FOREWORD
It ’ s called ‘ value chain ’ for a reason Tapping into supplier expertise and knowledge is becoming ever-more important for organisations who want competitive advantage in a time of uncertainty and disruption .
“ It ’ s vital for businesses to leverage supplier know-how as early as possible in the manufacturing process ”
BRANDON RAEL STRATEGY & OPERATIONS LEAD ,
CAPGEMINI
According to a recent McKinsey survey , the organisations that leverage supplier know-how for innovation purposes enjoy up to 10 % more growth in earnings . Given ‘ supply chain ’ is also commonly referred to as the ‘ value chain ’, this makes perfect sense .
In this issue , we look at how organisations can maximise the value to be had from their suppliers . This is especially important in today ’ s uncertain , disruptionfilled world , with its greater reliance on innovation to keep things on track .
Brandon Rael – Strategy & Operations Leader at IT services and consulting company , Capgemini , says that it ’ s vital for businesses to leverage supplier know-how as early as possible in the manufacturing process . “ There are clear advantages for businesses to leverage supplier capabilities , particularly during the design and conceptual phase of the innovation cycle ,” he says . “ Suppliers clearly understand their end customers and can provide innovative ideas about strategy , products , services , and business models .”
Quite . I suspect we ’ ll be hearing a great deal more in the coming months about the crucial role collaboration has to play in helping businesses navigate such difficult times .
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