Supply Chain Strategy | Deloitte Belgium | Strategy & Operations | Solutions has been added to your bookmarks.
Supply Chain Strategy
Successful skydiving teams execute precise movements, split-second timing, and complex coordination—all at a dizzying height and speed. A company’s supply chain is similarly complex, requiring careful coordination of its many moving parts in alignment with the company’s business model and competitive positioning.
Deloitte’s supply chain strategy team helps senior executives align supply chain capabilities and operating models with their business strategies. We take an integrated view of the supply chain, unlocking hidden value in the connection points between functions and value chain partners. This approach incorporates process, organization, technology, and performance measurement to help executives understand the trade-offs between cost and flexibility in response to margin pressures they may be facing. We also address those trade-offs to achieve the desired balance between cost service levels across the supply chain.
- Significant top-line growth
- Improved gross margin, operating income, and asset efficiency
- New profit sources in emerging markets
- Risks prioritized based on intensity, vulnerability, and node criticality
- Supply chain becomes a competitive advantage and growth enabler
Deloitte's Sourcing & Procurement offering includes following services:
- Vision Alignment
- Segmentation and Market Offering Alignment
- Risk and Resiliency
- Mergers and Acquisitions
- Operating Model Redesign
- Analytics and Performance Management
- Global Footprint Strategy and Network Design
Topics in the spotlight
Growth: the cost and digital imperative
Growth ambitions are high in an uncertain market, the pace of change and increased uncertainty requires superior levels of funding. Defensive strategies being implemented by Chief Financial Officers are demanding rapid, sustained cost reduction in parallel to a greater focus on risk from procurement. We are now sure that the traditional procurement operating model has to change. This has been driven by a lack of talent and an increase in digital innovation.