的能力。

💡Decarbonization efforts

减碳努力,指的是为了减少温室气体排放而采取的各种措施。视频中提到,由于绕道航行增加了运输时间和成本,这对气候和公司的财务底线都是不利的,暗示了减碳努力可能受到影响。

💡Inflation

通货膨胀,指的是货币价值下降,导致物价水平普遍上升的经济现象。视频中提到,供应链中断导致货物和服务成本上升,这可能会对经济产生通货膨胀压力。

💡Product shortages

产品短缺,指的是市场上某种产品供应不足的情况。视频中提到,由于供应链中断,可能会出现产品短缺,消费者可能需要排队购买某些商品,如卫生纸。

Highlights

四艘小型船只快速接近MK Kango号并与之交火,船员们经历了极其创伤性的事件。

红海和亚丁湾的地缘政治紧张局势导致了严重的安全问题,暂时中断了印度洋和地中海之间的战略联系。

自去年年底以来,胡塞武装和也门开始攻击商船,声称这是对哈马斯在以色列战争中的支持。

今年通过该区域的集装箱船数量下降了30%,国际货币基金组织表示。

地缘政治正在红海显现其影响力,目标是集装箱航运,导致汽车工业和零售商的连锁反应。

法国轮胎制造商米其林因运输时间延长和货物缺乏而关闭了一些生产线。

关闭红海和苏伊士运河对全球贸易和集装箱航运产生了重大影响。

航运公司需要削减从亚洲最远部分到欧洲最北部分的服务,以弥补失去的时间。

自去年12月中旬首次升级以来,远东至地中海的运费率上涨了200%以上。

绕行好望角而非通过苏伊士运河将增加大约一百万美元的燃料成本。

宜家在去年圣诞节前一周就表示,顾客可能无法在货架上找到他们通常能找到的所有产品。

长赐号货轮事件是全球公众和公民的分水岭时刻,因为他们已经习惯了全球化。

保护全球和海上供应链的重要性至关重要。

MK Hangu号在12月30日晚上遭到不明物体撞击,随后在12月31日又发生了两次攻击。

船上的安全专业人员与攻击者交火,美国海军部署了两架直升机拦截了攻击者。

在危机管理中,船员遵循了所有既定程序,大多数船员藏在船上的堡垒中。

船上的船员不是军事训练人员,这样的事件对他们来说极其创伤。

在危机中,员工的安全和保障是首要任务。

公司努力向客户通报情况,并迅速调整海洋网络以最小化影响。

全球供应链受到多次危机的冲击,导致商店货架空荡,运费飙升。

供应链中断的模式包括触发事件、供应链中断、运输能力紧张、成本上升和经济影响。

解决结构性问题需要通过可行和可扩展的解决方案,如新航线或多式联运选择。

依赖全球化和及时制造加剧了这些问题,公司需要通过弹性来解决这些问题。

组织需要采取更灵活和敏捷的运营模式,以快速适应这些变化的情况。

建议制定应对计划,重新安排货物运输或使用替代运输选项以管理中断。

红海的危机就像全球贸易齿轮中的一个扳手,不仅仅是地区紧张,还有对整个供应链的影响。

从这些挑战中学习对于构建更健壮和有弹性的供应链至关重要。

尽管运营是关键部分,但海员的安全仍然是首要任务。

Transcripts

play00:00

[Music]

play00:12

there were four Skiffs so four small

play00:15

boats and they were approaching fast the

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M Kango and eventually they engaged the

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vessel in a fire exchange I remember

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immediately trying to think what the

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crew was going through we need to

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remember that Merchant Mariners are

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civilians

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and therefore you know an event like

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this is extremely

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traumatic this is beyond the Box

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integrated Logistics From the Inside

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[Music]

play00:53

Out hi and welcome back to beyond the

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box I'm Kyra KCK and I'm Morton Butler

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and you just heard the voice of Leonard

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sanio head of Fleet Management and

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Technology at MK and as you might have

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guessed he was talking about an attack

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on a MK ship in the Gulf of Aiden yes

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the Red Sea and the Gulf of Aiden have

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been at the center of logistical

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challenges in the last few months

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geopolitical tensions have led to

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serious security issues and temporarily

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disrupted this strategic link between

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the Indian Ocean and the Mediterranean

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at the beginning of December last year

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the hoodis and Yemen started attacking

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commercial ships claiming it was a sign

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of support for Hamas in the war against

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Israel since then more than a dozen

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ships have either been hit or targeted

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by the missiles so sailing through the

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area has been temporarily stopped and

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hundreds of container vessels have been

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rerouted along with bulk carriers and

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tankers actually the number of container

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vessels crossing the area is now down

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30% this year according to the

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international monetary fund to

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understand what's at stake let's hear

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from Peter S chief analyst at the global

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ocean analytics company senetta I think

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geopolitics is really showing its Oly

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face in the Red Sea right now uh it's

