Prepare and adjust your supply chain for coronavirus

JamesRice.jpgBy James B. Rice, Deputy Director, MIT Centre for Transportation and Logistics

Developing a clear supply chain response to the coronavirus outbreak is extremely challenging, given the scale of the crisis and the rate at which it is evolving.

The best response, of course, is to be ready before such a crisis hits, since options become more limited when a disruption is in full swing. However, there are measures that can be taken now even if you are not fully prepared. And although its long-term consequences have yet to fully play out, the coronavirus outbreak already provides some lessons about how you can better prepare your company to deal with future large-scale crises.

The Public Procurement Bill would get more muscle by supporting whistle-blowing

Whistleblower.jpgBy Ryan Brunette and Jonathan Klaaren

South African public procurement law needs a tougher approach to enforcement. It will have one if it empowers and incentivises whistle-blowers.

Understanding the what, why and how of strategic sourcing

Checkmate_200.pngBy Jijnyasa Patowarya

As businesses today continue to harness the power of globalisation to expand performance, the role of effectively sourcing goods and services from suppliers has become inevitable. Additionally, procurement is transforming into a more strategic function that is aligned with organisational goals and objectives. Furthermore, issues like economic and political volatility, technological disruption, etc., have caused fierce competition in the market. Hence, it is important for organisations to adopt effective strategic sourcing skills and processes to maximise their business performance and efficiency to gain competitive advantage over their peers.

SMME clinic | Pandemic proof your business - part 1

Smart Procurement World and its partners are joining forces to share insights and to help SMMEs during this challenging time.

#BetterTogether

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SMME clinic | Pandemic proof your business - part 2

Elmarie Goosen flips things around and interviews Smart Procurement COO, Debbie Tagg on how Smart Procurement itself is addressing the pandemic and supporting small business.

#BetterTogether

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Procurement tech implementation challenges

Tech_Implement_250.jpgBy Michael Healy

Interview with Chimae Gonçalves
SupplyChainPartner.com sat down with its director and procurement guru Chimae Gonçalves to ask a few pertinent questions around procurement technology implementation:

5 technologies reshaping supply chains and customer satisfaction

5_Techs_300.jpgBy Anant Kadiyala, Director: Blockchain and IoT Industry Solutions, Oracle

Shrinkage, wastage, counterfeiting, contamination, mishandling, logistical delays and other challenges continue to plague today's supply chains − despite decades of investments and improvements along the way.

Companies have limited visibility into who their end-users are and how end-users actually use/handle their products on a day-to-day basis. Recent recalls with romaine lettuce, Takata airbags, and a myriad of others, have shown that supply chains have room to tighten further and improve visibility across the board.

In addition, new technology developments have been triggering rapid transformations across all industry verticals. Cloud computing, mobile, the Internet of Things (IoT), augmented reality (AR), machine learning and, recently, blockchain, have all brought a wave of new possibilities to customer experiences and expectations. Consumers prefer high-quality options, safer products, ethical sourcing, accountability, transparency and quicker delivery − along with flexible ways to buy and use products. The click-and-collect paradigm in retail is a result of such technology-enabled possibilities.

To accommodate customer and industry demands, supply chains are doing the heavy lifting of managing a transformation that is nothing short of epic.

How to partner with SMEs for success

'CPO' stands to become the Chief Purpose Officer through digital transformation

ChiefPurposeOfficer_300.jpgBy Dr Marcell Vollmer, Chief Digital Officer, SAP Ariba

How does a Chief Procurement Officer measure success?
In the past, executives responsible for sourcing, contracting, purchasing and payment gauged success chiefly on their ability to wring savings out of the value chain. Without question, reducing costs remains as crucial today as ever. But, with the advent of digital networks, Chief Procurement Officers find that they now have an exponentially greater opportunity to create value. By linking together buyers and suppliers in real time, digital networks allow procurement leaders to foster collaboration, spur innovation and drive much of the strategic value that fuels growth.

These activities, of course, can benefit the balance sheet. But there are others, equally important, that a spreadsheet cannot easily capture.

PMI continues its decline to 2009 financial-crisis levels

PMI_down_100.jpgThe seasonally-adjusted Absa Purchasing Managers' Index (PMI) declined for a fourth consecutive month to reach 44.3 points in February 2020. The 0.9-point decline brought the index to its lowest level since the second half of 2009 when the economy started to recover from a deep recession triggered by the global financial crisis.

"At four points below the average reading in 2019, the current level is only six points above the lowest point reached in 2009", noted the Bureau for Economic Research (BER) in a statement.

How procurement can change the world

ChangingTheWorld_150.jpegBy Rod Robinson, Founder and CEO, ConnXus

When I graduated from Wharton in 1995 and decided to pursue a career in management consulting at AT Kearney, I had grand visions of being assigned to an engagement helping one of our multinational clients grow revenue through a high-profile M&A transaction or other topline growth strategy. Instead, I was assigned to a global strategic sourcing engagement for one of the most recognisable corporate brands in the world. I didn't know what strategic sourcing was, but quickly learnt that it was an approach to supply chain management that enabled an organisation to leverage its consolidated purchasing power to optimise the value it received from suppliers. This is when I realised that procurement was an often overlooked area of hidden corporate value.


 

 

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