A hefty 42% of procurement leaders say the biggest threat to their future success is supply disruptions—such as natural disasters and transportation issues—a Gartner survey shows.
The survey, conducted from June through July 2024 among 258 sourcing and procurement leaders, was designed to help chief procurement officers (CPOs) understand and prioritize the most significant risks that could impede procurement operations, and what actions can be taken to manage them effectively.
"CPOs’ concerns about supply disruptions reflect the often unpredictable nature and potentially existential impacts of these events," Andrea Greenwald, Senior Director Analyst in Gartner’s Supply Chain practice, said in a release. "They are coming to understand that the reactive measures they have employed to manage risks over the past four years will not be sufficient for the next four.”
Following supply disruptions at #1, the survey showed that the second biggest threat to procurement is seen as macroeconomic factors, which include economic downturns, inflation, and other economic factors. While more predictable, those variables can substantially influence long-term procurement strategies.
And the third-most serious perceived risk was geopolitical issues, including tariffs and regulatory changes, and compliance issues, including regulatory and contractual risks.
In addition, the survey also revealed that “leading organizations” are 2.2 times more likely to view energy availability and cost as a top risk; indicating a focus on future emerging risks. As electrification drives demand for power, brittle grid infrastructure raises concern about whether the energy supply can keep pace. Therefore, leading organizations recognize that access to energy will become a significant future risk.
In today's economic environment, companies are continuously pressured to reduce costs to combat slower growth; to offset increases in material prices, energy, and transportation; and to counterbalance various other pressures, such as inflation. Despite these issues and the economic instability worldwide, companies must continue to differentiate themselves and find growth opportunities to compete in the global marketplace. For example, in order to boost revenues and fuel growth, many companies are now under as much pressure to reduce product life cycles and speed-to-market as they are to find savings and reduce operational costs.
After steering through the challenges of the COVID-19 pandemic, procurement continues to face new disruptions driven by geopolitics. For example, many procurement teams are continuing to deal with issues related to the ongoing Russia-Ukraine war that began in early 2022. More recently, the Israel-Palestine conflict and disruptions in the Red Sea and Suez Canal have forced global freight providers to reroute shipping containers around Africa, which has intensified costs and increased lead times.
The ever-expanding volatilities of global supply have caused many companies to revisit their procurement strategies and put more focus into multisourcing, nearshoring, and regionalizing their supply chains to improve resilience against such disruptions. In a recent Gartner survey, 63% of respondents said they were investing in multisourcing to “achieve greater resilience and/or agility.” Similarly, according to McKinsey’s “2023 Supply Chain Pulse Survey,” “almost two-thirds (64%) of respondents say that they are currently regionalizing their supply chains, up from 44% last year [in 2022].”
Multisourcing is a great strategy for responding to risks and threats by having alternative sources of supply or backup supply. Essentially, it is about diluting the risk over multiple suppliers. Sourcing diversification across distinct geographies and/or nearshoring can also mitigate the risk from sudden changes in import tariffs due to trade wars.
While this trend is pointed at enhancing the resilience of global trade in the face of disruptions, it is a colossal undertaking for procurement teams to reorganize complex global supply chains. Procurement now needs cope with new challenges, such as finding and qualifying new providers, cutting supply lead times, and reducing logistics complexities.
Most groups of companies or large multinational organizations which operate several establishments adopt some compromise between purchasing globally and buying locally, aiming to balance the advantages of centralization with the flexibility of decentralization. This transformation will require a strong focus on supplier relationship management to develop these reimagined supply bases and ensure that new suppliers meet the company’s standards when it comes to service levels, cost improvement initiatives, environmental key performance indicators (KPIs), and quality control.
For a real-world example, let’s consider Toyota. Famous for its “just in time” (JIT) production system, Toyota relies on long-term, strong relationships with its suppliers. By developing local suppliers and investing in their capabilities and capacities for years, Toyota has built trust and loyalty among its suppliers while achieving substantial stability in its supply chain. Local suppliers are more responsive and can deliver products faster than those located farther away. This approach has increased efficiency in production processes, enabling lower shipping and warehouse storage expenses. Thanks to this deeply integrated system with suppliers, Toyota has shown resilience against supply volatilities and maintained its leadership position in the global automotive marketplace. By incorporating local suppliers into its plans and managing inventory just in time, Toyota has gained a financial inventory benefit and cost advantage over its competitors. Furthermore, partnering with local producers is good for the environment, because it reduces global shipping and the company’s carbon footprint. “Glocalization” combines the global sourcing with the proximity of local availability of critical supplies. Think global, act local!
