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How the Leaders Are Tackling Global Trade Management

As supply chains become more complex and the number of overseas suppliers expand, Global Trade Management has assumed critical importance. How are the leaders managing supplier relationships, data integration, and compliance challenges in this increasingly tough global arena? A new Chief Supply Chain Officer study from the Aberdeen Group provides some answers.
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By Bob Heaney
.(JavaScript must be enabled to view this email address) is Senior Research Analyst, Supply Chain Management at the Aberdeen Group.
September 14, 2012

Aberdeen Group’s Chief Supply Chain Officer (CSCO) Survey, conducted in July 2012, collected data from 191 companies. That survey revealed that the increase in the number of suppliers, customers, carriers, and countries of trade is changing the importance of collaborative synchronization between all parties in the multitiered global supply chain. As a result, we’re seeing a growing shift in focus towards collaboration and Global Trade Management (GTM) with suppliers and trading partners.

The insights in this article will focus on an important segment of that research sample—the 69 companies in discrete manufacturing industries. In particular, we examine the key process and technology differentiators displayed by the chief supply chain officers in these companies to improve visibility to supplier/partner/customer product flow across an increasingly global, multitier, and cross-channel distribution network.

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Aberdeen Group’s Chief Supply Chain Officer (CSCO) Survey, conducted in July 2012, collected data from 191 companies. That survey revealed that the increase in the number of suppliers, customers, carriers, and countries of trade is changing the importance of collaborative synchronization between all parties in the multitiered global supply chain. As a result, we’re seeing a growing shift in focus towards collaboration and Global Trade Management (GTM) with suppliers and trading partners.

The insights in this article will focus on an important segment of that research sample—the 69 companies in discrete manufacturing industries. In particular, we examine the key process and technology differentiators displayed by the chief supply chain officers in these companies to improve visibility to supplier/partner/customer product flow across an increasingly global, multitier, and cross-channel distribution network.

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