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  • Supply Chain Leadership: Distinctive approaches to innovation, collaboration, and talent alignment
    In the midst of growing supply chain complexity, some businesses are identified as supply chain followers, while others are distinguishing themselves as supply chain leaders. Read the results of the 2014 Global Supply Chain Survey and learn what differentiates the two groups, including actionable advice for companies aiming to build on the leaders’ strengths and join their ranks.
  • Product failure is not an option
    A three-pronged solution addressing variability, visibility and velocity in the supply chain puts a CPG company on the path to $35M in cost-of-quality reductions.
  • The 2014 MHI annual industry report: Innovations that drive supply chains
    Discover what executives think about emerging innovations that could dramatically impact tomorrow’s supply chains…and the barriers to adoption.
  • Unlocking supply chain potential: Analytics for emerging economies
    To unlock the value of analytics in such unconventional environments, the development sector may be required to re-think, re-tool and re-evaluate traditional strategies around data and analysis. In doing so, it might not only inform decisions, but empower countries to achieve sustainable results.
  • From risk to resilience: Using analytics and visualization to reduce supply chain vulnerability
    Complex supply chains require sophisticated, connected tools to monitor risks, predict disruptions, and support rapid recovery as part of an overall resilience strategy. For leading companies, this line of thinking has led an increase in the adoption of advanced tools grounded in analytics and visualization.
  • 3D opportunity: Additive manufacturing paths to performance, innovation and growth
    Additive manufacturing technology can break existing performance tradeoffs by reducing the capital needed to achieve scale and scope economies. Understanding how this can be done requires a review of how scale and scope economies shape certain product manufacturing and distribution decisions.
  • The Deloitte Global CPO Survey 2013
    The Deloitte Global CPO Survey report presents the findings from our 2013 survey, comprising of over 180 responses across 18 countries.
  • Make savings real — The secret to ending the CPO failure cycle
    A new approach for procurement and CPOs to create meaningful and lasting impact on the P&L with full Finance and executive backing.
  • The answer is 9,142: Understanding the influence of disruption risk on inventory decision making
    The question was how many units of inventory a manager should order when faced with a possible disruption in supply. The correct answer is not guesswork, but based on 150 years of theory and practice. We examine individual choices made in this critical situation—and the results are not encouraging.
  • CDP US Water Report 2013
    Companies face a 'license to operate' risk if they are unable to effectively manage complex demands on water resources.
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