This issue looks at risk management from a variety of lenses, including the costs and risks of sourcing or potentially decoupling from China, safe removal of employees from a war zone and how enriching supplier relationships can help organizations manage disruption. Additionally, learn about how skill sets, workplace dynamics and roles are evolving, in part due to the coronavirus pandemic, from leading emerging professionals.
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For procurement to deliver its full potential to the organization — and for that success to be accurately measured — an expanded set of metrics should be considered. Our research indicates there are seven key measurable dimensions
The coronavirus pandemic closed factories and caused lockdowns, resulting in reduced working hours and workforce numbers. In-person work became virtual and remains so for many. For a New Jersey company, fixing the labor problem has involved hiring overseas workers.
Despite digitalization’s benefits for resilience, many small and midsize enterprises are lagging behind, said Mathias Cormann, secretary general of the Organization for Economic Co-operation and Development (OECD).
With Russia having launched a military attack on the Ukraine, there is growing concern about potential economic and supply chain disruption like materials shortages, increasing prices and logistics challenges.
The economic, business and moral costs of sourcing from China continue to accelerate, as integrating the nation into the global economic order hasn’t improved its human rights record or advanced the cause of democracy.
After Russia’s invasion of Ukraine, companies and supply management organizations sifted through the fog of war to perform their most critical risk mitigation: removing employees and their families from a war zone.
Four supply management experts weigh in on how their responsibilities and working styles have evolved during the coronavirus pandemic, how their organizations have adapted and what it all means for the profession.
With e-commerce hitting new levels during the coronavirus pandemic, the need for hourly, on-site logistics workers has skyrocketed. “Because we’ve had items sent to the house instead of shopping in a big box store, at least three more sets of hands are touching that box,” says Melissa Hassett, vice president, client delivery, recruitment process outsourcing (RPO) at Milwaukee-based ManpowerGroup Talent Solutions.
While many companies threw inventory carrying cost caution to the wind as COVID-19 spread, it’s a critical gauge to help avoid costs of excess inventory, which ties up cash flow — and supply management organizations are primarily measured by cost savings and inventory management.
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