Mr. Fabrice Thomas
Senior Vice President, Global Materials & Supply Chain Ultra Clean Technology
Fabrice Thomas, is Ultra Clean Technology ’s new SVP Global Supply Chain.
Prior to joining UCT, Fabrice held various positions in Global Supply Chain in the Telecommunications, Railways, Robotics and Healthcare sectors. Some recent positions include VP of Global Supply Chain for ABB, a technology leader working closely with utility, industry, transportation and infrastructure customers, and also Agilent Technologies and Maxeon Solar. Fabrice’s current interest and researches are in new models and technologies related to Supply Chain and the positive impact they can have on business eco-systems. Recently he contributed to the concept of “Triple AI” in digital transformation of Supply Chain.
Fabrice graduated from Orsay University in Biotechnologies, hold a Master Degree in Industrial Marketing from EM Lyon and an EMBA from HEC Business School. As a promoter of Life long Learning, he completed academic courses from IIMD (Bangalore), GSB (Cape Town) and more recently from Columbia University. Fabrice has resided in Asia for the past 12 years and is based out of Singapore office.
Presentation Title
A Disruptive Supply Chain to anticipate Disruptions.
Presentation Abstract
In general, the COVID crisis will have revealed a certain number of macro-economic, political and geopolitical tensions in an extremely weak space-time compared to the last major developments that we have been able to experience since the second part of the 20th century. The timescale we currently face has become so small that we have gone from a Business Continuity Plan reviewed annually in our ERMs, to a virtually instantaneous analytical formulation of the impact of any disruption on business value. But what about supply chain management today? in a few weeks in 2020, we have seen container prices between Shanghai and Los Angeles go from $3500 to $12000. For what reaction? here and there few increases in the line of logistics costs to the customer.. what if it happens tomorrow? What would be our reaction again? what lessons have we learned from these disruptions?
Today in our sector of activity we advocate regionalization as a palliative to the sources of geopolitical tensions and the source of truth. Meanwhile (ISA / BCG last study) show a hypothetical alternative with fully self-sufficient local supply chains in each region would, however, require at least $1 trillion in additional upfront investment and result in an overall 35% to 65% increase in semiconductor prices. And yet we are not even talking about space-time. It is a new cycle of several years which is announced. 5, 10, 15 years old? and in between…
Looking from a supply chain perspective, what are the main supply chain risk factors that are even common to many industries: economic pressures, unstable supply and demand patterns, access to talent and labor, price, variability and access to raw materials and components, technology, transportation, regulatory/geopolitical/political risks, climate change and sustainability.
In this context, how should the supply chain need to transform itself to remain informed with the trend, interconnected and become intelligent to anticipate those transformation and possible future disruptions?