In today’s economy, companies must keep pace with technology and the marketplace, and are faced with the dilemma of whether to build or buy. Should the company build new business solutions from scratch or utilize an off-the-shelf application to fit their needs? Having talked to two companies recently who considered building their own solutions, we decided to address the build or buy decision process and identify key factors that should be considered.

Procurement executives are prepared to keep moving the ball forward towards the ultimate goal of establishing the department as a strategy leader within the C-suite. In several months’ time, procurement executives from across the country will convene at the Omni Orlando hotel, brought together to participate in the ProcureCon Indirect East thought leadership conference.

Along with them, they will bring decades of experience, case studies and best practices to be shared towards advancing the role of the department as a co-architect of strategic business goals. While many will have important victories to relate, part of the conference will also focus on what the ongoing challenges are, which make it necessary to continue advancing the role. 

As the restaurant industry changes to meet the ever-evolving needs of millennial and Gen-X consumers, the need for efficient and effective sourcing and supply chain technology, processes and best practices has become a business imperative.

Traditional supply chain management tends to move much slower than today’s leading restaurants require, often contributing to the already mounting pressures from the food industry overall. 

Those mounting pressures represent unprecedented challenges for restaurant companies today. Competition is increasingly fierce in a mature industry. Consumer expectations for fresh, organic, locally and humanely sourced food continue to rise, however, they consistently resist price increases. Increased SKUs and commodity volatility, combined with expanded regulatory compliance mandates, have driven complexity throughout the supply chain. As smaller chains gain market share, traditional restaurants have drastically reduced go-to-market time for limited-time offers (LTOs), promotions and new products. 

Technology has changed the face of many organizational roles and processes. Consumers are demanding increased transparency and visibility in the sourcing and procurement of products that they purchase. Sustainability has become the battle cry of both consumers and the world’s leading organizations.

The idea of omnichannel has infiltrated every industry. Supply chain leaders need to adapt and make the most out of these new realities and demands to continue to not only survive, but thrive, in today’s increasingly global marketplace.

Since these changes are taking place at an alarmingly rapid pace, many leaders are struggling to both keep up with and get ahead of the curve. So how do you succeed in the new supply chain landscape?

Why? Because the global supply chain analytics market is expected to exceed $4.8 billion in less than five years, according to a recent report by MarketWatch.

Historically, the supply chain has been viewed through the lens of a support system and its success or failure has been measured by descriptive analytics. Today, the ability to report on past performance is eclipsed by the need to glean real-time, analytical insights. It is only when insights are combined with business intelligence that proactive decisions can be made. In short, a company’s supply chain maturity is directly linked to its analytical maturity.

In an industry where efficiency and attention to detail rule, successful supply chain companies have become increasingly sophisticated about ways in which to leverage data to make better-informed business decisions, streamline their logistics and improve their operational performance.

But, with the immense amount of (increasingly granular) data available for supply chain companies to work with, identifying, understanding and utilizing essential information becomes more of a challenge. More information leads to more complexity. In such a data-rich environment, the difficulty is separating the signal from the noise. Increasingly, new technologies are being used to successfully leverage data and transform raw information into meaningful insights.

Long regarded as a center of wasteful spending, reducing waste around corporate travel is a tough task since it is so directly linked to the personal tastes of individual travelers. Launching this year, ProcureCon Travel will assemble industry leaders from Oct. 26-28 in Fort Worth, Texas, to troubleshoot how choice can be preserved while making a meaningful impact on spend.

As procurement’s ability to create savings and serve as the architects of global policy around sourcing continues to be extended across organizations, jurisdiction is being broadened to cover some historically difficult to control areas of spend. These areas include IT, contingent labor and travel, all categories that have been growing in terms of spend as well as relative importance to companies in the modern globalized business environment. Out of these three categories, travel is by far the most subject to personal and cultural differences, and the intimate nature of an individual’s travel preferences places an undeniably human challenge in front of procurement teams who may be more used to managing and controlling costs around purely tactical spending categories. 

Juggling the demands of customers and understanding and predicting trends can be a challenge. The supply chain is sensitive to global trends fueling the economy and transforming society. Executives are under pressure to cut costs, improve efficiency and boost performance. How can they innovate, keep pace with trends, drive efficiency and meet customer demands? Supply chain executives need to identify the global trends that are most likely to impact their business.

At least six trends will dictate the future macro-economic environment, each impacting how organizations structure and operate supply chains: 

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