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Tag Archives: supply chain analytics

CFO Magazine: How CFOs Can Better Integrate Supply Chain Operations

“Different departments are usually operating in their own bubbles, with finance working on one spreadsheet, while sales have their own targets and forecasts. Yet all their work is moot if the purchasing department can’t secure the supply needed to satisfy customers. It’s a CFO’s job to knock down those walls and bring teams together so the finance and sales sides of the business are aware of and aligned with issues affecting the supply side.”

Read More at CFO Magazine >

Industry Week: Is the Chip Shortage Over? That Depends.

“Supply chain practices such as enabling end-to-end traceability, diversifying sources of supply, and optimizing safety stock can also help to manage risk. Of course, nobody has a crystal ball to see perfectly into the future, but proactive and data-informed business planning can help to prevent shortfalls and build resilience into your supply chain.”

Read More at Industry Week >

CFO Dive: Nearly Half of CFOs Ditching Just-in-Time Supply Chains: Study

“CFOs are left contemplating changes to their supply chains as they attempt to navigate shifting economic trends; factors such as the ongoing war in Ukraine and the lingering impacts of the pandemic as well as inflation have continued to throw up stumbling blocks for organizations across their supply chains.”

Read More at CFO Dive >

CFO Journal: CFOs Weigh Investing in Supply Chain Resilience

“Many technological tools can help boost resilience, but companies should find those that best suit their needs. Some CFOs may decide they would benefit from real-time visibility into inventory levels. Others may start using blockchain to track products or begin leveraging predictive analytics to model different scenarios.”

Read More at The Wall Street Journal >

CFO Journal: Fragile Supply Chains Confront Ongoing Threat From the Russia-Ukraine War

How detailed is your supply chain information? Visibility into suppliers is only as comprehensive as the information that is being captured and reported. Companies may identify and survey their most critical suppliers, but they often stop there. In the Deloitte procurement survey, 75% of CPOs chose enhanced supplier information-sharing as their top supply risk mitigation strategy. Visibility into suppliers’ operational performance can be critical in meeting sudden changes in demand.”

Read More at The Wall Street Journal >

Supply Chain Dive: Hasbro Says Price Increases Helped Offset High Ocean Freight Costs

“While lead times have gone down, they remain “two times higher than historical levels,” Thomas said. Overcrowding at cargo ports and shipping container and truck transportation constraints have led to higher costs for ocean, air and over the road freight, according to the company’s most recent quarterly report.”

Read More at Supply Chain Dive >

CFO Dive: 3 Ways CFOs Can Help Tackle Supply Chain Disruptions

“CFOs can use scenario planning to help identify, evaluate and compare the alternatives from a comprehensive financial, operational and tax perspective when facing complex decisions.”

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CFO Journal: Energy and Commodities Outlook: Disruptions from the Russian Invasion of Ukraine

“Despite these uncertainties, CFOs and other C-suite executives, who strive to stay ahead of price changes and supply shocks in global energy and commodities markets, can find insights and analyses for their planning and budgeting needs. Four sets of indicators to watch below can help executives identify vulnerabilities and find alternatives, possibly giving organizations an added layer of flexibility against sudden market shifts.”

Read More at the Wall Street Journal >

Harvard Business Review: How Companies Can Prepare for a Long Run of High Inflation

“First and foremost, understand your entire value chain and its exposure to supply chain shocks. In other words, go beyond learning about just your immediate supplier — figure out the supplier behind your supplier, and so on. Even a minor subcomponent crisscrosses the world at various manufacturing stages. Assess the risk of disruption at each stage, develop alternative sources of supply, and keep sufficient inventory. Those days of keeping lean, just-in-time inventories are gone.”

Read More at Harvard Business Review >