To understand what has created resilient in DACH manufacturing firms during the COVID-19 pandemic - Understand the elements that support resilience - To assess the resilience elements based on processes, technologies and people COVID-19 has triggered companies to adapt to a new normal state – some firms have been more successful at achieving this than others.

1. Study case about the elements of crisis resilience in
DACH manufacturing firms during the COVID-19
pandemic
28th EurOMA Conference
Managing the “new normal”: The future of Operations and
Supply Chain Management in unprecedented times
Online 5-7 July 2021
Shaun West, Mühlberger Marleen, Pilar Gil Fombella,
Günter Zepf, Thomas Sautter

2. Gil-Fombella, Mühlberger, Sautter, West, Zepf| EUROMA 2021
Introduction
The problem and the purpose of this paper
To assess the resilience elements based on processes, technologies
and people
Understand the elements that support resilience
Purpose of this paper
To understand what has created resilient in DACH manufacturing
firms during the COVID-19 pandemic
Problem
COVID-19 has triggered
companies to adapt to a
new normal state – some
firms have been more
successful at achieving this
than others

3. Gil-Fombella, Mühlberger, Sautter, West, Zepf| EUROMA 2021
Background
Elements of crisis resilience
Within in any change process the
aspects of process, technology and
people provide a lens of analysis
COVID-19 using the four resilience elements: preparedness, agility, elasticity and redundancy
Resilience
Agility
Elasticity
Redundancy
Preparedness
Pre-crisis state Next normal

4. Gil-Fombella, Mühlberger, Sautter, West, Zepf| EUROMA 2021
Methodology
Interviews and surveys provided a context
and quantitative insights
International
survey
57 responses
Follow up
interviews
13 (now 14)
interviews
Lessons based on
resilience
Lesson segment
by process,
technology and
people
Findings are presented on resilience elements and based on processes, technologies and people

5. Gil-Fombella, Mühlberger, Sautter, West, Zepf| EUROMA 2021
None of the firms interviewed had plans to deal with a pandemic
“The situation changed very quickly. The biggest problem
was that nobody knew what will be the next day.”
“We moved six years with digital in a six-month period”
“We missed the coffee machine chat! The coffee machine is where we
meet and solve issues … in a less formal situation. Today it has gone.”
- The impact appeared
differently in the firms
- Challenges were in supply
chain, manufacturing and
service
- Customers accepted remote
support
Results and discussion
The impact of COVID-19 was related to the degree
of preparedness in the firm

6. Gil-Fombella, Mühlberger, Sautter, West, Zepf| EUROMA 2021
Process Technology People
The behavior of people is key to business continuity
- Resilience was supported by
preparedness
- Many actions were outside of
direct control
- Creative solutions were built
Preparedness
Processes must be robust
Tech was in place but not tested
Staff knew “something” was coming
Elasticity
Collaborate working was required
Digital enabled collaboration
Trust in people was critical
Agility
Local decision making needed
Digital tools supported new working
Clear leadership to set the frame
Redundancy
Local inventories provided buffers
Smart Phones become key tools
Digital savvy staff were critical
Results and discussion
Resilience assessed by processes, technology and people

7. Gil-Fombella, Mühlberger, Sautter, West, Zepf| EUROMA 2021
Results and discussion
Future expectations
Leadership and a culture of empowerment are expected in the new world
Focus on improving collaboration within
and outside of the firm
A change of managerial mindset is expected
to react to uncertainties proactively
New technologies need to be tested
(and adopted)
New the balance between office and home
working will be established
Technology will have a bigger role
Greater empowerment of employees
Process Technology People

8. Gil-Fombella, Mühlberger, Sautter, West, Zepf| EUROMA 2021
Closing
Conclusions and recommendations
Planning alone was not sufficient to build resilience in firms
Leadership needs to support collaboration and empowerment
Process are needed to support collaboration within the supply chain
Digital technologies help the firms overcome the challenges
It was clear that the new
normal will be different to
what existed before –
expectations have changed

9. Gil-Fombella, Mühlberger, Sautter, West, Zepf| EUROMA 2021
Thanks for your time!
Industrie 2025, F&E Konferenz zur Industrie 4.0 |Jürg Meierhofer & Dr Shaun West
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