thoughtleaders AARON PARROTT
High Capacity
Spiral
Conveyors
High Capacity Spirals are in
response to our customers’ need to
go higher and handle more weight.
They can handle double the weight
capacity of our regular spirals at speeds
up to 200 FPM.
Optionally these spirals allow loads to
enter or exit the High Capacity Spirals
at intermediate elevations. New special
induction and divert conveyors have
individually adjustable conveying surfaces
to match the spiral pitch, assuring a
smooth and reliable operation.
For application assistance or more
information, give us a call or visit
www.ryson.com.
300 Newsome Drive • Yorktown, VA 23692
Phone: (757) 898-1530 • Fax: (757) 898-1580
VERTICAL CONVEYING SOLUTIONS
Visit us at MODEX Booth B2427
36 DC VELOCITY MARCH 2018 www.dcvelocity.com
transit, sensors and trackers can signal a
manufacturer immediately and trigger an
appropriate response.
Gaining visibility should also be a priority—not only for disaster planning,
Enabling these capabilities
will allow companies to
respond more quickly, make better decisions, and get their supply chain back up
and running faster.
Q How much traction has the control tower concept received as a proactive
strategy?
AAs digital technologies continue driving supply chain resiliency, the
most advanced control tower concepts
allow for end-to-end transparency and
enable a fully integrated network. This
degree of visibility and connected information within the supply chain allows
for proactive event management in disaster situations and even automated deci-sion-making.
Establishing an advanced control tower
to monitor the entire supply chain is
the most holistic solution for building
resiliency, but it’s not necessary for every
company. This concept is scalable and
can be shaped to meet a range of companies’ needs. Again, the control tower
concept should not be understood as a
one-time solution, but rather a foundation to build on. Start with the basics—
increasing supply chain visibility—and
scale up capabilities as needed to secure
supply chain value.
QCan you briefly provide an example of a company that, in your view, does
disaster planning right?
AWhen the topic of supply chains enters mainstream conversation, it’s
usually because a company has failed to
foresee potential vulnerabilities in the
event of a disaster. Some companies were
devastated by the previous natural disasters, like the March 2011 earthquake in
Japan, but have since become models
of building progressive supply chain
resiliency. Some have effectively navigated multiple earthquake tremors—
In extreme disasters, it’s
virtually impossible to keep
operations running at 100
percent, but with proper
planning, business leaders
can protect supply chain
value as well as ensure the safety of their
employees.
QWhat role does your organization play in supporting businesses in this
area?
AThe tasks of mapping supply chains, identifying the proper digital tools,
and developing strategic know-how can
be daunting—especially for the world’s
biggest and most complex businesses. As
a leader in building supply chain resiliency, Deloitte quickly bridges the gap
between concept and implementation.
From developing a strategy to initiating
execution, Deloitte’s capabilities can help
businesses adopt scalable solutions that
best meet their needs.
Building awareness of possible disruptions is half the battle. If one supplier is
hit with disaster, do you have a backup
supplier to fill the void? Do you maintain enough buffer inventory to cushion
production during a supply shortage?
How can you synchronize your internal
and external data to derive real-time
solutions? These are just a handful of
the many questions companies must ask
themselves when building supply chain
resiliency.
