RISK & RESILIENCE
I n the wake of unprecedented global disruptions, supply chain leaders are rethinking their fundamental strategies.
The pendulum that swung decisively towards globalisation for decades is now shifting back, with many organisations prioritising operational proximity over pure cost efficiency.
This evolution in supply chain thinking is being driven by a complex mix of conflict, geopolitical tension, pandemic-induced vulnerabilities and growing sustainability concerns.
The resilience imperative The events of recent years have delivered a series of stark lessons in supply chain vulnerability.
From pandemic lockdowns to container shortages and port congestion, organisations with globally-distributed supply chains faced unprecedented challenges.
In turn, those with operations closer to home often fared better.
Mary Rollman, US Supply Chain Leader at KPMG, offers an Americas-focused take on the question of how companies should be distributing each element of their supply chains.
“ Historical experience demonstrates that organisations with established Americas-based supply chains weathered trade tensions more effectively compared to those with fully global operations.“ This is a lesson that is driving current strategic planning, with many organisations accelerating investment in regional supply chain infrastructure and relationships.” supplychaindigital. com 111