In January 2012, Eastman Kodak Co. filed for Chapter 11 bankruptcy. It marked the end of an era for one of the world’s greatest innovators, a company that played an important part in the lives of millions of people for more than 130 years through the famous “Kodak moment.” The change came swiftly: In the span of just seven years, from 2005 to 2012, the company lost half its revenue
In January 2012, Eastman Kodak Co. filed for
Chapter 11 bankruptcy. It marked the end of an
era for one of the world’s greatest innovators,
a company that played an important part
in the lives of millions of people for more
than 130 years through the famous “Kodak
moment.” The change came swiftly: In the
span of just seven years, from 2005 to 2012,
the company lost half its revenueIn January 2012, Eastman Kodak Co. filed forChapter 11 bankruptcy. It marked the end of anera for one of the world’s greatest innovators,a company that played an important partin the lives of millions of people for morethan 130 years through the famous “Kodakmoment.” The change came swiftly: In thespan of just seven years, from 2005 to 2012,the company lost half its revenue.
World Economic Forum White Paper Digital Transformation of Industries: In collaboration with Accenture
The report was prepared in collaboration with Accenture, whom we would like to thank for their support. We would also
like to thank the Steering Committee, the Working Group members, as well as the more than 200 experts from
business, government and academia and over 100 industry partners who were involved in shaping the insights and
recommendations of this project. We are confident that the findings will contribute to improving the state of the world
through digital transformation, both for business and society.
The digital revolution is already transforming companies and even entire industries. In this new world, analog incumbents – large, successful companies that predate the digital revolution – can feel like they are being ‘hunted’ from all sides, with hundreds of startups attacking traditional markets. But our view is that it is not too late for incumbents to adapt, especially as they have considerable resources to fight off the attacks of leaner challengers, including invested capital, strong brands and relationships with customers, apart from a broad range of capabilities and decades of institutional know-how.
Future-proofing is the buzzword of the day. Even though everyone is talking about it, only few have the operational expertise to futureproof their organization. In this study, we define future-proofing as a core procurement strategy that applies market intelligence and environmental scanning, adapting and leveraging trends to transform the procurement function, forging a competitive edge for a secure, and above all successful, future. Until now, the essential criteria for future-proofing procurement and supply management has never been so purposefully compiled. This study succeeds in closing the future-proofing gap – and just in time.
Preparing Procurement Talent And Driving Diversity For The Digital Enterprise
Procurement has experienced a steep learning curve in recent years. Digitization of nearly every aspect of the business area it serves and the suppliers it engages has made the function more complicated and visible. In five short years, the chief procurement officer (CPO) has been foisted from a behind-the-scenes, cost-savings warrior to a front-line player in the boardroom. And as competitive pressures and a broad range of risks quickly emerge on a daily basis, CPOs are innovating and transforming the procurement organization to support growth and fend off competition – positioning themselves as the chief value officer in the future.
Charting the course Why procurement must transform itself by 2020
Procurement in 2020 will look very different than it does
today. This future world will alter existing assumptions and
introduce emerging hazards. It will require additional skills,
knowledge and tools to address entirely new challenges
while solving current ones more creatively. And it will
likely change the very core of how companies look at
procurement as an organizational function and an overall
Procurement in 2020 will look very different than it doestoday. This future world will alter existing assumptions andintroduce emerging hazards. It will require additional skills,knowledge and tools to address entirely new challengeswhile solving current ones more creatively. And it willlikely change the very core of how companies look atprocurement as an organizational function and an overallcompany competence.
Ideas for Procurement in 2020 by Industry Leading Procurement Executives
The objective is to initiate a dialogue on the future of procurement and to create a roadmap for how to get there.
The pages of this eBook contain ideas about the future that have emerged
The objective is to initiate a dialogue on the future of procurement and to create a roadmap for how to get there.The pages of this eBook contain ideas about the future that have emerged from the early rounds of discussion. Consider the contents of these pages to be one part prediction, one part hopeful thinking. And while there is surprisingly strong consensus among project participants around the essential ideas presented here, not everyone agrees it all can or will be accomplished—by every organization—in just 10 years' time. Nor does everyone claim to have all the answers for how they will get to each of the aspects presented herein.
Of note is that some of the ideas presented in these pages have been kicking around for quite some years, although the conditions under which they might flourish have yet to materialize in more than a handful of enterprises. The hope is that—with all that has been accomplished in the past decade—the time for these ideas may finally be coming.
The report is intended not as an end, but rather as a point of departure for much discussion and debate around where procurement can and should be setting its sights for the year 2020 and beyond.
GlobalSCM is engaged in developing a leading integrated recourse platform primarily for supply chain, logistics, purchasing and manufacturing fields. The Company operates in several segments: Supply Chain Consulting, Professional Training, Personalized News and Information Solution, SCO Summit.
GlobalSCM has helped more than 2000 companies solve the complicated challenges of developing a coherent business strategy in supply chain management.
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