A more collaborative approach
This is why in more recent years much more attention has been paid to the development of “mutual” supplier-buyer relationships, where the benefits of doing business together arise from sharing and exchanging ideas. Effective and regular communication is the cornerstone of a strong supplier-buyer relationship; it aids in understanding each other's capabilities and expectations, and it fosters a sense of partnership. This is in complete contrast to short-sighted and adversarial relationships, where the focus is only on performing a financial transaction.
In the collaborative approach, the buyer organization seeks to develop a long-term relationship with the supplier. Establishing strong, enduring, and mutually beneficial relationships with a strategic supplier is a critical step in improving performance and ensuring consistent quality across the supply network. This is particularly important when adopting a glocalization strategy to build reliable supply chains that in turn benefit the customer experience.
The strategic view is that the buyer organization and the supplier should share a common interest, and both should seek ways of adding value in the supply chain that build a satisfactory outcome together. Both parties must invest in trusting and supporting the relationship with the intention of identifying and implementing improvements and innovations. Embedded in this approach is the commitment that any benefits that are achieved will be shared, a process not possible with a simple transaction. The organizations concerned will seek to come together and jointly set targets for overlapping interests.
This shift requires the role of sourcing to move away from a transactional one focused on materials and services management and toward a more strategic role, aligned to long-term business requirements. To be successful, supplier relationship management must play a pivotal role.
A new survey finds a disconnect in organizations’ approach to maintenance, repair, and operations (MRO), as specialists call for greater focus than executives are providing, according to a report from Verusen, a provider of inventory optimization software.
Nearly three-quarters (71%) of the 250 procurement and operations leaders surveyed think MRO procurement/operations should be treated as a strategic initiative for continuous improvement and a potential innovation source. However, just over half (58%) of respondents note that MRO procurement/operations are treated as strategic organizational initiatives.
That result comes from “Future Strategies for MRO Inventory Optimization,” a survey produced by Atlanta-based Verusen along with WBR Insights and ProcureCon MRO.
Balancing MRO working capital and risk has become increasingly important as large asset-intensive industries such as oil and gas, mining, energy and utilities, resources, and heavy manufacturing seek solutions to optimize their MRO inventories, spend, and risk with deeper intelligence. Roughly half of organizations need to take a risk-based approach, as the survey found that 46% of organizations do not include asset criticality (spare parts deemed the most critical to continuous operations) in their materials planning process.
“Rather than merely seeing the MRO function as a necessary project or cost, businesses now see it as a mission-critical deliverable, and companies are more apt to explore new methods and technologies, including AI, to enhance this capability and drive innovation,” Scott Matthews, CEO of Verusen, said in a release. “This is because improving MRO, while addressing asset criticality, delivers tangible results by removing risk and expense from procurement initiatives.”
Survey respondents expressed specific challenges with product data inconsistencies and inaccuracies from different systems and sources. A lack of standardized data formats and incomplete information hampers efficient inventory management. The problem is further compounded by the complexity of integrating legacy systems with modern data management, leading to fragmented/siloed data. Centralizing inventory management and optimizing procurement without standardized product data is especially challenging.
In fact, only 39% of survey respondents report full data uniformity across all materials, and many respondents do not regularly review asset criticality, which adds to the challenges.
Chief supply chain officers (CSCOs) must proactively embrace a geopolitically elastic supply chain strategy to support their organizations’ growth objectives, according to a report from analyst group Gartner Inc.
An elastic supply chain capability, which can expand or contract supply in response to geopolitical risks, provides supply chain organizations with greater flexibility and efficacy than operating from a single geopolitical bloc, the report said.
"The natural response to recent geopolitical tensions has been to operate within ‘trust boundaries,’ which are geographical areas deemed comfortable for business operations,” Pierfrancesco Manenti, VP analyst in Gartner’s Supply Chain practice, said in a release.
“However, there is a risk that these strategies are taken too far, as maintaining access to global markets and their growth opportunities cannot be fulfilled by operating within just one geopolitical bloc. Instead, CSCOs should embrace a more flexible approach that reflects the fluid nature of geopolitical risks and positions the supply chain for new opportunities to support growth,” Manenti said.
Accordingly, Gartner recommends that CSCOs consider a strategy that is flexible enough to pursue growth amid current and future geopolitical challenges, rather than attempting to permanently shield their supply chains from these risks.
To reach that goal, Gartner outlined three key categories of action that define an elastic supply chain capability: understand trust boundaries and define operational limits; assess the elastic supply chain opportunity; and use targeted, market-specific scenario planning.
