CFO Journal: How Semiconductor CFOs Can Lead Through Uncertainty

“EBP is a framework that converges and coordinates planning efforts across all functions: commercial (demand), operational (supply/provision), and finance. At its core, it is designed to provide ongoing visibility into operating and commercial decisions to ensure operating plans support financial objectives.

Advanced capabilities in scenario modeling and predictive analytics are key components of EBP, used to accelerate decision-making by optimizing supply and demand and associated financial outcomes.”

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CFO Magazine: The Great Logistics Crunch

“Many of these practices fly in the face of the traditional philosophy of just-in-time inventory management focused on cutting supply chain costs to the bone. The future calls for investment in supply chain professionals who can manage relationships and implement systems to integrate with and monitor suppliers. Continuing to run a supply chain that’s hostage to logistics bottlenecks, price instability, and poor visibility will ultimately result in increased business risk and disappointed customers.”

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The Wall Street Journal: Rising Shipping Costs Are Companies’ Latest Inflation Riddle

Manufacturing and supply chain professionals: How are you taking control of costs in your business during this volatile time?

“Transportation costs—typically a fraction of a finished product’s price—are emerging as another supply-chain hurdle, overwhelming some companies already paying more for raw materials and labor.”

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SF Magazine: Leverage Procurement to Build Resilience

“Statistically speaking, three-quarters of the incurred external costs of any business start with suppliers. It varies by sector, and different businesses have different needs and purchase requirements. The guiding principle remains the same, with the vast majority of Fortune 500 companies all incurring far greater external costs than internal ones, making effective supply-chain management an asset to the finance function.”

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Industry Week: Visibility Is Everything in the New Automotive Supply Chain

“Traditionally, it has been very difficult to create a line of sight through an entire automotive supply chain for a variety of reasons, including a lack of trust and communication between stakeholders, reliance on poor volume forecasts and outmoded data management systems. The result is an unknown number of potentially disastrous threat vectors that remain buried until it’s too late to avoid them.”

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Industry Week: Evolve Your Supply Chain Management to Be More Strategic

“Accuracy in forecasting can be as much of an art as a science in many industries. But it is hard to make strategic decisions if your forecasting is at 50 percent accuracy.”

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SF Magazine: Procurement's New Charter

“The journey to automate procurement processes isn’t an easy one. In the survey, 92% of respondents described the digital maturity of their existing supplier management processes as “less than best-in-class.” Approximately 13% admitted to still using legacy systems such as email, spreadsheets, and offline document repositories, resulting in countless hours of manual work to piece together fragmented data—a task truly meant for automation rather than human hands.”

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Global Finance Magazine: Supply Chain Management Under Disruption

“Digital technologies will be a critical component of every company’s supply chain moving forward. They help optimize operations and achieve cost-saving goals, while enabling better customer-responsiveness from suppliers all along the chain.

Executives in this space talk a lot about the “supply chain control tower”—a dashboard of data, key performance indicators and other metrics that help managers achieve real-time, end-to-end visibility of their supply chains.”

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CFO Magazine: Four Questions CFOs Should Ask Their Supply Chain Leaders

“For CFOs, it is critical to remain engaged in these conversations with their CSCOs and broader supply chain and transportation leadership. This includes making transportation volatility a C-suite-level conversation, capturing growth while controlling costs, ensuring that upstream and downstream collaboration is part of the ongoing strategy to strengthen the value chain, and adapting to a fast-changing environment.”

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