According to a survey of 600 manufacturing and retail executives conducted by Deloitte, 71 percent of the executives surveyed view supply chain risk as "an important factor in their companies' strategic decision making, including 20 percent who view it as extremely important." Yet, 42 percent of the executives from large companies said their supply chain risk management programs are only somewhat or not effective.
Recent issues in the European food supply have resulted in supply chains making the news for all the wrong reasons. Consumers have been shocked at revelations that products labeled as beef also contained significant quantities of horsemeat, up to 100 percent in some cases. More than a month after the Food Safety Authority in Ireland published its findings of traces of horse DNA in burgers, we are still seeing daily announcements of new product withdrawals by retailers across Europe.
Representatives from the Belarusian and Italian Commission on International Road Transport met in Rome where an agreement was reached to increase bilateral quotas on road haulage in 2013 and 2014. The parties also discussed the subject of intermodal transport and the prospect of increased use of bilateral communication, and increasing the flow of freight between Europe and Asia.
The latest communication from the Global Air Cargo Advisory Group (GACAG), a body which packs in all the heavy hitters involved in the supply chain, from forwarding agents to airlines, makes very plain the views of the air cargo industry regarding the recently stalled Doha Round of trade negotiations held under the auspices of the World Trade Organization (WTO) and specifically designed to lower trade barriers and simplify processes, particularly to allow two way market access to developing countries.
One could say that transportation faces multiple hurdles in the coming year, in the guise of new regulations and legislation that promise to have a serious impact on all modes. Me? I prefer to think of it as a minefield.
Analyst Insight: Supply chain has often been an afterthought for pharmaceutical manufacturers. The patent cliff, increasing reliance on generics, and price pressure from payers all create considerable margin pressures on pharma companies as well. This forces them to pay closer attention to operational efficiencies, including the supply chain. However, less noticed is the impact that evidence-based medicine and outcome-driven payment strategies have, compelling pharmaceutical manufacturers to more closely manage their entire end-to-end chain, especially on the downstream side. - Bill McBeath, Chief Research Officer, ChainLink Research
Analyst Insight: The pharmaceutical and bio-tech industry, as well as the medical device and medical product industries, are at a crossroads. This crossroads consists of industry identity and business channel markets determination - each of which will drive every company's future in the domestic and international marketplace as a single sector leader or multimarket healthcare provider for the coming decade. - Brian Hudock, Partner, Tompkins International
Brazil's government has yanked down interest rates to record lows and kept the value of the real, the country's currency, in check. The government has even doled out tax cuts in attempts to boost growth. But so far, there's not much evidence those strategies are working "” and key economic data released recently probably won't change things.
Counterfeit products are becoming ever more prominent across a number of industry sectors. This is especially the case where, for the criminals involved, the returns are great. High-volume industries, such as tobacco and manufacturing components, and high unit-price industries, such as perfume and cosmetics, are widely targeted by counterfeiters. According to statistics published by the U.S. Department of Homeland Security, handbags and wallets accounted for 40 percent of all seizures during the fiscal year for 2012.
Analyst Insight: With the trend toward multichannel and omnichannel supply chains, pressure is mounting for inventories that were intended for one type of demand to be called on to serve another. This conflict can lead to underserving the demand for which the inventory was planned and raise issues between organizational entities that lean toward protectionism, undermining competitiveness. Solving this issue requires effective decision-making processes that occur in real time based on corporate objectives. - Ralph Cox, Senior Principal, Tompkins International