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Tag Archives for " Business Model "

How to Gain Meaningful Employment Over 50

First time I heard it, I was astonished. A friend (and an ex-client) was visiting Sydney with his wife, and we were sharing a dinner.

We had worked together more than a couple of decades ago, on some key projects, when I was still learning the art and craft of consulting.  He had gone on to build a great career, culminating at the C-Level in one of the blue chip companies.

And, that is when the disaster struck, and he was made redundant during a clean sweep, that happens from time to time is such organisations.

In passing, he confided that now that he was over 50, he did not expect to find a steady job because of how the odds were stacked against it.

He was only a few years older than I was, and got me thinking. And, he was not the only one who quietly voiced this thought.

On several different occasions, many career executives confided similar thoughts.

I feel the need to unpack the dynamics a bit more and see what is sitting inside.

Clearly it is illegal to discriminate on basis of age (as much as anything else). And, there are many ways to do a statistical analysis to prove such discrimination, if someone puts their mind to it.

Yet with so many people voicing similar thoughts, there might be some real underlying dynamics at play here. After all where there is smoke, there is fire.

Why do some people behave as if people above 50 are un-employable?

I was trying to think of possible reasons.

Besides the inflexibility, and the unwillingness to take a step backward from lofty heights already achieved in the careers, are there any other dynamics are play?

I had to relate it back to my personal experience in order to think through the situation.

I was reminded of this blog post titled Why Collaboration Is The NEW Advantage? that I wrote many years ago.

While the entire post is worth reading on its own merit, here is the most relevant extract:

Steamship Titanic sank when it hit an iceberg going full steam ahead in fog. Since that day, fog navigation is every Ship Captain’s worst nightmare. I still remember when I joined sea as a cadet, the moment the ship hit a fog bank – Captain would take over the navigation personally, station lookouts on Crows Nest, Monkey Island and many other exotic sounding places on the ship and try and listen to foghorns of other ships – all this despite the presence of 2 wholly functional radars.

Some captains were trained in the art of navigation long time ago – when radars did not exist. Many of these ‘navigate by feel commanders’ never got comfortable with radars – to their own peril and to the peril of their shipboard crew. As a result, shipping companies gradually eased these people out of command, making way for a newer generation of Masters who could make full use of available technology appropriately.

We stand on the cusp of a technological revolution in the corporate world.

Today, an ability to learn, adopt, adapt and optimise new technology – all the while running the ship in its steady state – will become paramount.

No doubt, irrespective of their age many executives can, and will make, the transition into the brave new world. Yet the wall street is not betting on it – for an example try and decipher the chart below, and think of the underlying causes:

But that is just one of the reasons I do not bet on the wall street at the moment.

 

Dropping an Anchor – Strategic Thinking on Centralisation vs Decentralisation

The chief mate was on the forecastle with the bosun and 3 sailors preparing to anchor the ship. Master was on the bridge of the ship with the second mate, a helmsman and a lookout.

The ship had just arrived in the pearl river delta after a long sea voyage, and this being the middle of the night there was no means of communication between the bridge and the forecastle except for flashing lights, a loud ships horn,  or a loud voice though a megaphone.

We are talking about 100 years ago, the ship was relatively small and still ran on coal fired boilers. The communication between the ships bridge and the engine room was even more difficult. Coal fired steam boilers were very messy, and the steam engines were extremely noisy. Engine telegraph transmitted the bridge commands from the bridge to the engine – such as full steam ahead, or half ahead, or stop, or half astern. There being no brakes on the ship, the master was extremely good at anticipating the next movement necessary and transmit the command to the chief engineer in the engine room, as well as to the chief mate on the forecastle.

These two men had to be also extremely adept at not only understanding and following the orders from the ships bridge, but also as understanding the entire complexity of the situation in their respective stations and taking actions that would facilitate the final outcome – safely anchored ship without any damage to the ship, anchor, chain, propeller or any other ship.

For example, if the chain was running out too fast, the bosun, or chief mate would have no way to ask the master what was the depth of the water on the chart map or how high the tide was expected to be. They would have to use their own judgment to let go the anchor with sufficient force for it to hold the weight of the entire ship for several days, yet not too much force for it to take out the entire windlass with it. They were aware of other ships which accidentally let go anchor in far more depth than anticipated, and did not control the force in time so that the anchor chain just ran out and broke the windlass.

