This content is restricted to site members. If you are an existing user, please log in. New users may register below.
The events of 2020 intensified the challenges of managing supply chain performance, driving organizations to focus on financial liquidity through cash preservation. But in 2021, as businesses commit to profitable growth, they must take a more comprehensive approach to optimizing supply chain performance. “Some companies are now finding that an excessive focus on cash has started to create challenges with current performance and limit their future growth potential, while some have emerged from 2020 with a renewed sense of commitment to investing in capabilities that will upgrade their resilience for future disruptions,” says Paul Lord, Senior Director Analyst, Gartner. Download guide: 5 Levers for Optimizing Supply Chain Costs Achieving and sustaining performance requires connecting short- and long-term aspirations (operation for cash and enablement of profitable growth) through an intermediate lens — optimized total performance. This lens aligns key stakeholders around both design choices (physical, commercial, organizational) and operating decisions required to efficiently fulfill demand with reliable product supply and effective service delivery. Optimizing cash flow and costs needs a comprehensive approach Supply chain organizations design and operate supply networks to fulfill demand. Complex demand signals, product portfolios and supply constraints require more than simplistic trade-off discussions that promote conflict and
