Topic: How Companies "Mint Money" through an Effective and reliable Supply Chain

Description:

Currently and in the past, a company’s commitment to sustaining an effective and reliable supply chain remains a low priority and is not a strategic focus.

Any action beyond the basic threshold of transactional purchasing and receiving supplier recognitions through seemingly low percentage rebates and gimmicks is seen as admirable but superfluous to the primary aims of the enterprise.  And, it is ubiquitous especially in family office businesses and low-mid tier companies as their focus tends to be initially and appropriately on the top-line to grow their business rather that profitability in parallel. 

This longtime status quo is changing quickly. In the modern marketplace, organizations don’t embed an effective and reliable supply chain in their strategies as a matter of choice, but as a matter of competitive necessity.

A major factor driving this shift is the rising consumer demand for more reliability of sustaining the delivery of quality and cost- effective products across a wide range of industries. Clearly, the success of any company initiative requires close collaboration and synchronization with companies across the supply chain. Failure to do so could place a company’s customer satisfaction performance and financial performance at significant risk.

Unlocking value through thru effective procurement can immediately translate into sizable financial and commercial benefits, particularly over the longer term. Such benefits can include achieving lower operating costs while providing a distinct competitive advantage to themselves, their suppliers and their customers.  Hence, the definition of a reliable supply chain.

Because of its relationships with suppliers and internal customers, procurement is in a position to assume a strategic organizational role and become central in a firm’s EBITDA endeavors. However, recent research highlights procurement’s lack of involvement in a company’s strategic plan discussions (Villena, 2019). Also, buying companies often make little effort to communicate the importance of profitability requirements directly with their tier-one suppliers', personnel and beyond.

This presentation will provide some insights on seven capability pillars that if practiced can help companies change this paradigm successfully.  And, how companies can fulfill their potential as world class, while contributing an exponential impact on their financial goals, growth and scaling objectives.

Author: Tawnya Bond

Tawnya Bond is a seasoned global operations and supply chain executive with a history of delivering transformational results across Fortune 100, Fortune 500, private/family-owned, private equity, and nonprofit organizations. With expertise in sourcing, procurement, post-merger integration, and performance management, she has driven major cost savings and business growth—helping grow company revenues from $150M to $650M while cutting direct material costs by 40%.

She has led global expansion initiatives across Asia and Latin America, overseen $30M+ in annualized savings through cost-reduction efforts, and supported multi-year platform growth strategies as a PMO Director and interim CIO. Tawnya also serves on nonprofit boards and advises private equity firms.

She holds an MBA from UC Irvine’s Paul Merage School of Business and a BS in Supply Chain Management from Arizona State University. Tawnya brings deep insight and hands-on experience to every engagement, making her a trusted leader in operational transformation.