5 Cost Levers To Pull Right Now With Your Outsourced Services

At times of enormous disruption to global supply chains, it’s easy for procurement only to think about direct spend. But it’s just as critical to ensure value is delivered in outsourced service contracts.


“Today’s health and economic crisis, as a result of coronavirus, means that typical approaches to cost management will need careful consideration as business’ key focus has to be staying in business” Lorna Brown, Former CPO, Global Financial Services

We live in an ever-changing world, where what had been predicted as a prosperous year for a business could turn into a fight for survival thanks to something that it has no control over. As the world pulls together to combat COVID-19, businesses face the challenge of reduced revenue forcing them to tighten their belts and search for further savings.

In times of crisis, most organisations will fall into the same pattern and focus their cost reduction effort on direct spend categories. After all, your first thought in a crisis or risk management situation is more likely to be ensuring the stability of your production supply chain, rather than identifying the cost savings you can secure from the organisations delivering your HR or IT Support services.

But why is this the case? Organisations may consider their direct categories as more business critical, or believe that they can release greater value from them with closer management of their global supply chain.  For an increasing number of organisations, however, outsourced services form the core of their business. And by focusing on the right cost levers, review of these service contracts  could deliver just as much in terms of savings as direct spend.

Pulling on the Cost Levers

Structuring a contract for the procurement of services is can appear to be a different beast to one for the procurement of goods. Many procurement professionals will go their entire careers without creating a single RFQ, tender or contract for an outsourced service.

The reality is, however, that there isn’t a great deal of difference beyond what is delivered by the supplier. Procurement still needs to know that suppliers are able to meet an organisation’s requirements. A robust contract needs to be put in place to ensure that services are delivered efficiently and effectively.

And when it comes to cost levers, there’s no need to start with a blank sheet of paper when proven procurement strategies will still fit the bill. Everest Group, a consulting and research company with an established history in the outsourced services space, has conducted extensive research on this topic. Amy Fong, Vice President in Everest Group’s strategic outsourcing and vendor management practice, is clear that this research has highlighted five key cost levers for procurement to use right away when it comes to their outsourced services: “we see a lot of common themes where buyers can do a better job.”

1. Pay the Right Price

Former CPO in Global Financial Services, Lorna Brown, believes that organisations need to be “a bit curious and engage with the supplier to understand how they are delivering the services.” This will allow for a greater understanding of how the service is built up, but also what is driving the costs, and consequently the price in the market.

Services in high demand, but with a lower supply where there are fewer people capable of providing a quality service will cost organisations a premium.  In the  IT services market, this premium has been charged for everything from basic digital skills all the way up to large-scale, highly complex data analytics over the years. The availability of labour with these skills is the key cost driver.  With each ebb in the requirement for these skills, rates for outsourced services will come down.

Being clear about how the cost of labour has influenced your price is a great way to pull this particular cost lever.

2. Understanding Total Cost

Procurement’s consideration of cost needs to go beyond the ticket price that is paid. There are other factors to take into account such as quality of support and adherence to Service Level Agreements (SLAs). It’s all about Total Cost of Ownership.

Got a great price for your basic service agreement? Great! But did you discuss and agree a price for ongoing support? Or agree how many people are assigned to your contract? Or how much you are paying for secure data storage? It’s critical to understand the whole picture beyond the basic price.

If you are just looking to drive savings on the bottom line price by whittling down your supplier’s margin, they will look to move or hide costs elsewhere. No matter how good a deal you think you have at the outset, if you aren’t tracking TCO you’re probably losing any savings you may have initially achieved and leaving this cost lever un-pulled.

3. Find the Right Deal Structure

One of the key decisions an organisation will have to make regarding its services is which model or structure their deal is going to take. In outsourcing of services, a fully Managed Service can be very attractive to an organisation with day-to-day operation provided by an external specialist, with the business free to focus time and effort elsewhere.  

However, organisations using a Managed Service have to accept the fact that they will hand over a level of control, which in turn raises their risk.  Procurement still needs to understand what’s happening throughout the outsourced service provider’s supply chain.

Organisations may also choose to use on-demand outsourcing, where they pay for support based on the number of times it is used, or a ‘Break/Fix’ service where it pays for just the work that is done. There is no right or wrong answer as this will differ from organisation to organisation. What’s important is picking the right option.

4. Innovation

When it comes to cost savings, innovation is a key part of the puzzle that cannot be missed. And when it comes to pulling the innovation cost lever for outsourcing services, the focus should be on “Big I” Innovation (i.e. digital transformation), rather than “Little i” innovation (i.e. continuous improvement activities).

As with the other cost levers we have shown, innovation that is being looked at in other areas of the business can just as easily be applied to outsourcing too. Consider all the current industry favourites such as Robotic Process Automation (RPA), AI and Machine Learning – these can have an impact on costs.

However, despite the fact that there is increasing importance placed on innovation in outsourcing, many organisations are still missing the mark. There’s a lot that can be achieved from deploying this cost lever in the right way at the right time.

5. Financial Engineering

Cost lever number 5 takes the modernisation and digital transformation found in the innovation space one step further: when it comes to the concept of innovation not just about the business scoping out activities for different areas of its categories, but more about how it modernises the entire solution.

It’s important to use financial engineering to have the impact on profit that is required as the initial outlay or investment across the board will be significantly higher than a service that doesn’t include these types of outcomes.  Organisations may choose to look at alternative sources of finance, assess potential Joint Ventures or Managed Services with flexible margins (in line with traditional Financial Engineering). Using this cost lever is about getting creative and perhaps walking the path less travelled for success.

Pull the Levers with Care

The 5 cost levers for outsourced services represent an individual and collective strategy for cost savings in the outsourced services space.  Pulling one alone would be effective, and using all of them in some way could deliver also deliver great results.

To find out more about these cost levers, and to access expert advice on how to use them, register for the Everest Group sponsored webinar 5 cost levers to pull right now with your outsourced services, to be broadcast on Thursday May 7th 2020 at 2:30pm GMT. To find out all the information you need, including how to sign up, visit the Procurious website or click here.

How To Work With People You Don’t Like

Working can feel impossible when you have to collaborate with someone you don’t like. Here’s how to do it.


Michelle* had recently taken on the role of CPO at a large manufacturing organisation. It was a job she’d been planning, and pining for, for years, so she was heavily invested in making it a success. To do so, she’d carefully mapped her stakeholders, investing in understanding each of their unique needs and situations. But two months in, there was a problem. And the name of that problem was Mark. Unfortunately, Mark was also the CFO. 

