There is only one way today’s marketers can view how they procure marketing services and Lauren Elliot has the answer—with trepidation. Elliot, a Direct Marketing Specialist, Print Buyer and Project Manager for Wicked Good Print Production (WGPP), is one of the lucky ones. Her largest direct mail client has the ability to plan up to six months in advance for the execution of each of its campaigns, which it also mails in the same format.

This enables WGPP to pre-order and purchase its paper as much in advance as the paper mills it works with will allow. Because so many plants are overbooked, creating schedules months in advance—including the press date—affords Elliot’s clients a predictable mail date and promotion cycle.

And if that doesn’t impress in today’s ever-changing marketing landscape—actually being able to tell a client when their campaign or piece is going to go out—she wants to hear what you think is better.

Elliot also has the added task of managing her clients to hit these early due dates, but because things can be streamlined and organized in advance, it is well worth minimizing last minute potential disasters. For the programs that are not planned for, her clients must be open to her selecting a stock that is in supply/inventory. WGPP then can back into size and varnishes based on what paper is provided.

“I have existing relationships with all our vendors/partners,” says Elliot, who as a project manager and consultant oversees and coordinates all resources in the development, management and execution of advertising campaigns, promotional materials, packaging, systems and workflow design in multiple vertical markets. “I would never recommend moving away from a proven partner due to supply chain issues, but instead work even more closely to ensure their success.”

For her part, Elliot requests her clients assess their supply chain, and request and revisit pricing on an ongoing basis so she can anticipate paper, manufacturing, freight and even postage increases. “I like to let my clients know of an increase in real time—well in advance of our initiating production.”

The process, as Elliot would agree, is a finely orchestrated dance that includes a variety of steps put into place that track the performance, everything from people, information and resources. WGPP institutes weekly check-ins with vendor partners to discuss industry news, challenges, postal updates, internal schedules, etc. “Ongoing and constant dialog with your partners reduces the costs associated with last-minute scrambles like paper substitutions, rush deliveries and overtime costs. I create schedules as a playbook for us all to predictably anticipate our shared next steps.”

Those typically include concepts, specs, proposed number of versions and related quantities to production for estimating, final email approval for paper order (LDC), quotes approved (estimate signed) and POs. “The key more than anything else is to educate all your team members on the need for planning and committing to their marketing plans three months earlier than they are accustomed.”

As someone who teaches the specific details affiliated with supply chain risk management at the highest level, Volodymyr Babich says having a plan that responds to the arc of disruption that befalls every supply chain is as simple as it is critical.

Simply put: The best way to respond to disruption is to execute a response plan that every company should develop in collaboration with their suppliers and their customers. “Creating such a plan entails how to achieve collaboration, what are the best tools and practices? There are books and papers written on this, including by my colleagues and me,” says Babich, a professor of Operations and Information Management at the McDonough School of Business at Georgetown University. “In fact, I teach courses on this subject. Alas, there is no silver bullet or magic pill that somehow solves the problem without any effort.”

With more than 40-plus years of strategic and tactical marketing experience focused on client acquisition, retention and partnership development, Anne Armento has worked in senior positions in a dozen-plus businesses. Her experience has taken her from start-ups, small e-commerce companies, and medium-to-large financial institutions targeting both B2B and B2C.

From where she sits, the way marketing professionals go about procuring a service provider has not fundamentally changed in the four decades. The first “go-to” is always based on your professional network and trusted recommendations/referrals.

“Seeking any trusted recommendations is quicker and easier these days given social networks and streamlined communication methods,” says Armento, who today is a Senior Marketing Advisor. “Physical location of a service provider is far less important than in the past. And with portfolios, work samples, third party reviews, etc., readily available, the ability to research and review a provider’s capabilities is more straightforward.”

Today, supply chains often consist of specialists in a variety of areas coming together to create a final marketing work product, campaign, event, etc. The process to pull those various pieces and players together successfully is an activity worth analysis. Was creative and strategic brainstorming part of the process? Was there give and take? Did the various participants come together as a team? Is everyone involved on the same page? How well integrated was the work? What went right/ What went wrong? Where are the strengths and weaknesses?

“Whatever the deliverables were, the post mortem review shares the learning for improvement going forward,” Armento says. “It is the responsibility of a marketer to be approachable and to be a listener so that a supplier/resource is comfortable giving a marketer their best advice and recommendations. I believe the key is to include your suppliers from the very beginning in the ideation process. Then, be organized, thoughtful and thorough with your planning, and reasonable with your requests.”

As someone who teaches the specific details affiliated with supply chain risk management at the highest level, Volodymyr Babich says having a plan that responds to the arc of disruption that befalls every supply chain is as simple as it is critical.

Simply put: The best way to respond to disruption is to execute a response plan that every company should develop in collaboration with their suppliers and their customers. “Creating such a plan entails how to achieve collaboration, what are the best tools and practices? There are books and papers written on this, including by my colleagues and me,” says Babich, a professor of Operations and Information Management at the McDonough School of Business at Georgetown University. “In fact, I teach courses on this subject. Alas, there is no silver bullet or magic pill that somehow solves the problem without any effort.”

With more than 40-plus years of strategic and tactical marketing experience focused on client acquisition, retention and partnership development, Anne Armento has worked in senior positions in a dozen-plus businesses. Her experience has taken her from start-ups, small e-commerce companies, and medium-to-large financial institutions targeting both B2B and B2C.

From where she sits, the way marketing professionals go about procuring a service provider has not fundamentally changed in the four decades. The first “go-to” is always based on your professional network and trusted recommendations/referrals.

“Seeking any trusted recommendations is quicker and easier these days given social networks and streamlined communication methods,” says Armento, who today is a Senior Marketing Advisor. “Physical location of a service provider is far less important than in the past. And with portfolios, work samples, third party reviews, etc., readily available, the ability to research and review a provider’s capabilities is more straightforward.”

Today, supply chains often consist of specialists in a variety of areas coming together to create a final marketing work product, campaign, event, etc. The process to pull those various pieces and players together successfully is an activity worth analysis. Was creative and strategic brainstorming part of the process? Was there give and take? Did the various participants come together as a team? Is everyone involved on the same page? How well integrated was the work? What went right/ What went wrong? Where are the strengths and weaknesses?

“Whatever the deliverables were, the post mortem review shares the learning for improvement going forward,” Armento says. “It is the responsibility of a marketer to be approachable and to be a listener so that a supplier/resource is comfortable giving a marketer their best advice and recommendations. I believe the key is to include your suppliers from the very beginning in the ideation process. Then, be organized, thoughtful and thorough with your planning, and reasonable with your requests.”

In the end, the process is as simple as Babich alluded to: Whether it is sourcing resources or working with resources, getting the most from your resources not only requires the very best of communication, but also that plan. Regular communication, be it email, phone, text, etc., keeps everyone informed and builds a better relationship. It is better to be explicit and overcommunicate than to make assumptions.

“It is our job as the marketer to initiate and maintain clear communication,” Armento says.

Stability and the ability to manage the supply chain risks up and down the marketing funnel matters.