Supply chain risk management is a major concern for many companies today. According to a Gartner IT Risk Management Survey, 70 percent of those canvassed said that risk management data would influence board-level decisions – up from just 46 percent a year earlier.
In a report projecting $780bn in United States B2B e-commerce sales this year and $1.132tr by 2020, Forrester Research encourages companies to get to work now on a digital strategy for dealing with customers.
The impact of changing oil prices on international traders gets a lot of press. Less covered in the media, yet just as important to corporate profits, are fluctuations in the value of the dollar and other major currencies.
Once you have your lean journey underway, how do you sustain it? How do you build it into the bricks and mortar, and the DNA, of the organization? We no longer want lean to be its own thing; we want it integrated into the organization.
A report from the World Economic Forum identifies 31 proven practices to help companies achieve a "triple supply chain advantage" of increased revenue, a reduction in supply chain cost and added brand value. The practices also help companies shrink their carbon footprint and contribute to local development, including the health, welfare and working conditions of the communities in which they operate.
The U.S. Consumer Product Safety Commission, which regulates 10,000 products ranging from apparel to household appliances, inspects less than 1 percent of imports under its jurisdiction. With the odds stacked against being detected, cost-cutting foreign manufacturers continue to supply dangerous goods to U.S. retailers.
Adopting a tactic widely used by 3G Capital, the Brazilian private investment group behind the recent merger of Heinz and Kraft Foods, a growing number of the world's largest food and packaged goods companies are asking their suppliers to give them as much as four months to pay their bills - even though they typically require payment from their own customers in 30 days.