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Resilient enterprise: Leading through uncertainty and complexity: Business Disruption
Employee health and wellbeing
Talent and workforce
Customer and brand
Financial and investor
Risk
Government and public
policy
Technology and infosec
Insurance and legal disputes
Supply chain and global
trade

COVID-19 Enterprise Resilience Framework

Resilient enterprise

Our framework identifies nine areas businesses can address to build a structured and comprehensive approach to crisis management and business resilience.

Navigate the nine dimensions of our framework, or find out more about our Enterprise Resilience Tool.

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Employee health and wellbeing

What matters most:

  • Promoting employee safety and wellbeing
  • Public health information
  • Support for impacted employees
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Talent and workforce

What matters most:

  • Employee relations
  • Talent initiatives
  • Business traveller
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Customer and brand

What matters most:

  • Safety-based customer experience
  • Direct to consumer and e-retail
  • Packaging and delivery innovation
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Financial and investor

What matters most:

  • Liquidity, cash flow, credit and capital
  • Regulatory/disclosures
  • Investor trust
  • Tax strategies and tax accounting
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Risk

What matters most:

  • Enterprise risk planning
  • Risk identification
  • Scenario planning
  • Continuity and recovery
  • Response and monitoring
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Government and public policy

What matters most:

  • Geopolitical risks
  • Country risks
  • Regulatory changes
  • Leadership and public policy engagement
  • Sustainability
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Technology and infosec

What matters most:

  • Infrastructure framework
  • Cyber resilience
  • Digital customer channels
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Insurance and legal disputes

What matters most:

  • Business interruption
  • Supply chain claims
  • Legal and contract disputes
  • Event cancellation
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Supply chain and global trade

What matters most:

  • Supply chain resilience
  • Third-party service providers
  • Sustainability
Explore

Employee health and wellbeing

What matters most:

  • Promoting employee safety and wellbeing
  • Public health information
  • Support for impacted employees
Explore

Talent and workforce

What matters most:

  • Employee relations
  • Talent initiatives
  • Business traveller
Explore

Customer and brand

What matters most:

  • Safety-based customer experience
  • Direct to consumer and e-retail
  • Packaging and delivery innovation
Explore

Financial and investor

What matters most:

  • Liquidity, cash flow, credit and capital
  • Regulatory/disclosures
  • Investor trust
  • Tax strategies and tax accounting
Explore

Risk

What matters most:

  • Enterprise risk planning
  • Risk identification
  • Scenario planning
  • Continuity and recovery
  • Response and monitoring
Explore

Government and public policy

What matters most:

  • Geopolitical risks
  • Country risks
  • Regulatory changes
  • Leadership and public policy engagement
  • Sustainability
Explore

Technology and infosec

What matters most:

  • Infrastructure framework
  • Cyber resilience
  • Digital customer channels
Explore

Insurance and legal disputes

What matters most:

  • Business interruption
  • Supply chain claims
  • Legal and contract disputes
  • Event cancellation
Explore

Supply chain and global trade

What matters most:

  • Supply chain resilience
  • Third-party service providers
  • Sustainability
Explore

What does it take to be unstoppable when the world comes to a standstill?

Unstoppable entrepreneurs find opportunity in disruption and adapt their business amid uncertainty.

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The better the question. The better the answer. The better the world works.

Case study: How real-time satellite data is keeping supply chains moving

With COVID-19 disrupting global supply chains, EY moved fast to help an advanced manufacturing company maintain the flow of essential goods.

The better the question. The better the answer. The better the world works.

How do you respond when certainty is in short supply?

The pandemic has had far-reaching effects on supply chains everywhere.

COVID-19 is causing significant impact to global trade and product flow. Moving physical goods is especially challenging. With people in lockdown, and many businesses not operating as normal, the logistics of transportation are becoming increasingly complex – causing real problems for customers.

EY was already working with one of the world’s largest advanced manufacturing companies to improve their supply chain when the pandemic hit. We immediately increased our focus and deployed advanced analytics, including process mining and satellite imaging, to anticipate customer demand while maintaining the flow of goods through key ports.

The better the question. The better the answer. The better the world works.

