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We all know instinctively that better information leads to better decisions. It’s always easier to navigate in the day, rather than at night. Despite this, too many decisions continue to be made on gut feel and anecdote, despite the risk that a bad decision could leave the company floundering on the rocks.

Almost every route to higher revenues depends on a reliable and predictable supply chain. When asked about whether their supply chains meet these standards, most company executives answer “no”. Whether you are the CEO, CFO or the Supply Chain Director, knowing that your supply chain weaknesses could suddenly derail this quarter’s numbers, keeps you awake at night! If 2020/21 has taught us anything it is that managing long term risk, sustainability considerations and the financial impact of an inefficient supply chain, can make the difference between enterprise success and failure.

There are few things more consistent in business than the rule that companies need cash to grow. Cash is far more important than profit in the short term so working capital deserves special attention. Pretty much all businesses who have survived the pandemic now meet the definition of “growth business” and are now caught in the cash paradox. Whether 2020/21 was a historic year because Covid boosted sales or you saw a big dip below previous levels from which a rebound is expected – the story of 2021-22 will centre around growth.

The team at Insider Pro have researched 1,500 UK manufacturers and found a worrying pre Brexit, pre-Covid picture. Although in the last 5 years UK manufacturers grew sales by 21%, they failed to grow profits.

In the same time frame;

• Collection of debts improved by 3 days
• They failed to secure longer credit terms from suppliers
• Stock bloated from 55 days to 61!

As the effects of Brexit wash through, and companies try to reboot volumes in 2021, there is trouble on the horizon. Profits are set to halve and cash is under pressure like never before! But there is also good news. The winners in the next 18/24 months will be those who win the battle for cash. With strong cash controls, companies can build a war chest which will help them win market share and invest where their competitors can't. Supported by a robust, agile supply chain, the winners may well take it all. The stage is set for disruption and change.

As we edge towards re-igniting the economy, CFOs of large, medium and small enterprises, need to focus on the basics.  The old mantra "Cash is king" has never been more important if companies are to recover and take advantage of the new normal.

Covid-19 is accelerating business transformation in the Healthcare and Lifescience sectors. The businesses which will be successful in this period of uncertainty are those which are able to embrace innovation and bring new propositions to market despite challenging headwinds on funding, working capital and supply chain integrity. Even before the pandemic, both sectors were facing a compelling need for change. The pressures on the NHS were well documented and the social care sector required new thinking. Drug regulation and long sales cycles created complexity and the fast pace of innovation added further challenges. Businesses involved in developing or producing pharmaceutical, medtech or digital health products faced many questions linked to patient experience including:

• new technology such as robotic surgery
• improving clinical trial outcomes
• ensuring greater participation including women, minorities and older patients
• and ensuring improved access to and better use of data.

Disruptive procurement is the process of creating real business value and competitive advantage by:

• deconstructing what the business really needs,
• challenging established business processes,
• leveraging knowledge from outside the normal points of reference, and
• designing, assembling and managing the supply chain in new and innovative ways.

Different businesses have different objectives and priorities. Some are focused on reducing debt and improving short-term cash flow whilst for others, top line growth is what it’s all about. But all seek to do more with less.

The focus is not just on saving money but maximising Enterprise Value (EV) for the future. In many growth businesses the team responsible for Marketing is lean and there is more reliance on 3rd party support. The CMO will typically have a broader remit beyond the traditional focus of promotion / marketing comm’s. This will include the CMO having direct input and responsibility for pricing, product innovation, business strategy & customer experience (CX).

The CFO needs to understand the path to value and when assessing how your business currently operates, we suggest you ask the following 14 key questions;

Property directors and facilities management companies are always under pressure to reduce costs in everything that they do, but there often comes a point when a cheaper alternative fails to deliver the service that is required.