Michelle had done what she could to get Mark onside. And worse, she could see from his relationships with others in the business that Mark wasn’t particularly difficult – in fact, he seemed to be generally competent and well-liked. But she just didn’t like him, and he didn’t like her either. 

As many of us in procurement would know, though, not getting along with the finance department can be particularly troublesome. And so it was with Michelle. Mark was going to be integral to her success – so what should she do?

If we’re all being honest, we’ve all come across a Mark – or a Michelle – in our working lives. Someone who, despite others not seeing it, just makes our blood boil with frustration and our mind explode with confusion. Someone we simply don’t like. 

But nowadays, with procurement intimately connected to all corners of organisations and stakeholder management more important than ever, we can’t simply ignore the fact that we don’t like someone. We need to do something about it. 

But what? Here’s how to navigate the frustrating waters of a colleague that has you hot under the collar: 

Step 1: Accept and reflect 

No matter how likeable or nice we think we are, we have to accept that it’s not possible to get along with everyone. The first step to improving relationships with someone you don’t like is simply this: accepting that not everyone will be your best friend (or even ally) and that it isn’t a personal reflection on you. 

Beyond acceptance, another important first step is to reflect on the positive you can garner from the relationship, even if it is a difficult one. What can you learn? How can you grow? Difficult relationships are, usually, much rarer than positive ones, so if you flip your frustration on its head, you’re bound to learn something. 

2. Understand their perspective 

When you decide that someone frustrates you, you naturally recoil. Then, when you do need to deal with them, you discount and/or/get annoyed by everything they say and do. In other words, once trust and respect are gone, it’s difficult to get them back. 

But in the situation where you have to work with someone you don’t like, it’s important to try and be the bigger person, no matter how challenging this might seem. Ask yourself: Why is this person acting in this particular way? What do they want/need differently from me? How might I be frustrating them? Reflecting on their motivations will help you appreciate their goals, behaviours and different points of view. In turn, this will help you have empathy for their situation. 

3. Increase your self-awareness 

The term ‘it takes two to tango’ is true of all relationships, and a large part of working with people you don’t like is to understand how you contribute to that relationship. Understanding your own personal style can be a big part of this. 

In the example above, Michelle knew that she was a strong extrovert, and that she always preferred face to face meetings and lots of social time with her colleagues. She was also a little disorganised, and never understood why past colleagues got frustrated when she was late to meetings or moved them at the last minute. After all, she got the job done. 

Mark, on the other hand, was a strong introvert and preferred the comfort of everything via email. He was precise, particular and enjoyed routines and certainty. He mistook Michelle’s carefree attitude for incompetence. 

By increasing her awareness of her personal style, Michelle could learn a lot about why she might frustrate Mark – and vice versa. Understanding this is a critical part of repairing poor relationships. 

4. Be collaborative – not competitive 

The hierarchical nature of organisations can lead many of us to feel we need to compete with each other. Yet that attitude alone is responsible for many poor relationships. If you want to get along, it’s better to focus on collaborating. 

It can take some courage to do this, but one way of encouraging better collaboration with someone you don’t like is to simply ask them how to do this, instead of constantly trying to find workarounds to make them happy. Asking something along the lines of ‘I don’t feel we’re working together in the best possible way – do you have any ideas on how to fix this?’ can go a long way in ensuring a better partnership. 

5. Flattery 

If you don’t like someone, the last thing you’re going to want to do is flatter them, as it can seem ingenuine. But doing so in a more subtle way can help repair a relationship, especially if you essentially ‘shift the problem’ of the relationship over to them by simply asking for their help. 

In Michelle’s situation, one way to repair her relationship with Mark might be to take him for a coffee and seek his expertise on how to best connect with people in the organisation and succeed. The question will have the effect of making Mark think that Michelle believes he is an organisational success story, and he might be more willing to open up. This will ‘humanise’ the relationship and help both Michelle and Mark feel more comfortable with each other. 

Most importantly – start working on your frustrations early 

For so many of us, our colleagues and stakeholders can make or break our experience at work. Inevitably though, we’ll come across people we don’t like. 

When we do, it’s important to work on those relationships, often and early. There’s nothing worse than being frustrated on a daily basis, when we could have seen the incredible human our colleague was long ago. 

What techniques do you use to better work with people you don’t like? Tell us in the comments below. 

*Names changed to protect privacy.

Join Procurious to connect with 40,000 other ambitious procurement professionals and get free access to networking, industry news, training and much more. 

Supplier Motivation, A Key Component of Supplier Management

Motivate your suppliers rather than merely manage them


As we have already seen in a former blog, enterprises often fail at maximizing the value of collaborating with smaller companies. Convinced that their sizes and brands will attract suppliers anyway, they entrench themselves behind the gates of rigid procurement processes. They miss the huge opportunity of co-innovating with these businesses, especially startups, by failing to take a differentiated approach. This multi-channel strategy tailored to suppliers’ capabilities is what differentiates best-in-class from a peer group as a report from The Hackett Group reveals.

On the other hand, let us not forget a wise piece of advice from Procurement Management expert, Natacha Trehan, in her keynote last year at Ivalua NOW –  every customer wants to collaborate with the best suppliers, which means that, eventually, the supplier chooses who they want to work with. This translates into a powerful lesson learned for Procurement: motivate your suppliers rather than merely manage them.

This is a method medium-size companies have already integrated in their supplier innovation strategy.

I was lucky to attend an inspirational presentation on the subject by Virginie Favray, Urgo Healthcare’s CPO, at a Procurement roundtable event, before the lockdown. Urgo is a leading international healthcare group which specializes in advanced wound care and self-care. Their €640m turnover qualifies them as a medium-size company, especially if you compare them to pharmaceutical giant Sanofi with its €35b revenue.

Even taking a cautious approach to comparing figures, I cannot help but notice that Urgo’s revenue growth rate is more than double some of its larger peers. Is a strong supplier innovation strategy the key to additional growth points? It certainly contributes and we will dig into Urgo’s methodology.

This methodology was new to most Procurement peers attending due to both its philosophy and the way it translated into concrete actions.

When it comes to the philosophy, Urgo decided to play a different tune compared to its larger peers. They cannot leverage the massive spend volumes that the pharmaceutical giants can. Additionally, if their brand awareness is strong in France, it has limited traction on international markets. That is why, the group fully plays the trust card.

How do you build such an asset and how does it turn into better innovation?

