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COVID-19 Quick Scan

COVID-19 Quick Scan

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Market and Competition

Market Demand - Competition - Scenarios

Poorly addressedPartially addressedWell addressedVery well addressed[N/A]
1. Various market demand, restriction, and ramp-up scenarios have been defined
2. The projected market demand for each business segment is understood, and expected sales have been forecast
3. Measures have been taken to confirm the sales hypotheses with customers (where applicable over several delivery stages)
4. The current status of your core competitors are understood (shutdowns, supply chain effects, planned quantities, ...)
5. Pontentials and measures to strengthen your competitive advantages have been identified (new products, market reaction speed vs. competitors, ...)
6. Potential supply bottlenecks on the market (own, third party) are understood
7. Possibilities for seizing opportunities due to your competitor’s inability to supply market demand are verified (new customers, new products, ...)
8. All components and supply chains (suppliers & subsuppliers) have been assured for your most important products
Supply Chain Management

Material availability - Logistics

Poorly addressedPartially addressedWell addressedVery well addressed[N/A]
1. Delivery capability of all suppliers has been verified and categorized by risk level (e.g. by country)
2. Measures to control critical suppliers or to build up alternative suppliers are defined
3. Material availability has been analyzed based on the previously defined scenarios (best / worst case)
4. Make or buy opportunities have been identified and are being prepared
5. The availability of necessary transport capacity (internal / external) has been ensured
6. Inventories and WIP have been defined for the most likely market scenarios (and taken into account in cash flow planning)

Production Planning - Production Control - Capacities

Poorly addressedPartially addressedWell addressedVery well addressed[N/A]
1. The production plan was checked for feasibility with regard to the different market scenarios
2. The planning process ensures that changed conditions are taken into account immediately
3. The production plan has been adjusted to fit the current market environment (short-term staff shortages, delivery bottlenecks, ...)
4. Production flexibility to meet changed requirements has been examined (new products, changed product mix, ...)
5. Prerequisites for a smooth and fast ramp up have been outlined (systems, prefabrication, reallocation ...)
6. Scenarios for increasing capacity due to any specific backlog has been developed
Use of Downtime

Products - Maintenance - Equipment Customization & Optimization

Poorly addressedPartially addressedWell addressedVery well addressed[N/A]
1. Test runs for new products / variants and engineering changes are scheduled appropriately (e.g. also in shutdown)
2. Existing problems and product defects are being solved (e.g. correction of any known quality defects)
3. The implementation of planned maintenance activities / plant improvement projects during shutdown have been examined / planned
4. The availability of spare parts (preventive, reactive) is ensured
5. Internal and external resource availability is ensured
6. Equipment changes for new products / variants have been examined and schedueled during the shutdown
Financial Impact

Sales - Cost Reduction

Poorly addressedPartially addressedWell addressedVery well addressed[N/A]
1. Sales and margin targets, as well as measures, have been defined based on market demand and sales forecast scenarios
2. The need for action (financial impact / cash flow) is understood and countermeasures have been identified
3. Projects and detailed schedules have been outlined for all countermeasures (material costs, services, productivity, ...)
4. Competitive advantages are fully exploited (speed to market vs. competition, closing market gaps, ...)
Cash Flow / Financing


Poorly addressedPartially addressedWell addressedVery well addressed[N/A]
1. The liquidity requirement for the different market scenarios has been determined (including portfolio changes and potential inventory increases)
2. Internal measures to secure liquidity have been outlined (e.g. invoice claims)
3. External measures to secure liquidity have been outlined (e.g. banks, factoring)
Basic Data

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