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As teams worked with suppliers through creative solutions, it became obvious that transparency and supplier riskmanagement are essential components to maintain stability during crises like these. Balance supply chain risk and resilience with ROI.
In fact, as you know, Laura Stanton, who runs the GSA affairs, is ITC organization is the governmentwide categorymanager for technology products and services. New products and capabilities are coming to market like AI and machine learning, and we also have new risks that are emerging. Because I mean, it is one government.
Others may still be applied to help businesses better manage the effects of the crisis. Balance Procurement Objectives. Before diving into specifics, I feel it is important to note how the crisis has emphasized the importance of Procurement / Supply Chain leaders having a balanced set of objectives. Yes, cost still matters.
Procurement teams had to work closely with suppliers to find creative ways to solve problems, and they instantly realized the benefits of transparency in their supply chains and supplier riskmanagement for business continuity in times of crisis. Balance supply chain risk and resilience with ROI.
Procurement teams had to work closely with suppliers to find creative ways to solve problems, and they instantly realized the benefits of transparency in their supply chains and supplier riskmanagement for business continuity in times of crisis. Balance supply chain risk and resilience with ROI.
CPO’s are now being asked to manage not only the transactional piece of the supply chain, but to also create partnerships with suppliers who are beginning to become more deeply vested in the entire product lifecycle. Challenges in this new manufacturer/supplier partnership Burton cites include: Riskmanagement. Sustainability.
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