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Advocate for responsible outsourcing

The rise of globalization and consumerism led to the evolution of global supply chains that strived to source, transport, make and deliver goods from any country in the world and to sell in any other.

By ·

I joined the supply chain community in 1990, following my initial career in marketing. SCM has been my profession since.

My first position was in Arthur Andersen’s Logistics Strategy Practice, part of the consulting group that eventually evolved and spun out from the accounting firm into Accenture’s supply chain management (SCM) practice. I was fortunate to be in the right place at the right time. The rise of globalization and consumerism led to the evolution of global supply chains that strived to source, transport, make and deliver goods from any country in the world and to sell in any other. Like many of my colleagues, I felt like we were solving world hunger and raising the economic conditions of citizens around the globe.

Using practices such as just-in-time, integrated operations and cross-functional business processes, we developed highly efficient and effective supply chain operations to meet the global demand for goods and services. In the United States we helped to satisfy the demand from affluent American consumers for products from faraway places. Our European colleagues did the same for their countries’ appetites for imported goods and services.

Initial doubts about outsourcing

Without question, outsourcing played an important part in the evolution to global supply chains. Thorough analysis and planning needs to be done on what to outsource, but given my history, I’ve been an advocate of outsourcing, when it makes business sense. I’ve argued with naysayer friends that companies were just outsourcing low-paying, low-skilled jobs, while at the same time growing the highly-skilled, high-paying jobs that Americans needed to maintain their opulent lifestyles.

This complete article is available to subscribers only. Log in now for full access or start your PLUS+ subscription for instant access.

By ·

I joined the supply chain community in 1990, following my initial career in marketing. SCM has been my profession since.

My first position was in Arthur Andersen’s Logistics Strategy Practice, part of the consulting group that eventually evolved and spun out from the accounting firm into Accenture’s supply chain management (SCM) practice. I was fortunate to be in the right place at the right time. The rise of globalization and consumerism led to the evolution of global supply chains that strived to source, transport, make and deliver goods from any country in the world and to sell in any other. Like many of my colleagues, I felt like we were solving world hunger and raising the economic conditions of citizens around the globe.

Using practices such as just-in-time, integrated operations and cross-functional business processes, we developed highly efficient and effective supply chain operations to meet the global demand for goods and services. In the United States we helped to satisfy the demand from affluent American consumers for products from faraway places. Our European colleagues did the same for their countries’ appetites for imported goods and services.

Initial doubts about outsourcing

Without question, outsourcing played an important part in the evolution to global supply chains. Thorough analysis and planning needs to be done on what to outsource, but given my history, I’ve been an advocate of outsourcing, when it makes business sense. I’ve argued with naysayer friends that companies were just outsourcing low-paying, low-skilled jobs, while at the same time growing the highly-skilled, high-paying jobs that Americans needed to maintain their opulent lifestyles.

 

 


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