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Global Executives Survey: Latest Factors Driving Change in Global Supply Chains

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Global Executives Survey: Latest Factors Driving Change in Global Supply Chains


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Global Executives Survey: Latest Factors Driving Change in Global Supply Chains

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Global Executives Survey: Latest Factors Driving Change in Global Supply Chains



Executive Summary

Globally, the majority of FMCG organizations operate supply chains in multiple countries. However, transportation costs, and long transit times or frequent delays are major challenges for companies operating international supply chains. Stronger ties with clients and suppliers, and greater access to suppliers and manufacturers are major advantages of a free-trade agreement for organizations. Additionally, to investigate the reliability of foreign suppliers organizations across regions prefer to physically visit suppliers. They are also aiming to seek out new suppliers rather than reduce them to support capacity expansion and supply chain improvement. The majority of companies across regions are looking to introduce a 'next generation' approach such as supply chains that are fast, flexible, and responsive. FMCG organizations believe that it is important to keep local production and incorporate a certain level of local ingredients in products that are sold in different countries.

Key Findings

Focus on global expansion is more within organizations operating in Asia-Pacific compared to those with business operations in other regions

Except North America, the majority of FMCG organizations who operate in other geographical regions indicate presence in more than five countries

Regardless of region, the majority of executives indicated physically visiting the supplier to research the reliability of foreign suppliers

Transportation costs, and long transit times or frequent delays are major challenges for FMCG companies operating international supply chains

Stronger ties with clients and suppliers, and greater access to suppliers and manufacturers are major advantages of a free-trade agreement for organizations

Over two-thirds of executives highlight that it is important to use a certain level of local ingredients in products that are sold in different countries

The majority of companies across regions are looking to introduce a 'next generation' approach such as supply chains that are fast, flexible, and responsive

Synopsis

Canadean's Global Executives Survey: Latest Factors Driving Change in Global Supply Chains Survey examines executives' opinion on key actions used for analyzing the credibility of foreign suppliers, country wise supply chain presence, and major challenges for supply chain. Organizations can analyze the impact of trade agreements and economic unions on a company's performance, and assess the major advantages and disadvantages of free-trade agreements for organizations. Additionally, it examines the significance of local production and use of local ingredients and also identifies future focus areas for FMCG organizations.

What else does this report offer?

Geographical reach of supply chain: provides information about whether the company's supply chain operates across multiple countries

Key actions to analyze the credibility of foreign suppliers : provides information about steps taken to assess the credibility of foreign suppliers

Major challenges for supply chain: analyzes major obstacles for the supply chain

Impact of trade agreements and economic unions on a company's performance: identifies the effect of trade agreements and economic unions on a company's performance

Main advantages of free-trade agreement for organization: provides information about the major benefits of free-trade agreements for organizations

Major drawbacks of free-trade agreement for organizations: examines major demerits of free-trade agreements for organizations

Level of importance associated with incorporation of a certain level of local ingredients: determines level of significance resulting from using specific quantities of local ingredients

Level of significance resulting from local production: analyzes level of importance associated with local production

Organization's focus areas: provides information about activities planned by organizations for the future

Reasons To Buy

Alter processes by knowing about steps taken to assess the credibility of foreign suppliers

Strengthen supply chain by knowing about major challenges faced by organizations for supply chain

Develop business expansion plans and alter strategy by utilizing main advantages of free-trade agreement indicated by organizations

Modify objectives and focus areas by knowing about what organizations are planning to do in the future

Formulate strategy on use of local ingredients and local production by analyzing the level of importance associated with them

Introduction and Executive Summary

Overview of Canadean's Inter-Connectedness Index

Operations that span multiple countries are becoming more common, helped by free-trade agreements

Companies prefer to physically visit foreign suppliers in order to determine their reliability

Long transit times and frequent delays are a common concern for companies operating international supply chains

Trade agreements and economic unions are seen to be beneficial for companies

Companies see it as important to incorporate local ingredients in their products

Supply chains that are fast, flexible, and responsive are highly sought after by companies who are looking to introduce measures that will aid this 'next generation' approach

To know more information on Purchase by Section, please send a mail to sales@kenresearch.com

Figure 1: Inter-Connectedness Index-Region

Figure 2: Inter-Connectedness Index-Industry

Figure 3: Inter-Connectedness Index-Company size

Figure 4: Geographical reach and country wise supply chain presence-Overall and region

Figure 5: Measures to research the reliability of foreign suppliers-Region-1

Figure 6: Measures to research the reliability of foreign suppliers-Region-2

Figure 7: Major challenges for supply chain-Overall and region

Figure 8: Major challenges for supply chain-Overall

Figure 9: Severity of Challenge-All regions

Figure 10: Severity of Challenge-North America

Figure 11: Severity of Challenge-Europe

Figure 12: Severity of Challenge-Asia-Pacific

Figure 13: Severity of Challenge-Rest of the World

Figure 14: Impact of trade agreements and economic unions on company's performance-Region

Figure 15: Main advantages of free-trade agreement for organizations-Overall

Figure 16: Major drawbacks of free-trade agreement for organizations-Overall

Figure 17: Level of importance associated with incorporation of certain level of local ingredients-Overall

Figure 18: Level of significance resulting from local production-Overall

Figure 19: Future focus areas for FMCG organizations-Region-1

Figure 20: Future focus areas for FMCG organizations-Region-1

Single User License:
Report can be used by individual purchaser only

Site License:
Report can be shared by unlimited users within one corporate location, e.g. a regional office

Corporate User License:
Report can be shared globally by unlimited users within the purchasing corporation e.g. all employees of a single company

Supply chain, suppliers, research, challenges, trade agreements, economic unions, advantages, disadvantages, local ingredients, production, company type, region


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