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targeting container shipping there are a

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fair amount of KnockOn effects uh not

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only of course due to the longer transit

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times that we see right now very much

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hitting uh Automotive Industries also

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retailers uh we see assembly lines being

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close down we see also most recently uh

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the French Tire maker Michelin uh

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closing down some assembly lines due to

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the longer Transit signs and the lack of

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cargo right uh so uh KnockOn effects for

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Global shippers as well as Carri us and

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trade forward us is of course that once

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a main artery of global trade and

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particularly also for container shipping

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like I mean closing Red Sea and and SE

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Canal has an impact on many other trades

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not directly impacted so if we have a

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standard Asia to North Europe trade Lane

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that's uh that's two weeks short on

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arrival into to Asia we are we're that

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far into the crisis now what do carriers

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do well they need to uh to to cut short

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uh the services that may run from the

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far far most part of Asia into the far

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uh North part of Europe in order to make

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up for the time lost those mostly

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impacted like Far East to to

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Mediterranean we've seen Freight rates

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go up by more than 200% since the middle

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of December when we got the first

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escalation uh if you compare one classic

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North Europe and Asia trade do a round

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Voyage avoid uh Red Sea and SE canal and

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go around the Cape of Good Hope that

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would probably incur around a million

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dollars just in fure cost due to the

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longer transit times if we assume steady

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speed and nothing else than that and of

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course it's bad for the climate and it's

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bad also for the bottom line I think

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already before Christmas last year Ikea

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went out saying that you may not find

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all the products on our shelves that you

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would uh normally find and that was only

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one week into this crisis and and you

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should expect more of this uh not only

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uh shortage on products less to choose

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from and of course also uh costs like

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this must be pushed on depending on of

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course the category of the goods in

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question I think uh something like this

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and the ever given was a watershed

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moment for the general public and and

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citizens of the world literally because

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they have been accustomed to

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globalization they have been getting

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goods from everywhere at any given time

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so one lesson for sure is the importance

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of safeguarding global uh and Maritime

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Supply chains is is Paramount

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so to sum it up the crisis in the Red

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Sea has restricted one of the M trade

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arteries distorted the balance between

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supply and demand and resulted in

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surging Freight rates yeah and that's a

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direct consequence of the crisis and I

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think another thing worth discussing

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from a carrier's point of view is what

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does it look like when one of your

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vessels is under attack so let's go back

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to Leonardo sanio who's played a key

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role in the management of this crisis

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for Mk on the night of the 30th of

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December MK hangu reported being hit by

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an unknown object probably around an

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hour afterwards a second attack was

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attempted but this time the crew did not

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report any object eventually landing on

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on Deck Of The Vessel or hitting the

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vessel and then you need to think of

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fast forwarding a few hours later into

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the uh 31st of December and that's when

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a third attack was attempted and this

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time with a different modus operandi in

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fact there were four skips so four small

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boats and they were approaching fast the

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m kangu and eventually they engaged the

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vessel in a fire exchange as one of the

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precautions on board a vessel when we

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decided to reestablish the passages

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through the Red Sea we have established

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that on board a vessel during the

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transit you need to have security

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professional so security guards who then

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eventually engaged in the fire with with

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a houi and uh very rapidly the the US

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Navy deployed two helicopters and

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eventually the helicopter intercepted

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the uh skips I remember immediately

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trying to think what the crew was going

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through of course there was an immediate

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relief knowing that they were safe and

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accounted for in this kind of situations

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uh we established what we call an

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immediate crisis management it was led

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by me together with a company security

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officer and it was about really

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establishing the situation on the vessel

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and do anything in our position to

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provide them with help we put in place a

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number of procedures before

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reestablishing the sailing through the

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Red Sea area and they follow all of them

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to the dot in fact the crew majority of

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the crew hid themselves in what we call

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a citadel which is a safer place in the

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accommodation of the vessel where

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there's opportunity for communication

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and also isolation and only the

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essential crew that is needed to steer

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The Vessel was on the bridge uh the

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master engaged in evasive maneuvers at

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high speed and and all along activated

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extremely professional that said we need

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to remember that Merchant Mariners are

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civilians they're not trained on any

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type of military aspect and therefore

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you know an event like this is extremely

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traumatic and it is something that of

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course I personally regret being in

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charge of of of the fleet and and being

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responsible for our seafare of course it

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is something that I hope never

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happened and that leaves another

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important question how do you balance

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the safety of your employees with the

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needs of your customers in a situation

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like

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this being a a company that is Guided by

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firm principles and values it was easy

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for us to know from the get-go from the

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moment we were collecting in the crisis

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management team that Safety and Security

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our employees was and was going to be

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the priority number one throughout the

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crisis the crisis is certainly something

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that we did not want um we stand behind

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a quality product we stand behind a

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product that is known for its

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reliability we want to be the best in

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the market for this and clearly

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introducing uncertainty and something

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that impacts tremendously schedules of

