The Monthly Supply Chain Essential Review
Edition 1 | 2023




About this Review

The Monthly Supply Chain Essentials Review by Global Supply Chain Group (GSCG) presents timely abstract reviews of the most relevant ‘open published’ perspectives and research reports from the world’s leading branded management consulting firms and strategists.

This publication ensures that executives and their consultants are exposed to the widest range of high-quality ideas, techniques and methodologies developed across the management consulting industry globally.

Relevant insights are identified and classified once only, either in a general category, or by supply chain topic alignment to an industry segment or a functional area using our proprietary taxonomy.

Access to Full Reports

If you find a review of interest and wish to access the full report, simply follow the link beneath the title. Where possible, this will take you to the full report. Occasionally, the publisher may require the user to complete a registration or payment process prior to accessing the report.

Links are current at the time of publication.

Advertising & Co-Branding

GSCG prepares The Monthly Supply Chain Essentials Review for its professionals and their clients as an aid to their career effectiveness and development. Each month, it is sent to over 10,000 executives around the globe. It is also co-branded and sent to thousands of executives belonging to leading professional associations.

If your organization or association would benefit from redistributing, co-branding, or appropriate exposure in The Monthly Supply Chain Essentials Review then please contact Global Supply Chain Group at [email protected]

Insight Sources

Global Supply Chain Group sources candidate insights for review from the best and most relevant material published openly by (at least) the following branded consulting firms:

  • Accenture
  • Morgan Stanley
  • Bain and Company
  • Forbes
  • Deloitte
  • Odgersberndston
  • Ernst & Young
  • Bloomberg
  • IBM
  • KPMG
  • McKinsey & Company
  • Columbus Global
  • CSIS
  • S & P Global
  • University Of Pennsylvania-Perry World House


Message From the Editor:

We try to align the publication of this edition with the beginning of the new year; so warm greetings to our readers and reviewers from around the world. Due to the holiday season, this is a lighter read than usual, as the big firms tend to avoid publishing their best insights over the holidays.

The supply chain has been at the center stage of the global strategy world for the last two years. Almost everybody who touched this area has something to say about it. Not surprisingly, some of the best consulting companies in the world have a lot to say about supply chains now. Some of the articles chosen for this edition are surprisingly good.

We have chosen 20 of the best articles from various strong sources to review for this edition. They form a solid knowledge base in practical supply chain management and can guide the executives who choose to make the changes themselves.

It is tough to choose between similar articles, each with some good points. For this reason, our article of the month is complicated to select. Yet, one article that captures this edition’s essence is:- “SLOWBALIZATION- Can Thinking Local Fix Global Supply Chains?” – Morgan Stanley Heartiest congratulations to the team at Morgan Stanley for standing out in a crowded space with an attention-grabbing article.

Several other very good articles with good-star ratings must be mentioned here, “Six Key Trends impacting global supply chains in 2022” by KPMG stands out with its strategic insights and concise message and “Inflation, Supply Chains and Globalization in 2022 and 2023” by Forbes.

Enjoy this month’s edition, and don’t forget to forward them to your colleagues and teams. They can also get their copies by registering for free. Contact Global Supply Chain Group if you want our perspective on any of these topics or anything related to your supply chain. After all, enhancing your supply chains has been our sole mission since January 2000.And there are many ways we further this mission.

Vivek Sood
Global Editor
(Global Supply Chain Group)


Vivek Sood

Vivek Sood
Global Editor
(Global Supply Chain Group)

In January 2000, convinced about the importance of supply chain management, Vivek started the boutique supply chain strategy and governance firm Global Supply Chain Group after a career in Booz Allen & Hamilton in Sydney, Australia.

Before his MBA, he spent more than a decade climbing the ladder from a navigation cadet to a captain on international ships working for shipping companies based out of Southampton, Miami, Monaco and Mumbai. Uniquely, Vivek combines an extensive strategic perspective with a deep, hands-on knowledge of global supply chains. 

