Author

Harry Menear

Published

31 July 2024

Estimated Read time

5Mins

Jayson Humphrey, Global Commercial Lead, Marketplaces at Tradeshift, explores the transition away from traditional trading networks.

The world doesn’t just feel more frightening in the wake of Covid-19: it really is, at least for the majority. Almost overnight, businesses went from robust confidence in the strength of their supply chains to worrying about an increasingly tangled web of risk – from Acts of God like pandemics,  to rising geopolitical tension, cyber attacks, economic uncertainty, and the impact of new tariffs and regulations such as Environmental, Social, and Governance (ESG) standards.

Supply chain leaders once struggled to get an audience with the C-Suite. Now they’re being hauled into boardrooms and asked what they are going to do about the 25% tariff that’s suddenly been slapped onto a key component. 

It’s a tough question, but a necessary one: how can supply chains designed for speed and cost pivot towards resilience while remaining nimble enough to adapt to new regulations worldwide? Equally important, how can they turn today’s uncertainty and risk into a competitive advantage?

Bonfire of the Paper Processes

A recent report by EY suggests an answer: Businesses are beginning to transition from linear models towards networked supply chains that promote visibility and agility through end-to-end digitalization.

And not before time. Global trade continues to be incredibly reliant on slow, ‘dumb’, and error-strewn manual processes. Many of these are still heavily paper-based, with an estimated four billion physical documents moving through the supply chain every day. 

Identifying potential issues and improving processes is only half the battle, however. Before COVID, many supply chains were either single-sourced or heavily sourced in one region or one country. The lack of a plan B and even a plan C forced businesses to ask some pretty hard ‘what if…’ questions. 

Research by Cap Gemini found 68% of organisations are actively investing in diversifying their supplier base. Companies like Apple are moving production from China to more politically neutral countries such as Vietnam, Mexico, India, and the Philippines.

Reconfiguring supply chains on this scale is complex, requiring rapid identification, vetting, and onboarding of new suppliers. Shifting demand patterns necessitate digital connectivity that allows real-time collaboration between buyers and suppliers.

Diversification efforts will fail if underlying systems remain outdated. Failure to digitise and automate these processes denies businesses the insight, agility, and speed needed to respond to changing social, economic, and geopolitical landscapes. 

Getting on board with digital

People have been predicting the “paperless office” for decades, and some will say that digital supply chain initiatives will see the same lack of success as other predicted “bonfires”. This time, it’s easy to prove the cynics wrong, simply by pointing to how businesses are already building robustness and agility into their supply chains by moving to all-digital platforms. 

Consider the traditionally paper-intensive supplier onboarding process. Digitalization speeds up and simplifies this process and lays the foundation for greater agility and end-to-end visibility.

Analyst firm IDC highlights how cloud-based B2B marketplaces eliminate outdated processes, allowing businesses to reorient their supply chains towards resilience. Historically, these digital marketplaces have focused on goods rather than the more difficult services. 

However, this landscape is also changing as highly complex transactions are now becoming possible through emerging service-oriented marketplace solutions. These marketplaces provide access to a large selection of pre-vetted suppliers in multiple locations. They offer buyers choice, transparency, and competitive pricing.

 Revolutionising Supply Chains with Digital Marketplaces

Access to a networked marketplace environment gives buyers choice, transparency, and competitive pricing. If a buyer is in the automotive sector, for example, they will benefit from group buying on a dedicated marketplace for direct materials. They can also access other marketplaces for indirect spend, such as office supplies. 

Crucially, this can all take place on a single platform and through a single user interface. The ability to navigate such networked marketplaces via a single platform is still an emerging development. It could be good news for all, thanks to industry evolution at just the right time.

Marketplaces are much more than vast online emporia, though. In addition to supporting the move from linear to networked supply chain models, the B2B marketplace model provides a ready-made environment for the automation of business processes. This has significant implications in key areas of the traditional source-to-pay process, where supplier identification and onboarding remain significant hurdles.  

In fact, it’s impossible to conceive these new, more robust, more agile global trading networks without digital platforms. 

As businesses’ supplier ecosystems become more geographically diverse, the range of regulatory and compliance demands they encounter becomes much wider. Under the old paper-reliant regime, that would put enormous strain on legal and compliance teams just to manage on-boarding, let alone the almost daily work of ensuring they are compliant with new regulations and mandates across every territory. This is yet another area where the all-digital approach shows its mettle.

