How Smarter Product Design Can Reduce Supply Chain Risk
Manufacturers continue to face persistent supply chain disruptions, ranging from part shortages and price volatility to unexpected delays and rising tariffs. While many companies respond with costly last-minute fixes, Deb suggest that upstream planning during product design could offer a more strategic and sustainable solution.
He explained that many of these issues, which are commonly viewed as manufacturing problems, actually originate much earlier in the product lifecycle. In one example, a fast-growing hardware company experienced a six-week delay due to a critical part being sourced from a single supplier in Eastern Europe. The timing coincided with the region’s annual summer slowdown, halting production entirely.
Issues like these are not uncommon, particularly in electronics and device manufacturing. What’s often overlooked is how simple process improvements during the design phase, such as mandating multiple approved suppliers for each part, can drastically reduce this type of exposure.
“You are so busy fighting the fires and solving the problem of the day that very, rarely we take the opportunity to take a step back and look at the bigger picture…” says Deb.
How Better Planning Drives Efficiency
A structured process requiring engineers to designate at least two qualified sources for purchased parts can dramatically reduce risk. In rare cases where a sole-source part is truly necessary, requiring executive level approval ensures that teams understand and accept the risk intentionally, and not by accident.
This approach not only helps with availability but also with cost. For instance, companies that proactively build supply chains with geographic diversity (like adding Vietnam-based suppliers to complement Chinese ones) can adjust purchasing strategies based on tariff changes, often saving millions.
Avoiding Emergencies by Solving the Right Problems
While reactive fixes are common, Deb emphasizes the importance of distinguishing between solving symptoms and addressing root causes. Emergency meetings and short-term fixes might keep production moving, but they don’t build resilience.
Instead, embedding operational best practices, like alternate sourcing, early validation, and upstream supply chain visibility, offers long-term efficiency and stability. These steps also reduce the stress and cost of unplanned disruptions across manufacturing, engineering, and procurement teams.
As global uncertainty continues, from tariffs to labor shortages, companies that invest in smarter, more strategic product operations today are more likely to stay competitive tomorrow.