SPECIAL REPORT
PRESS THE
RESET LEVER With more than a year into the pandemic and no respite in sight, supply chain leaders must have by now embraced the NEXT NORMAL. While the situation demanded an immediate redressal without taking a pause, isn’t it the right time to reset the supply chain to be better prepared for such unforeseen shocks? Supply chain leaders of the organizations need to STRESS TEST their existing supply networks and accordingly devise a comprehensive supply chain strategy to lead organizational growth. This special story offers you the strategies to prep up for the future.
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N 2020, the COVID-19 pandemic hastened and intensified changes to the consumer and customer landscape. Beyond business growth, supply chains became more important than ever, helping save lives by getting critical supplies to the people who need them. Companies with robust supply chains have been resilient enough through this crisis, combined with a responsibility not just to the business, but also to the greater good of society. In the aftermath of COVID-19, customers
supplychaintribe.com
will continue to demand an experience in which supply chains respond with a higher purpose. Accenture research, titled “A License for Growth: Customercentric supply chains,” identifies major supply chain challenges that have only been magnified by the ongoing COVID-19 global crisis including inflexibility to deliver undifferentiated customer offerings; poor ecosystem design lacking the right partners; and a siloed technology architecture that stifles collaboration and co-innovation.
The companies, in the report, have invested US$153 million, on average, over the past two years to transform their supply chains. However, it is just a small group — 10% of those surveyed — that are effectively using their investments to transform their supply chains to meet increasing and evolving customer experience demands. The Accenture analysis found that these leading companies follow four key practices that cement them as leaders among their peers:
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