Coronavirus (Covid-19) measures are seizing up the global supply chain and have become an emergency for board executives. Once more, the lack of risk management, resilience and agility in supply chains has been exposed. The argument for greater automation becomes stronger.
The policy commitment to make Britain the first zero carbon nation by 2050 has all kinds of implications for supply chains, how they’re set up and run.
The initial flurry of advice from Government to businesses suggested stockpiling after Brexit would be a ‘good thing’. Now there’s an edgy silence - suggesting there’s even doubts over how pro-active supply chains ought to be.
Make a Google search for images of ‘leadership’ and see what the word still implies: there’s one person at the front of the spearhead, at the top of the triangle; one leader fixing the direction and pulling the rest along with them. It’s an idea that been embedded into our thinking of managers since the 1980s - and I should also say, instilled over the years by business schools - as the ideal to aim for.
The new Halloween date for Brexit means supply chains are faced with a round of Trick or Treat in the lead up to October.
Many businesses have found innovative use of technology has disrupted the traditional approach to supply chain strategy and the impact of supply chain management on business performance.
Leadership is all about people aiming to create direction, alignment and commitment within a team. Being an effective supply chain leader is becoming increasingly challenging because a company’s supply chain has to operate in two ways simultaneously to be effective.