A Quick Overview

Stories regarding COVID are rampant and its lessons on supply chains are only starting to be learned. Here, we’ll highlight 3 that have direct implications on supply chain demand planning and sourcing strategy. Why add to this discussion? Because if nothing else, COVID has focused the attention of EVERYONE on reviewing implications of a dramatic shock on the critical capabilities needed to protect, and for some even grow, one’s business. We often worry that many of these reviews are either too high level to be useful or too reactive to be prudent. …

Part 1

Why This Matters

Competitive environments are made up of a collection of industries that produce different types of goods and services. Each of these industries has corresponding supply chains that source inputs which are turned into outputs — and value — for that industry and its associated businesses. Supply chains differ by industry, of course. Manufacturing companies, for example, are more dependent on refined raw materials than are financial services companies. Yet, manufacturing companies are also dependent on services (inputs) from, let’s say banks. And correspondingly, banks depend on a certain amount of outputs from manufacturing companies to deliver their services…

The “what” to ask… in order to mitigate this uncertainty

COVID-19 has had significant impact on most businesses and employees. The insurance sector is no exception. The effects vary by type of insurance. Automobile coverages have benefited from lower traffic levels, but have been required to provide customer rebates and need to understand future traffic trends. Business interruption coverage is now the subject to major litigation.

Another example of great uncertainty for the insurance industries is the pandemic’s impact on worker’s compensation business. The monetary exposure that a worker’s comp writer may face is driven by state-by-state requirements associated with…

3–5% of global GDP is laundered through the global financial system. That’s a range of $800 billion to more than $2 trillion a year. According to the United Nations Office on Drugs and Crime, despite the nearly $2.4 trillion in illicit funds laundered each year, less than 1% of that money is detected.

Financial institutions are required by regulators to combat money laundering. They have invested billions of dollars to do so. Despite this, these institutions still face significant penalties for non-compliance. …

Ralph Welborn

New business model and analytics executive from IBM, KPMG, and start-up + author of 3 books. Focus: Apply algorithms, AI and math to solve “impossible” strategy

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