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供应风险感应通常是事后想法，反应性练习，而不是销售和运营计划的重要组成部分（S＆OP）。2020年大流行带来了严重的供应链中断。Now, the world is experiencing challenging geopolitical tensions, cybersecurity issues, parts and labor shortages, health and safety matters, climate change concerns, an evolving tax and trade landscape, and financial distress events like the pandemic, Russia-Ukraine war, Turkey earthquake, and others, which have made supply disruptions the new norm and supply risk sensing the new requirement across value streams, as countries and organizations fight to maintain operations和产品和服务的连续性。本文为在大型全球组织中实施新的智能传感计划时，为供应风险管理及其驱动因素，推动力和挑战提供战略和积极主动的方法。
行动中的供应弹性
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