It all starts with building up a transparent relationship. What are they transparent about? They share Urgo’s business strategy, how it drives Procurement objectives and finally how strategic suppliers are valuable stakeholders of it. As I have often highlighted, there is a prerequisite for that to happen: Procurement practitioners must enlarge their focus to embrace the full strategy of their company, which often they do not. At Urgo, they do.

Establishing trust in a relationship is a safe place to start. However, it will not last long if no long-term relationship management is applied. This is something Urgo has perfectly understood. As most Procurement organizations do, they evaluate their suppliers. Nevertheless, they do not satisfy themselves with this one-way view. In fact, they ask suppliers to assess Procurement too. Due to this 360-degree assessment, their relationship trust index reaches high scores. The postulate here is that detecting and solving inevitable business frictions on a regular basis allows a healthier relationship on the long run.

In order to turn this healthy relationship into a thriving partnership, they have developed a supplier award program which recognizes suppliers’ efforts. In the HR realm, expressing gratitude is widely acknowledged as a powerful means to foster motivation. Why would it be different for suppliers? Each year, Urgo acknowledges three suppliers for direct and for indirect spend. They are rewarded with a “best supplier of the year” certificate, some Urgo products and a personal note from the CPO.

Once such a favorable environment has been set up, initiatives aiming at capturing co-innovation with suppliers can be implemented. Urgo employs a wide range of tools to do so.

First, they have a suggestion box concept for suppliers to submit. This is a method that is proving more and more efficient to boost innovation according to procurement consulting group AgileBuyer. On Urgo’s suggestion form, suppliers may recommend new products or improvements to existing ones. They must be as specific as possible about their idea (investment cost, timeline, potential savings…). If the idea generates savings, these are shared between Urgo and the supplier. Buyers receive about a thousand forms per year and commit themselves to responding in a reasonable period of time.

Second, every two years they organize a supplier-buyer speed dating event, focused on indirect spend. As a result of these encounters based on a specific theme, two or three new processes are designed. For example, last year’s topic was about digital marketing. They created a commercial through a crowdsourcing process instead of using traditional communication agencies. Indeed, some preparation is necessary before this innovation event: fifty new suppliers were sourced and only ten were selected for speed dating.

Third, they have an annual two-day innovation workshop which mixes stakeholders from Urgo as well as direct suppliers and even tier 2 and tier 3 suppliers. These workshops focus on specific topics that are prepared ahead to get the most of this workshop. Last year, sixty concepts emerged from the discussions which eventually shortlisted into three projects.

Finally, buyers also spend time on their strategic suppliers’ premises. This is not to discuss day to day operations or business or pain points but rather serve as a vehicle to discuss long term strategy, find synergies in situ and foster innovation ideas.

Obviously, this is not an approach you can replicate with every supplier you work with. This is why, Urgo applies a supplier attractivity matrix which identifies the partnerships they really want to nurture. Only strategic suppliers are part of this matrix. A supplier becomes strategic when it ranks high in a wide range of criteria: margin level, market share, supply chain criticality, procurement annual review score, ethics and innovation rating. Suppliers are then positioned against a second axis: the maturity of the relationship with Urgo. Combining these two filters brings to focus the suppliers that are core to the business and which innovation proposals can truly be beneficial.

All these are smart and actionable ideas which can easily be replicated into any large enterprise. Let’s get started!

Aspire To Be A CPO? Know This.

Is it even ok to still want to become a CPO this year, or soon? Read expert insights from a recruiter about on how to do just that. 


It’s been challenging, of late, to give our careers the usual focus they need and deserve. But with the coronavirus situation looking like it may get under control in the next few months, many of us are returning to our former ambitious selves. And with that, comes the inevitable question: If I want to become a CPO, how do I do it? 

Given that we’re all technically surrounded by CPOs and procurement executives most days, it should be easy to answer this. But what works for one person in terms of getting to the top may not work for others. For this reason, it’s better to ask someone that oversees the promotion of procurement professionals into the top echelons of business every day. In other words: Ask an executive recruiter. 

To help you understand how to land a CPO role, we interviewed one of the procurement industry’s top executive recruiters, Mark Holyoake. Mark, the founder of Holyoake Search, has placed dozens of candidates into senior procurement roles over an 18-year career, and has unique and fascinating insights into how you can achieve your career dreams. 

I want to be a CPO within 5 years. What should I be doing now? 

If you’ve got your sights on the top job, but know you’re not quite ready yet, there’s still a lot you can be doing, says Mark, to prepare yourself when the time comes. Across all of the roles he’s recruited, he’s found that all CPOs share certain qualities: 

‘All successful CPOs have great leadership skills. They also understand business strategy. In addition to this, humility, exceptional communication skills, awareness of the future, diplomacy, and a mindset for growth are all critical.’ 

But when should you start developing these essential traits? The sooner, the better, Mark says:

‘Start cultivating these skills early on. Learn them in the classroom, within your company, with the help of an external mentor. Don’t have a mentor? Seek one out ASAP.’ 

Fine-tune your leadership skills

To succeed in procurement, technical skills are of course important. But what’s more important, says Mark, is to be an exceptional leader. If you’re wanting a senior position, Mark believes, these are the skills that you need to work most on. 

Fortunately, the current crisis has provided us all with the opportunity to lead, and there’s one skill in particular that we should all have fine-tuned: 

‘Leading through uncertainty and adversity has certainly been required of late. As a CPO, you’ll always face uncertainty – so that’s a great skill to be nurturing now.’ 

Beyond the skills learned in the current crisis, when Mark recruits for senior roles, he does believe certain leadership skills are crucial. He says the businesses he works with usually look for a number of things: 

‘[My clients] need leaders that understand strategy, how to react to change, and who possess a devotion to research and current affairs.’ 

Getting noticed by executive recruiters 

Recruitment for more junior procurement roles usually happens via networking and job boards. But when it comes to the senior end of town, the majority of roles are advertised through executive recruiters, who then headhunt talent. So this begs the question – how do you get noticed by these recruiters so you know about these roles in the first place, and get the opportunity to apply? 

Mark says that contrary to your standard job search, getting noticed by executive recruiters isn’t about applying: 

‘Candidates should understand that standing out isn’t necessarily about one application or one interview. It’s not about looking for a job when you need to find one.’ 

So what is standing out about, then? Mark recommends that you invest in continually building your profile over time: 

‘Candidates should work on building their online networks and personas over time.’

