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    Supply Chain Risk Management

    Approximately 40% of executives do not have an effective supply chain risk management program in place

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Act now to ensure visibility and control

When the unexpected happens, not having supply chain sourcing optionality or manufacturing footprint capacity could impact margins, growth and customer service.

Key risk factors the world will be watching in 2021:

  • The global pandemic exposed serious weaknesses in many supply chain and operations models. In 2021, it will be the catalyst to a fundamental shift in the way organizations are led, structured and operated
  • Global markets are pinning their hopes on a rapid roll out of COVID-19 vaccines, with many countries planning to immunize the majority of their population by early summer. However, supply, distribution, adoption and efficacy issues may yet cause delays to this timeline. 
  • The Biden administration is expected to keep pressure on China and continue to promote the interests of US workers while taking more of a lead on global issues. Biden is unlikely to remove President Trump's Section 232 or 301 tariffs but the administration may be open to reforms to the exclusions process
  • China and 14 Asia Pacific countries signed the RCEP trade agreement in November 2020. This is seen by many as a major step towards removing trade barriers and extending China's influence 
  • In its December 2020 Economic Outlook report, the Organization for Economic Cooperation and Development (OECD) predicted that, following a contraction of 4.2% in 2020, global GDP is expected to lift by 4.2% this year
  • In an increasingly uncertain world, supply chain leaders need to build a resilient, agile digitally-enabled supply chain and operations

Maine Pointe helps CEOs improve visibility, control, resilience and agility in the supply chain

The pandemic caught many companies off guard and brought to light the hidden vulnerabilities that exist within otherwise efficient global supply chains. This has reinforced the need for digitization, optionality, agility, better visibility and an improved balance between local, regional and global sourcing, adding new urgency to the need to know sooner and act faster. 

Delivering accelerated, measurable and sustainable results

Company Business Risk Results
Global manufacturer (CS245)

The business was facing significant risks from import duties, unreliable production and very limited global supply chain visibility

  • Data analytics produced dashboards to optimize manufacturing and distribution footprint in terms of cost, service & risk
  • Developed client’s first ever visualization of end-to-end supply chain map comprising procurement, manufacturing & distribution across all divisions & locations
Specialty chemicals manufacturer (CS228)

The company was facing a number of rail freight challenges, each of which threatened to close manufacturing plants

  • Implemented improvements in four areas: third-party switching, route optimization, railcar availability reporting and insourced freight contracting
  • Reduced switching costs by 46%, rail freight costs by 18% and rail shipping costs by 2%
Midstream gas processing (CS162)

Significant ramp up had put strain on logistics, particularly rail loading, leading to several safety incidents, risk of catastrophic business event & civil litigation

  • Analyzed 12 critical safety elements & developed site-specific procedures, introduced formal safety certification
  • Created a zero-risk culture for rail and loading safety

Oil major (CS158)

Client plant shutdown had experienced significant delays, cost over-runs and poor safety

  • Conducted the largest & safest turnaround in the plant’s history
  • 65,000 man-hours with zero spills or incidents
  • Avoided potential losses of $3M a day
Specialty chemicals (CS240)

PE-owned carve out company's production sites were not meeting customer demand despite apparent nameplate capacity

  • Optimized planning process to improve production efficiency and throughput
  • Developed effective, efficient escalation process which reduced issues by 20% in two weeks

Specialty materials manufacturer (CS167)

Client was facing difficulties with supplier & customer confidence following financial turnaround

  • Decreased supply risk by broadening global supplier optionality
  • Sourced alternative raw material with equal performance at lower cost
  • Delivered 4.6:1 ROI
Supplier to automotive aftermarket (CS173)

Client was facing declining market share driven directly from competitive pricing opportunities which their competitors were taking advantage of

  • Increased supplier optionality
  • Sourced better-quality products at advantageous prices
  • Delivered PMOS and EMOS and trained client team to use them
  • Optimized logistics
  • Delivered a 78% EBITDA improvement and a 10:1 project ROI

PE-owned chemical manufacturer (CS247)

High demand combined with global shortage of raw materials had overwhelmed client’s procurement organization


  • Worked remotely to negotiate formal supplier agreements
  • Found new domestic & overseas suppliers
  • Trained procurement organization in strategic sourcing and negotiation
  • 9% EBITDA improvement, 6% annualized savings, 4:1 ROI

Client testimonials

Our supplier base now understands that we bring a much larger spend to the market than was previously visible, and our organization understands the risks and opportunities within our supply chain. I would recommend Maine Pointe to any organization looking to transform its procurement, sales and operations planning and data analytics capabilities into competitive advantages." CEO heavy equipment manufacturer 


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Don't wait for the next storm to hit. We have the remote delivery capabilities and industry expertise to help accelerate your digital supply chain and operations initiatives immediately. Contact us to discuss how we can help your organization build the foundations for a resilient, agile, digitally enabled supply chain and operations of the future.


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