Manufacturers, retailers and distributors looking to make better use of working capital have a number of creative options at their disposal. But many prefer simply to slow-pay their suppliers.
The hidden risk of a protracted trade war goes beyond the most obvious downside of losing valued trading partners, disrupting the supply chain and increasing costs.
U.S. manufacturers are lagging their European counterparts in the adoption of creative approaches to supply-chain finance. But three companies are demonstrating the varied ways in which that tool can be effectively deployed.
Phillip D. Yeager never gave serious thought to walking away from the family business. He’s part of the third generation to work at Hub Group, Inc., the Chicago area-based transportation management company with current revenues of nearly $4bn.
We have fantastically accurate information available quickly about all sorts of things in the supply chain — but these nodes of data-gathering are like narrowly-focused spotlights on an otherwise dark stage.