‘By being active on LinkedIn, sharing relevant articles, participating in discussions, and ensuring visibility, candidates are able to pre-position themselves to stand out to prospective employers and recruiters to represent them.’ 

Interviewing like a true CPO 

Interviews can be intimidating at any level and at an executive level, they can feel particularly intimidating. Fortunately though, Mark says that the key to ‘interviewing like a true CPO’ is really no different from how you succeed at any other interview: 

‘The number one fail I see, which I see at all levels, is that candidates are not fully prepared.’ 

‘Procurement executives are generally pretty confident in their own abilities, not to mention very busy, with the consequence that many will, unfortunately, try to “wing it.”’ 

‘As with most things in life, interview practice makes perfect – so ensure you’re prepared.’ 

But what should you prepare? Mark says that you need to be able to discuss your accomplishments in a concise manner

‘Research common questions and practice giving answers that highlight your accomplishments. Ensure that you’re able to distill large amounts of information into relevant and succinct responses.’ 

Preparing can help you deliver far better answers to questions, says Mark, But it’s also critical for your mindset: 

‘When your mind is prepared and ready to go on autopilot, it allows you to relax and let your conscious mind focus on listening to what is actually being asked. You’ll enjoy the interview more as well!’ 

Making your move – this year? 

If you’re the ambitious type, you’ll inevitably wonder whether it’s appropriate – or possible – to try to move into a more senior role this year. While the situation is certainly volatile at the moment, Mark believes that it could also represent a good opportunity for aspiring CPOs as they are more likely to be able to secure a role where their impact is felt: 

‘Usually, a conflict exists for many procurement professionals in their job search. Do they choose a profitable, fast-growing company where their impact is not felt as strongly, or do they choose a company under duress who needs their help?’

‘Right now, that conflict no longer exists. EVERY company needs your help – you can have your cake and eat it too.’ 

Interestingly, Mark saw a spike in demand for procurement professionals after the 2008 global financial crisis, a trend which enabled many aspiring leaders to step into great roles: 

‘Post-2008, the demand for procurement went up. While it’s unclear if we’ll see a repeat of that, I’m confident that for most job seekers, if they commit to their job search fully and completely, they will find what they’re looking for.’ 

Do you have any other tips for aspiring CPOs? What has worked for you? Let us know in the comments below. 

Join Procurious to connect with 40,000 other ambitious procurement professionals and get free access to networking, industry news, training and much more. 

If you’re based in the US, connect with Mark Holyoake if you’re looking for, or aspiring to be, procurement executive talent.  

Source-To-Pay 2020: The New Normal

What can be done by procurement and supply chain management professionals NOW and SOON to stay ahead of this challenge?


With COVID-19 still spreading across the globe, it’s clear the economic costs will have a huge impact on organisations.  It was reported back in February that 94 percent of Fortune 1000 companies were already seeing supply chain disruptions due to coronavirus. (1) We can’t help but notice the vulnerabilities of a global supply chain, with procurement on the “organisational front line,” so to speak. Adapting to disruption and trying to predict risks through such actions has become the new normal.  

Although at first, organisations went into an intense reactive mode, we now see some shifting from reacting to the crisis to recovering and re-purposing their businesses. Adapting to disruption and trying to predict risk has become the new normal. But, we should not lose sight of our overall source-to-pay strategy to include what’s next, and how to ensure we can be resilient on an ongoing basis.  It’s not enough to simply react to these unpredictable situations, we need to be ready for the next inevitable disruption.  In other words, we need to incorporate “the NOW,” “the SOON” and “the ONGOING” into our source-to-pay strategy. 

In this blog, we focus on what can be done by procurement and supply chain management professionals NOW and SOON to stay ahead of this challenge

Strategy for the NOW: Strategic Payables

For many countries at the time of this writing, the worst is yet to come. In many industries, organisations are experiencing revenue reduction at much faster rates than the costs to run their business.  For those organizations and their suppliers, reducing operating expense, optimizing and protecting cash flow and right-sizing bought-in cost-to-revenue, is critical NOW to withstand weeks or months of economic downturn and supply chain disruption.  

There are a number of ways organizations can use “strategic payables” to increase cash flow quickly.  Outsource category management of non-core suppliers and commodities: Experienced Category Leads can identify opportunities to take cost out of third-party bought-in content either as a one-time service or through continuous category management services. Outsourcing partner-run operations for such scope can effectively become a “middle office,” leaving Category Leads more time to focus on revising and implementing category strategies.

Digital middle office: Provide an integrated service desk as a single point of entry for intake and requests to automate user and supplier interaction.  This will drive simplification, efficiency and compliance through transactional processes and can significantly reduce operating expense associated with manual processes.

Advanced insights: By reviewing historical spend, as well as industry pricing trends and other market intelligence through AI-based solutions, organizations can identify spend savings on both indirect spend and direct spend.  Inventory optimization insights can further reduce carrying costs.

Trade payables financing: By outsourcing spend end-to-end with a service provider who works with preferred commercial integrators and supply chain financing partners, they can provide supply chain financing for earlier and debt financing for extended payment terms. This will allow organizations to optimize annual cash in as few as one to three months.

Strategy for the SOON: Optimize OPEX

Most industries are looking to further optimise their operating expenses (OPEX) soon as central in their recovery plans.  A primary way to do this is to convert capital expenses (Capex) to OPEX, such as to engage a service provider, in order to increase deductions and reduce taxes for the near-term, as well as to reduce maintenance cost longer term.  Other ways to affect OPEX are to optimize where work gets done; reduce risk and improve compliance; and improve the efficiency and effectiveness of how work is done, such as through automation.

The objective for the NOW and SOON phases is to gain upfront savings to fund transformation activities and ensure resiliency in the ONGOING phase.

Strategy for ONGOING OPERATIONS: Transform to deliver value and plan for resiliency

Although the near-term concerns are increasing cash flow and optimising operating expenses to “get over the hump” during the crisis, organisations should continue to prioritise transformation programs that deliver sustainable value over time.  It is still crucial to re-engineer workflows to use cognitive capabilities for insights and connected experiences for longer-term advantage – we call these “intelligent workflows.”  It is also crucial to curate high quality, proprietary data proactively for insights to deliver value ongoing.