ACTON, Massachusetts – September 3, 2024 – New Horizon Soft, LLC, a global leader in AI-powered supply chain planning software, announced today the release of a new version of its Buyers Workbench procurement planning software. The latest version includes the ability to optimally schedule inbound deliveries, taking into account distribution center (DC) receiving capacity, thus minimizing receiving bottlenecks and lowering inbound logistics costs. A research paper describing the innovative methodology and its deployment at an iconic $10B+ U.S. quick-service restaurant chain was recently published in the peer-reviewed academic journal, the International Journal of Operations Research and Information Systems.
Supply chain organizations typically plan purchase orders without regard to DC receiving capacity. This leads to bottlenecks on some days and underutilized staff on others. New Horizon’s methodology, called Master Purchasing Receipt Scheduling (MPRS), uses a novel algorithm to automatically and optimally schedule deliveries. The algorithm plans deliveries at the time of purchase order creation and results in a steady volume of deliveries and lower planning and logistics costs. While first deployed at a restaurant chain, the methodology is applicable to any manufacturer, wholesaler, retailer, or foodservice company operating high-velocity DCs.
“With the increasing prevalence of high-velocity DCs, scheduling inbound deliveries can no longer be an afterthought,” said Chao-Ming Ying, Co-founder and CTO of New Horizon. “We developed the new MPRS functionality to address what had been a blind spot in many supply chains. Our customers are now taking advantage of this capability to streamline inbound logistics, increase receiving capacity utilization, and lower distribution costs.”
Supporting Resources
• Research article with case study published in the International Journal of Operations Research and Information Systems
• PDF version of article on New Horizon’s website
• New Horizon blog providing overview of restaurant chain deployment
• New Horizon Buyers Workbench web page
About New Horizon Soft, LLC
New Horizon’s supply chain planning software harnesses the power of artificial intelligence to enable manufacturers, wholesalers, and retailers to improve forecast accuracy and service levels while minimizing inventory and costs. We help planners make better decisions with cloud-based applications that are easier to use, easier to configure, easier to implement, and lower cost to operate. New Horizon is headquartered outside of Boston and has customers in North America, Europe, and Asia.
New Horizon — The AI Planning Suite™. Learn more at NewHorizon.ai or follow us on LinkedIn.
Media Relations
Mike Liebson
New Horizon Soft, LLC
marketing@newhorizon.ai
+1 857-242-0783
Leading independent marketing and communications agency FINN Partners has been named Agency of Record for Craft, the supply chain resilience company.
Craft will work directly with FINN’s Global Supply Chain practice, a specialized team within its Technology practice that, over the span of 24 years, has worked with more than 70 brands in the supply chain space. Craft selected FINN Partners for its expertise and demonstrable success within its industry along with the FINN team’s strategic thinking and idea quality. This partnership underscores the agency's proven track record of delivering exceptional results and driving growth and reputation for its clients within the supply chain industry.
FINN, which was named to Fast Company’s 2024 Most Innovative Companies list, will provide an integrated communications strategy designed to aggressively grow awareness and understanding of Craft’s brand and offerings. The program will target decision makers and purchase influencers across the supply chain, procurement, finance, regulatory compliance and ESG business functions at large organizations and agencies across the U.S. federal government.
“In today's increasingly volatile world where disruption is constantly lurking around so many corners, supply chain resilience is becoming a top business priority,” said Mimi Spier, CMO of Craft. "Craft's intelligent supplier risk management solution helps organizations efficiently get ahead of their supplier risk, protect against disruption and simplify business continuity. We are an ideal solution for what the market is demanding, but we need greater awareness quickly. We have no doubt that FINN is the best team to help us achieve that. In fact, we’re astonished at the level of thinking and domain expertise an agency could bring in this space.”
FINN’s Global Supply Chain practice works with clients in every facet of the supply chain, including technology-based innovators, consultancies, conferences, logistics and transportation providers, procurement-related companies, the supply chain organizations of Fortune 50 brands and more.
“Supply chain has become inextricably linked to business performance, competitive advantage, brand perception and even global issues, such as fair global working practices and environmental responsibility,” said Casy Jones, Managing Partner and Global Supply Chain practice lead at FINN Partners. “The global supply chain is also experiencing foundational change not seen in 40 years as businesses and the U.S. government do the hard work of diversifying our global sources of materials and goods. Craft is uniquely positioned to be at the center of helping these organizations successfully transition, and we’re thrilled about the opportunity to tell that story and help Craft amplify the supply chain successes of their amazing customer base.”
The assignment is effective immediately.