The chief engineer’s job was even more complex. He had no visibility of what was happening on the bridge, or the forecastle. Yet, he was somehow expected to anticipate the engine movement and respond in time for it to stop the ship so that the anchor can take hold and ship can swing into the tide.

The master relied on these two highly skilled operators who each has their own teams of skilled operators to help them.

And, then, the walkie-talkies were invented.

The master and chief mate are constantly talking to each other about the situation. The engine room can be reliably controlled from the navigation bridge so engineers in the engine control room stay there only for emergency coverage. Chief mate can now provide accurate information from the forecastle station, and master can issue precise instructions of what to do, and when. Chief mates, chief engineers and even masters do not need to be so highly skilled in the ‘art of anchoring’.

Reliable and constant flow of communication has made it unnecessary to anticipate and act. Co-ordination is a lot easier. Less need for contingency planning at each station.

Dropping an anchor, even in the middle of the night and/or in a busy channel with high current, wind or tide, has become a relatively far simpler exercise.

Communication technology always leads to possibilities of centralisation.

How much to centralise, and how to create a new operating system is an art.

The debate continues in every company.

How much to centralise? How to centralise? Why to centralise?

Strategic thinking is a must. No school can teach this – not even with the best case studies. Experience is the best teacher.

Strategy Is An Easy Game – Especially for the Good Yachtsmen and Navigators

It appears a bit extreme now – but it was very common at time when I was a navigating cadet.

As a 17 year old cadet learning to navigate a large 28,600 metric tonnes vessel, one of first things I was asked to do was to make sure that I learnt the entire ‘International Rules of Road’ by heart. Almost all the cadets had to do this. The intention seemed to be that you must have no doubt in times of panic. At a time of impending collision there would be no room to think or maneuver – and the reaction must be automatic.

The Chief Mate (mentor for the cadets) would ask us any rule at any time, and expect the cadets to be able to recite these line, chapter and verse.

Here is short video of the perils of sea – mainly to put thing in the right context.

Most good yachtsmen and navigators would have these rules stuck in their memories no matter how much time has passed since they did their MoT (navigators’ license).

For me, after more than 30 years they are still alive, and many of them serve as good guidelines for practical decision making in strategy.

 

Here is an example: RULE 7 (COLREGS 72)

NAVIGATION RULE STRATEGY GUIDANCE
(a) Every vessel shall use all available means appropriate to the prevailing circumstances and conditions to determine if risk of collision exists. If there is any doubt such risk shall be deemed to exist. Every company should use all available means appropriate to the prevailing market conditions and competitive landscape to determine if significant risk to profitability exists. If there is any doubt such risk should be deemed to exist.
(b) Proper use shall be made of radar equipment if fitted and operational, including long-range scanning to obtain early warning of risk of collision and radar plotting or equivalent systematic observation of detected objects. Judicious use should be made of diagnostic tools and methodologies that are available and appropriate, including long-range forecasting to obtain early warning of risks of significant profit drops, and benchmarking or equivalent systematic observation of risks identified.
(c) Assumptions shall not be made on the basis of scanty information, especially scanty radar information. Assumptions shall not be made on the basis of scanty information, especially poor diagnostic information.
(d) In determining if risk of collision exists the following considerations shall be among those taken into account: (i) such risk shall be deemed to exist if the compass bearing of an approaching vessel does not appreciably change; (ii) such risk may sometimes exist even when an appreciable bearing change is evident, particularly when approaching a very large vessel or a tow or when approaching a vessel at close range In determining if risk of significant profit drop exists the following considerations shall be among those taken into account: (i) such risk shall be deemed to exist if the performance of an appropriate benchmark does not appreciably change; (ii) such risk may sometimes exist even when an appreciable performance change is evident, particularly when approaching a turbulent market condition, or when benchmark itself has become irrelevant.
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Apple Watch, And The Sign of a Bad Strategist

When I am doing difficult mathematical problems with my son, if he does not yet know the right answer (or the method to solve the problem), generally he will give several answers in the hope that at least one of them might click. I am trying to train him up to be a good thinker, besides being a good mathematician.

So, I encourage precision and brevity. The art of hitting the nail on the head really separates the good carpenters from the bad ones, and good mathematicians, and good product designers from the not-so-great ones.

