Supply Chain Management

Procurement’s biggest problem is NOT savings, it is invisibility. Stop reporting numbers. Start telling Procurement stories. Procurement Excellence | 04 OCT 2025 - The S.TA.R. framework is a valuable tool for structuring narratives and communicating information effectively. Its concise structure allows for clear presentation of key details, enhancing comprehension. S = Situation: What was the business problem? T = Task: What needed to be fixed? A = Action: Procurement strategic approach. R = Result: Tie outcome to business goals. The S.T.A.R framework turns tactical wins into strategic narratives that resonate with executives. Here’s how: #Situation (The context): ⤷Raw material costs surged 30%, threatening product margins. #Task (Your goal) ⤷Secure stable pricing without compromising quality." #Action (What procurement did) ⤷Partnered with suppliers for long-term contracts + diversified sourcing to 3 new regions. #Result (Quantifiable impact) ⤷Cut costs by 18%, protected $2M in profit, and reduced supply risk by 40%. Why it matters: ✅️Shows you understand the real challenge. ✅️Positions procurement as a solution-driver. ✅️Highlights proactive leadership. When Procurement speak S.T.A.R.... Procurement aligns with CFO goals (cost control) Procurement supports COO priorities (supply chain) Procurement enables CEO vision (growth + innovation) Procurement become the strategic partner to C-suite needs. What’s one procurement #win you could reframe with S.T.A.R? How do you bridge the gap between procurement goals and Exec priorities? Let’s inspire more leaders to speak the language of impact. ♻️ Repost to help your network elevate procurement’s voice. #Procurement #Leadership #SupplyChain #Csuite #STARL

Did you know that up to 90% of a company's environmental impact comes from its supply chain? This statistic highlights businesses' massive responsibility to engage with their entire network of suppliers in the fight against climate change. Across industries, we're seeing a growing emphasis on sustainability within supply chains. Whether it's reducing carbon emissions, ensuring ethical sourcing, or increasing transparency, the need for innovation and collaboration is clearer than ever. And by focusing on these areas, companies can make huge strides in reducing their overall environmental footprint. My partner Jungheinrich AG is a good example of this. Instead of focusing solely on their own sustainability goals, they recently extended their efforts to their entire supply chain to take part in a self-assessment. Businesses doing this can ensure transparency and accountability at every level. It also demonstrates that real change is possible when companies work together. If your company could make one change today to engage its suppliers in sustainability, what would it be? I'd love to hear your thoughts and ideas. #sustainability #supplychain #innovation

🚀 The Rise of Agentic AI in Financial Services The advent of Agentic AI marks a pivotal moment in the AI super cycle, which is highly discussed in the financial services sector - ever searching for sustained efficiencies and accelerated business processes. However, its autonomous nature introduces unique risks that banks and fintech must consider, demanding robust governance and proactive risk management. My Australian colleagues explore key aspects of Agentic AI in a recent paper about "Opportunities, Risks, and Responsible Implementation": 📥 Link to the paper: https://lnkd.in/dmqEKxZA 💡 I found the risk management section particularly relevant, as these sophisticated systems - characterised by their ability to operate with increasing degrees of autonomy and make complex decisions - introduce distinct challenges and amplify existing risks in ways that require careful consideration and tailored risk management strategies. Their inherent complexity can lead to unpredictable behaviour, which complicates efforts to ensure their safety and reliability. Unlike traditional AI systems that are typically designed for specific tasks with predefined outputs, or generative AI that creates new content based on prompts, Agentic AI systems can independently set goals, make decisions and take actions autonomously in pursuit of those objectives. While some risks mirror those of other AI technologies, Agentic AI systems present their own unique challenges because of their ability to operate with less human oversight and adjust their strategies over time. This self-directed capability fundamentally changes how we must approach risk management. By understanding the specific components where these risks manifest and implementing appropriate controls, banks and fintech can harness the benefits while maintaining appropriate risk management practices. The key to successful implementation lies in treating agentic AI as a fundamentally different technology paradigm that requires new approaches to governance and controls. ☔ The paper invites to navigate and mitigate 15 risk management components: - Goal Misalignment - Autonomous Action - Tool/API Misuse - Authority Boundary Management - Dynamic Deception - Persona-driven Bias - Agent Persistence - Data Privacy - Explainability and Transparency - Model Drift - Security Vulnerabilities - Operational Resilience - Cascading System Effects - Multi-Agent Collusion - Principal-Agent Misalignment Read the full paper for a deep dive into Agentic AI’s opportunities and challenges. 👀 And stay tuned for more research about AI - I will soon release a new paper with IBM Institute for Business Value about the "risk management of AI, and with AI". Kudos to the authors and contributors: Michal Chorev, Richie Paul, Joseph Royle, Kasia Ligertwood, Sam Gandy, Alejandro Eizagaechevarria, Matt Bellio, and Phaedra Boinodiris #AI #Banking #Innovation #RiskManagement #AgenticAI