Vivek’s clients range from international number one in critical industries to some of the most innovative newcos. He continues to drive global supply chain governance and strategy projects for multinational clients from his firm’s headquarters in Sydney. He spends his spare time writing supply chain books and methodologies that are widely adopted around the world.


Supply Chain Deglobalization

Slowbalization- Can thinking local fix global supply chains?- Morgan Stanley

How Supply Chains could adapt to Deglobalization – Deloitte

Deglobalization trend gains pace in lithium battery supply chain – S&P Global

Why manufacturers are embracing deglobalization to strengthen their supply chains– Columbus Global

Deglobalization and the C-Suite. The impact on leadership acquisition – Odgersberndston

Chain, Deglobalization and the Multinational – Bain and Company

A Fracturing, world – The Future Of Globalization-University Of Pennsylvania-Perry World House

Supply Chain Globalization

The CEO imperative: Prepare now for the new Era of Globalization- Ernst & Young

Progressing Supply Chain Resiliency? – IBM

Six Key Trends impacting global supply chains in 2022 – KPMG

McKinsey sees Globalization’s next phase as a Rewiring Not a Retreat – Bloomberg

Inflation, Supply Chains and Globalization in 2022 and 2023 – Forbes

Supply Chain Reset

Supply Chain Sovereignty and Globalization is – CSIS

Global flows: The ties that bind an interconnected world – McKinsey

Building the Post- Pandemic Value Chain – Accenture

In Times of Stagflation, Calculated Growth is Key to Success-IBM

Own your Transformation Data-led innovation for Modern Supply Chain – IBM Report

About Global Supply Chain Group

Supply Chain Deglobalization


“SLOWBALIZATION- Can Thinking Local Fix Global Supply Chains?”- Morgan Stanley

As anyone who has shopped for basic consumer goods or tried to source materials for manufacturing knows, today’s supply chains are broken.   But what will the supply chain of the future look like? According to new analysis from Morgan Stanley Research, a far less global and less deeply interconnected model is emerging, one more focused on trade among  regional players and allies, and characterized by a shift from a few global economic powers toward multiple political and economic centers. And while the full effects of this “slowbalization” will take years to emerge, the process is well underway.  

Countries like Mexico, India, Vietnam, and Turkey could benefit, as could several key sectors, including defense and cybersecurity. The research however, focuses on semiconductors and skips important sectors like, pharamaceuticals and healthcare.

The Russia-Ukraine conflict and its impact on supply chains this year have further highlighted the drawbacks of economic reliance and reignited the debate over relocating production and supplies domestically or to more nearby locations and procuring commodities from economic friends. Mexico, India, Vietnam, and Turkey could benefit from U.S. and EU companies diversifying their value chains, according to Morgan Stanley Research. Mexico, in particular, could also benefit from its proximity to the U.S., low labor cost and free-trade agreements with the U.S. and EU.

Morgan Stanley research found that 58% of management teams are “not receptive at all” to major supply chain changes currently underway.Most companies will need to find several geographic options to replicate the scale of say, China, which for some sectors isn’t realistic in the near- to medium term. They also face execution risks including lack of necessary infrastructure such as labor and logistics in new locations.

“The sectors we are watching that may benefit from spending on supply chain realignment include semiconductor capital equipment, automation, clean tech, defense and cybersecurity, industrial gases, capital goods, and metals and mining,” Zezas notes.

Global Supply Chain Group can adeptly help tackle the dynamism of supply chains, for more information contact us by emailing [email protected]. To read this article by Morgan Stanley click on the link above.

RATING: 9/10

“How Supply Chains Could Adapt to Deglobalization?”- Deloitte

Deloitte writes about how the crisis of supply chain has highlighted the degree to which the world economy is highly dependent on global supply chains that were built to create the cheapest and most efficient ways of producing and transporting goods. Global companies have been alarmed about vulnerabilities they didn’t realize they had in their supply chains. It misses on underlining the role of geopolitical giants like, India.

