Was your supply chain prepared for Covid-19?

By Professor Richard Wilding OBE

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.

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What will supply chains look like in zero carbon Britain?

By Professor Richard Wilding OBE

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.

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Supply chains and Brexit - To stockpile or not to stockpile?

By Professor Richard Wilding OBE

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.

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Supply Chain Leaders - Are you ready to share leadership?

By Professor Richard Wilding OBE

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.

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Sustainable Supply Management

By Dr Soroosh Saghiri

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.”

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Will Supply Chain 4.0 digitisation mean integration or disintegration?

By Professor Richard Wilding OBE

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.

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Procurement – Creating organisational Value

By Dr Soroosh Saghiri

 

With a wider view than purchasing cost management, procurement is the organisation’s gateway to external resources, which are typically valuable and rare.

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