Sustainability in Supply Chains A guide for private markets investors 🌍 Private markets investors face increasing pressure to integrate sustainability into supply chain management. This guide by PRI explains why supply chain due diligence is essential and how investors can embed it across the investment cycle to safeguard assets, reduce risks, and capture value. Supply chain risks, ranging from human rights abuses to environmental violations, have become financially material issues with direct implications for investor performance, regulatory compliance, and reputation. Human rights concerns are significant. Forced labour affects an estimated 28 million people worldwide, with rising risks in major sourcing countries such as India, Vietnam, China, Mexico and the United States. Migrant workers are particularly vulnerable, while child labour remains prevalent in high-risk industries and regions. Working conditions also present serious challenges. Excessive hours, unsafe workplaces and poor wages undermine the stability of global supply chains. These issues are concentrated in industries such as apparel, electronics, food and agriculture, construction materials and mining where oversight is often limited. Environmental risks add complexity. Nearly half of global sourcing markets face high or extreme risk of violations related to waste management, emissions and hazardous materials. Biodiversity loss and deforestation linked to commodities such as palm oil, soy and timber increase exposure to both regulatory and operational disruptions. Regulatory requirements are tightening worldwide. The EU Corporate Sustainability Due Diligence Directive, the US Uyghur Forced Labor Prevention Act and the EU Deforestation Regulation compel companies and investors to identify, mitigate and report risks throughout their supply chains. Failure to comply carries financial consequences. Volkswagen shipments were detained at US ports, Shein faced delays in listing plans due to sourcing concerns and companies in Germany were investigated and fined for breaches of the Supply Chain Act. These examples show how supply chain management is now a strategic necessity. Proactive due diligence creates opportunities. Companies with strong supply chain transparency and risk management can secure contracts, improve resilience, reduce costs and strengthen their brand. Investors can leverage these practices to enhance portfolio performance and protect value at exit. The guide explains that due diligence should be present at every stage of the investment cycle. This includes governance and policies, early screening, detailed risk assessments, legal agreements, active engagement, monitoring and exit planning. Clear roles, data systems and training are critical. Integrating sustainability into supply chain due diligence strengthens both risk management and value creation. #sustainability #business #sustainable #esg

If sourcers aren't a part of your talent intelligence strategy, how complete is your strategy and what are you missing? I had an interesting discussion with a client the other day - they're looking to build a world-class talent intelligence function and were asking how to get granular data and insights. Companies often overlook a valuable source of insights: the conversations they have with every potential candidate, whether or not they progress through the hiring process. Even brief email exchanges with candidates who decline interest can provide meaningful information. These interactions are a rich source of market intelligence that many organizations fail to capture and analyze. Not every organization employs dedicated sourcers, but recruiters who actively engage in sourcing activities can collect vital market intelligence through their candidate interactions. Organizations that depend exclusively on inbound applications from recruitment marketing and employee referrals face a significant limitation: they only capture insights from candidates who apply. While analyzing inbound applicant data is valuable, it represents just one segment of the potential talent pool. Without active sourcing, companies miss out on understanding the broader talent market, including passive candidates' motivations and targeted competitor insights. Here's the bottom line: every candidate interaction - whether successful or not - can yield valuable market intelligence. Organizations that systematically capture and analyze these insights gain a significant competitive advantage in understanding talent markets, competitor dynamics, and their own employer value proposition. #sourcing #talentintelligence