U.S.-led trade war has led to the highest effective U.S. tariff rates since the 1930s. China, too, has imposed restrictions on cross-border capital flows and encouraged greater autarky in the production of goods. Populist ideology grew in popularity in multiple countries, offering a counterpoint to the argument for globalization.

Despite populist backlash against globalization, supply chains based on high speed and low cost continue to thrive. Pandemic, and now the war in Ukraine, have accelerated interest in reducing concentration in supply chains. Some observers say that companies will seek to protect the viability of supply chains by returning some processes to the home market.

It also highlightes how many global companies are wary of excessive dependence on China. They see risk that China could become subject to new sanctions by the West. They also worry that, with onerous demographics and rising wages, China will lose its competitive edge. A kind of deglobalization, at least relative to China, is under way. If deglobalization takes place, or even if globalization decelerates, there will be some consequences.

This shift away from efficiency could also be inflationary, especially if the shift related to the Ukraine war leads to serious efforts to replace products produced in Russia and Ukraine. On the other hand, globalization’s benefits have not disappeared. In the realm of technology, deglobalization could hamper innovation, especially if symbiotic relationships between companies in various countries are broken. Governments are likely to err on the side of reducing efficiency. Some countries might benefit if companies seek to diversify away from China. To read further please click on the link above.


Supply Chain Deglobalization

“Why manufacturers are embracing deglobalization to strengthen their Supply Chains ?”– Columbus Global

With focus on manufacturers, Colombus Global makes a point as to why businesses are deglobalizing to protect supply chains. Globalization has created an influx of supply-chain issues caused by the pandemic. These challenges have created a domino effect where if suppliers can’t get what they need, their entire chain stops.
Manufacturers are turning to the idea of deglobalization, or less reliance on far-flung foreign suppliers. The concept of deglobalization was already in motion before the pandemic. According to a Gartner survey, 33% of supply chain leaders were planning to move business out of China by 2023. Although there are costs, the move to restructure your supply chain can help build resilience to the next big disruption.

A good ratio of local to foreign suppliers is best practice, and manufacturers should aim for 30% of their goods to come from a local supplier to start with. Some additional benefits of deglobalization include: Reduced lead time, risk mitigation, faster shipping and increased sustainability efforts.
Supply Chain Insights can help you improve visibility and pinpoint potential disruptions before they occur. To read further, kindly click on the link above.

RATING: 7.5/10

“Deglobalization and the C-suite The impact on leadership acquisition?”- Odgersberndston

This article extensively provides insights for CEOs and leadership acquisition. It touches on most of the segments of the business world which affect the global supply chains. COVID-19 spelled turmoil for global supply lines, from raw material procurement right through to last-mile delivery.
Rising fuel prices have made transportation significantly more expensive. The American Trucking Association estimated a shortage of 80,000 drivers in 2021 just in the U.S. At the height of the pandemic there were 400,000 seafarers stuck at sea, barred from entering ports and well past their employment contracts. The drive towards emissions control led to many older, heavy fuel using vessels being scrapped.
The knock-on effect has been significant. The effect of port lockdowns and quarantines means there are currently 1000 ships in the wrong place.
In China, nationalism has become politically popular with the notion of making Chinese goods for Chinese buyers more and more prevalent. At the same time, China is no longer the low-cost manufacturing haven it once was.
The average cost of a factory worker in China is six times that of one in India. Vietnam, Thailand, and Malaysia will benefit the most from this as manufacturing moves out of China. Indonesia and India will be ‘second in line’ with less developed workforces but still likely hubs for EMS manufacturers.
Challenges include language and cultural differences, but more importantly workforce capability. Head of manufacturing positions are likely to become significant roles in this transformation. The shift to other Asian hubs is also an opportunity for companies to build more modern manufacturing on greenfield sites. The dark factories are being developed to meet the need for supply chain resilience and to meet a labour shortage.
There’s an expected two-year timeline for any sense of normality to return to the shipping industry. To read at length kindly click on the link above.

