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.
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The Felixstowe Port has been turning away or diverting ships, although port officials say the problems are improving. The logjam has been attributed to pre-holiday/peak season buying, the coronavirus pandemic and scheduling difficulties as well as the ongoing logistics issues.
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.
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.
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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