Streamlined Compliance

The benefits of having access to a large number of pre-vetted suppliers don’t end at the on-boarding process. Access to pre-vetted suppliers enhances negotiation, contract management, and compliance checks. In many cases, buyers can effectively outsource due diligence requirements to the marketplace operator. The operator is then responsible for serving up suppliers that tick the right boxes. 

Checks can be tailored to individual businesses’ requirements. For example, to meet local regulations, or in the service of corporate values, focusing on key areas of risk such as forced labour, cybersecurity, and environmental practices.

B2B marketplaces dramatically improve compliance efficiency, supporting automated transactions at scale, including straight-through processing. 

They enable businesses to confidently navigate compliance concerns and the fast-changing geopolitical and economic environment. Importantly, they ensure that their future is in their own hands.

  • Collaboration & Optimization
  • Procurement Strategy
  • Sourcing & Procurement

Author

Andrew Woods

Published

23 July 2024

Estimated Read time

3Mins

Shelley Salomon, VP of Global Business at Amazon Business, discusses her company’s commitment to fostering gender diversity in procurement… Procurement’s…

Shelley Salomon, VP of Global Business at Amazon Business, discusses her company’s commitment to fostering gender diversity in procurement…

Procurement’s gender imbalance isn’t new.

Traditionally, the function was regarded as a male-dominated profession. But change is afoot, in more ways than one. While a digital transformation amidst technological innovation is well-publicised, another evolution is underway within the workforce.

Gender diversity has become an important component of many company strategies globally. While progress to encourage more women into procurement has already started. There still remains an imbalance, particularly among those holding leadership positions. With current statistics suggesting around one in four leadership positions are held by women, there is still room for improvement.

So, is progress happening quickly enough? Shelley Salomon, VP of Global Business at Amazon Business, discusses her organisation’s commitment to fostering gender diversity and how women can reach parity in procurement. 

In your opinion, where is procurement today in terms of women’s representation in 2024?

Shelley Salomon: “Women’s representation in procurement has seen progress these past few years, but there remains room for further improvement. Gartner’s data shows that women comprise 41% of the supply chain workforce. It’s encouraging to see greater gender diversity within the industry.

“While these statistics are encouraging, they also highlight ongoing challenges. Particularly at the leadership level. Only 25% of leadership roles are held by women. This disparity underscores the need for sustained efforts to promote gender diversity and support women’s ascension to senior positions within procurement.

“My perspective on this trend is one of cautious optimism. The progress we see is promising, reflecting a growing recognition of women’s unique contributions to procurement roles. Diverse perspectives and gender equity are vital for effective decision-making and problem-solving. Additionally, multiple credible studies show that companies with the greatest gender balance in the C-suite are likelier to achieve above average financial results. However, much work must be done to ensure these advancements translate into lasting change.”

While progress to encourage more women into the workforce seems to be underway, there is still a major disparity in the number of women leaders in procurement. What is the best way to go about rectifying this? 

Shelley Salomon: “I believe there’s a significant opportunity to welcome more women into procurement leadership roles. By establishing robust mentorship and sponsorship programmes, organisations can provide invaluable guidance, support, and networking opportunities. Thus empowering women to thrive in their careers and gain visibility within the organisation. Investing in inclusive leadership development programmes is essential. These initiatives focus on building inclusive skills and readiness for leadership roles, continuing to foster a more inclusive and dynamic workforce.

“In my opinion, implementing inclusive hiring practices that actively promote gender diversity, such as using diverse hiring panels and conducting blind recruitment processes, is essential to minimising biases. 

“Lastly, setting clear, measurable goals for increasing the number of women procurement leaders and regularly reporting on progress to hold leadership teams accountable can drive meaningful change. By taking these proactive steps, organisations can create a more equitable environment that supports the advancement of women into leadership roles within procurement.”

Read the full story here!


  • AI in Procurement
  • Data in Procurement
  • Digital Procurement
  • Procurement Strategy
  • Sustainability Technology

Author

Andrew Woods

Published

16 July 2024

Estimated Read time

7Mins

Supply chain 4.0 – where preparedness and opportunity meet in the digital supply chain 

Supply chains matter. One break in the link and manufacturers can be left with costly disruptions that bring the entire operation to a standstill – and the problem isn’t going away soon. According to McKinsey research, disruptions lasting a month or longer now happen every 3.7 years on average. Whether it is issues securing raw materials, a steep rise in shipping costs, labour shortages, geopolitical conflicts, or sustainability concerns, the pressure is mounting on manufacturers to diversify their supplier partnerships and introduce more flexible operations. For manufacturers determined to create more resilient supply chains, Andrew Newton, Business Central Consultant at Columbus UK, argues that a digital transformation of supply chains will be integral to the industry’s ongoing survival. 