RATING: 8.5/10

Supply Chain Deglobalization

“China, deglobalization and the Multinational?” – Bain and Company

Bain, here highlights that having the best product, technology, sales, marketing, and customer service doesn’t matter if your company doesn’t have a resilient supply chain. Natural disasters, weather events, labor shortages, trade disputes, and other geopolitical issues showed the cracks in global supply chains.

The devastating Covid-19 pandemic and semiconductor shortage made this vulnerability obvious. Leadership teams are constantly on edge, awaiting the next unforeseen disruption lurking around the corner. And more are certainly coming: geopolitical realignments, climate change challenges, labor issues, demand and supply shortfalls, increasing economic volatility. Companies that manage disruptions best will have a distinct competitive edge over the next decade. Pressure from consumers, regulators and shareholders to increase sustainability is making supply chain repositioning an even more urgent priority.

In the coming years, supply chains will need to be transformed from global and lean to resilient, sustainable, and responsive to customer needs. Emerging leaders in this area recognize that they’ll need to fundamentally reinvent their supply chains. Companies are involving other stakeholders in the supply chain balance equation discussion. Most successful companies involve finance, R&D, regulatory, sustainability, and procurement. Reducing reliance on any one location would provide insulation from supply disruptions. Making its products closer to customers would speed up delivery and shrink the carbon footprint. Transformational thinking can solve the problems that supply chains now face.

Leading companies start with a blank sheet of paper and draw up an end-to-end supply chain plan. Then, they chart a pragmatic roadmap to the target in order to win in their industry 10 years from now. When business leaders give themselves time to think boldly, it allows them to get closer to perfect. Companies are investing in digital capabilities that help connect the supply chain and change the economics in ways that weren’t previously possible. Csupporting supply chain redesign initiatives. Companies are applying machine learning and other digital tools to improve demand forecasting.

To read further click on the link above.

RATING: 7/10

“A Fracturing World-The Future of Globalization?” – University of Pennsylvania - Perry World House

This is report the University of Pennsylvania onthe impact of globalization on a fraagmenting world  and supply chains.The 2022 Global Order Colloquium investigated important policy questions regarding the future of the globalized world.

Academics, policymakers, world leaders, and practitioners convened at Perry World House to address pressing questions related to globalization. Participants explored a variety of issues guided by a singular question: Is the world deglobalizing? The report emphasizes that creating more resilient value chains will provide more opportunities for growth in emerging markets. Decoupling between the great powers, such as China and the United States, looks unlikely.

CBDCs provide unique opportunities for emerging markets since they allow citizens to carry state-backed money on their mobile devices. Panelists on a panel discussed how the COVID-19 pandemic affected the workforce and labor rights. The panelists struck a somewhat positive note about the future since workers and unions have demanded better protections. They also discussed the dark side of the internet, which can be used for harmful purposes, such as censorship.

Three ambassadors from the African Union, Singapore, and Uruguay discussed how the global economic order is changing. They agreed that shifts in the economic order could bring their countries, regions, and continents new opportunities for development.

Financial Times journalist Rana Foroohar discussed how countries are reacting to a changing world economy. She argued that prosperity promised in the 1990s did not reach all workers, with some becoming worse off. Touching on how the COVID-19 pandemic has exposed the weaknesses of global supply chains. To read further click on the link above.

RATING: 7/10

Supply Chain Globalization

“The CEO Imperative: Prepare Now for the new era of Globalization”– Ernst & Young

In the EY CEO Survey, CEOs highlighted geopolitical tensions as the most critical risk to their future growth strategies. The Ukraine crisis has generated the most significant geopolitical shift since the Cold War. Geopolitical disruption and volatility are set to persist, which will also affect global economic growth and inflation.

However, this article overtly focuses on the hard power aspect of geopolitics and is heavy on realism. It states that the outcome of the Ukraine crisis and China’s geopolitical positioning will determine whether the geopolitical environment will be defined by loose alliances or distinct blocs.

