SRM
to think about the responses and then to mitigate the risks. I’ m sure there are stories of many scenario plans that no one thought would actually happen that are happening, so we’ re developing our own real thinking solutions and tools on that front.
Q. WHAT DO YOU THINK THE FUTURE OF SUPPLY CHAIN STRATEGY LOOKS LIKE?
» I would say that a supply chain has sometimes been seen as quite a tactical delivery function, whereas it’ s now moving or has moved to more of a strategic differentiator. We recognise supply chain resilience, the risk management and it is a significant risk to defence.
But the future will be a more digitally enabled supply chain, rapid fact-based decisions, insight-led decisions rather than history-led, but really driving for those insights and decisions.
We’ re certainly looking for future growth. We’ re expanding further into territories that we haven’ t worked in before. That’ s a significant emphasis on due diligence, on making sure that our global centre truly understands local requirements and how different nations work and think.
Cyber is obviously a huge focus for us, our customers, the government, all of the contracts that we work in. It’ s become a baseline expectation, but those requirements are increasing in the world and certainly on us. Then unlocking the potential, those conscious direct inclusion of small and medium enterprises, because fundamentally, I think we are, as a nation, going to need to move with much greater supply chain pace.
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