GEP2023年供应链和采购展望：主要趋势、挑战和机遇（中英双语）

看28笔记ltidecadalHighinMajorEconomiesngGDPGrowthinMostEconomiesTamingInflationattheCostofGrowthLaborShortageandHigherWagesToSeeCorrectionheRiseoftheCorporateCitizeneakSoftlyandCarryaBigSupplyChainDeliveringESGOutcomesThroughSupplyChainerationsCultivateaDigitalFirstSupplyChainLeadingThroughInflationThinkOutsidetheBoxforccessRethinkSupplyChainandProcurementMetricsTolyzeDEIGoals0新场之间的贸易战等等。一个人感觉更好的时代还在前解的。对于所有那些谈论“后疫情”世界或“新常态”的斯军事和政治领导层的声明，核冬天的威胁令人面临衰退、业务放缓和其他不确定性。极端天气。借贷成本大幅上升，损害了发展中国家和健康裂，但仍经常弯曲。已经习惯了这一点。他们不会像在全球疫情中那样失去平弹性，更加关注客户。&集体利益乌克兰的供应链封锁一样，企业公民通过部署供应链表达自己的情绪，找到了捍卫企业价度继续和可能只是说说而已，领先企业已经准备好对数字供应链和采购转型进行真正的投资。&推动创推动创新独特优势。一系列新的和全面的指标。团队和人才管道的方法。远程工作支持多种人员配备模式，使公司能够更快地实现多元化和包容于几十年来的最高水平的通胀数据升至历史高位。央行进行干预，但通胀率仍居高不下。&0推动创新百分比变化(历史和预测).704.13.111G27.13.706.17&0推动创新推动创新能源安全的任何上升风欧佩克+生产货币对美元贬值放缓国经济可能会逆这一趋势而动并复苏，从而带来更高的工业产出增长。&推动创新G-2.70.70的问题&推动创新推动创新不利因素的影响。Gu/日)QQQQ3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q42020202120222023&推动创新推动创新业的影响转换胀短了所有的纠正性财政措施。&七推动创新七推动创新长期利率年率:趋势和预测按季度预测长期利率4.5.0-0.52020国欧元区1.922.01.730.230.23增加，随着预期的更多加息，借贷成本和经济增长将受到影响，导致需求低迷和资本支出计2022年，几乎所有地区的失业率都恢复到了疫情之前的水平。对劳动力的高需求、大规模辞职和与疫情相关的流员工享受到了更高的薪酬、更多的福利和工作灵活性。&1推动创新历史和预测)55G4.12&ics一个价值观更好的组织中工作，甚至有更多的人(56%)不会考虑在一个价值观与他们相反的公司中工作。3投资者也支持“企业公民”&1励商业企业动变革可持续采购承诺:这是一个非营利组织，旨在提高人们对负责任采购实践的认识和了解，并增强人们在以下方面组织团体，致力于在2030年前强制企半导体气候联盟:由半导体价值链上的公司组成的团体，旨在加速减少温室气体排放。跨行业倡议，通过帮助大型企业与创新供应商合作，并将可持续性和多样性嵌入核心运这样做的同时满足员工。&1推动创新中断的可怕影响，因为几乎没有人能幸免于过去几年的冲击和挑战。对于许多企业高管来。演员加入了战斗。这个演员没有发射一颗子弹或引爆一颗炸弹，但可以说比这场战争中所有演公司的领导下，出现了对俄罗性和建立共识的抵制。核装备的军队之一的领导商店撤出产品，关闭零售制运输保险，拒绝生产原&1&1推动创新推动创新通知下所能发挥的力量。这这影响的活动。种合作行动可以被催化以推进崇高的集体善的事业，可以实现的潜在善。浪的气候足迹。这在供应链的掌控之中。在应对俄罗斯入侵的有效行动的基础上，供应链领导者将&推动创新面领先的供应链领导者有:标融入供应链运营必须是一项数据驱动的工作。领导者需要全面了解整个价值链的基准数据，包括期的可持续发展差距之前建立势头。善组织间的成果。2.通过政策强调与合作伙伴共享业务实践&推动创新采购职能比例(受访者百分比).6.6923.123.1O和研究的访谈合作伙伴。通过为一级和二级供应商建立多元化标准以及增加符合既定要求的合作伙伴的支出来实现多元。3.利用中心主导的购买力来影响供应商的可持续性费多少以及在什么条件下进行来塑造整个供应链的运作。企业可以利用这一杠杆影响供应商在&推动创新准嵌入采购流程，利用购买力发展的漫长旅程越来越不耐烦。数字优先供应链更灵活，对外部冲击的反应更灵敏。随着可用技术的成熟以及人工智能、物联网和云服务能力成为长期恢复能力的必备工具。游和下游的端到端集成和可见性。&1选择正确的数字工具现在是有远见的公司的首要任务。数据是供应链弹性的关键，领导者应该寻找能够提供以下功能的数字解决方案:跨价值链协作，提高对客户需求的响应能力，的&2水平水平推动创新2O和研究的访谈数字优先思维模式时，领导者投入时间了解数字化将如何独特地影响他们的公司是至关重要角色和职责的影响。数字优先的文化优先考虑对新工具改进。由沟通和培训支持的明确的里程碑和流程。直观地解决与利益相关者相关的问题的解决方施和治理选择合适的团队不仅能实现数字化部署，还能确保留住人才。&482601482601推动创新要改进的领域。领导者和组织需要灵活、创新，有成因素还允许与供应商进行实时协作，以平衡容量和价格需求。这种透明的方法使供应商能够预测客的采购协议，减少了以现货市场价格购买或获得新的最后一分钟货源的需求。它还可以更好地动力需求。结果是降低了成本和供应风险。的关键20406080100名高管进行的影响力调查&推动创新较少使用的策略会更有效人需要采取广泛的策略来应对通货膨胀。是注的主要问题物流瓶颈供应风险(不GEP&推动创新审查生产、包装和运营中的消耗性组件，以确定可以使用更长时间或翻新的物品。重用组件续发展目标。示例:.在可能的情况下，重新评估和延长组件的使用寿命，如内部存储和制造中使用的机架格预审:公司知道关键投入的任何供应中断都会影响运营。为降低供应风险而采取的一个步骤是扩冗余并增加了竞争。企业还应该考虑对多个生产组件进行资格预审，确定同样有效的替代示例:.