When I was reading the book “Good Strategy, Bad Strategy” by Richard Rumelt, I was struck with the realisation that the bad strategists do exactly that same thing. If they are not sure of which two or three (or four) things will make all the difference in a situation, in general they will recommend a number of solutions (sometimes as many as 20-30) in the hope that at least some of them might click.

That is the reason whenever I see an article with a title saying 7,8 or 9 reasons…(also called listicles) – I know it will just be a laundry list of things of marginal importance. Watch out for strategists who offer a laundry list of unrelated solutions – in most cases they have not really diagnosed the problem adequately, and try and tackle the symptoms rather than the root causes.

This is how Richard Rumelt describes the difference between good strategy and bad strategy:

“The most basic idea of strategy is the application of strength against weakness. Or, if you prefer, strength applied to the most promising opportunity. The standard modern treatment of strategy has expanded this idea into a rich discussion of potential strengths, today called “advantages.” There are advantages due to being a first mover: scale, scope, network effects, reputation, patents, brands, and hundreds more. None of these are logically wrong, and each can be important. Yet this whole midlevel framework misses two huge incredibly important sources of natural strength:   Having a coherent strategy—one that coordinates policies and actions. A good strategy doesn’t just draw on existing strength; it creates strength through the coherence of its design. Most organizations of any size don’t do this. Rather, they pursue multiple objectives that are unconnected with one another or, worse, that conflict with one another.   The creation of new strengths through subtle shifts in viewpoint. An insightful reframing of a competitive situation can create whole new patterns of advantage and weakness. The most powerful strategies arise from such game-changing insights.

It is a great book, and I thoroughly recommend it. In it Richard talks about his meeting with Steve Jobs and his discussion about Apple’s strategy. He was struck by how unique that strategy was especially when compared with all the other tech CEOs that Richard interviewed.

That brings up to the difficult topic of Apple Watch which was launched today.

Being a bit of tech buff I spent several hours trying to understand exactly what does the watch do and looking for those two or three essential things that would make me buy it.

Frankly, I wanted to buy it.

Yet, I could not find anything that will make me keep all my other watches away. When Apple launched printers – they were clear about two or three things these printers did which no other printer did as well. Steve Jobs explains this in one of his videos very well:

This was equally true of all other Apple products that were phenomenally successful.

Itunes allowed people to rip CDs, store music and buy single tracks better than any other product. Ipods allowed listeners the most convenient way of storing a large selection of music. Iphones allowed the best user interface among smart phones (I used to own the best smart phone before Iphone came along – and it was badddd!). CdSo, I looked and looked, trying to find those two or three things in the Apple watch that will make all the difference. I am sorry to say that I did not yet find them. If there is something in there, they have carefully hidden it so far. I will take another look when the Apple watch comes out in the market. What does it have to do with Apple strategy overall? Well, if Apple does not ‘innovate’ another killer product like those earlier ones, very soon it will lose its shine!

 

Why Business Networks Are Important?

“Call it a clan, call it a network, call it a tribe, call it a family. Whatever you call it, whoever you are, you need one.”

-Jane Howard

Business Networks are important to accelerate and sustain success for any individual or organization. It is imperative to learn from the evolution and success of business networks. Business structures have evolved radically to such a degree that nowadays, most businesses have no option but to create business networks.

Business Networks are more important than your business infrastructure

Naturally your business infrastructure is fixed, rigid and cost accruing. Your business networks, on the other hand, are evolutionary, flexible and revenue accruing.

Business Networks make your business more resilient and responsive – at the same time.

Those businesses which had the most responsive and resilient business networks were the ones to recover from any downfall the quickest. See who survived the global economic downturn during 2008 – 2009.

When Cash is the King – Business Networks Triumph

Data is visibly conclusive that in times of cash crisis, the quality of their business networks saves companies. Those with more robust business networks have far more superior cash conversion cycles, nearly 6 times better. In fact, as pointed out by Aberdeen Group, business network masters improve their cash to cash cycle leading up to the Global Financial Crisis while the rest of the industry went backwards.

