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For PepsiCo, entering the natural beverage market meant developing new risk management practices. Overall, the task has been to design a more risk-informed supply chain that mitigates the new risks while also being more resilient to supply disruptions and responsive to demand fluctuations. PepsiCo approached this task on five fronts: 
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Last year, Mars and Danone announced their intentions to invest €50m each into the Livelihoods Fund for Family Farming Scheme aimed at increasing the productivity of smallholder farmers to prioritise key crops including cocoa, sugar and palm oil across 40 projects worldwide. Via EcoVadis
EcoVadis's curator insight,
July 25, 2016 2:44 AM
Big multinational Mars is placing innovation at the heart of their supply chain through R&D, investment and training; it's only a matter of time before others follow the lead |
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Times have changed and our research shows that today’s procurement professionals actually consider themselves to be innovators. They also see (and like the fact) that the businesses they work within are innovative and that their role is increasingly pivotal to this. Most procurement people are, at the very least, involved in a broad range of business innovations — and some are actually leading it. Via EcoVadis
EcoVadis's curator insight,
August 12, 2016 2:57 AM
Interesting research on the opinions of 100 UK procurement professionals on innovative practices in their supply chain
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Many companies pursue business process outsourcing to trim costs. But it can evolve into much more.
The number of companies that outsource critical business processes to outside suppliers has been growing significantly worldwide. In 2012, companies outsourced some $309 billion of services — activities including finance and accounting, human resource management, procurement and legal services — and the overall volume has been growing at a rate of around 25% annually.
Although many organizations initiated business process outsourcing (BPO) as part of an effort to reduce costs or acquire new skills, it has since evolved into much more. In relationships companies classify as high-performing, service providers deliver substantial long-term improvements to the client’s operating efficiency and strategic performance.
These types of innovations require companies and service providers to work together. BPO providers do not need incentives to improve their own revenue or margins, but they do need them to focus on the client’s performance. While partners may incentivize innovation by using mechanisms such as productivity targets, allocating innovation days and agreeing to gain share on innovation projects, innovation won’t happen unless clients and providers implement a more comprehensive process that combines acculturation across different organizations, an engaging method for generating ideas, adequate funding and a system for managing change. Via The Learning Factor, David Hain
The Learning Factor's comment,
April 30, 2013 7:55 PM
Good question. Dynamic innovation in BPO is an intensely collaborative endeavor. In high-performing business-process outsourcing relationships, companies and service providers work together to foster innovation.
MTD's comment,
May 2, 2013 5:17 PM
You're absolutely right, of course. The target of pure savings is ultimately a short-term goal and often backfires. If you're outsourcing processes that are core to your business, you had better be certain you'll achieve those savings as well as topline growth - as you say, through real innovation and positive change.
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