Exploring the Cost Efficiency of Transport Modes in India: A Game-Changer for Businesses. As India continues to strengthen its position as a global economic powerhouse, understanding the cost dynamics of transportation is crucial for businesses aiming to optimize logistics and reduce operational expenses. Let’s dive into the comparative costs of various transport modes in India, based on insightful data that could reshape your supply chain strategy. Transportation is the backbone of trade and commerce, and the choice of mode can significantly impact your bottom line. 
Rail transport offers a reliable and cost-effective solution, especially for bulk goods over long distances. Its structured network across India makes it a preferred choice for industries like mining and agriculture. 
While road transport provides flexibility and doorstep delivery, its costs are relatively higher due to fuel prices, maintenance, and road conditions. It’s ideal for shorter distances and time-sensitive deliveries but can strain budgets over long hauls. 
Coastal shipping emerges as a surprisingly economical option, leveraging India’s extensive coastline. It’s gaining traction for moving goods along the coast, offering a balance of cost and capacity. Inland Waterways 
The star performer! Inland waterways, including coastal routes, are the most cost-efficient mode. With initiatives like the National Waterways project, this eco-friendly option is set to revolutionize freight movement, especially for heavy cargo. Seaway: Represented by robust shipping vessels, seaways align with coastal and inland waterway efficiencies, making maritime transport a cornerstone of international and domestic trade. Why does this matter? For businesses, selecting the right transport mode can lead to substantial savings. For instance, shifting a portion of freight from road to inland waterways could cut costs by up to 80-90% per tonne-km compared to road transport. This is particularly relevant as India pushes for sustainable logistics under initiatives like “Make in India” and the Sagarmala Project. The data underscores the potential of waterways, which remain underutilized despite their low cost and environmental benefits. As of July 2025, with growing infrastructure investments, now is the time to explore these alternatives. Whether you’re in manufacturing, retail, or logistics, aligning your strategy with these cost insights can enhance competitiveness. What are your thoughts? Have you considered diversifying your transport mix to include waterways? Let’s discuss how these trends can shape the future of logistics in India. Share your experiences or insights below—I’d love to hear from you! #Logistics #SupplyChain #Transportation #IndiaBusiness #Sustainability #Freight #BusinessStrategy #MakeInIndia #Waterways

Killer graph. Out of the £130 billion online non-food purchases we make in the UK, £27 billion of them get sent back to retailers. Our research with ZigZag Global shines a spotlight on the significant challenge online returns cause in the industry, focusing on those consumers who consistently and intentionally over-order - the "serial returners". Key stats ➡️ Around 11% of online shoppers are serial returners (frequently over-ordering with the intention of returning many items) ➡️They account for 24% of all online returns ➡️Serial returners send back, on average, £1,400 worth of online orders per year, compared with an average of £650. ➡️ This amounts to £6.6 billion of returns. ➡️ Almost three-quarters of serial returners are under the age of 45, and they return more than 42% of all their orders. A 1/4 of serial returners admit to over-ordering just to reach a minimum order value (often to trigger free delivery) only to return goods they had no intention of keeping. The same proportion also said they had returned items after finding them cheaper elsewhere or on promotions. While 18% admitted to returning items having already used them for a short period. There is no silver bullet here that is going to fix this issue for retailers. A nuanced understanding of specific triggers and barriers is essential to effectively target returners through pricing and returns options. 💥 For many boardrooms debating whether they should charge for returns, my thoughts are: 💥 The returns equation transcends simple binary choices between free or paid. Retailers must architect differentiated returns propositions that align commercial realities with customer lifetime value. Smart retailers will segment their returns strategy by customer profitability metrics, leveraging AI to identify purchase patterns that predict long-term value. This enables dynamic returns pricing that protects margins while fostering relationships with truly valuable customers. The goal isn't to punish returns – it's to price them according to their true cost to serve, while rewarding profitable shopping behaviours. There's also a paradox at play where customer acquisition costs are optimised but customer profitability is compromised. Many retailers are essentially subsidising unsustainable shopping behaviours at the expense of margin, unknowingly targeting customers they could do without. The real opportunity lies in leveraging returns data as a predictive indicator of customer profitability. By applying advanced analytics to returns patterns, seasonal purchasing behaviours, and cross-category browsing and mining deep behaviour insights, retailers can enable proactive intervention before profitability erodes. This shifts the conversation from universal policies to personalised solutions that can turn returns from a pure cost centre into a strategic lever for customer engagement and loyalty. Full research is available to download here ⬇️ https://lnkd.in/e5paRNWC

