Who said logistics is a stand-alone function of the supply chain? Over the past decade, consumer electronics has become one of the fastest growing but also most volatile markets. With its quickly evolving technology and short product lifespans the ability to adapt, particularly with logistics, is a key factor for a company’s long-term sustainability.
Until recently I would have cringed seeing the word “Disruptive” anywhere near “Supply Chain.” This pause for concern is a result of the now common industry phase “Supply Chain Disruption” which is utilized to describe everything from a localized component supply disruption to a global supply disruption with multiple suppliers due to a natural disaster.
This blog post is the continuation of our Identifying the Factors for Successfully Managing Supply Chain Risks – Factor 1 – Corporate Strategy (Part 1 of 5) research post. Our recent study to better understand supply chain risks focused on the structure, implementation, and maintenance of a formal system for managing risks in the supply chain.
Supply chain risks that ultimately cause supply chain disruptions cost high growth technology companies millions annually and even worse a large disruption event can cause smaller firms to cease operations. We conducted a study to better understand supply chain risks which focused on the structure, implementation, and maintenance of a formal system for managing risks in the supply chain.
Incoterms, or International Commercial Terms, are a set of three-letter trade terms standardized by the International Chamber of Commerce (ICC). Using these terms properly will allow clear communication of the tasks, costs, and risks associated with transporting goods between your supplier (Seller) and your company (Buyer).
We are fortunate to work with some of the most innovative OEMs, Tier Is/IIs/IIIs and Aftermarket companies in the world and have launched supply chain operations in the US and EU that have included everything from carbon fiber wheels to electric vehicles.
One of the most important decisions a high-growth technology company faces in its early stages is whether to manufacture components and the final product using its own resources (make) or to outsource the manufacturing process to another company (buy).
As companies grow and evolve it is statistically inevitable that supply partners will come and go. There are many reasons why a company may want and/or need to transition supply partners such as supplier financial instability, poor quality performance, and production supply disruption.
Actionable insights from IndustryStar on ways to expedite, optimize, and de-risk your supply chain operations.