The policies of the US and EU will also play a crucial role, including the strength and cohesiveness of transatlantic relations. One key uncertainty is whether countries will continue to favor nationalist competition or shift toward more internationalist liberalization in their economic policies.

This will be determined by how much governments embrace industrial policies and expand the number of sectors they deem nationally strategic. Such policy decisions will be driven by the evolution of the COVID-19 pandemic, global food security, energy security, climate change impacts and the strength of economic growth.

Division of the global economy into blocs constrains private sector innovation and growth opportunities. A focus on self-reliance within blocs generates a weaker global economic rebound. Trade barriers between blocs force companies to reorient supply chains, fueling higher levels of inflation.

Global CEOs must balance sustainability imperatives and geopolitical pressures with market dynamics when making operational, supply chain and strategic decisions. Liberalized policies and a greater focus on supply chain resilience and operational optimization within alliances drive a moderate global rebound, according to the World Bank’s Global Strategy Review.They need to be alert for signs of what the future of globalization will be – and act accordingly. The write up points out that some companies may need to change their entire business model to position themselves for growth in an uncertain geopolitical environment.

Click on the link above.

RATING: 7/10

“Progressing Supply Chain Resilience 2022?”-IBM

The IDC conducted two surveys in 2022 to assess the challenges facing supply chains. The Supply Chain Resiliency Benchmark survey focused on assessing the levels of supply chain resiliency across a broad range of organizations.

Digital technology remains the top driver of transformation in the supply chain, though respondents cited a lack of clarity into its full potential. Survey respondents cited supply diversification as their top approach to mitigating disruptions. As visibility has become more developed, the ability to act on observed supply chain problems is critical.

Resilient supply chains use integrated, cloud-based applications and are collaborative across functions and organizations. They leverage AI and advanced analytics.  Scalable analytics, cloud platforms, applications and networks and AI were cited as critical technologies for the next one to three years.

The report focuses on 4 key elements : Visibility and risk assessment, Intelligence/data analysis, Agility, disruption mitigation, response planning, Agility/disruption response execution. It identifies five stages of maturity in supply chain resiliency: Resistant (ad hoc), Reactive (opportunistic), Responsive (repeatable), Predictive (managed), Prescient (optimized). The report identified five characteristics of resilience: Data through analytics to action, Resilient to both internal and external disruptions, Collaborative at scale, Predictive/prescient where possible, Fast where not possible.

To read ahead click on the link above.

RATING: 7.5/10

Supply Chain Globalization

“Six Key Trends impacting global supply chains in 2022” – KPMG

In this piece by KPMG, key trends impacting the global supply chain are analyzed. The recent global pandemic tested the commercial, operational, financial and organizational resilience of the majority of companies.

COVID-19 has highlighted risks and resiliency gaps for many organizations. CEOs are looking to get on the front foot when it comes to disruption and innovation. The ongoing global logistics disruptions stemming from the COVID-19 pandemic continue to impact businesses and consumers. The flow of consumer goods into key markets such as North America and Europe, South East Asia and India is restricted by the continued shutdowns of major global ports and airports.

The days of buffering inconsistent supply with excessive inventory are quickly becoming a relic of the past. The pandemic has intensified the focus on supply chain evaluation and evolution. Industry is being propelled to address many long-standing supply issues, leading to more resilient and cost-effective supply chains.

Many businesses have strong relationships with one major supplier, one large customer (or export market) and/or one major supply chain partner. They are actively seeking a broader list of suppliers, alternative markets/customers and alternative transport and logistics providers.

The outcomes can create a more diversified and strengthened supply chain with greater potential for risk and cost mitigation. In 2022, you should expect an accelerated level of investment as businesses seek to enhance critical supply chain planning capabilities.

Leading organizations are using advanced technologies to significantly improve visibility and thereby become more responsive to major disruption and variability within their domestic, regional and global supply chains.