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the vessel transit times environment

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also because of the emission additional

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emissions that we will have both in

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absolute and relative terms is something

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that we really did not want for us the

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work towards our customer has been first

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and foremost to keep them informed and

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then very rapidly deploy changes to our

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ocean Network minimize the impact on

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transit times to minimize the level of

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uncertainty and this has been done in a

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fantastic record time so I'm really

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pleased to see the the the work that has

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been put behind and uh um and in that

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sense we are also able to provide more

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line of sight having established these

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contingencies in place and having

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reworked our Network so now really the

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work is about communicating what this

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network is consistent of and how we're

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going to basically limit the impact to

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their needs during these difficult

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times so on the one hand you have the

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global shipping companies who are facing

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significant operation

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challenges and on the other hand the

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customers having to foot a larger Bill

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while their goods are being delayed at

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the same time since the start of the

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decade Global Supply chains have been

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shaken by many different crises they've

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resulted in empty shelves and stores and

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surging Freight rates that's right we've

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had the covid-19 pandemic who doesn't

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remember that the Swiss Canal blockage

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the Russia Ukraine war Panama Canal

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drought I can just go on and on here for

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days and now the crisis in the Red Sea

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what a time to be alive yeah sounds so

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ing when you think about it but though

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they are different we all learn

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something from each of these crises and

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they follow a little bit of the same

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pattern actually if you think about it

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yeah and that's exactly why we spoke to

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om Khan head of Supply chains insights

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and Trends practice at MK she's a

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thought leader in supply chain risk and

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resilience and she explains exactly why

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Supply chains seem so

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fragile I believe we can observe a

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pattern and an anatomy in all of these

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recent crises to varying degrees what we

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normally see is a trigger event and that

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disrupts the flow of goods it creates

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disruptions across an entire supply

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network that can create capacity strain

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it can create bottlenecks and that leads

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to problems like shipping capacity that

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then in turn leads to delays increased

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costs which have a ripple effect across

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all parts of the economy that leads to

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increased prices for goods and for

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services creates inflationary pressure

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it reduces economic growth right now the

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only alternative to the S is to re-root

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around Africa

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dependency on key routs does indicate

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structural problems especially where

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there's limited Alternatives that

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restricts our flexibility we have to

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address this through viable and scalable

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Solutions now whether that is new sea

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rout such as the North Sea rout uh in

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Canada or multimodal Alternatives that

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remains to be seen the heavy Reliance on

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globalization and Just in Time

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Manufacturing has exacerbated these

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structural problems

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when companies keep minimal inventory

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and they rely only on timely deliveries

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they're vulnerable to any sort of

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disruption which is what we've been

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seeing recently the way out of that is

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through resilience and it's resilience

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through a number of channels

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diversifying network is absolutely

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necessary to mitigate risk but it's also

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necessary to invest in infrastructure to

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accommodate the growing demands of

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global trade and that's especially

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important in growth economies and

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regions for whom government and

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corporate support will be crucial for

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realizing their full potential

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organizations need to adopt much more

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flexibility and agile operating models

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in order to adapt quickly to these

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changing circumstances organizations

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they could also consider holding some

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higher levels of inventory buffer

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inventory they could think about using

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multiple Transportation modes to buffer

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against uh disruptions I would also

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recommend having contingency plans for

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re-rooting shipments or using

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alternative transportation options to

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help manage disruptions the supply chain

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disruptions that we're all facing they

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have a huge impact to all of us it's not

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just companies we are interconnected

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through our supply chains we're Global

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so therefore A disruption on one side of

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the world can have a massive a ripple

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effect to the other side of the world

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it's a little bit like uh squeezing a

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sausage and the disruption will burst

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somewhere in that supply

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chain and there you have it Morton the

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crisis in the Red Sea is like a wrench

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in the gears of global trade absolutely

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Kyra it's not just about Regional

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tensions this conflict it's about the

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Ripple effects on our entire supply

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chain and the KnockOn effects to Global

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shippers carriers and trade forwarders

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as American and petent pointed out true

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and learning from these challenges is

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crucial to building more robust and

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resilient Supply chains for the future

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exactly and while that is a key part of

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operations the safety of seaf Faris

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Remains the top priority as Leonardo

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Sano mentioned so as we wrap up this

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episode of Beyond The Box the lesson is

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clear safeguarding Global and maritine

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Supply chains is Paramount for the

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world's interconnected future but as the

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conflict starts to drag on people are

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definitely wondering what does this mean

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for a decarbonization efforts what does

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this mean for inflation in the economy

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what does this mean for product

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shortages will we have to queue up for

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toilet paper again who's a Negative

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Nancy now for more uplifting yet

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insightful discussions on the force

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shaping our global trade landscape

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subscribe to Beyond The Box on Spotify

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Apple podcast or wherever you listen to

play13:35

Beyond The Box until next time this is

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Morton and Kyra signing

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[Music]

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off

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