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In this issue, delve into a risk-and-reward theme with the cover article, “An Overdue Audible on Risk,” about how procurement organizations are developing a new playbook to manage risk.Additionally, learn considerations for assessing whether reshoring or nearshoring could be options for your company, and how, with the heightened emphasis on environmental, social and governance (ESG) across companies, executive compensation is increasingly being linked to the success of such initiatives. Also, read about how warehouses are becoming “smarter” in their quest to mitigate risk.
Inside Supply Management® is a leading publication for those within the procurement/sourcing and supply chain profession. Our magazine covers essential news, innovative trends, ISM Report On Business® coverage, research analysis, leadership profiles, career strategies and much more.
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One of the metrics that could be top of mind for many companies over the holidays is time to ship — not to be confused with lead time, though the former can definitely impact the latter.
An area that companies, no matter their size, should address is waste management. This can include minimizing waste or reusing waste in a useful way that doesn’t put a strain on natural resources.
According to Deloitte’s annual retail survey, the good news is that online shopping remains strong and spending is up, including for “experiences” like traveling and entertainment. But supply chain challenges like shipping, supply availability, inflation and rising prices may put a damper on the situation.
As the pandemic put unprecedented emphasis on the importance of supply management, the profession’s wage-growth trend should continue — especially amid a critical talent shortage.
Companies are seeing suppliers push price increases that, if unmitigated, directly impact margins. Procurement organizations must be ready to push back on these requests in a strategic, data-driven manner.
With global supply chains leaving them unable to cover the entire field against disruptions, procurement organizations are preparing a new playbook — and could be ready to go on offense.
Companies strengthening commitments to environmental, social and governance (ESG) initiatives are increasingly linking executive compensation to their success — a dynamic that likely won’t stop at the top.
The need to assure supply continuity, quality and service, as well as control costs, is driving supply management organizations to explore sourcing nationally.
Warehouses and distribution centers can optimize processes and operations, as well as mitigate such challenges as labor shortages, through technologies and applications that are increasingly accessible.
That the coronavirus (COVID-19) pandemic has permanently transformed job roles and employee expectations is one of the worst-kept secrets in the business world. What is not so obvious is how companies, executives and hiring managers can best adapt to these changing dynamics to attract and retain talent.
Increased competition, demand for flexibility and productivity improvement and a “seismic” growth in e-commerce-related fulfillment and distribution demand, accelerated by the coronavirus (COVID-19) pandemic, are driving a need for robotic solutions that offer more flexibility.
While it has been a traditional gauge of a company’s cash flow, in recent years, days payable outstanding has accounted for other dynamics of the bill-paying process, including (1) ensuring that documents match, (2) managing working capital and (3) navigating supplier relationships.
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Camille Batiste, CPSM, C.P.M. Chair Archer Daniels Midland Company
George Chang GE Aviation
Norbert Dean, CPSM Carnival Cruise Line
Thomas W. Derry ISM
Kimberly DeWitt, CPSM CF Industries
Miguel Gonzalez DuPont
Michelle Hawkins, PMP Charter Communications
Howard Levy Zimmer Biomet
Hemant Porwal, CPSM WESCO Distribution, Inc.
Kristopher Pinnow, CPSM Collins Aerospace A United Technologies Company
Stacey Taylor TriMark USA
Jeffrey P. Wincel, MBA, D.Min. AMD
Susanna Zhu The Hershey Company
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