Industry 4.0 has been the main driving force behind recent supply chain transformation with the introduction of IoT technologies such as cloud, data analytics, and AI throughout the manufacturing ecosystem. This includes smart factories that enhance manufacturing with Industry 4.0 tech and smart products offering internet-based services. 

It’s now time for the supply chain to step up to the 4.0 digital plate. Market leaders, particularly in the automotive and electronics sectors, have already launched digital transformation initiatives to establish flexible and high-performing supply chains. And manufacturers of all sizes can learn from their example on how to achieve sustainable change. 

When disruption is constant, an organisation’s preparation for supply chain changes will provide a significant competitive advantage. From effective data connectivity to reshoring operations, operationalising AI, and implementing a long-term sustainability agenda – successful manufacturers must be able to incorporate these factors into supply chains to drive innovation and redefine how products are created, developed, and delivered to meet evolving consumer demands. 

Unearth actionable findings within the data haystack 

Many businesses now have extensive data archives spanning several years, including substantial sales orders and operational performance records but the ability to extract maximum value from this data remains a common challenge. Manufacturers want to establish robust connections with shop floor assets to unlock enhanced operational efficiency and make more informed decisions. However, many lack the data-related skills to successfully link their machinery or manage the influx of data streams from sensors. 

This is where the introduction of business intelligence dashboards with Supply Chain 4.0 can offer real-time production insights to inform decisions, boost efficiency, cut costs, and refine product quality. 

The convergence of operational technology (OT) and information technology (IT) adds to the data challenge, particularly where legacy equipment is still in use. It is important to recognise that the solutions being implemented require tailored approaches due to the unique demands of each manufacturing organisation. Developing applications within a business can be tricky, with not every business having the in-house data skills to do this. 

Custom applications that don’t require extensive coding expertise can address this digital skills gap. Versatile solutions that combine low-code services, self-service analytics, and automation for instance, can make it easier for manufacturers to create applications that precisely align with their specific needs, boost efficiency, and innovate in the process. The establishment of a reliable data environment with Supply Chain 4.0 ensures that manufacturers can enhance decision-making and operational efficiency, all while reducing costly errors. 

Operationalise AI to stay one step ahead 

AI has left a mark on every industry and when it comes to the manufacturing landscape, the story is no different. Already many businesses are using AI tools to process real-time data from shop floor sensors to provide manufacturers with immediate insights and action, especially if quality measures breach thresholds. But the capabilities of AI don’t stop at detection. 

Manufacturers must consider many factors in production and delivery, such as demand versus capacity and how much materials cost along the supply chain – and this is where unsupervised AI can be a useful tool for risk identification and market trend forecasting. 

For instance, AI can suggest preferred suppliers to purchase from based on their supply chain history or issue alerts for impending weather events affecting supply chains. Social media analytics enabled by AI can also be used to project patterns to better understand where the market is heading but it can’t fully predict the future. Instead, the role of AI with Supply Chain 4.0 is to help manufacturers identify shifting consumer interests and trends, spot market trends relating to offerings or brand, and forecast waning or growing interest in product types. 

I want it now! Proximity sourcing can help meet customers’ changing expectations 

As supply chain disruptions become part of the new business environment, it’s time for manufacturers to end the reliance on disparate and siloed operations and instead look to nearshoring as the answer. 

Customer expectations around delivery times are changing, with 62% of UK consumers now expecting next-day delivery when ordering online – an expectation that traditional offshoring business operational models now struggle to match. Yes, regional or local supply chains can be more expensive and add another level of complexity, but they do allow for greater inventory control and bring the product closer to the end customer, which reduces overall lead times. This reduction with Supply Chain 4.0 ensures that manufacturers can promote higher customer responsiveness and allows for constant improvement and innovation based on consumer feedback. 

Nearshoring also provides an opportunity to clamp down on miles covered and will help manufacturers introduce a circular approach to operations. With over 4 in 5 UK adults recognising their role in lessening their environmental footprint, it is clear that the manufacturing industry needs to mirror this popular attitude – and technology will play a key role here. Automation techniques for instance can improve traceability and visibility over the entire product line, highlighting how businesses use and waste materials, along with how they can reuse products for better forecasting and reduce fossil fuel usage and pollution. 

