Are you mired in meeting madness?
Since COVID-19, one trend has silently taken over the way we work. What used to be quick exchanges have become scheduled calls, and leaders and teams find themselves juggling double- or triple-bookings....
Brain Circuits
Four reasons you may want to localize your supply chain
The pandemic exposed supply chain weaknesses throughout the globe. Now companies are taking stock of their systems, not just because of COVID-19, but the very real problems associated with the geopolitical landscape. Businesses are looking at becoming more local, or at least more diverse in terms of their supply chain as a path to resilience. If you find yourself reconsidering your supply chain, here are four things to consider first.
Supply chain costs are increasing fast
Companies must consider the total acquisition cost incurred to make the component or service available for use, including packaging, transportation, customs, tariffs, exchange rate insurance, so on. If these costs rise to the point where they become a competitive disadvantage, then the localization of sourcing makes good business sense.
Governments and consumers are demanding more local goods
The demand for locally sourced products has been rising in recent years, benefiting producers that can emphasize provenance and strengthening the case for localization. If a big enough segment of consumers would buy local products, even at a premium, reshoring should be considered. Localization also makes sense if consumers are likely to value the faster fulfillment of their orders, because sourcing nearby accelerates speed to market.
Geopolitical risks are rising
It is important to consider the geopolitically charged trading environment, which is reflected by trade wars, Brexit, and the rise of vaccine nationalism. In addition, the risks of offshoring, including supplier viability, have become increasingly evident during COVID-19, pushing companies to consider localization.
Environmental concerns are growing
The environmental benefits of manufacturing closer to home are becoming increasingly evident. Production in advanced economies can be more efficient in some cases due to the lower carbon intensity of electricity generation.
The environmental impact of transporting goods and components over long distances is driving a push to localize production, so ESG responsibilities and goals should not be overlooked. Regulation is tightening, with governments increasingly adamant that foreign suppliers meet acceptable sustainability standards, so business leaders will need to carry out greater due diligence on their suppliers.
Further reading:Â
Localization – where effective supply chain management meets smart politics by David Bach and Salvatore Cantale
Authors
Related
Competitive identity: Your hidden lever in a transition
Considering a career transition? Begin by identifying your unique values and strengths. Sophi Hazi and Arturo Pasquel guide you through the process....
Bias in the boardroom: Good or bad?
Of the many biases humans are prey to – such as anchoring bias, loss-aversion bias, status quo bias, and recency bias – confirmation bias can be most evident in the boardroom. But...
Checklist: Are you responding to changing workplace demographics?
As workforces age, organizations must confront a critical question: how will extended lifespans reshape leadership, organizational strategy, and the very concept of a career? Anna Erat identifies four focus areas to sustain...