Organizations are leveraging spend analytics tools and software packages to increase visibility of where, how and when they spend. The onset of new technology has fundamentally changed the way supply chains operate globally. could have been provided in this by kpmg. Follow the link above.

RATING: 8/10

“McKinsey sees Globalization’s next phase as a Rewiring Not a Retreat”– Bloomberg

Globalization is changing course, according to a new report from the consulting firm McKinsey: Evolution of global value chains took years to establish and may yet take many more to complete. It also states that Some supply chains could “shorten and become more regional” in the coming years.

The evolution of global value chains took years to establish and “reconfiguring” them may yet take many more. The article also talks about how China emerged as a hub for exports of electronics and textiles, while the Americas became a concentrated market for agricultural products. 60% of all global trade flows cross regional boundaries and every region is dependent on another region for a quarter of its imports.

These networks are particularly sticky because any attempt to reconfigure them would involve “development of processing capabilities in new geographies,” report says.

McKinsey Global Institute says companies need to be wary of becoming too dependent on one particular market for their products. Instead, they should “re-imagine” ways to reshape their manufacturing capacity to meet changing consumer demand, the consultancy said in a new report. To read further kindly follow the link above.

RATING: 8/10

Supply Chain Globalization

“Inflation, Supply Chains and Globalization in 2022 and 2023” - Forbes

Forbes captures the affects de-globalization can have on inflation. According to the article, de-globalization could affect inflation, but only if the Federal Reserve and world’s other central banks fail to see what’s happening. Increased globalization is like an increase in the supply of goods and services. The price-reduction effect continues as long as globalization increases. If globalization levels off, then the price level stays lower but does not continue to fall. In 2022 businesses around the world are trying to de-globalize their supply chains.

This shift is happening gradually and will eventually reverse the current price increases. Shortening supply chains is not a pure increase in prices. If the effort succeeds in reducing disruptions, then we’ll have fewer price spikes. That will probably net out to an increase, but not quite as severe as first blush. The impact of supply changes does not refute Friedman’s conclusion that inflation is caused by money supply growth. Economists, business leaders must accept that monetary policy cannot be perfect.

Forbes reinvigorates that the Federal Reserve and other central banks around the world must keep an eye on global supply issues. Persistent high inflation or low inflation must be laid at the feet of monetary policy makers. Businesses should be more prepared for surprises in inflation and real economic growth. To read more please click on the link above.

RATING: 8/10

Supply Chain Reset

“Supply Chain Sovereignty and Globalization” - CSIS

This scholarly piece by CSIS  gives the reader an overview of how supply chain sovereignity and globalisation interact with each other in today’s world order. There is a growing preference for less reliance on imports and for expanding indigenous sources of supply. Tensions between the U.S. and China are part of an increased desire for tech sovereignty.

Globalization helps create the market for technology and supply chain sovereignty will shrink this. The term “supply chain” was coined after the end of the Cold War in 1992. Global supply chains can be more efficient at providing goods and services at lower cost.

Despite the economic advantages of global supply chains, they are shrinking as international competition erodes trust needed to sustain them. China objects to Western-oriented globalization that has the United States at its apex.

Efforts by the European Union to reverse Europe’s long economic decline have led it to pursue digital or tech sovereignty. A limiting factor for the erosion of globalization is that no country can now depend on a national supply chain. The partial unraveling of globalization raises a number of questions about the direction of U.S. policy. Any unraveling will be incomplete, since globalization was the product of technology that make supply chain integration easy.

Economies will still need to interact. The United States is creating alternate structures, with regional groupings and partnerships like the Indo-Pacific Economic Framework, the Quad, and the Trade and Technology Council. The U.S. has an advantage in building regional arrangements with trusted partners, given its shared values and extensive web of alliances.

Supply chains require both technology and trust to work, but global supply chains ultimately depend on shared and enforceable political understandings more than technology.