Particularly in the food industry, conscious consumers will base their buying behaviour on transport miles and the environmental impact of the product’s journey. If manufacturing businesses are able to clearly share this information with transparent supply chains, they will not only open themselves up to a larger customer pool but will also play a major role in tackling environmental challenges in the industry. 

Long-term commitment to sustainability goals 

Nearshoring is certainly one way that manufacturers can become more sustainable but with customer sustainability expectations rising, companies now have to show a long-term commitment to creating greener supply chains. 

Many businesses are making efforts to report on internal sustainable efforts such as energy consumption but extending reporting down the supply chain poses challenges, such as effectively reporting on a supplier’s energy usage. To achieve a comprehensive sustainability profile, this reporting must span the entire supply chain. 

Supply Chain 4.0 brings sustainability reporting tools that provide comprehensive tracking and analysis of environmental and social impacts, which will enable manufacturers to make informed decisions, ensure regulatory compliance, and communicate sustainable practices transparently. Manufacturers are looking to achieve this connectivity, particularly in linking shopfloor equipment usage with sustainability goals. 

Leading organisations are pushing for data standardisation among their supply chain suppliers but this brings its own set of pros and cons. Increased standardisation can make the supply chain more efficient and easier to review, potentially reducing a company’s risk. However, there’s more work needed to establish this standardisation. 

As public and regulatory interest grows, having a clear view of supply chain processes will become even more important. In the short-term, expect leading companies to keep investing time and effort to better organise their supply chain data. 

Supply Chain 4.0 – where preparation and opportunity meet in the digital supply chain 

Digital transformation is a long and complex journey but preparedness plays a key role in achieving optimal outcomes. Through the process of transformation, manufacturers can more effectively adapt to ever-shifting business conditions and evolving customer demands with Supply Chain 4.0, all while maintaining a competitive edge. 

The issue remains that each manufacturer faces their own unique scaling challenges that require a calculated approach to processes, planning, and implementation to create a sustainable business model. Often companies have growth ideas but lack a clear path to achieve them. The identification of key supply chain trends will set apart the laggards from the market leaders

Read the full issue of SCS here!

  • Procurement Strategy
  • Sustainable Procurement

Author

Andrew Woods

Published

18 June 2024

Estimated Read time

5Mins

Our cover story this month…  Marriott International Inc: A more sustainable supply chain  With science-based targets approved, Marriott is accelerating…

Our cover story this month… 

Marriott International Inc: A more sustainable supply chain 

With science-based targets approved, Marriott is accelerating work to help make its supply chain more sustainable. We speak to Stéphane Masson, Senior Vice President, Procurement, Marriott International, Inc. – for our exclusive cover story this month – to find out how… 

“Like many global companies, Marriott recognises that serving our world helps the communities where we operate and is also good business,” Masson tells us. “This Earth Day, we announced the approval of our near-and-long-term science-based emissions reduction targets by the Science-Based Targets initiative (SBTi), with a goal to reach net-zero greenhouse gas (GHG) emissions by no later than 2050. Approval of these targets is bringing heightened focus on our work to embed sustainability in our operations.  

Specifically, the company has committed to reduce absolute scope 1 and 2 GHG emissions 46.2% by 2030 from a 2019 base year. Marriott also commits to reduce absolute scope 3 GHG emissions from fuel and energy-related activities, waste generated in operations, employee commuting, and franchises 27.5% within the same timeframe.  

Importantly for our team and the suppliers we work with across the globe, Marriott’s targets include 22% of our suppliers by emissions—covering purchased goods and services, capital goods, and upstream transportation and distribution—which will have science-based targets by 2028. 

In the longer term, Marriott also aims to reduce absolute scope 1 and 2 GHG emissions 90% by 2050 from a 2019 base year and reduce absolute scope 3 GHG emissions 90% within the same timeframe.  

Our Global Procurement organisation plays an important role in setting up Marriott as we work to achieve the targets within this timeline. And it will require an evolution in how we engage Marriott associates, our suppliers, and other members of the industry.” 

Read the full story here! 

Grupo Modelo: Procurement and sustainability in action! 

