Supply Chain Officers

Supply Chain Evolution in the Midst of Global Disruption

 



Emerging Supply Chain Trends and the Leadership Implications

In the midst of crisis and global business disruption, the only constant is change. As the operating models of businesses are tested by the events of the recent crisis and others to come, supply chains around the globe will evolve to keep pace. As supply chains evolve, critical supply chain leadership needs will also change. Organizations that proactively embrace that change and what it means for their leadership team will be better positioned for future competitiveness.

Here are some emerging supply chain trends and the resulting leadership implications for organizations to consider.

Questions for Reflection and Discussion

The end-to-end integration of supply chains

How do the different functions (plan, source, make, deliver) communicate and collaborate with each other in our organization? Are they working in silos and are the functions truly enterprise in their capabilities? Are consumer, end-user, and supplier data directly feeding into our supply chain systems?

The increasingly important role of procurement

What have we learned about the behavior and capability of our leaders in crisis situations? Who has stepped up and why?

Are our leaders able to cope with current trends and developments in the space? What does our pipeline of next generation executive talent look like within critical functions related to sourcing, procurement, and contract administration?

Who are the best-in-class developers of global procurement talent and what can we learn from them as a result of the crisis?

Digitization across the supply chain

Do we know what kind of supply chain performance data we have readily available and what data we need to ensure we improve operational and financial performance? How well positioned are our teams for continued opportunities and challenges related to digitization? Are internal team development plans sufficient to bridge the digitization gap or do we need to accelerate?

Risk in global operations and the impact on business performance

What digitally driven traceability and containment plans do we have in place to minimize fallout from a supply disruption or quality issue in our end to end supply chain? Do we have redundant manufacturing capability?

Do we have leadership that can develop a robust risk management plan that prevents or minimizes the severity of an interruption in our global operations? What about the capabilities of our suppliers?

What has the recent crisis revealed about our risk management capabilities?

Physical automation, advanced analytics, and RPA in the supply chain

What sorts of analyses have we done to understand the potential impact of physical and process automation to our supply chain capabilities? Are our teams positioned to adopt and deploy those systems?

How are we leveraging advanced analytics capabilities like machine learning and data science in our supply chains to make the best decisions about our supplier network and our own operations – especially in times of crisis?

Does the increased use of robotics make sense for us? Will it enable us to move manufacturing closer to destination markets while reducing the need for lower-cost labor?

AUTHORS

Ben Shrewsbury (Dallas), Euan Kenworthy (Singapore), and Pleun Van Engen (Amsterdam) are leaders in the Global Operations & Supply Chain Officers Practice at Russell Reynolds Associates. They and their fellow Practice colleagues at Russell Reynolds Associates partner with clients across disciplines and industry verticals, advising on talent strategy, leadership assessment, and succession planning in all aspects of the integrated supply chain.

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Discover more about our expertise in

Operations & Supply Chain Officers


We find and develop best-in-class leaders to manage complex operations and end-to-end supply chains, enabling organizations to further this critical source of competitive advantage.
Learn More

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Supply Chain Evolution in the Midst of Global Disruption