The struggle to keep nations fed, health workers protected and the newly-remote workforce equipped with the right tech, has exposed weaknesses in global supply chains.
As the dust settles, executives need to preserve any hard-fought-for agility and understand what fresh procurement challenges the recovery phase will throw at them. Emma Carroll
explores how they will do this.
Including commentary from:
, Supply Chain & Operations Lead, UK&I, Accenture Strategy: "Some organisations are investing in their suppliers, either by sending their own people to help with operations or by taking direct stakes in them, and so providing a cash injection."
, Senior Relationship Manager, Criticaleye: "Before COVID, globalisation meant that businesses were often choosing to manufacture goods in a small number of locations that were distant from customers. This caused a lack of resilience when the crisis struck."
, SVP, Ground Operations Europe, FedEx Express: "While there may be a course correction, I can’t see us going back into an age when we manufacture everything at home."
, Chief Procurement Officer, Unilever: "Industries have to move from a minimum wage to a living wage commitment, and from certification systems to proving that you know where things came from. Consumers will demand that at any price point."
, former VP of Global Supply Chain, Vaccines, GSK: “The big question is: what is shifting in the risk / benefit ratios with COVID, and will it impact ways of working for the long term?”