The post-1945 liberal world remains a valuable guide point for policy, but calls to maintain it will be unpersuasive. Global supply chains ultimately depend on shared and enforceable political understandings more than technology.

To read more, kindly click on the link above.

RATING: 8/10

“Global Flows: The ties that bind An interconnected world”– McKinsey

Some have speculated that the world is already deglobalizing. New MGI analysis finds a more nuanced reality. World remains deeply interconnected, and no region is self-sufficient. The challenge therefore is to harness the benefits of interconnection while managing the risks and downsides of dependency.

Growth in global flows is now being driven by intangibles, services, and talent. Flows of services, international students, and intellectual property grew about twice as fast as goods flows. Within services, flows of knowledge-intensive services are growing the fastest. Data flows grew at nearly 50 percent annually.

Every region has been importing 25 percent or more of at least one important type of resource or manufactured good that it needs. Asia–Pacific accounts for about 85 percent of these imports, roughly split between China and other economies in the region. Prior to the invasion of Ukraine by Russia, large corridors flowed into the region from these two countries.

MGI analysis of about 6,000 globally traded products suggests that products whose origins are concentrated in only a few geographies are found in every sector and region. This research defines concentrated products as those in the top quintile of concentration where up to three countries account for almost all supply. Asia–Pacific contributes disproportionately to exports of concentrated minerals. Lithium, rare earths, and graphite are particularly concentrated in China.

Latin America and North America account for the majority of the most concentrated agricultural products. Türkiye and Egypt imported more than 75 percent of their wheat from Ukraine and Russia. Global value chains have long been dynamic but with gradual shifts in composition. Some value chains may not see the same dramatic change as others because they are less highly regionalized. As the pivotal players in global flows, multinationals are in the pole position to shape the future in favor of growth and prosperity.

They can consider action in three areas: look for growth opportunities, diversify their supply chains and build resilience of their own organizations. These partnerships can help prevent and respond to shocks. This is quiet an insightful piece by McKinsey although a more concentrated view of aforementioned topics would have given an extensive view of the same. To read further, follow the link above.

RATING: 8.5/10

Supply Chain Reset
“Building the Post-Pandemic Value Chain” - Accenture

The World Economic Forum’s Mining and Metals Industry Action Group (IAG) has identified areas where the industry can collaborate to prepare for a world reshaped by COVID-19. Three priority themes were identified to further industry resilience through collective action: A New Paradigm of Work, The Connected Value Chain and An Accelerated Purpose.

This White Paper explores how Mining and metals companies need to be able to anticipate shifts and respond quickly and accurately to changes in supply, demand, operations and logistics. According to  World Trade Organization: Global goods trade is expected to contract between 13 percent and 32 percent this year, according to the World Trade Organization. The crisis exposed the risk of relying on a single supplier or region that could suddenly become unavailable to the supply chain.

A World Economic Forum survey found that demand and supply were equally disrupted during the pandemic. To avoid being affected by those kinds of events, mining and metals companies can diversify their supplier bases. The report expressly focuses on the ‘big’ players of supply chain and can be seen effectively to leave out the otherwise ‘small’ yet essential items. According to the report, high-tech businesses have started looking at the mining sector as a potential area of investment in order to gain greater control over their supply chains. The key to navigating changing demand is staying in touch with customers.

To become more in tune with downstream demand, companies can pursue two strategies: Become hyper-smart or become hyper-agile. A hyper-smart company is focused on understanding demand. A hyper-agile company is able to react quickly to changing situations. pandemic supply chain value. Talking of value, Global Supply Chain Group provides end-to-end services for a resilient supply chain, feel free to contact us for the same. To read the full report, kindly click on the link above.

RATING: 6/10

Supply Chain Reset
“In times of Stagflation, Calculated Growth is the Key to Success”– IBM

The IDC conducted two surveys in 2022 to assess the challenges facing supply chains. The Supply Chain Resiliency Benchmark survey focused on assessing the levels of supply chain resiliency across a broad range of organizations. Digital technology remains the top driver of transformation in the supply chain, though respondents cited a lack of clarity into its full potential.

