Additonal impacts of COVID-19:

      ~Owner Operators were extremely supportive and collaborative allowing flexible delivery days and times and                          accepting of the transition to contactless delivery.
      ~All stakeholder companies (Armada, HAVI, and the distribution companies supported the West Coast and Southeast            contingencies in June for a period of significant DC waterfall activity to support the impacts on labor/manpower                    shortages.  In all, thirteen distribution centers were affected.
      ~Armada Hubs arranged repacked sanitizer, built PPE kits for Field Office employees and built Field Staff overnight kits          to ensure traveling employees had safety supplies. 
      ~Armada Hubs developed a solution for hand sanitizer to ensure the proper amount was distributed.  

As a supply chain system we had many opportunities to execute the business continuity program and numerous learnings since the onset of COVID-19 resulting in enhancements to our processes and tools.  Many thanks to the North American Logistics Council’s company staff for facilitating these successes and accomplishments in this trying year.

Covid-19 Response

The primary goals are:

      ~ Maintaining a healthy workplace environment for our employees               and visitors

      ~ Minimizing contact with affected personnel if an outbreak occurs

      ~ Maintaining continuity of operations to service the restaurants 

      ~ Maintaining product quality

The SOP directs the distribution centers and Hub facilities to classify their current response level, with guidance from accredited organizations such as the World Health Organization (WHO) or the Center for Disease Control and Prevention (CDC).   Each response level defines the criteria and actions required to be ready for the next level if needed.      


Stephen Nitschke and Steve Zontek

Shortly after COVID-19 began to spread outside of China, the NALC Business Continuity team worked with the Global team to address the pandemic globally.  The Acute Respiratory Illness SOP was developed quickly with recommended actions involved in the planning and execution of maintaining business continuity, along with illness prevention and sanitation best practices.  This SOP ensures proper management of the COVID-19 situation as a shared and collaborative responsibility across the NALC companies and their capabilities.  

The Virtual Situation Room (VSR) was originally launched as a Business Continuity tool for Hurricanes and repurposed for COVID-19.  The VSR is a secure and real-time collaboration platform engaging all affected supply chain partners.  A unique “situation room” was customized for COVID-19 allowing specific participants across all areas of the supply chain to share current status, developments, new requirements, risk assessments, and participate in interactive discussion.  Custom data collection and visuals allowed the team to quickly identify challenge areas more efficiently and effectively, and reduce the frequency of meetings.  Low supply items such as beef, pork, Big Mac, McFlurry and baked goods supply were triaged daily.  

liquid layout