QUESTION ONE $[40]$

Read the following research article and answer the questions that follow:

Manufacturing Operations $4\mathrm{.}0$ technologies have emerged as a result of the global COVID$19$ pandemic, which can play a vital role in the manufacturers$$ ability to remain agile.

A recent survey by the National Association of Manufacturers $($NAM$)$ suggests that $80\%$ of

manufacturers today expect that the pandemic will have a financial impact on their

business.

Today, COVID$-19$ has disrupted the global supply chain and manufacturing operations

management framework on a massive scale. This has challenged manufacturers to instantly

assess the impact on their operations and find the best way to respond quickly.

As manufacturers have seen multiple operational, social, and financial consequences, it is

forcing them to rethink risk management and contingency plans, workforce safety protocols,

and new ways of working opportunities. Highly volatile demand for certain products has also

made them assess the short$-$term effects on workforces, ecosystem relationships, and

network assets.

Managing Operations During a Pandemic$-$ The story so far

So far, manufacturing operations teams and leaders have concentrated on solving the

immediate challenges required to keep the business as stable as possible. As a result, some

of them have formed emergency response teams to gain a better understanding of their

production demand changes, labor support challenges, and supply chain ecosystem

constraints.

However, in the medium and long$-$term, they would also need to focus on building a

business that is as future$-$proof as possible using new manufacturing $4\mathrm{.}0$ technology

solutions. As a result of this they can build a resilient supply chain, and support workers

through the crisis. They will also be able to sustain a competitive advantage to accelerate

operations growth once economies begin to rebound.

Four Actions to Build Agile and Safe Manufacturing Operations:

$1.$ Follow demand disruption patterns:

Manufacturers would need to quickly identify those products and services that would impact

stabilization and growth, balance the associated supply chains, and reorganize the critical

skills which are needed to meet near and long term demand. They would need to devise

work strategies to collaborate with partners and customers. This will help to arrive at the

market$$s actual needs to segment demand for critical products needed for production

reprioritisation. Also, segmenting key operations depending on market outlook can help

decide which product is in high demand, requires repurposing or re$-$channelling.

$2.$ Create a sustainable manufacturing ecosystem:

The Manufacturing operations ecosystem relationships typically are impacted the most

during massive market disruptions, such as a global pandemic. Manufacturers would need to

account for the implications of COVID$-19$ and the respective contract provisions for each

critical ecosystem player, including raw material suppliers, contractor companies, comanufacturers, and logistics providers. They would also need to determine if supply price

points or delivery lead times have changed and assess whether the extended ecosystem is

still viable to meet any new demand$/$product mixes. Finally, review contracts to determine if

any pre$-$existing obligations need to be changed in light of the current situation.

$3.$ Use advanced digital capabilities:

One of the most important aspects of responding to sudden change is to ensure the digital

enablement of the manufacturing operations ecosystem. This can help build manufacturing

resilience across a whole range of functions, including demand and supply scenario

analysis, labor and skill identification and scheduling, partner ecosystem relationship

collaboration, and network analysis. Manufacturers who deploy digital platforms can easily

make use of real$-$time accessible data and advanced analytical capabilities to make accurate

decisions at warp speed. They can, therefore, get more time to react accurately and

successfully to COVID$-19$ disruptions. Manufacturers who are doing this today, are already

witnessing exceptional success by accelerating digital capabilities to envision, design, and

implement a holistic digital strategy across the factory floor.

$4.$ Secure workforce safety and flexibility:

COVID$-19$ has resulted in creating significant workforce availability, safety, and productivity

challenges. Manufacturers would now need to be prepared with practical solutions to

overcome the inefficiencies as a result of this. A decline in productivity and quality along with

health and safety concerns at worksites are the most common issues today. Therefore, it is

imperative to have a $$worker$-$first$$ mindset that uses distancing protocols and unique

personal protective equipment requirements for the safety of workers and their families.

Also, by developing flexible staffing levels to accommodate