We speak to Soqui Calderon, Regional Director of Sustainability for Grupo Modelo and the Middle Americas Zone, to see how the beverage giant is tackling sustainability from a procurement perspective… 

Grupo Modelo is a giant. A leader in the production, distribution and sale of beer in Mexico, Grupo Modelo is part of the Middle America Region (of the AB InBev Group) and boasts 17 national brands, among which are Corona Extra, the most valuable brand in Latin America, as well as Modelo Especial, Victoria, Pacífico and Negra Modelo. The company also exports eight brands and has a presence in more than 180 countries while operating 11 brewing plants in Mexico. 

Through more than nine decades, Grupo Modelo has invested and grown within – and with – Mexico, generating more than 30,000 direct jobs in its breweries and vertical operations, located throughout the country. 

Grupo Modelo, like many forward-thinking companies, is currently focused on a drive towards establishing a truly sustainable business. This endeavour is best exemplified in the Middle Americas Zone (MAZ), where sustainability efforts have been led by for the past five years by Soqui Calderon Aranibar, Regional Sustainability and ESG Director. Ambitious targets have been established for the region, but some remarkable achievements have already been made. As Calderon says: “For our team, sustainability is not just part of our business, it IS our business.” 

Read the full story here! 

SDI International: Delivering tail spend excellence 

SDI International’s Brendan Curran and Joaquín Morales discuss empowering procurement innovation, the importance of effective tail spend management, and how its Master Vendor programme transforms the function 

In a world of greater complexity and risk, technology adoption and digitalisation, and an ever-evolving compliance and regulatory environment, procurement teams still grapple with a perennial challenge: cost reduction. Which is why tail spend management – often overlooked and unmanaged while procurement focuses its attention on strategic, high-spend categories – is so important. Indeed, for many organisations, taking effective control of costly, one-off buys and high-volume, low-value purchases involving numerous suppliers can deliver as much as 5% to 10% of cost savings, according to Boston Consulting Group. 

But tail spend, by its nature, is complicated. It requires significant focus to effectively manage high volumes of data, often has a perceived lack of strategic importance within both procurement and the wider organisation, lacks visibility, involves vast numbers of transactions, many product categories, and a largely anonymous supplier base, and can bring potential compliance risks because of poor onboarding processes or inconsistent terms and conditions.  

Tackling the problem can be daunting for procurement teams. But, according to SDI International, it doesn’t have to be. The organisation, one of the world’s largest diversity and woman-owned procurement outsourcing and technology providers, delivers industry-leading holistic tail management solutions based on a successful formula: simplify, digitalise, innovate. Its Master Vendor programme provides procurement teams looking to tackle their tail with a one-stop solution for tail spend that leverages the latest and most efficient technologies to handle supplier onboarding and on-time payment, and manage the entire tail supply chain, stakeholder servicing, and escalations. The result is a procurement department better able to drive cost saving, efficiencies, and more strategic outcomes.  

Read the full story here! 

  • AI in Procurement
  • Data in Procurement
  • Digital Procurement
  • Procurement Strategy
  • Sustainable Procurement

Author

Harry Menear

Published

25 April 2024

Estimated Read time

3Mins

Goods manufactured using forced labour are set to be banned from EU supply chains following a move said to target China.

In a move that echoes US legislation passed in 2021, the European Union voted this week on a new bill. The legislation, which is expected to come into effect within the next three years, bans products made with forced labour. The bill is expected to target the presence of forced labour in Chinese supply chains. In theory, it will prevent such products from reaching the EU. 

Forced labour in Xinjiang

Today it’s estimated that around a million people are currently performing forced labour in the Xinjiang region. The people forced to work in the Chinese government’s “labour transfer programs” are largely ethnic Uyghurs and other Turkic Muslims. According to Human Rights Watch, the Chinese government forces these people to take jobs away from their homes. Once separated from their families, the transported people work long hours in unsafe factories and warehouses. 

If estimates are correct, approximately one in four people trapped in forced labour live in Xinjiang. Many of the industries in Xinjiang form the basis of supply chains that supply Western nations. From textiles and mining to consumer goods manufacturing, forced labour casts a long shadow over global supply chains. 

“It is simply unacceptable for our Union, which should be a global champion in promoting values, to continue importing and selling in our shops products that were made with blood and tears at some step along their supply chain,” MEP Maria Manuel Leitao Marques said in a statement to the press earlier this week. Leitao Marques is one of the lawmakers who pushed the latest anti forced labour bill through the EU parliament. 

Forced out of the EU 

This week, the EU Parliament voted through new regulations banning the presence of forced labour in its supply chains. The EU will no longer allow products made with forced labour to be sold, imported, or exported within its borders. 

