A fictionalized movie version of today’s reality, “Outbreak” begins with a quote by molecular biologist Nobel laurate Joshua Ledberg (1958) that has always resonated with me: “The single biggest threat to man’s continued dominance on the planet is the virus. When this sinks in, all of us must now ask ourselves what we are doing in this moment and preparing for the next one.

Our collective response to COVID-19 has forced a new paradigm in how we see the world and God’s planet Earth. I would love to be talking about the success of DMSCA2020 – “The Manufacturing Supplier Development Conference – Resiliency-Sustainability-Technology” held in Scottsdale, AZ this past March 26-28th, but waited to do so until people could re-focus their attention beyond COVID-19. But that isn’t going to happen — not for me, not for anyone. COVID-19 will change us forever and is more than our “9-11” moment, it’s about our perspectives on survival.

Pandemics have been with us before, but COVID-19 is more impactful on our daily lives and presents a challenge to leadership at all levels and...


Ever since Yossi Sheffi published The Resilient Enterprise in 2007, the supply chain community has paid much more attention to the issue of risks. All of us know that there are lots of things that can go wrong in any supply chain. The Supply Chain Risk Leadership Council even tried to capture these risks in a list that I affectionately call the “Seven Pages of Plagues”. (If you’re ready to have nightmares about the range of calamities that might ravage your supply chain at any moment, spend some time reading Appendix 2.1 in this report…)

Most of the plagues (supply chain risks) on this list are totally beyond the control of supply chain managers. There’s just not much we can do to prevent earthquakes, floods, or worldwide economic crises. But there is one segment of these risks from which almost all of our companies could generate significant positive returns with a series of small, but smart, investments: supplier performance risk.

Supply risk is defined as the probability of an incident associated with inbound supply from individual supplier failures or the supply...

What We Do

New rules for global trade and changing market dynamics may soon force many U.S.-based companies to start looking for new suppliers that are closer to home. But this is easier said than done.

Switching suppliers can have a big impact on your supply chain, so it’s important to manage these sourcing projects well. Assessing the supply chain maturity of each potential supplier is an important part of that process. But how can you objectively measure “supply chain maturity” and what do you do if the supplier that you really want (or need) to work with isn’t quite up to par?

The past 30 years have seen a remarkable change in the way manufacturing is done. The development and deployment of new technologies – from communications, to computing, to standardized and automated material handling – have made it cost effective for companies to buy, make, and deliver products all over the world. And the resulting development of supply chain management as a discipline has allowed us to leverage these complex networks in ways that maximize the value for our customers and our...


The Diverse Pharma CMO/CDMO Forum held in Raritan N.J. on November 15th was a huge success!

The overwhelming feedback from the attendees called out the opportunity for a next generation forum.

In order to shape the next event and make it an effective and valuable success, we are asking for you to complete the short survey below. There are only 8 questions.

We would greatly appreciate if you could complete the survey by January 25th. The results will help us to move forward with this important initiative .

Note : Even if you were not able to attend, we still highly value your input and feedback, so feel free to complete the survey…