In boom times Business Networks Give You Speed

Even relatively smaller businesses can achieve remarkable results quickly based on the responsiveness of their business networks. In economic booms, whether accompanied by economic volatility, or economic stability, business networks allow you to realize higher profits, quickly. The potential of your company’s capabilities are multiplied many times over, by the leverage effect provided by your business network. This is only possible through extensive utilization of business networks that the company has built, nurtured and managed effectively. Most executives grossly under-estimate the value and efficacy of business networks in ramping up capacity rapidly in boom times.

Business Networks Help Smooth out Volatility

Especially during times of extreme volatility, we see airlines and shipping companies forming global service alliances to ride out the season and economic peaks and troughs. In such volatile business environments, budgeting and planning can become a nerve-racking exercise for all companies except those which use their business networks to cushion the lean periods with long term contracts and find scarce capacity during boom periods. Supply chain is unique to every company and industry, formulated over a number of decades in many cases, and is worth several trillions of dollars in value.

Valuation of Business Networks is Astronomical, Though Difficult to Quantify

Estimates range into trillions of dollars, and yet may be underestimating the full extent and power of these hidden business resources. The magic of business networks has made it possible to design, build, launch and sell revolutionary products in less than one-third time of the industry. If you cannot make your business networks more visible and manage them more proactively, you may be silently yielding the competitive advantage to others who can. It is, after all, the obtainable magic.

Want to start now? Create your own 5-Star Business Network today.

What Makes the Business Networks Great?

What Makes Business Networks Great?

Extract from the book The 5-Star Business Network, written by Vivek Sood 02-300x206In 2012, when Facebook’s IPO was being discussed in the media, a range of valuations was put forward by the experts between approximately $50 and more than $100 Billion. Most people in traditional businesses were stunned and asked how could a company with no products, no factories, no customers and no suppliers, be valued more than Siemens, Nokia, US Steel, or even a combination of these traditional, well respected companies. The pundits declared the basis of valuation as the Network Effect and left it at that – leaving people to decipher what exactly the Network Effect is and exactly how does it lead to a valuation of tens of billions of dollars. Networks, of course, can be homogeneous groups of similar people, such as net-savvy, with spare time and willingness to share their lives’ details with others on Facebook (or similar social websites), or they can be heterogeneous networks of a multitude of suppliers around the world that provide a vast range of components and parts, such as those that go into manufacturing the Airbus A380. Networks can even be a combination of homogeneous entities and heterogeneous groups, or vice versa. This point should emphasise in the readers’ minds that there is not one single kind of network, and hence the characteristics will vary accordingly.

The Network Effect

Needless to say, there is no point spending time on a social network website if you are the only person who ever visits it. In fact, if most of your friends are members of a rival social networking site, you would eventually find yourself there, or find yourself a web outcast. This leads to a catch-22. Most nightclub and restaurant owners are long familiar with the predicament – the more popular your establishment becomes, the more people want to get into it. However, the key predicament is always – how to start off the process. An excellent book “The Tipping Point”, by Malcolm Gladwell, discusses this phenomenon in great detail and attributes it to the three rules – getting the first movers (law of the few – the mavens, the connectors and the salesmen), the stickiness factor (simple ways to make things memorable) and the power of context (small factors in the environment and the relationships that create and sustain impetus). If you have not yet read the book , I highly recommend it. It is neither advisable, nor possible, to paraphrase the excellent content, and Gladwell’s writing style is extraordinarily eloquent. So, with every new addition to a network, it becomes a little bit more valuable. This continues to happen until the network reaches a tipping point, a point at which it suddenly becomes a lot more valuable. After this point, the network will generally race past all its rivals and become a de facto standard in its realm. Whether it is a question of which social network website to frequent, or which type of keyboard to use as a standard (the more popular QWERTY or the more efficient Dvorak style), or which type of cooling systems to use in the nuclear power plants (light water, heavy water or gas cooled) – the decision almost always rests on the network effect.

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Conclusion

Networks thrive on trust: they succeed where trust building mechanisms are strong and well adhered to. Well functioning business networks incorporate a secret source – the power that goes beyond the synergy, the multiplier effect, into the realms of synchronicity. Besides, business networks allow businesses to be simultaneously strong in their core strengths and live with their own weaknesses – the other members of their business networks make up for their weaknesses. As businesses move from traditional structure to business networks, the essential co-operation building mechanism moves from control to co-ordinate to co-create.Continue reading

HOW SUPPLY CHAIN 3.0 CAN LEAD TO TANGIBLE BUSINESS BENEFITS (Part 3 of 6)

In the previous blog entry of this series, I have outlined a customer centric business model, which is also captured in my book The 5-Star Business Network. Now let us delve into the evolution of supply chain models, or how Supply Chain 3.0 came about.