Lastly, we can expect resiliency of workforces, workplaces and IT systems to get renewed attention in ensuring continuity for ongoing operations.  As stated in the IBM Institute for Business Value COVID-19 Action Guide, “perhaps the most resilient course of all may be teaming up with supply chain partners to establish a coordinated crisis-support system.  In these sorts of situations, partners will likely rise or fall together, and sharing information and ideas in that climate becomes highly valuable.” (2)

For more information on Cognitive Procurement and Intelligent Workflows, read “Cognitive Procurement: Seizing the AI Opportunity” or visit ibm.com/process/procurement.

(1) Fortune Magazine, “94% of the Fortune 1000 are seeing coronavirus supply chain disruptions: Report,”  Feb 21, 2020 https://fortune.com/2020/02/21/fortune-1000-coronavirus-china-supply-chain-impact/
(2)  IBM Institute for Business Value COVID-19 Action Guide, Mar 2020, https://www.ibm.com/thought-leadership/institute-business-value/report/covid-19-action-guide

How To Set Your Supply Chain Up For Coronavirus Recovery

How should you set your supply chain up for coronavirus recovery? Find out the steps here.


With the majority of the world still in lockdown, no detailed blueprint for economic recovery, and no vaccine in sight, the end to the coronavirus pandemic still seems a while off. But reassuringly, there’s signs that we may now at least be in the recovery phase, with many European countries contemplating easing restrictions, and the US announcing they may do so in May. With these reassuring steps, supply chain managers the world over, many who felt blindsided by the speed and force of coronavirus disruptions, are keen not to make the same mistakes again. So they’re now asking themselves the critical question we all need to know the answer to: How do we set our supply chains up for coronavirus recovery? And when we do enter the recovery phase, how do we ensure it’s successful and ideally, fast? 

Step 1: Ensure your cash strategy is fit for purpose 

Early on in the crisis, many optimistic leaders predicted that our economies would simply bounce back in what they called a ‘V’ shaped recovery. But as the pandemic has unfolded, it’s become clear that this is most likely not going to be the case. Economists now predict that we’ll have more of a ‘U’ shaped recovery, where business and consumer spending slowly return over time, although activity is still expected to be significantly subdued until a vaccine is found. 

This leaves most companies, and as a result, most all of us in a tight spot. The uncertainty of it all means that you may need to adjust your cash strategy to ensure it’s fit for purpose. 

Adjusting your cash strategy may take many forms. One strategy is to try to ensure you have more cash available by adjusting your accounts receivables strategy, for example, trying to get invoices out and paid more quickly, and removing barriers to debt collection. 

Another method is to adjust your accounts payable strategy, although if you do so, ensure you do it strategically. Take this opportunity to analyse your suppliers. Who provides the most strategic value? Can you strike a more favourable deal? If you can, ensure you negotiate, for example, perhaps you will give more business to a certain supplier in exchange for favourable payment terms? Analyse everything and strike the delicate balance between looking after suppliers and maintaining your business’s cash reserves. 

Step 2: Identify and assist at-risk suppliers 

Conserving cash is the first critical step in coronavirus recovery, and the key one when it comes to pure business survival. But recovery, when it comes, will be about much more than that. 

By now, most of us have realised how resilient – or not – our supply chains really are. Hopefully, we’ve all had time to look deeper into our supply chains, and map the manufacturing capabilities of each of our suppliers, looking into exactly what part is made in what location. Beyond that, hopefully we now understand – if we didn’t before – the exact dependencies of our products and what needs to happen when, and from where, in order to give our customers what they need. If you haven’t yet undertaken this analysis, now is the time to do so. 

Assuming you have, though, you may have encountered suppliers who are now struggling, or who will be struggling in the near future. Even if your suppliers may not have told you as much, signs that a struggle is indeed present include incomplete or delayed deliveries, changes in debt covenants, or sudden changes in your key contacts. 

As any supply change manager would know, protecting your suppliers is key, and now, more than ever, you may need to do what you can to help. If you’ve identified a supplier who is struggling, try to help by committing to orders or even exploring credit options, such as lending against future orders or applying your company’s credit to loans. In extreme cases, you may even need to look at an equity investment scenario if that supplier is critical to your production. 

Step 3: Look after your people

Cash and suppliers may be fundamental to our day jobs. But what would those look like without … us? 

As any seasoned leader understands, your people are critical to just about anything you want to achieve, and especially a ramp up after a prolonged period of stress and uncertainty. And while, with the current job market, you’re not likely to lose staff if you don’t make an effort right now, when recovery is in full swing, the difference in productivity between disengaged and engaged and motivated staff (which can be up to 22%), can be monumental. 

But what’s the best way to look after your staff right now? Experts recommend: 

  • Be realistic, kind and flexible: With the current crisis affecting the lives and livelihoods of most of the world, now is an extremely stressful time for all of us. Be clear about what you need from your staff, but also be kind and realistic about what you expect them to achieve, and be flexible about when you need it. 
  • Offer mental health support: Right now, the WHO (World Health Organisation) estimates that one in four people are experiencing new or heightened mental health issues due to the crisis. If you can, offer your staff counselling support or direct them to government resources so they can seek help, if needed. 
  • Give upskilling options: While having a high workload right now can be stressful, so too can not having enough to do. If your team isn’t that busy, do your best to reassure them that their jobs are safe (if possible). Beyond that, endeavour to offer upskilling options. These options don’t need to cost a lot or even take long – here are ten critical skills your procurement or supply chain team can learn, for free, for a $0 budget. 

Step 4: Look after your customers

How you treat your staff during a crisis will determine whether or not you’re able to retain them in the recovery period and beyond. Likewise, how you treat your customers is just as important. 

With significant disruptions to supply chains, freight and logistics worldwide, there’s a high chance that at some point, you may disappoint your customers. There’s two key ways you need to manage this: through communication, and through prioritisation. 

For the first, communication, you need to do your best to determine, far ahead of time and with your own suppliers, what delays might exist or what changes in orders you foresee. Once you know, let your own customers know and keep them regularly updated on progress. As always, it’s better to give a worst-case scenario and then delight them when orders do come through faster than expected. 

For the second, prioritisation, if you’re facing considerable shortages and you can’t find an alternate supplier, you may need to prioritise your most valuable customers. Look at factors such as profit margins and key customer segments when figuring out who to prioritise, or alternatively, look at allocations to certain customers if required.  

Get prepared – now 

Recovery might seem a while off, but it’s closer than you think. Make sure you take these steps, now, to ensure you’re in the best place. 

Is there anything else you’re doing to plan for recovery? Tell us in the comments below.  

