COVID-19 has greatly impacted China for its society and economy. From social life to business operation,and to the whole Chinese economy,in particular,the manufacturing sector,all seemed to have hit the pause button. As an important part in the global supply chain,China suffered long period of work and production stoppage,which in turn disrupted the industry chain and supply chain,bringing tremendous shock to those enterprises and countries that rely on China’s supply chain.
Schneider Electric was put to this unprepared test too. What is worth mentioning is that we have come out of the test with some initial success. The company not only resumed its production at the first allowable time,but also worked with the upstream and downstream enterprises,ensuring smooth delivery of capital goods and logistics and full recovery of the production capacity. As of February 21st,2020,90 percent of 23 Schneider Electric China plants have resumed production. Nearly 90 percent of its 1000 upstream suppliers throughout the country have returned to work. Most of the suppliers who fail to go back to work are from Hubei province. During the same period,among 23 provinces which announced work resumption,calculated by the resumption ratio for industrial enterprise above designated size,only 5 coastal provinces and Shanghai achieved 70 percent of work resumption.
This paper shares the practices and experiences about Schneider Electric’s response to the emergencies,including its quick reaction from supply chain,global synergy,all-around cooperation and intelligent technologies adopted to deal with the public emergencies,with the purpose of providing some references to the government and other enterprises. In the long run,we wish to build capacity with more enterprises and local governments to develop more agile and prudent supply chain response system and city management,to guard against the shock and damages brought by major public incidents to the real economy.