Using advanced analytics to avoid supply disruptions

We gave the client the tools they needed to make better-informed decisions.

First, we asked three vital questions:

  • What if we need to explore alternate routes to market? 
  • Do current production flows make sense when some customers are shutting down while others are ramping up?
  • How can data and analytics help us make real-time decisions that will keep supply chains functioning effectively?

Using satellite data to make better choices

Knowing what is happening on the ground is key. Satellite data tells us what is going on in ports around the world. This means we know where the biggest challenges are. Analytics are helping us make intelligent decisions and act fast to manage congestion and delays. This knowledge means we can anticipate issues and re-route material flows to minimize disruption.

This insight enables our client to make better decisions and keep vital goods flowing. But it also helps our client’s people. The stress and anxiety involved in making judgement calls in times of crisis is huge. Giving people access to real-time data helps them make more informed decisions and takes some of that pressure away.

Using historical production patterns to shape operational plans

As well as maintaining the supply of vital goods, we also wanted to enable our client to keep track of demand and run their operations effectively and efficiently. By analyzing current and historical sales orders as well as production patterns over the last 12 months, we’re giving our client the tools to determine whether to pause, reduce, or ramp up their production runs.

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The better the question. The better the answer. The better the world works.

Building a data-driven approach to supply resilience

Armed with new knowledge, our client is getting essential goods to the people who need them most.

It’s efforts like this that are helping to ensure that the world’s supply chains stay resilient amid the COVID-19 pandemic.

Our work has already delivered some immediate benefits:

  • We moved rapidly to keep the supply chain working and materials flowing.
  • We also identified an escalating backlog issue caused by logistics delays and developed mitigation strategies.
  • We empowered our client’s workforce to make informed decisions that would ensure they help maintain their reputation as a trusted supplier.

And the analytics we’re deploying, alongside the data-driven approach we’ve designed, is giving our advanced manufacturing client a unique ability to manage their risks, ensure minimum disruption to supply chains, and to continue to run their business efficiently and effectively.

Ultimately all of our efforts are designed to do one thing: keep the world’s supply chains moving so essential goods get to the people who need them most.

Lead through the COVID-19 crisis

We have a clear view of the critical questions and new answers required for effective business continuity and resilience.

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Contact us for immediate support

Gain access to our help with crisis management, business continuity and enterprise resilience.

 

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Featured press releases

CFOs to play a critical role in reframing the future of the enterprise beyond COVID-19

LONDON, 4 November 2020. The chief financial officer (CFO) will emerge as one of the C-suite’s most critical roles in reframing the future of the enterprise post the COVID-19 pandemic and beyond, according to the 2020 EY DNA of the CFO, a survey of more than 800 global CFOs and senior finance executives.

4 Nov 2020 London GB

COVID-19 pandemic to disrupt consumer holiday shopping plans, according to EY Future Consumer Index

LONDON, 27 OCTOBER 2020. The COVID-19 pandemic has accelerated the transition to online shopping and its long-term adoption in certain product categories and markets, according to the fifth edition of the EY Future Consumer Index.

27 Oct 2020 London GB

More press releases

EY announces alliance with CrowdStrike to transform cyber risk management capabilities

LONDON, 14 OCTOBER 2020. EY today announces an alliance between CrowdStrike – a leader in cloud-delivered endpoint and workload protection – and Ernst & Young LLP (EY US) – a leader in risk consulting – to seamlessly integrate cybersecurity operations and risk management within the enterprise.

14 Oct 2020

License to operate remains top mining risk, with high-impact risks a close second

LONDON, 30 SEPTEMBER 2020. Global mining executives rank license to operate (LTO), high-impact risks , productivity and rising costs as the top three risks facing their business over the next 12 months, according to EY mining and metals survey, Top 10 Business Risks and Opportunities - 2021

30 Sep 2020

Impact of COVID-19 increases urgency of digital technology investments for oil and gas; workforce skills gaps hinder ROI

LONDON,29 SEPTEMBER 2020. Ninety percent of oil and gas executives agree that investments in technology and workforce are essential to surviving current market conditions, according to a new EY survey: Oil and Gas Digital Transformation and the Workforce Survey 2020.

29 Sep 2020

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