The worldwide crisis made us hyper-aware that trust-worthy relationships are vital. Effective third-party risk management is the best way to gain assurance that responses and decisions are risk-informed. Managing third-party relationships, calibrated for criticality and risks, has never been more critical. This is the most reliable path to strengthen business resilience, protect stakeholders and the bottom line.
How Procurement Impacts the Organization
At CDK, we've really focused on some of the changes needed to improve our customer support and experience. It's been a tremendous digital transformation with regard to what CDK does for our customers, but very importantly, what we are doing within the procurement and the supply chain team to help the business be more successful, take costs out, improve on-time delivery and then pick up some additional responsibilities as we've gone along the way.
The concept behind a circular economy is simple: minimize waste by reusing, sharing and repairing goods that are already in use. That allows items to remain in the economic system, preventing the need for as many new products to be introduced.
This results in a closed loop. New resources aren’t being used, so energy is conserved.
IT products come with many social and environmental challenges. Conflict minerals, supply chain working conditions, hazardous substances, e-waste as well as the “take, make, use dispose” model of the linear economy demonstrate that the challenges and risks connected to our digital devices run wide and deep. Purchasers and users of technology are at the forefront of asking for better product options.
The COVID-19 pandemic has exposed the vulnerability of the global supply chain. Precisely when the capabilities of international, interconnected trade mechanisms were supposed to kick into high gear, producers found themselves desperate for supplies while store shelves lacked essential goods. The global supply chain didn’t rise to the occasion. Now, it’s important to examine why.
This year has proven complex for organizations and their supply chains as they adapt to an ever-changing landscape filled with new risks and volatilities.
Forward-thinking leaders are turning to sustainability as the solution for building long-term resiliency and ROI. The recently released EcoVadis Business Sustainability Risk & Performance Index shows there is additional work to be done in the journey toward more sustainable business.
Large-scale disruptions such as the COVID-19 pandemic cause huge supply/demand imbalances due to interruptions in supply or surges in demand. In an unstable environment, companies often have to prioritize which customers they serve.
Past disruptions reveal how companies on both ends of the supply chain have handled such challenges, both in terms of tactics they employed and considerations they used for their decisions.
This summer, the World Federation of Advertisers published an illuminating report about the current state of marketing procurement and how the function needs to evolve to realize its full potential. The report is part of an ongoing initiative led by the WFA Global Sourcing Board. The initiative, Project Spring, is “designed to transform the value proposition of marketing procurement.”
The supply chain strategy paradigms we have held close and true for decades are being challenged. The questions are complex, important, urgent and without easy answers.
Artificial Intelligence and the Pandemic
Artificial Intelligence (AI) defines the 21st century, impacting and driving transformation across every business and industry. With the new norms thrust upon us due to the pandemic, businesses and industries have had to find ways to transform overnight. Previously, it may have taken several years for an organization to make an incremental change or improvement.
Transparency is the lifeblood of modern business transactions. From real-time international wire transfers and electronic health records to tracking transportation or delivery options, digital transformation has revolutionized dozens of industries by unlocking greater visibility, speed, and efficiency.
The COVID-19 pandemic has led to a surge in the required virtual supply chain work across companies. Aside from the pandemic, teams workingvirtually is a macro trend that newer generations making up a growing portion of the workforce expect. Looking ahead, if supply chain leaders want to attract and retain the best and brightest talent, they will need to facilitate work in new and different ways.
2020 has been quite a year for global businesses and especially for supply chains.
Just in the first six months of the year, the world has already witnessed some defining moments. Looming trade wars between the U.S. and China, preparations for the post-Brexit economy in the Euro zone, and an increasing focus on sustainability and environmental consciousness are all ongoing.
Though one can argue that none of these moments took the world by surprise, they did push global supply chains to review and re-engineer their operating models.
A Wall Street Journal article recently posed an interesting question: “Is the world likely to become less flat because of the pandemic?” According to the article, while globalization was the growing trend in the early part of the new century, key drivers such as rising offshore costs, localization and a shift toward services delivery has begun to take some steam out of it.