Want to keep up with the latest coronavirus and supply chain news? Join our exclusive Supply Chain Crisis: Covid-19 group. We’ve gathered together the world’s foremost experts on all things supply chain, risk, business and people, and we’ll be presenting their insights and daily industry-relevant news in a content series via the group. You’ll also have the support of thousands of your procurement peers, world-wide. We’re stronger together. Join us now.

How To Make Your CEO Fall In Love With Your Tech

What are the best ways to ensure you have your CEO’s backing for a tech implementation project?


You’ve come up with your specification and your supplier selection is complete. Your chosen tech solution has beautiful features and the potential to fulfil your wildest efficiency dreams. But you’re worried that the attraction won’t spread through your organisation starting at the very top.

How can you make your new tech solution an irresistible proposition for your CEO? Here are my tips for making sure it is impossible to resist.

1. Reduce the risk

I’ve met many CEOs in my career. I am sure that yours is no different from the rest. Their priority is to deliver strategic business goals and improve the bottom line. So it’s highly unlikely that a tech implementation over in procurement is front of mind.

Your CEO reads the news and see stories about IT project cost and time overruns. And their brief is to protect company reputation at all cost. While procurement may not always be top of their agenda, it’s important that your tech is a success story rather than something that keeps your CEO up at night.

And what I’ve found in all the tech implementations that I’ve been involved in is that managing risk should always be prioritised.

Set deadlines and milestones at the outset that you know your team can achieve to reduce the risk of project time overruns. Work with your provider and implementation partner at the start of the project to identify financial resources that will be required and any contingency funding that you need to put in place. You could even carry out a full dry run process (that we call blueprints) where we work to anticipate and eliminate risks and surprises.

These blueprints also bring alignment between your solution provider and implementation partner at the start of the project. This means all parties agree on:

  • resourcing
  • timeline
  • costs

Incorporate a contingency into your implementation plan. This means you won’t have to go back to your CEO and ask for more money if, for some reason, your blueprint changes or something doesn’t go as planned.

By actively managing risk you can set your project up for success and secure its position in your CEO’s heart.

2. Keep your promises

Your CEO wants any project that is approved to be delivered without deviation from the agreed scope. And the good news for you is that the evidence shows tech implementation projects now regularly achieve the objectives that they’ve been set.

One of our Fortune 200 clients’ CEO recently challenged our project team with an ambitious project objective: “I want you to implement a solution that everyone uses and everyone loves.”

We managed expectations by making sure that the blueprint was focused on the objectives of the project. This provided the guard rails to keep the team focused and not let them veer off the agreed project course.It’s important to remember: if the most perfect workflow or tech solution design does not meet the objective you set out to achieve, then you’ve broken any promises that you’ve made.

You can stay in scope by choosing an experienced implementation partner, who can help to keep things on track. Make sure their values align with yours and they have experience helping others move to where you want to go. Don’t forget your implementation partner becomes an extension of your team, and if their values are not aligned with yours, it will directly impact success.

When selecting an implementation partner think about their staffing approach:

  • how do they compensate their people
  • what’s their company culture and morale
  • will you have access to executives if you need to escalate

Doing the thinking upfront with your project team about scope, implementation partners and key deliverables can help ensure your project objectives are achieved.

3. Make it an attractive proposition – and deliver

To make your tech solution attractive to your CEO you’ll need a compelling business case. And what an attraction the promise of savings and efficiencies is – particularly when this justifies the investment involved. However, as with promises made in any relationship, you need to do what you say you’ll do.

You need to carry out robust work upfront to fully quantify what can be achieved.  Involve Finance in the process and get them to sign off on savings you’ve identified: getting their buy-in will help when the time comes to demonstrate these benefits are realised.

Once implementation starts, make sure you’ve got robust monitoring processes in place. You might also want to track benefits delivered on the way. There’s no better way to retain the CEO’s backing than being able to produce evidence that your promises aren’t being broken.

4. Focus on good times, not bad

As with any tech implementation, there are likely to be challenges along the way. And you don’t want talk of bad times to reach the ears of your CEO.

Perhaps one of your teams needs to work in a new way. Maybe the functionality isn’t quite what you recalled from the demo. It’s important that you actively manage these opportunities for improvement and change rather than leaving them as opportunities for negative comment and discontent.

On a global implementation for a US-based Fortune 500 client, we ran into some very heavy resistance from the Project Champion and his direct reports. Every idea, potential solution and decision was met with a litany of questions and the suggestion that our solution just couldn’t be rolled out.

Not only was the timeline in jeopardy but the team was dysfunctional and riddled with a lack of trust and response. Fortunately for the team, that negativity didn’t filter up to the CEO, or the project would have been doomed to failure right from the start.

By focusing on local solutions, we managed to change the direction of that project. We focused on meetings and briefings that were face-to-face. Getting in front of detractors and people with concerns was one of the most effective ways to reduce resistance and concerns. Within a couple of months, a positive attitude towards the project was achieved and progress was back on track.

And as making any implementation is all about people, how about adding a bit of pizazz to your implementation by using a collaboration app? It maps and tracks where your stakeholders are at. With graphs and charts at your fingertips, there’s no better way to bring the project to life and demonstrate the buy-in from your people when you present it to the CEO and the Board.

Using a continuous improvement approach, you can make sure that any challenges are addressed. This way, the only noise your CEO hears is the sweet sound of success.

If your tech implementation is effectively delivered, it won’t be difficult for your CEO to fall in love. Great timing, promises kept, an attractive business case and a focus on good times – not bad – will make your tech solution just impossible to resist.

Did you know that Matt has just teamed up with Procurious to launch ‘Major Tech Fails’ – a series looking at everything from implementations to getting buy-in. Register here

Grocers Battle In COVID-19 Last Mile Delivery: Supply Chain News

As you sit home in your COVID-free sanitised domestic bubble, there’s a war raging outside your door.


As social distancing and lockdown measures are implemented around the world, a growing number of food and grocery players have been forced to ramp up their capability to handle last mile delivery. And it’s no mean feat.

Supply chains are adept at shifting a tonne of cornflakes to a remote supermarket in Northern Wales or Nashville, but a single ready-to-eat takeaway to someone’s door is an entirely different scenario – it’s a service that’s expensive and time-consuming to offer.

But that doesn’t mean it’s not important. Right now, amid COVID-19 lockdown scenarios around the world, that’s exactly what everyday consumers need from their friendly corner grocery or takeaway retailer.

A report by CB Insights reveals that retail will be more personal, more immersive and more automated as we roll into 2020. Retailers and brands will have to understand shoppers better, and will continue to turn to new retail tech options. Profitability and technology will remain a top focus. 