In the old model of supply chains, businesses used to relate to each other in a very linear model

The customer centric model mentioned in the previous post is still a model of last decade and later in this piece we will see the reasons for this assertion. First, let us examine the impact of this model in practice of the commerce as conducted by many companies today. Due to persistence of traditional supplier-buyer relationships, when this model is applied across multiple organisations it morphs into an unworkable hierarchical structure shown in Figure 1 below.

traditional-model-multilayer

Figure 1 – Traditional Supply Chain Collaboration Model – Supply Chain 2.0 or less

Imagine if 5 of more organisations are linked in a multi-layer structure shown above. Unfortunately, that happens to be the case with many large organisations that compete with Apple in the market-place today. While such a structure minimises cost and responds predictably to all external stimuli, it is not suitable for the world of rapid change we live in today.

Today, businesses collaborate in a robust network

Success of Apple has shown that in the next decade this model needs to be supplemented by an even more evolved model which we have called Efficient Global Leadership model (EGL model for short). In this model we recognise that no single organisation by itself is in a position to service all the needs of a customer relating to even a single product. The fact is that two or more, in general three organisations come together as a supply chain, work together collaboratively, to fulfil the customer’s need.

Customers at the heart of your supply chain

Customers at the heart of your supply chain

As shown in Figure 2, each one of these organisations work in close harmony with each other, where the research & development teams of each organisation work together as do marketing teams and even sales teams of these organisations.

To create products, and then to manufacture those products, the production teams and the procurement teams work together to put those products in customer’s hands. In such a model, close collaboration is required among the supply chain partners to create market and sell the products.

Similarly, close cooperation is also required to produce the products, move the products and store the products in such a way that highly innovative products are produced in shortest period of time at a fraction of the cost of traditional products and put in customers’ hands extremely quickly.

Needless to say, when Apple manages to put out one innovative product after another in the market place, it is not only its own innovation but also an innovation of all its partners, which is at play here. Only when companies work together in such an efficient leadership model, do they achieve the level of success which Apple has achieved over the last 5 to 10 years. Figure 3 reminds one of the team huddles as shown below:

football-team-discussionWhen an individual works on his own he is neither very efficient, nor very effective. That is the key reason, from early civilisations, humans have created organisations that give them the benefit of either effectiveness, or efficiency, or a bit of both. Figure 4, on the other hand reminds one of camel trains or dog sleds – where one animal is closely following another as shown in the picture below. Now imagine what would happen to the whole camel train, if the first beast lost its way!

camel-in-dessertNaturally, the question is why is this important? Think about it for a minute. In fact, stop reading and just reflect on the metaphors. A camel train was a great technology – but is now largely redundant. Moreover, with a limited room to collaborate, it is essentially a command and control organisation. In periods of rapid development, if such organisations stick to the tried and tested, they get left behind by their more innovative peers.

If you would like to see how Supply Chain 3.0 differ vastly from its predecessors, please read the next blog entry of this series.

Fresh Thinking for New Business Models

Old Business Models are Getting Redundant

When General Motors filed for Chapter XI protection in 2008, it also marked the closing of a type of business models in modern commerce.

General Motors was seen as the paragon of modern American management theory as popularized by Peter Drucker in the middle of the twentieth century.

It was at this venerable company that Peter Drucker formed his early thoughts about management as a profession, separation of the ownership from management of enterprise, the key functions of management, division of labour, theory of leadership of enterprise, indeed the very concept of the corporation.

His writings were the need of the time, and were picked up by ivy league business schools and corporations alike and formed the basic foundation of management profession.

Indeed there was a time when General Motors and the US commerce were thought of as interchangeable entities with popular aphorism that “what is good for GM is good for America and vice versa.”

Some people still think this is the case.

They see the decline of General Motors as symptomatic of a wider malaise in the US economy.

Others think that General Motors will rise like a phoenix again to become an industrial powerhouse.

While we do not know what will eventually happen to General Motors, we know that new models of commerce, new industries, new technologies and new ways of solving old problems will be required to build a stronger economy on a global level.

