Why we are qualified to Article?Over the last three decades we have led and worked on more than 500 projects in supply chain transformation in dozens of industries and countries.VERY FEW PEOPLE KNOW SUPPLY CHAINS LIKE WE DO – Retail, beverages, food, milk, dairy, meat, livestock, explosives, chemicals, cotton, rice, graphite, solar power, natural gas, crude
Updated in September 2020 AbstractAlmost every supply chain needs to be restructured in the wake of COVID-19 and associated economic situation. While some companies are facing collapsing demand, others are facing the opposite. Same is true of the supply as well. How can companies make the supply meet demand under such challenging circumstances. Only sophisticated supply
Covid19 has left supply chains severely disrupted. As companies try and pick up the pieces, big gaps remain in their capability and performance, especially at top levels.
Corporate governance is difficult, yet most boards have mastered that art over the last two decades. Supply Chain Governance is a bigger, and more important challenge.
Most people think that health-related jobs will increase – which is partly true. However, most developed countries will undergo a bigger change in their health sector, because due to powerful economic and social changes they will have to open up their health personnel supply chains to the forces of globalisation.
Complexity in business is the biggest killer of profitability. What is the best antidote for debilitating complexity?
Why we are qualified to write this Article?Over the last three decades we have led and worked on more than 500 projects in supply chain projects in dozens of industries and countries. VERY FEW PEOPLE KNOW GLOBAL SUPPLY CHAINS LIKE WE DO – Retail, beverages, food, milk, dairy, meat, livestock, explosives, chemicals, cotton, rice, graphite, solar power,
I was talking to the three senior executives of a fairly large business. They were very happy with the business situation. Their business was operating in a comfortable oligopoly, with comfortable competitive pressures. The business strategy was noted to be very sound. But, they lamented, that the comfortable position never translated into equivalent profits. Every
Very few companies seem to have enough warehousing space. Almost 80% of the companies I have interacted with as part of my projects (and that number runs in thousands, when you count the suppliers, customers and other supply chain partners of clients and customers) have sometime or other complained about running out of warehousing space.
Impressive things are difficult to forget. And, sometimes difficult to describe in a manner which does full justice to their impressiveness. Let me make an attempt using what sticks in the memory after the last decade or so. We were at a presentation by a fairly large logistics company who were