Moving toward a sustainable supply chain largely depends on sourcing and supply management decisions and actions. Sustainability in supply chain is typically defined as “the integration of environmental, social and economic aspects of business, which are also known as triple-bottom-line, for achieving long-term economic viability.”
Corporate financial strategy is a way to complement business strategy, to get the most long-term value out of a company. It is about how organisations raise funds, and how they apply them.
The dynamic of the global business context is often termed volatile, uncertain, complex and ambiguous (VUCA).
This context means that the nature of leadership has changed requiring more adaptive and collaborative practices plus the collective action of multiple stakeholders working across hierarchies, boundaries and borders.
Certainly Supply Chain 4.0 is going to make the numbers sparkle. Nike’s plans to move to a model that cuts lead times from 60 to 10 days are a good example: installing 1200 new automated machines and a move to nearshoring will mean big reductions in shipping expenses, import duties and the risks of over-production, as well as 30% fewer steps in the process.
In a recent article in Developing Leaders, my colleagues Susan Vinnicombe, Hilary Harris and I discuss how organisations can successfully become more inclusive when it comes to promoting talented women into senior roles.
The new Halloween date for Brexit means supply chains are faced with a round of Trick or Treat in the lead up to October.