Mangan and Christopher (2005) discuss that the need to fill in the gap between the current capabilities and the perceived future requirements is to be considered on a regular basis and a skill set and managerial expertise is to be developed to meet the future demands of resilience. The managerial expertise and skills come as a requirement of building up the future resilience and then making efforts of doing more to prevent disruption of all kinds.
The need, therefore, for a resilient supply chain is to identify the necessities required and to work towards building them on a priority basis. These could be a full proof risk management plan broadening the areas of possible disruptions and the way new risks that can be perceived and avoided throughout the supply chain implementation and working. Enhancing the skills seta is another option and necessity which is enforced on the employees and developing their perceptive abilities of identifying a possible disruption and the immediate actions to be taken to eliminate it.
This depends on the employees’ ability of grasping the knowledge that identifies the risks and disruption, and then working toward forming a model of prevention that works well to prevent the perceived disruption at once. These skills are important with individual employee and collective business effort. Senior supply chain managers must be very well proficient in management skills, logistics skills and business skills so that if they face any uncertain disruption, they can handle the issue very well without waiting for consulting with the higher management.
Carter and Rogers (2008) talk about the environmental, social and political considerations to be taken for anyone to understand the disruption patterns that are perceived in the successful running of a supply chain. The environmental issues are more natural and man-made such as earthquakes, tsunamis, floods and hurricane etc. These are issues which are totally unexpected and to be maintained as a possible disruption in the supply chain. Especially when the supply chain is global than local, the costs and the expenses are too high for the company. When an environmental disaster is added, it becomes financially unviable. Social issues and disruption could be a social unrest in a country or a region, for example, the riots in the Arab countries had a major impact on multiple supply chains of multinational companies that were to deliver millions of goods to different continents. The major tsunami in Japan makes the supply chain of global giants like Toyota and Honda come to a standstill, when the delivery and production of automobiles have completely halted for few weeks. These disasters are more costly than what it takes for a company to purchase another company. Thus, it is better that multinationals choose countries and regions which are less prone to such attacks and provide the skills and resilience mechanism needed.