The supply chain is an often overlooked, yet critical, component of businesses everywhere. For a long time, the focus around supply chains has always been on efficiency and cost reduction. But when COVID-19 hit, weaknesses within the supply chain became readily apparent as traditional management approaches and technologies left businesses underequipped to tackle the huge surges in demand. This problem quickly became widespread. Whether it was a shortage of toilet paper on the consumer side or dropping supplies of microchips in the B2B world, no one was left unaffected.
With the impacts of COVID-19 still being felt around the world, it’s hard to look ahead at what might be coming next. But you should.
The COVID-19 pandemic brought a truly unprecedented level of disruption to global supply chains, bringing entire industries to a complete halt. It was unlike any supply chain crisis we’ve seen in modern times, but it was far from an isolated incident.
Enterprise risk has never been a higher priority for businesses, executives and procurement practitioners than right now in light of the COVID-19 crisis. The coronavirus disruption has only accelerated many enterprise risks — from cyberthreats, employee health and safety, and most certainly, to supply risks affecting suppliers in complex value chains.
In the midst of a pandemic, business models are wide open for transformation.
From my perspective, COIVD-19 is just a precursor to the larger threat looming from unmitigated climate change. In conjunction with racial inequality, old-hat “business as usual” models are potentially heading off a cliff.
The UN Sustainable Development Goals (SDGs) are what many consider the gold standard for social impact goals. They provide a shared blueprint for peace and prosperity for people and planet, along with an urgent call to action. How do we help achieve these goals?
So far in this series on diversity and inclusion, we have explored a historical perspective on supplier diversity in the enterprise, tips to improve it, and how the supplier community can leverage their diversity status. Now we will discuss how procurement leaders can incorporate diversity and inclusion into their team management strategies.
The COVID-19 pandemic has changed the parking and transportation industry in countless ways. Corporate offices once filled with hustle and bustle have mostly turned into ghost towns, resulting in a significantly decreased need for shuttle and transportation services. So, what’s next for the future of shuttles? As pharmaceutical companies race to distribute vaccines, a vision of life returning to normal draws closer.
The COVID-19 pandemic underscored the need for better collaboration between finance and procurement as organizations needed to act quickly to increase their focus on their cash position, cash flow and net working capital through a more collaborative finance-procurement relationship.
The relationship each side has with suppliers is synchronistic – procurement ensures the right goods and services at the right price with the right supplier, and finance ensures those same suppliers are paid on time, to confirm that hard-negotiated relationships are not jeopardized.
What do the oracles say about society’s return to normalcy? Bill Gates is pinning his hopes on a semi-normal return to life in the spring of 2021, provided we rapidly adopt the vaccine. Dr. Fauci’s more conservative estimate suggests that we’ll enjoy movie theater experiences, indoor dining and regular school attendance by late fall.
Companies everywhere have come to accept the impacts of the pandemic on the future of work in stages that are eerily similar to the stages of grief: First, there was the wait-and-see phase, in which business leaders cautiously monitored news of the growing COVID-19 threat; then recovery mode, when enterprises were forced to adopt work-at-home functionality to keep their employees safe.
As the world slowly moves past the Covid-19 pandemic with the arrival of the vaccines, the job market is starting to gather itself and get back into momentum. But the newer challenges for organizations that arise daily have rendered recruitment to take a back seat. A well-established recruitment strategy can be your redeemer in the coming post-COVID era as you start re-establishing your company, even though it may be tricky to envision what HR will look like in a post-pandemic world.
A Focus on the Value and Virtue of Supply Chains
After a historically disruptive year, Original Equipment Manufacturers (OEMs) are waking up to the fact that the measure of a supply chain is much greater than its landed costs. Meanwhile, consumers are more vocal than ever about the virtue of the companies from which they purchase. They want products, solutions, and supply chains to reflect their own ideals and aspirations related to sustainability, inclusion and fairness.
As I reflect on the turbulence from this infamous last year, a predictable pattern has emerged: organizations that were able to digitally transform their business prior to the pandemic were able to mitigate most of the risks the pandemic presented to business continuity. In obvious contrast, organizations that hadn’t been able to do so fell victim to those risk factors. As we saw with numerous industries, businesses unable to shift their focus quickly during lockdown or acute supply chain disruption, suffered great impact in the immediate term.
Given the supply chain disruption, business shut-downs and economic uncertainty caused by COVID-19, it’s never been clearer — doing business closer to your own shores is coming back into vogue.
With recent restrictions on H-1B workers and a tech talent shortage, selecting a nearshorer is fast becoming the first step on a company’s digital transformation journey.
During the COVID-19 pandemic, companies have had to navigate unprecedented supply and demand chain challenges. In fact, industries were seeing increasing instability in this area prior to the pandemic’s onset.
Among the multitude of challenges the COVID pandemic has inflicted on businesses, the heightened requirement to straddle the precarious divide between prudency with operational budgets on one side and not throwing the return-on-investment baby out with the expenditure bathwater on the other represents a particularly painful headache.