Given the substantial changes in U.S. trade policy and ongoing geopolitical volatility, the latest update of the DHL Global Connectedness Tracker – a research report we published with our partners at NYU Stern School of Business – provides a systematic overview on how recent developments, like rising #tariffs or trade conflicts, are influencing #globaltrade. And for some, the results might be surprising: in the first half of 2025, global trade grew faster than in any half-year since 2010 – except during the temporary rebound following the COVID-19 pandemic. Although recent forecasts have been lowered, global trade is still expected to grow at about the same pace as it did over the past decade – even as trade flows between the U.S. and China have decreased. And contrary to popular belief, trade is not turning inward – goods are traveling farther than ever. As we have also seen in recent months, China’s trade with the rest of the world is a key driver of this development – with its trade with Africa and Southeast Asia expanding rapidly. For us at DHL, these insights are crucial to steer investments and ensure we can provide capacity where our customers need it. The findings of the report can also help businesses identify new global opportunities and customers – underscoring DHL’s role as a trusted partner in connecting markets and enabling growth. I encourage you to use this data-driven report to look beyond the headlines: global trade might be shifting, but it is still growing. https://lnkd.in/ek6cCcfV

I wanted to share the most complete data I'm aware of to gauge potential inflationary effects of proposed Mexico, Canada, and China tariffs. What I've done is merge in data on domestic production, total imports, trade margins [think retailer and wholesaler markups], transportation costs, taxes & duties less subsidies, and purchaser prices from the Bureau of Economic Analysis 2023 Supply Table (71-industries) and then merged in Canadian, Chinese, and Mexican import data from the Census Bureau. For simplicity, I'm assuming a 25% across the board tariff on all three countries (note, I know the proposed expansion of tariffs on Chinese goods was just 10%, so keep in mind). Thoughts: •In the 4th column of data, we see the percentage of imports for each commodity type Canada, China, and Mexico account for. For example, 68% of oil & gas imports come from these three countries (Canada leading the way), 62% of electrical equipment (NAICS 335), etc. •To arrive at the percentage increase in purchaser prices, I multiply the Imports column by the Canadian & Chinese & Mexican percentage of imports column and then multiply by 0.25 (for the 25% tariff). I take this product and divide it by the purchaser prices column to arrive at the tariff shock estimate (last column). Across all goods, this number is 1.9%; the same figure applies for manufactured goods alone. The number ranges as high as 5.1% for electrical equipment to < 1%. •One thing to note: I'm not accounting for any cost pass-through dynamics in the supply chain (e.g., Canadian crude oil becomes more expensive means Midwest refiners increase prices to pass along higher costs). •I'm also assuming the trade margins (which are very substantial, especially for categories like apparel where they are much larger than the value of domestic production + imports) don't change. I don't see this as realistic, as sellers need to protect gross margin rates. This assumption likely counterbalances any over-estimate from the 25% tariff assumption. Implication: You can't look at these data and say that the Canada, China, and Mexican tariffs being floated won't be inflationary as it pertains to goods. My analysis gives possibly the most complete picture I've yet seen. #supplychain #shipsandshipping #economics #markets #freight