How can CFOs prepare for supply chain diversification? has been saved
Cover image by: Adamya Manshiva
United States
United States
United States
United States
United States
Widespread supply chain disruptions throughout 2021 have delayed and reduced sales, increased manufacturing costs, created unexpected excess production capacity, and resulted in customer disappointments1—all of which have driven volatility in financial results and reduced the reliability of forecasts and projections. Chief financial officers (CFOs) responding to our Q3 2021 North American CFO Signals™ survey indicated that they would pursue multiple strategies to combat future supply disruptions, including multisourcing and changes in regional sourcing.2
Finance should consider partnering with supply chain operations and procurement groups to analyze the financial impact of various mitigation strategies for their organization. Such strategies may include identifying product materials or components presenting the biggest risk to production and performing cost/benefit analysis for various strategies (such as supplier diversification, increasing safety stock levels, regional sourcing, and joint venture relationships with suppliers) that can be activated to mitigate those risks.
For the strategies highlighted above, finance may need to be mindful of the following:
As strategies to mitigate supply risks continue to be a focal point for many organizations, it may be beneficial for finance to work across functions to interpret and plan for potential impacts.
The Q3 2021 Deloitte CFO SignalsTM survey reflects the feedback from 96 CFOs from the United States, Canada, and Mexico during August 2–14, 2021. Eighty-five percent of respondents were from companies with annual revenue exceeding US$1 billion, including 27% from companies with more than US$10 billion in annual revenue.
Cover image by: Adamya Manshiva