Survey respondents cited supply diversification as their top approach to mitigating disruptions. As visibility has become more developed, the ability to act on observed supply chain problems is critical. Resilient supply chains use integrated, cloud-based applications and are collaborative across functions and organizations.

They leverage AI and advanced analytics.  Scalable analytics, cloud platforms, applications and networks and AI were cited as critical technologies for the next one to three years.

The report focuses on 4 key elements : Visibility and risk assessment, Intelligence/data analysis, Agility, disruption mitigation, response planning, Agility/disruption response execution.

It identifies five stages of maturity in supply chain resiliency: Resistant (ad hoc), Reactive (opportunistic), Responsive (repeatable), Predictive (managed), Prescient (optimized). The report identified five characteristics of resilience: Data through analytics to action, Resilient to both internal and external disruptions, Collaborative at scale, Predictive/prescient where possible, Fast where not possible.

To read ahead click on the link above.

RATING: 6/10

“The Great Supply Chain Shock; Preparing for recovery with stronger supply chains”- CAP Gemini

The authors have registered their presence in the supply chain space with this note. Writing about the impact of covid-19 on the economies in general, and supply chains in particular, the authors reiterate the need to prepare for stronger supply chains in face of on-going supply chain shocks.

This article shows a growing trend to register presence in the supply chain space by almost all notable companies, whether their supply chain expertise is noteworthy or not. The readers will be best served by focusing on the other articles in this newsletter, but the more curious readers may want to prove the point for themselves..

To read ahead click on the link above.

RATING: 5/10

Supply Chain Reset
“Supply Chain Disruption: Will Delays Continue”– Morgan Stanley

This article by Morgan Stanley underlines the most important triggers of supply chain disruptions, related risk factors and restructuring that is needed. There has been a surge in demand for physical goods, says Michael Zezas, Head of Public Policy Research and Municipal Strategy for Morgan Stanley. In its observation As demand normalizes, so too should the production and movement of physical goods. Analysts and strategists identified 13 primary chokepoints impacting companies today. However, the firm did not elaborate on the choke points that it mentioned in the article.

It further talks about the unprecedented surge in demand for goods that has led to supply chain disruptions. Normalizing consumer demand should take pressure off supply chains, but transportation bottlenecks are an ongoing issue. The combination of easing demand and persistently higher transportation costs is laying groundwork for a highly dislocated cycle. Global Supply Chain Group, however, presents doable and practical solutions to fortify supply chains and, If this article interests you then feel free to click on the link above.

RATING: 7/10

Mission & Vision

Mission: We strengthen our clients’ profitability from within the supply chain. Your profits are under constant attack from your suppliers, competitors, customers, and many other directions.
Our mission is to identify and defend weak links in the supply chain and leverage the strong links to maximize profitability over extended periods of time.

Vision: To be the premier thought leadership institution in Supply Chain governance and strategy – working with the boards, CEOs, and our client teams to strengthen profitability of our clients’ corporations.

Confidentiality & Intellectual Property

Global Supply Chain Group does not wish to disclose its client identity alongside its project details, nor will it, without their express written authorization.
Global Supply Chain Group have the experience, openness, and time to understand the unique system dynamics underlying every supply chain.

Our unique 5 X 5 supply chain dynamics model helps pinpoint the exact root cause of the supply chain problem, and the level of project intervention required for protecting your profitability from supply chain attacks of your adversaries. Uniquely among the consulting companies, it aids in just the right level of intervention at the right element of each supply chain for every project.

Our clients include local, regional, and global organizations supply chain leading companies across almost every major industry and sub sector. Client references are available from board members, CEOs, C-suites, executives, and middle management who enthusiastically support our dedication to supply chain management with fit for purpose highly experienced teams working alongside client teams.

Further Information or Enquiries:

Global Supply Chain Group

Email [email protected] or visit our website at

EDITION 1 | 2023