The other battlefront for the grocery sector is keeping stock levels in check, as consumers stockpile household groceries around the world. Basic food items such as canned items, flour and pasta have been flying off the shelves far faster than they can be restocked.

While disruptions have so far been minimal and food supply has been adequate, there are predictions made in the media that this scenario could change as food supply chains are disrupted by COVID-19.

For example, if big importers lose confidence in the reliable flow of basic food commodities, panic buying could ensue, driving prices up.

Delivery startups bloom

Of course, there are already established last-mile delivery providers in this space. On-demand startups have mushroomed into the space around the world, transforming the way consumers order and enjoy takeaway food.

They’re all being handed the ultimate test as a huge surge in demand amid tougher operating conditions amid the shutdown of workplaces takes hold.

Uber Eats and Deliveroo are dominant players in this space, and have been run off their feet amid the pandemic in markets around the world. Deliveroo was crowned the UK’s fastest-growing technology firm by Deloitte last year, boasting an incredible rate of 107,117% over four years.

And while it’s hard to pinpoint just how much growth they’ve had in recent months, higher demand has led to higher pricing in some areas, while some companies are recruiting new drivers for their delivery staff.

Meanwhile, Amazon is run off its feet fulfilling one-hour delivery windows via Alexa.

To keep up with demand, the company is bolstering its capability, adding 100,000 jobs to meet customer demand and fulfil orders for essential products. It is also increasing capacity for grocery delivery from Amazon Fresh and Whole Foods Market.

The challenge has been maintaining high levels of hygiene in the home delivery service, with many providers rushing to email customers and assure them that standards have increased.

Bicycles in London

Of course, home delivery of groceries is not new. Nearly 30 years ago, when just 15 per cent of Americans had a computer, Thomas Parkinson set up a rack of modems and started accepting orders for the internet’s first grocery-delivery company, Peapod, which he founded with his brother Andrew.

In an unprecedented move, Sainsbury’s in the UK is expanding its capacity to support its efforts to feed the nation and meet growing demand for home grocery deliveries. This comes in the form of bicycle deliveries in central London.

This has been an invaluable service offering for the elderly and customers with immune issues who were self-isolating in their homes.

Sainsbury’s is also trialling its fast delivery service Chop Chop to deliver groceries to customers from closed convenience stores, offering shoppers another way to access essential grocery and household items.

The supermarket, which was forced to temporarily close to a number of its local convenience stores across the UK due to a drastic drop in customers, is planning to use some of these locations as logistics hubs to deliver goods to the most vulnerable.

Sainsbury’s chief digital offer Clodagh Moriarty says demand has reached unprecedented levels and they’re doing all they can to find new ways to serve more customers. “While we started the trial in London, we hope to be able to bring this fast delivery service to other cities in the UK very soon,” he says.

Customers who might be self-isolating or unable to get to a local store will be able to order a top-up shop of up to 20 grocery products through the Chop Chop app and have them delivered to their doorstep in as little as an hour.

A further 400 essential grocery and household products are available on the service, offering customers another way to access the essential items that are most important to them quickly and conveniently.

Demand Down Under

In Australia, both major supermarket brands Coles and Woolworths were forced to halt  online deliveries to catch up with demand in recent weeks.

However, Coles has announced a move to advanced robotics in recent weeks to help double the number of home deliveries it can make. The supermarket giant has entered into an exclusive partnership with British supermarket and solution provider, Ocado, to deploy its end-to-end online grocery solution.

Ocado includes an online grocery website, fulfilment technology and last-mile routing management technology.

One thing is for sure. Once things return to normal, customers will continue to expect the convenience of home delivery from food and grocery players now offering this service.

Just how key players manage this demand is yet to be seen.

Want to keep up with the latest coronavirus and supply chain news? Join our exclusive Supply Chain Crisis: Covid-19 group. We’ve gathered together the world’s foremost experts on all things supply chain, risk, business and people, and we’ll be presenting their insights and daily industry-relevant news in a content series via the group. You’ll also have the support of thousands of your procurement peers, world-wide. We’re stronger together. Join us now.

DOS And DON’Ts For Supply Chain Pros Right Now

DOs and DON’Ts specifically for supply chain professionals that you should consider during coronavirus


There has never been a moment in time since the second world war, that there has been so much global awareness and need for resilient and dynamic supply chains, and the qualified professionals to manage them; in a single strategic battle toward a common enemy. The COVID-19 outbreak was initially concerning to firms with established supply chains embedded throughout China, but it’s clear now, that it’s effects are going to be far more reaching on a global scale, and felt throughout the months and year(s) ahead.

In my job, I have the privilege of constantly speaking with dedicated supply chain professionals globally. From the woman director controlling over a half a billion dollars worth of global spend in the fast-moving consumer goods industry in the ‘big city,” to the little guy ordering replenishment stock for a small chain of regional tire repair shops in Piqua, Ohio. Lately, they’ve been asking the same question: “What are we going to do?”

So whether you are quarantined and idle at home, or your employer is an essential service and you’re confined to toiling behind a desk at work, here are some DOs and DON’Ts specifically for supply chain professionals that you should consider – NOW.

DOs

Identify how your firm’s production capability and equipment can be retooled to produce hand sanitizers, gloves, gowns, face masks or shields, medical supplies or other vital equipment. There is still a need, and will be for quite some time.  Who knows, by doing so, you’ll not only be helping front line workers and healthcare providers, you could also get your firm re-classified as an essential service, kick starting idle production lines, and help your fellow employees get called back to work and earning a steady income again.

Identify where in the supply chain your firm may have spare capacity, to assist in National/Regional relief efforts. It’s not only physical commodities that are in need, it could also be transportation, distribution, or even warehousing related space or activities to move vital supplies and equipment around.

Review your entire supply chain – top to bottom, to evaluate where problems are arising and you’re vulnerable, opportunities which may be presenting themselves, and develop a status report and comprehensive supply chain action plan for management. 

Revisit your disaster contingency plan and develop a new one, specifically including virus and pandemic related situations. (This wasn’t our first, and certainly won’t be the last pandemic.)

Review your firm’s supply chain exposure and resiliency to recover from natural disasters and pandemics, and the preventative measures that you can design and implement now, to cope with swings in stock availability, transportation, and security issues and evaluate potential recovery times. 

Review all your existing contracts for force majeure (unforeseeable circumstances) clauses; and determine which of your suppliers may be in a position to try to enforce them – leaving you vulnerable to disruption and stock outs. Develop solutions.

