A successful supplier risk framework will only be successful if a well thought out strategy is supported by a governing body and aligned resources.

In this session, we will discuss how supply chains should harness the collective potential - meaning the potential of the individual, the community and technology to drive productivity, business growth and achievement of enterprise objectives. 

Supply Chain leaders face increasing expectations around their supply chain's sustainability performance from regulators and other stakeholders, while cost savings and business growth remain key priorities.

Operational expectations for supply chains continue to rise, where optimal efficiency, swift speed, rigorous cost control and an elevated customer experience have become table stakes. In addition to operational excellence, CEOs are looking to their supply chains to address a new challenge: driving profitable growth for the enterprise.

Supply Chain Planning teams are operating in a world where disruptions are happening more frequently and they have become predictably unpredictable, and bigger in impact.

The last two years of supply chain disruptions, including the pandemic, the Suez Canal clog, the current Gridlock, and other events, have inadvertently shifted focus away from supply chain digital transformation as companies have scrambled to remediate these challenges.