Executive Summary

With so much up in the air during the Covid pandemic, leaders are being asked to simultaneously navigate uncertainty (when we don’t have the information we need) and ambiguity (when the best outcome is a matter of interpretation). We can’t reduce uncertainty to zero, but we can arm ourselves with as much information as possible to help us make a decision.  With ambiguity, however, there is no “right” or “wrong” decision; our choice ultimately depends on our values. So when you need to navigate ambiguity, the best thing to do is to start with…

Read More…

The COVID-19 pandemic is altering global supply chains in ways that will not be recognizable when compared to the outbreak. Third parties up and down a company’s supply chain network are experiencing various levels of disruption, and many are unlikely to survive. Of those that do survive, many are likely to emerge in a different form. Geographic concentration, once seen as a supply chain strength, is increasingly identified as a weakness to be corrected. As a result, even with the various support efforts governments are enacting, COVID-19 is likely to have a lasting effect on global supply chain networks.

Because of these changes, companies that rely upon global supply chains will face increased pressure to more effectively and efficiently manage their third-party risk. On the one hand, they need to rapidly identify, screen and onboard new third parties to replace those that can no longer meet their firm’s needs due to COVID-19 disruptions. At the same time, however, companies need to continue to minimize their…

Подробнее…