Content thumbnail Partnering for Performance Part 1

CFOs’ and supply chain leaders’ different perspectives on business challenges can be a source of conflict or, in a business partnering dynamic, create a fruitful environment for problem solving . CFOs, for example, cite cost cutting and efficiency as the single most important priority for the next three years, while supply chain leaders cite improving product or service quality (see Chart 3). In reality, both are important, and it is only by bringing the two functions closer together that the right balance can be struck . Chart 3 Which of the following do you see as the single most important priority for your business over the next three years? Select up to three. Cost cutting and efficiency 27 22 Organic growth (e.g., investing in products, talent retention, 25 research and development) 21 Inorganic growth (e.g., acquisitions, alliances 19 and joint ventures) 14 Improving product or 17 service quality 25 Improving customer service 6 14 Survival 6 3 % 0 5 10 15 20 25 Finance Supply chain Partnering for performance Part 1: the CFO and the supply chain 11

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