Check to see if your firm has insurance protection covering any losses, should your supplier(s) not be able to fulfil their contractual obligations.

Reassess your current supply chains in China, India, and other global hot spots. Consider other possible regional opportunities for the future (such as Vietnam, Bangladesh, etc.), as contingencies, as these countries have been working to improve working and business environments recently.

Increase your level of communications and collaboration with overseas suppliers to understand not only their challenges, but monitor ongoing labour, discriminatory wage practices and health and safety regulations as well. These have led to manufacturing, transportation, and other related strikes and protests. Keep in mind that political protests that disrupted business recently were not limited to strictly Hong Kong and China, but also happened in Latin America, Middle East, Brazil, India and Mexico as well. 

(Yes, do a deeper dive and move toward becoming a ‘Geopolitical Specialist’ when analyzing regional risk in your global supply chain.)

Ask all vendors about their plans on dealing with demands and changing capacity, and how swings may impact their stock availability, quality, increased production and delivery times, and their labor force.

Sharpen the saw.  Take the time to invest in yourself and consider taking online courses in the Supply Chain field, offered by your favourite professional association.  They can help with strategies and possible solutions to supply disruptions during challenging times. Perhaps use the time to finally finish your study toward the Supply Chain Management Professional (SCMP) accreditation?  

Catch up on your supply chain reading with issues of your favourite trade magazine.   Why reinvent the wheel, when you can learn practical information from the titans of industry themselves; who are guiding their firms and making a difference in the supply chain community. 

DON’Ts

Don’t wait to step up or be asked for your supply chain expertise, your firm’s production abilities and it’s logistical capacity and how they can be used to keep critical supplies and support services open to front line workers and healthcare providers struggling in your communities.

Don’t take a ‘wait and see’ attitude and hope that another major disruption to your supply chain doesn’t occur again in the future… it will. Learn from today, plan and prepare for tomorrow.

Don’t lessen your due diligence when sourcing urgently needed supplies -via new or potentially alternative sources of supply away from China, Asia, or other parts of the globe experiencing problems.  Beware that counterfeit markets thrive in times of crisis; and quality and social responsibility risks should also be considered in addition to simply cost and immediate availability. Now is the time to increase efforts to protect your firm and supply chain; not lessen or weaken it with quick or cheaper sounding alternatives.

Don’t forget the potential to accidentally involve your firm in forced and/or child labor, poor working conditions, other human rights abuses or environmental concerns; when pre-qualifying any new and potential vendors. Practice responsible and ethical sourcing.

Don’t immediately threaten legal action against suppliers (local or distant) caught in a bad situation and who attempt to enforce the force majeure clauses within their contracts. Work with them to determine a reasonable course of action instead.  Right now cooler heads should prevail and honest transparency about their situation and capabilities, shared with you – as partners and lenders, is of paramount importance, if you’re going to get through the storm.

Don’t participate in the hoarding, resale, or profiteering from food, cleaning and medical goods, protective equipment and other essential items which could be redirected and used in the production of medical supplies for front line workers in your community.  Whether personally or on behalf of your employer – it’s just not right.

Don’t wait for authorities to enact and enforce new sweeping regulations controlling the supply chain.  Lend your knowledge and expertise and see how you and your firm might participate in regional supply chain coordination units, to ensure the public’s safety and the continuance of a strong and resilient supply chain of much needed food and medical goods and services. 

This article was originally published on LinkedIn on 29 March 2020 by Tim Moore , Canadian Supply Chain Recruiter. It has been republished here with permission.

Want to keep up with the latest coronavirus and supply chain news? Join our exclusive Supply Chain Crisis: Covid-19 group. We’ve gathered together the world’s foremost experts on all things supply chain, risk, business and people, and we’ll be presenting their insights and daily industry-relevant news in a content series via the group. You’ll also have the support of thousands of your procurement peers, world-wide. We’re stronger together. Join us now.

How 4.0 Tech Is Cracking The COVID-19 Code: Procurement News

How to use Industry 4.0 technologies to weather the Covid-19 crisis


Industry 4.0 technologies have come into their own in helping combat COVID-19.

China confronted the virus with a futuristic mix of artificial intelligence, machine learning, and robots.

Now that the epicentre has moved to the western world, leaders look to China for clues to stop the spread.

Here’s a look at how China’s use of 4.0 tech is now influencing the way America and Europe identify, treat and track the virus.

Predict

A voice of warning

Speed and accuracy of information are everything in a crisis.

The first global warning of the virus didn’t come from the World Health Organization (WHO) or the US government.

No, it came from artificial intelligence. A Canadian company named BlueDot used an algorithm to identify the possible outbreak days before WHO made its announcement.

BlueDot uses AI to analyse news reports and internet data to detect the spread of infectious diseases. The algorithm predicts where diseases will spread, based on millions of flight itineraries.  With this information proving invaluable, BlueDot is now working with countries in North America and Southeast Asia to predict virus hotspots.

Diagnose

Faster testing

There are widespread complaints of testing shortages.

On top of that, there are concerns about the long process of taking a sample, analysing it in a lab and reporting the result.

Luckily, necessity remains the mother of invention. Several companies are racing to invent easier, faster ways to test.

Researchers at UK universities are trialling a smartphone app that can give results in just 30 minutes. The app is linked to a small device that analyses a nasal or throat swab. No lab necessary.

And an invention from an American-based company can give positive results in five minutes using a device the size of a toaster.

Managing supplies

It’s no surprise that supply chains are still recovering from the shock of the pandemic.

Hospitals are experiencing a testing swab shortage, owing to supply chain disruptions from suppliers in Italy and China.

Several hospitals are making their own test swabs with the help of 3D printers. One medical provider in New York, called Northwell, is printing 3,000 swabs a day. Side-by-side test results show the 3D-printed swabs are just as reliable as the traditional swabs.

There’s also a swell of companies using 3D printing to make facemasks and other personal protective equipment (PPE).

Fever pitch

Authorities in China found a safer way to take temperature: augmented reality (AR) glasses.

Someone wearing the glasses can identify a person with a fever from 10 feet away.

To finish reading this article, join our exclusive Supply Chain Crisis: Covid-19 group. We’ve gathered together the world’s foremost experts on all things supply chain, risk, business and people, and we’ll be presenting their insights and daily industry-relevant news via the group. You’ll also have the support of thousands of your procurement peers, world-wide. 

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