All of these will not necessarily come out of one country, one continent or even one region.

Drucker foresaw some of these changes in his writings on the information age, post-capitalist society and post-industrial man.

Prescient as he was, he did not yet fully see majority of the changes that have happened in the last 6 years since his death.

The rise of China and India, the global financial crisis, the zombification of the western economies as a result on intense focus on the rapid gains from FIRE (Finance, Insurance, Real Estate) industries, hollowing out of real capabilities are nowhere to be seen in his writings.

However, this is not just true of Drucker, most of the management thinkers, writers, academics and authors can be painted with the same brush.

It is not a surprise that the established thinkers find it difficult to think outside the box.

Since the times of Aristotle, Socrates and perhaps even before that (for the history of mankind maybe older than that), new thinking must come from new places – from outside the established order of thinking.

No wonder then that the most innovative companies in the US still choose to locate on the west coast, many of the most successful corporations were formed by the college drop outs and the most successful business models do not even have a name yet.

— Excerpted from the introduction of THE 5-STAR BUSINESS NETWORK

To read a synopsis of the book, please click here 

To buy the book, please go here

How much does the market engagement process matter in Business?

Market Engagement

How Much Does The Market Engagement Process Matter In Business? 

Almost as much as rules of any game matter to the champions of that game. If you are a competitive sailor, or a golfer you know how vital it is to know the rules of the game and play by the rules.

Otherwise, you risk being disqualified, or getting penalties. 

Just consider Tiger Wood’s two shot penalty at the US Masters in 2013 for a wrongful drop. If even the best player in the world, who has been totally immersed in the game since he was 2 years old can make mistakes about the rules, what chance do we lesser mortals have?

Fortunately, in business the things are different

While there are general set of rules as per the legal principals in the country, the rules of engagement are left to the parties.

For this reason it is vital to take complete control of the game by designing the rules of the game in such a way that you meet your objectives for the game.

Now, does that mean your vendors have to lose along the way?

 Not really, because if they do then we would not be able to call it The 5-STAR Business Network. But, that is not how most companies play the game.

Most companies structure and run the market engagement process in a rather formulaic and archaic manner. Perhaps this is a legacy of procurement protocols or legislation enforced by governments or anti-corruption departments.

In my book Outsouring 3.0 you can read the key questions to ask during Market Engagement preparation.  


What Supply Chain Managers Can Do About Safety Recalls?

If you are in Australia, it is more than likely that you already know this saga. If you are not in Australia, or do not follow the news cycle, take a look at the video below:

This happens all too often. Once every few months, in some part of the world, a crisis of similar nature emerges.

Several years ago it was this:

I could keep finding a lot of similar videos about products and places – but you get the point. And, it is a not a new problem either. Take a look at this story from over 3 decades ago:

The point is that the lack of supply chain security hurts the company, the industry and the economy significantly.

Some band-aid solutions are rolled out – mostly to restore public confidence and get the demand up again. However, a comprehensive supply chain security regime is never put in place.

Having done large scale supply chain transformation projects for companies as sensitive as explosives, chemicals, fertilizers, food stuff, soft commodities, bakeries, meat, dairy, livestocks, and many others, we have seen both – the vulnerabilities and some really cutting edge supply chain security in practice.

Unfortunately, supply chain security, in conceptualisation and training, has not kept paced. There is no university course that covers this topic sufficiently. Conferences skirt this topic. Books cover it sketchily. Regulatory framework is patchy and officious.

And after complying with the regulatory burden most people relax in the belief that they have done enough.

In fact they have no basis to go beyond regulatory requirements, lest they are accused of being paranoid or overzealous about security.

Yet, dozens of incidents have demonstrated that regulatory framework is never enough. Each company has to develop its own supply chain security framework, based on its own particular circumstances. Even compliance with insurance requirements is not enough. Reputation damage to your business is a non-insurable loss in most cases.

How do you develop your own supply chain security framework?

Complying with regulatory and insurance requirements is a good start. You also need a more robust, holistic and comprehensive supply chain security framework that provides the guidelines for your own company’s supply chain security model.

Our report titled  SUPPLY CHAIN SECURITY – A COMPREHENSIVE, HOLISTIC FRAMEWORK provides the information to get you started.

Better still – run a one day workshop based on the content of the report. It will be the best 20K your company ever spent.

 

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