Shipments deemed to contain banned products will be intercepted and destroyed at the EU border. If found in violation of the law, manufacturers of banned goods will have to withdraw their products from the EU single market and donate, recycle or destroy them.

“Today, worldwide, 28 million people are trapped in the hands of human traffickers and states who force them to work for little or no pay. Europe cannot export its values while importing products made with forced labour,” Leitao Marques said in a statement. She hailed the ruling as “a victory for progressive forces.” 

However, critics of the bill have argued that the law does not go as far as the one implemented by the US government. Washington’s 2021 bill bans the importation of products from Xinjiang unless businesses can prove their production did not involve forced labour. In particular, the Biden administration has used it as a way to force China out of the US’ electric vehicle manufacturing supply chain.

The EU bill passed with 555 votes in favour, 6 votes against and 45 abstentions. Now that the bill has been approved, the text must pass a final formal approval from the EU Council. EU lawmakers will then publish the bill in the Official Journal. Once it takes effect, EU countries will have to start applying it in 3 years.

  • Procurement Strategy
  • Sustainability

Author

Sean Galea-Pace

Published

25 March 2024

Estimated Read time

4Mins

N-SIDE VPs Amaury Jeandrain and Charlotte Tannier discuss their organisation’s partnership with Sanofi and look ahead to a brighter future.

Transparency. Good partnerships need it to survive.

For N-SIDE and Sanofi, it has been a key ingredient to what has made the partnership successful for the past eight years.

Since late 2015, N-SIDE has established and built on a strategic partnership with France-based pharmaceutical company Sanofi, aimed at optimising the firm’s clinical trial supply chain. The partnership helped digitalise Sanofi’s clinical supply chain while driving greater performance and waste reduction.

Harnessing efficiency

N-SIDE is a global leader in increasing the efficiency of life sciences and energy industries by providing software and services that optimise the use of natural resources, facilitating the transition to a more sustainable world. Founded in 2000, N-SIDE has built deep industry knowledge and technical expertise to help global pharmaceutical and energy companies anticipate, adapt, and optimise their decisions. In the life sciences industry, N-SIDE reduces waste in clinical trials, leading to more efficient, faster, and more sustainable clinical trials.

Amaury Jeandrain, Vice President Strategy of Life Sciences at N-SIDE, has witnessed first-hand the development of the partnership since he joined the company in January 2016. “Very quickly, the value of risk management and waste reduction was perceived internally and this partnership ended up growing to become one of our largest. Today, Sanofi is the company at the forefront of a lot of the innovation co-created with N-SIDE.”

Amaury Jeandrain, Vice President Strategy of Life Sciences at N-SIDE

Pharmaceutical companies of varying sizes use N-SIDE solutions to avoid supply chain bottlenecks in their clinical trials, decrease risks and waste, control costs, reduce time-to-market and speed up the launch of new trials. N-SIDE’s focus is on four key pillars to bring high levels of efficiency into Sanofi’s clinical supply chain: best-in-class supply chain, people, analytics and innovation.    

Charlotte Tannier, Vice President of Life Sciences Services at N-SIDE, adds that the key differentiator is the transparency between her organisation and Sanofi. “We trust each other and know that we can be fully open with them,” she explains. “We like to build new things together and co-develop innovative solutions.”

Charlotte Tannier, Vice President of Life Sciences Services at N-SIDE

Teaming with Sanofi

Having defined a clear route to success through the Sanofi partnership, Amaury is keen to point out that the relationship has acted as something of a catalyst for future business collaborations with other companies. “There are a lot of good practices that were initiated with Sanofi that now became a standard in our industry,” he discusses.

Looking ahead, the future of the partnership looks bright and is showing no signs of slowing down. Charlotte explains that the next step is all about “integration.” “For the moment, we have multiple teams and departments that are using the N-SIDE solutions, and many other software are used as well within the organisation. The focus in the short term will be to enable a unified IT landscape and environment,” she reveals. “The objective will be to be fully integrated and to increase the impact of the data they own. Because we believe, with Sanofi, that the way forward is through data. We are also planning to help Sanofi leverage more of the data that we’re generating together to increase its impact.”

As technology continues to evolve and organisations become even more digitally mature, partnerships built on transparency and trust will be in demand. N-SIDE and Sanofi already have that head start.

Click here to read more about how Sanofi is driving data-driven performance, resilience, agility and operational excellence within the clinical supply chain.

  • Procurement Strategy