Partnering for Performance
CFOs and supply chain leaders are most likely to take a business partnering approach if they’ve been in their role for less than five years.
When cost reduction leapt to the top of the corporate agenda at the height of the financial crisis, supply chains — which typically hold a large proportion of many companies’ costs — were one ofthe first places that CFOs turned to for savings.
Cost efficiency has since remained high on the corporate agenda but, as companies get used to navigating ongoing economic uncertainty, financial market volatility, the impacts of globalization and an unrelenting pace of change, the supply chain has taken on a new strategic significance.
A supply chain strategy that is aligned with the broader corporate and financial goals of the business is essential. An efficient supply chain that enables companies to respond to new market-growth opportunities is also paramount.
As such, the role of the supply chain leader has become more prominent, and they now often sit on executive boards as peers to the CFO.
In this report, we examine the benefits a growing number of CFOs are realizing for their organization as they increasingly partner with the supply chain leader. We also explore what
business partnering means and how, in practical terms, the CFO can collaborate with the supply chain leader to improve corporate performance.
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