Supply chain success depends on visibility into the entire supplier base.

Great governance means shifting the mindset from simply managing the supplier to governing an extended part of your enterprise.

Supply chains are now strategic financial levers, shaping corporate performance and resilience in 2026 and beyond.

An estimated one-third of global food production is lost or wasted each year, much of it stemming from a decades-long disconnect across retail supply chains.

Analysts say that tariffs are rarely the main obstacle for exporters in Africa, which as a continent has a huge trade deficit with China, rising in 2025 by 65% to about $102 billion.

In today’s volatile markets, businesses must evolve from reactive planning to structured adaptability. Integrated business planning (IBP) provides the framework to do so — connecting strategy, finance, operations and execution so organizations can act with clarity and alignment. 

Volatility and disruption have become constants in today’s business environment, affecting everything from supply chains and labor availability to customer demand and financial stability. 

Companies are reassessing where they invest, what they acquire and how much risk they’re willing to carry in extended global networks.

Supply chain leaders rely on digital systems to coordinate inventory and shipments, and help manage supplier relationships.

Getting “first-mile” visibility of soft commodities is a hard problem.