Within the supply chain, we all want win-win relationships. The key to this is collaboration but we need to be able to develop collaborative relationships and many businesses underestimate the process required to do this.
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.
Adopting Key Account Management (KAM) requires the commitment of specific resources, changes in the organisational structure and, most likely, a shift in the company’s culture around how to ‘do business’.
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.
For organisations looking to implement key account management, Mark Davies, visiting fellow at Cranfield School of Management, explains the three different perspectives which need to be covered in your approach.