A company like Boeing cannot exist without a water tight supply chain. By definition, Boeing's work is all about contingency, risk management and fault avoidance, which I am sure applies to their supply chain too. Therefore, one supplier's poor work cannot be attributed to all the supply chain members and to a very successful company like Boeing.
In cases like this, the best any company can do is to analyse where and why things went wrong, make the required changes to move forward stronger and with improved wisdom.
I would say you are spot on. It is not the supply chain .....it is a supplier or two or three. It is just in our face because BOEING is a big company which created a cutting edge passanger plane. They used more battery backed systems to replace a lot of the electro mechanical systems used in the hydraulics........less weight more fuel savings, longer in flight mileage. Pushing new technology always has draw backs. Thankfullly all the planes were grounded and there was no tragic loss of life. My bet is that BOEING will find the fix and the 787 will go on to be a great plane.
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.