The dust has settled (somewhat), after a prolonged period of supply chain upheaval, and supply chain execution operations finally have a moment to catch their breath. Over the last 3 years, supply chain executives were tasked with getting their products to their customers, no matter what, whether they were paying over the odds for a last- minute emergency supplier or resorting to carbon intensive air freight to bypass a logistics bottleneck.
These expensive quick-fixes were needed to keep up with seemingly unending consumer demand but clearly neglected sustainability targets and cost-management. Now that we are in a period where consumer demand is more stable but inflation seemingly unabating, supply chain executives are being tasked with refocusing on improving profitability, positioning their supply chains and logistics networks for long-term viability, and attaining ESG goals.
This report examines how leading brands like Bayer Crop Science & Henkel are evolving their logistics networks in light of these new priorities, whilst understanding how logistics service providers like DHL and Ryder System, Inc are assisting customers to achieve their business expansion, cost- management, and sustainability goals. We also learn from experts from Blue Yonder and EY, to understand how they are seeing the modern supply chain execution landscape.