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This issue of Inside Supply Management® delves into the future of supply management, with features that focus on building or making over a procurement organization from scratch, what a cost-centric supply chain means in today’s world, and strategies for ensuring the price is right. A fourth feature delves into challenges and opportunities faced by Canada as it strives to be a global supply chain leader.
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Dead stock is expensive, and the reputational hit if customers are left waiting can be just as or even more costly. A metric that can be a make-or-break indicator of ability to deliver on customer expectations is available-to-promise (ATP) inventory.
This reciprocal relationship acts as a catalyst, fostering both personal and professional development, and empowering mentees to confidently navigate the inevitable challenges, acquire critical skills, and ultimately unlock their full potential.
A McKinsey & Company study found that a “new era of technological change” could boost the economy by more than US$4 trillion and about two-thirds of organizations are regularly using AI — about twice as many as reported during the previous survey.
As artificial intelligence (AI) continues to transform supply chain operations, it’s crucial for managers to understand not only the potential benefits but also the ethical implications and risks associated with adopting these powerful tools.
From the environmental scan to securing stakeholder buy-in to measuring progress, building procurement operations from scratch is an exhaustive process that never ends.
Its role as a supply chain driver has changed, joining factors like aligning to business imperatives, meeting customers’ needs and enhancing supplier relationships as ways to spur growth.
Rich in natural resources and in a reshoring faceoff, Canada looks to smoothen labor issues and better leverage its supply chain assets — including a potentially game-changing commodity.
When downtime is unscheduled due to unexpected circumstances like equipment failures, system outages or product shortages, it becomes especially costly.
Nearshoring and reshoring trends are inspiring supply management organizations to modify transportation networks to save on shipping costs and shorten lead times.
It can be easy to lose sight of where raw materials originate, with so many links in the supply chain. But Xinjiang-sourced materials are more heavily represented in the supply chain than many realize.
The SEC’s final product surprised few observers, satisfied no climate activists and galvanized an army of lawyers for the inevitable slew of court challenges. However, it’s likely to only slow, not stall, companies’ climate disclosure responsibilities.
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Stacey Taylor Vice Chair Vice President, Procurement Ocean Spray Cranberries, Inc.
Thomas W. Derry Chief Executive Officer ISM
Miguel Gonzalez Chief Procurement Officer
American Express
John Han Founder of Intelage and Strategic Consultant Tenzing Consulting
Michelle Hawkins, PMP Senior Vice President, Strategic Procurement Charter Communications
Jeff Kimsey Vice President, Investment Intelligence Nasdaq
Joseph Matthews Vice President, Diversity, Equity & Inclusion
GENTEX Corporation
Darla Morse Chief Digital and Innovation Officer Partner’s Credit Union
Kristopher Pinnow, CPSM Vice President, Global Supply Chain COLLINS AEROSPACE
Hemant Porwal, CPSM, CPSD Executive Vice President, Supply Chain and Operations WESCO International, Inc.
Judy Whipple, Ph. D.
Bowersox-Thull Endowed Professor in Logistics and Supply Chain Management Michigan State University
Sopan Shah
Senior Vice President, Global Chief Procurement Officer
IHG Hotels & Resorts
Susanna Zhu SVP, Global Sourcing & Supply Chain Ops Bath & Body Works
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