创造产品灵活性，在系统内利用多个芯片组实现相同的功能.测试和鉴定多种润滑剂，以确保操作设备的安全性键策略依赖于以下两个关键基础:比以往更加紧密和透明地合作。业务合作伙伴提供的可见性越高，供应链和采确的优先事项，并确保实施用意良好的战略。供应链和采购专业人员必，增加他们与业务合作伙伴的协作，并尽可能创造更多价值。&推动创新经济、行业和市场趋势，供应链和采购领导者正在评估其组织中建立的衡量标准的方法和转化为更高绩效的团队，具有可衡量的影响，可以有效地处理市场变化。有形的、结果驱动的指的价值确定方式，需要与内部利益相关方和供应商建立强有力的合作伙伴关胀变化和价格波动造成的财务影响•供应安全和风险缓解:在重新评估风险缓解协议的同时，提高供应链的可见性以确保供应来源G量和监控这些趋势如何影响组织的新指标，将使领导者能够主动制定新的战略。指标，供应链和采购领导可以通过在传统指标之外纳入以下战略、运营和财务指标来重新校准他们衡续衡量成熟度水平:&推动创新案。别管理建立一个采购指标，确保关键材料和服务的多种潜在来源，在巩固供应商组合和确保材料和取得平衡。应商应受到更频繁的监控，并具有更高的偿付能力预期。冲库存维护，以确保订单更新转化为预期需求。链响。、准确和通用的格式。这些指标可以补充传统指标，并提供关于价值获取的额外视角，通过创建愿景和能力来使目标与当前市场变化保持&推动创新职场正处于十字路口——公司的战略和目标正在发生变化，员工、求职者和消费者普遍要求企业更具社会责任工作，允许主要照顾者(例如但不限于单亲父母和妇女)进入劳动力市场；为边缘化/代表性不足的群立、安全和没有压力的环境；并为残疾人提供了机会中的一些做法来减少招聘偏见，并真正增强工作场所的多样性:作定义的方式是否排除或只针对某一特定人群？•创建中性的职位描述:职位的定位方式或论坛是否能引起所有人的共鸣并让所有人都能接触到？&2推动创推动创新可以匿名提供求职者的姓名、性别、年龄和其他潜在的偏见因素吗？差:数据和精心定义的衡量标准是否用于评估候选人？如何减少不是基于特质、技能实施最佳实践，以满足越来越多的几代员工的不同需求。超过五代人在一起工作，公司意识到每陈规定型观念，并对每一代人的经济和社会现实有了更深入的了解，以了解动机、偏见和界限，所有权管理建立和所有权管理建立和传达变革的重要性—在组织中担任关键角色的人应该负责推动政策分通渠道，以传播计划意识通渠道，以传播计划意识&推动创推动创新领导必须做好行动准备。这些领导人将利用他们的供应链推进社会事业和他不同的东西。这些领导者掌握着开启更光明、更有生产力的未来的钥GEP帮助数百家财富500强和全球2000强公司的企业采购和供应链团队快速实现更高效、更有效的运营，范围更广在GEP，John负责与领先的消费品和零售企业就战略、供应链和管理计划进行合作。约翰也是G&2推动创新domicoutlookoctoberfilesaatuss91/files/2022-01/2022%20Edelman%20Trust0Barometer%20FINAL_J/news/for-employees-shared-values-mattermorethan-policy-positionss/articles/global-impact-investments-.uk/scope-3-emissions7GiuliaCarosella、SergeFindling、ShawnFitzgerald、Daniel-ZoeJimenez、GardLittle、AdelaideO'Brien、RobertParker、JosephC.普夏雷利和YukiharuYorifuji，“IDCfutureescape:2022年全球数字转型预ontainerIdUS8“梯子Q12022年季度远程工作报告”，梯子，2022年4月4uarterlyWorkR/agenda/2022/07/meta-remote-work-yboostiahtml&帮助企业使供应链成1IntroductiondalHighinMajorEconomiesSlowingGDPGrowthinMostEconomiesttheCostofGrowthrshipThemesforTheRiseoftheCorporateCitizenakSoftlyandCarryaBigSupplyChainmesThroughSupplyChainOperationsivateaDigitalFirstSupplyChainlationThinkOutsidetheBoxforSuccessttalyzeDEIGoals28NotesINSIGHTDINSIGHTDRIVESINNOVATIONINTRODUCTIONerningOutlookItneedslittleremindingthat2020,2021and2022havebeenaterribletrio.Blowafterblowlandedonhumanity:theCOVID-19pandemic,politicalinstabilityinG7countries,environmentalcatastrophe,shocksintheenergymarkets,tradewarsbetweenmajormarketsandmuchmore.Onecouldbeforgivenforfeelingthatbettertimeswereahead.Forallthosespeakingofa“post-pandemic”worldora“newnormal,”surely2023wouldbethereturnofcalmer,happiertimes.Whilethesayinggoesthatbadthingscomeinthrees,keepinmindthattherewerefourhorsemenoftheapocalypse.Theoutlookfor2023isframedbyafearsomebarrageofconcerns.ThethreatofanuclearwinterloomsuncomfortablyduetostatementsbytheRussianmilitaryandpoliticalleadership.Economiesarefacingrecessions,businessslowdownandotheruncertainties.Extremeweathercontinuestodecimateportionsoftheplanet.Borrowingcostshaverisensharply,impairingboththedevelopingworldandhealthyeconomies.Supplychains,althoughnolongerbroken,oftenremainbent.Butleadingfirmsaregettingusedtothis.Theyaren’tbeingknockedofftheirbalanceliketheywereintheunfoldingoftheglobalpandemic.Theyhavebecomemoreresilientandmorefocusedoncustomers.Theyhaveslashedcostsandreprioritizedinvestments.In2023,leadersinsupplychainandprocurementstandreadytobreakout.Theywilldrivetheiroperationsforwardandintotheunknown.With22yearsofexperiencemanagingover$300billioninspendannuallyforleadingFortune500andGlobal2000businesses,GEP’saccomplishedconsultantsandtechnologyadvisorsofferperspectivetohelpbusinessleaderschartasuccessful2023.TheGEPOutlook2023:SupplyChainandProcurementreportsynthesizestheprioritiesthatwilldominatetheboardroomthisyearandbeyond.CUREMENTtentsEXECUTIVESUMMARYThestoryof2023willlikelybedominatedbymacrotrendsthatwerealreadypresentin2022.Inflationisatmultidecadalhighsacrosseconomies.GDPgrowthisslowing,andtheoverallgrowthstoryisworsethan2022.Energycostsremaindistortedduetoacombinationofwar,politicaltensions,environmentalconcernsandsupplychainchallenges.Interestratesareatthehighestlevelsinrecentyears.Currencyvaluesarestilloutofsyncofrecentnorms.Andthoughmostlabormarketsareinhistoricallylowunemploymentranges,themarketsaresoftening.SupplyChainsWillBeWieldedToImprovetheCollectiveGoodCentralbanksandG7economieshavelesscapacitytointerveneintheglobaleconomy,havingspentheavilyintheprecedingyearsonstabilizingtheglobaleconomythroughtheCOVID-19pandemic.Thisisanopportunityforglobalcorporationstostepupanddrivepositiveoutcomesforsociety,and,increasingly,peopleexpectthemto.JustlikethesupplychainblockadeinsupportofUkrainefollowingtheRussianinvasion,corporatecitizensfoundconfidenceintheirabilitytodefendtheircorporatevaluesbyexpressingtheirsentimentthroughthedeploymentoftheirsupplychains.Supplychainandprocurementleaderswilltrulyleadthewayin2023,allocatingthesesupplycosts,materialandsupplyflows,andsuppliernetworksincreasinglywiththegreatersocietalgoodinmind.ESGOutcomesAreCloserinSightLonghavecompaniesfacedpressuretomakegoodonenvironmental,socialandgovernance(ESG)commitments.Althoughmostfirmshavealreadymadeboldpubliccommitments,actualizingallbuttheeasiest-to-achieveitemshasbeenproblematicformany.In2023,leaderswillbeemboldenedtousedata-drivenapproachestooperationalizetheirtargets.Theywillembedthesemethodsintomeaningfulpolicyactionandlinkthesetotheirsupplieroutreaches.Theywillactivatethepurchasingenginetoshiftspenddollarsintothemostproductivechannels.TheJourneytoDigitalContinuesataFasterPaceAftermanyyearsofstrategy,visioningandperhapsjusttalk,leadingfirmsarereadyforrealinvestmentindigitalsupplychainandprocurementtransformation.tentsINSIGHTINSIGHTDRIVESINNOVATIONThisdrivetowardinvestmentisarrivingjustintime.Asinflationweighsoncostofgoodssold(COGS)andselling,general&administrative(SG&A)costs,thecapabilitiesthatdigitalsolutionsprovidewillbedifferentiatorstostayasteportwoaheadofthecompetition.NewRequirementsWithNewMetricsAfterthestressofrecentyears,itwouldbeunrealistictohavethesamemetricsforsupplychainandprocurement.Yet,manyfirmshavenotyetshiftedtonewscorecards.Butleadersarealreadyastepahead,trackingawiderangeofnewandcomprehensivemetrics.Theyarealsofindingwaystoadvancetheirteamsandtalentpipeline.Remoteworkhasenabledmultiplestaffingmodels,enablingfirmstomakemuchfasterstridestowarddiversityandinclusiongoals.GLOBALBUSINESSANDMACROECONOMICTRENDSFOR2023Afteratumultuousthreeyears,supplychainsarestillunlikelytoreturntocompletenormalcyin2023.Continuingmaterialsandlaborshortages,skeweddemand-supply,geopoliticalconcernsinRussiaandUkraineandescalationsbetweenTaiwanandChina,andtheU.S.-ChinatradewarcurrentlylooklikeevenbiggerthreatstosupplychainsthanfreshwavesofCOVID-19.Themacroeconomicsituationpointstomajorfuturechallenges,withearlysignsofrecessionvisibleacrossseveraleconomies.Elevatedenergycosts,sustainedinflation,furtherinterestratehikesinattemptstoarrestinflation,andpressureonindustrialoutputswillallbestronginfluencesinthenewyear.Inlation:AtaMultidecadalHighinMajorEconomiesMacroeconomiceventsofthelasttwotothreeyearscombinedtocreatehighinflationinbothdevelopedanddevelopingeconomiesin2022.Inflationhasbeenontherisesince2021,andtheRussia-Ukrainewarworsenedit,pushingfigurestohistoricalhighsacrosseconomiesduetohigherinputcostsandsupplychainconcerns.Thesteeprisehaspromptedinterventionfromcentralbanksacrosstheglobe,butinflationhasremainedstubbornlyhigh.CUREMENTtentsIntheUnitedStates,inflationisexpectedtoaverage8.1%in2022andsoftento3.5%in2023,whileintheeuroarea,itisexpectedtoreach8.3%in2022andslipto5.7%in2023(seetablebelow)—stillsignificantlyhigherthanpre-pandemiclevels.Thetrendisexpectedtobesimilarinothergeographiesaswell,withanexception—inChina,inflationin2023isexpectedtobeslightlyhigherthan2022becauseofcontinuingpandemic-linkedlockdownsincitiesandtherealestatecrisis.InflationTrends:AnnualPercentageChange(HistoricandProjected)RegionalClassificationancedEconomiesonomiesGgAsiaEANiaCaribbeanicaSource:WorldEconomicOutlook,Oct2022,IMFtentsINSIGHTDRIVESINNOVATIONINSIGHTDRIVESINNOVATIONencingFactorsforEconomicslowdownUnemploymentratesanddownwardwagecorrectionAnyupwardriskinenergysecurityduetoLNGsuppliesconcernandOPEC+productiondecisionDepreciatingcurrenciesagainstdollarceGEPngGDPGrowthinMostEconomiesEconomicgrowthengineswererecoveringin2021aftercontractionsin2020.However,asdemandfromvarioussectorsapproachedpre-pandemiclevels,supplychainsstruggledtokeeppace,leadingtohighpricecommoditycyclesinvarioussectors.Itwasexpectedthat2022wouldrestoreequilibrium,buttheRussia-Ukraineconflicthasrenewedthecycleofuncertaintyandcommoditypricevolatilityaswellasdistortedsupplychains.Theresult:risingenergycosts,steepinflation,andhighinterestrates,whicharecollectivelyleadingtoademandslumpinvariousindustries.In2023,theglobalGDPisprojectedtoincreasebyjust2.66%comparedtoanestimatedgrowthof3.19%in2022.Mosteconomiesareexpectedtoseeaslowdown,impactedbyissuesthathavespilledoverfromthisyear.TheeuroareaandG7economieswillseelessthan1%growthinGDP—infact,afewearlyquartersmayseeacontraction.China’seconomy,however,couldmoveagainstthistrendandreviveasthepandemicrecedesandrestrictionsease,resultinginhigherindustrialoutputgrowth.CUREMENTtentsionsinionsinkrainewaredatradewarLockdownsinhinaagainopoliticalissuesinChina-TaiwanenergycostsandinsecurityGDPGrowth:AnnualPercentageChange(HistoricandProjected)RegionalClassificationancedEconomiesonomiesGgAsiaEANiaCaribbeanicaSource:WorldEconomicOutlook,Oct2022,IMFncingFactorsforceGEPtentsINSIGHTDINSIGHTDRIVESINNOVATIONSomeofthemajordevelopedeconomiesarealreadyfeelingthepinch,whichisreflectedinthedemandslumpanddecliningglobaltrades;otherdevelopedanddevelopingeconomieswillnotbeimmunetotheseheadwindsin2023.Energypriceswillbeamongthosethathavethestrongestinfluenceontheeconomy,andasteeprisecouldworseninflation,increasefoodinsecurityandslowglobalgrowth,pushingeconomiesintorecessionin2023.Afteradipin2020,crudeoilandnaturalgas/liquidnaturalgas(LNG)pricesroseinthesecondhalfof2021duetosupplyconstraints.Oilaveraged$68/bblin2021andisontargettojump47%toreach~$100/bblbylate2022.Consideringtheoilfuturespriceandtheevolvingmarketscenario,oilpricesareexpectedtoslightlymoderateto$85-$90/bblin2023.LNGpricesalsojumpedto~$18/mmbtuin2021fromthelowsof$4.7/mmbtuin2020.LNGpricesareontargettoaverage~$35/mmbtufor2022,ayear-over-yearincreaseofover90%.CrudeOilProductionandConsumptionForecastinMillionBarrelsPerDay)ForecastperiodProductionConsumptionrceEIAGEPAnalysisCUREMENTtentsGeopoliticalstabilityinoil&gasproducingcountriesGeopoliticalstabilityinoil&gasproducingcountriesencingFactorsforOPEC+decisiononproductioncutsRecessionanditsimpactonend-useindustriesSwitchoverSwitchoveroffuelfromgastooilOperationalityOperationalityofNordStream2pipelineceGEPGoingforward,LNGpricesareexpectedtostayelevatedduetosupplyconstraints,uncertaintyovertheNordStream2pipelineandfewerprojectsinpre-FID(FinalInvestmentDecision)stage.Ontheotherhand,China’sdecliningLNGimportshaveensuredlessacuteglobalenergyshortages,andthistrendisexpectedtocontinueinto2023.mingInflationattheCostofGrowthAfteryearsofdecliningglobalinterestrates,manycentralbanksreversedcoursein2022tocounterspiralinginflation.However,thecombinedimpactofsupplyshortagesinenergy,foodandlaborareoverweighingallcorrectivefiscalmeasures.Interestratesareexpectedtorisein2023,butthehikesarenotexpectedtobeashighandfrequentastheywerein2022duetofearsofeconomicslowdownandrecession.TheU.S.FederalReserveisexpectedtoraiseinterestratesto5%inaphasedmannerbyMarch2023,whichwouldbeacumulativeincreaseof100basispointsfrom4%inNovember2022.TheEuropeanCentralBankisexpectedtoincreaseratesby75basispointsinDecember2022,andtherecouldbemorehikesin2023dependingoninflationandotherinfluencingfactorssuchasenergycosts.tentsINSIGHTINSIGHTDRIVESINNOVATIONnterestAnnualRatesTrendsandForecasterestRatesForecastQuarterlyBasis3.803.803.503.63.503.403.202.622.622.622.622.181.822.122.072.181.822.122.072.072.021.921.73030.230.23JapanUKUSEuroArea20202021JapanUKIndiaEuroAreaceOECDThecostofcapital,however,hasincreased,andwithmoreinteresthikesexpected,therewillbeanimpactonborrowingcostandeconomicgrowth,resultinginademandslumpandpostponementofcapitalexpenditureplans.geandHigherWagestoSeeCorrectionUnemploymentratesimprovedtopre-pandemiclevelsacrossalmostallgeographiesin2022.Ahighdemandforlabor,theGreatResignationandpandemic-linkedmovementrestrictionskeptwagerateshigh,especiallyforskilledlabor,andemployeeshaveenjoyedhighercompensation,morebenefitsandworkflexibility.UnemploymentratesintheU.S.touchedahistoricallylowlevelof3.5%inSeptember2022.Overall,itisexpectedtoaverageat3.7%for2022,downfromanaverageof5.3%in2021.TheU.K.andtheeuroareawillalsoseeunemploymentratesfallfrom4.5%and7.7%in2021to3.8%and6.8%,respectively,in2022.CUREMENTtentsWhilemajorAsiancountrieswillalsoseeadeclineinunemploymentrates,China’srateisexpectedtorisefrom3.9%in2021to4.2%for2022duetoweakenedeconomicactivitiesowingtothepandemic.However,thelaborsituationisalreadyweakeninginsomemarketssuchastheU.S.and,in2023,alleconomieswillseeincreasedunemploymentratesduetolowerindustrialoutputsandaglobaleconomicslowdown/recession.UnemploymentRateTrends:AnnualPercentageChange(HistoricandProjected)RegionalClassificationancedEconomiesonomiesGconomiesexcludingGandEuroAreaSource:WorldEconomicOutlook,Oct2022,IMFencingFactorsforcslowdownDeclineingovernmentspendingTradewarsmploymentratesanddownwardwagecorrectionsceGEPtentsIINSIGHTDRIVESINNOVATION1|TheRiseoftheCorporateCitizenGovernmentsandcentralbankshaveemptypocketsandlooklesscapableofrespondingtomajorchallengesin2023.Mostnationsarelimpingintothenewyearpulleddownbyrecentdisruptions.Economicprospects,especiallyofthewealthyG7markets,lookdimmerthanusual.TheInternationalMonetaryFundarguesinitsWorldEconomicOutlookthatglobalgrowthisforecasttoslow,from6%in2021to3.2%in2022and2.7%in2023—theweakestratesince2001,exceptduringtheglobalfinancialcrisisandtheacutephaseofthepandemic.1Fromfallingcurrencyvalues,politicalinstabilityandmore,eacheconomyisdealingwithauniquesetofchallenges.Thisperiodofdifficultyisn’tover,either;China,forexample,continuestodeploystrictlockdownprotocolstostampoutCOVID-19attheexpenseofeconomicgrowth.Fiscalstimulusprogramstomitigateorovercomethesechallengesaretried-and-testedstrategiesthatmaynotbepossibleformanyin2023.Mostcountrieshavealreadyspentlargesumsoverthepastfewyearswhiledebtwasathistoricallylowlevels.Nowthatinterestrateshaverisensharplyandareexpectedtorisefurther,handingoutstimuluspackagesbecomesincreasinglychallenging.EmployeesTrustTheirBusinessLeadersToTakeStepsForwardLeadingglobalfirmsareincreasinglyexpectedtobecorporatecitizens,espousingvaluesthatadheretolegal,ethicalandsocietalstandards.Employeesgenerallytrusttheiremployertomakeadifferenceintheworldandtobeinalignmentwiththeirvalues.The2022EdelmanTrustBarometerfoundthatemployeeswouldtrusttheirCEOsubstantiallymorethantheirfellowcitizens,journalistsandpoliticians.2Anothersurvey,byQualtrics,foundthatoverhalfofU.S.employees(54%)wouldbewillingtotakeapaycuttoworkinanorganizationwithbettervalues,andevenmore—56%—wouldn’tconsiderajobinacompanythathasvaluestheyoppose.3Investors,Too,AreBacking“CorporateCitizens”Thisisn’tjustemployeesentiment.“Thesizeoftheimpactinvestingmarket—thetotalassetsundermanagementthataimtogeneratepositivesocialorenvironmentaleffectsinadditiontofinancialgains—amountedtoUS$1.164trillionworldwide,”accordingtoareportbytheGlobalImpactInvestingNetwork.4CUREMENTtentsSustainableProcurementPledge:ASustainableProcurementPledge:Anonprofitdrivingawarenessandknowledgeonresponsiblesourcingpracticesandempoweringpeopleinprocurement.Partnerswithprocurementprofessionals,academics,andpractitioners.BusinessforNature:Aglobalgroupofbusinessandfinanceorganizationsworkingtowardmandatorycorporatedisclosureofimpactanddependenciesonnatureby2030.PartnersincludeWorldEconomicForum,WWF,andUniversityofCambridge.SupplyChainandProcurementCanGalvanizetheBusinessEnterpriseManyoperationsleadersaremakingsocialprocurement—thepracticeofallocatingCOGSandSG&Aactivitiestofirmsthatarefullyfocusedondeliveringapositiveimpactincommunities—atoppriority,andGEPanticipatesthatthiswillbecomeamajorfocusareaforleadingfirmsin2023.Socialprocurementis,inmanyways,perfectforsupplychainandprocurementleaders,securinggoodsandservicesfromsupplierswhohelpamplifythecorporatevaluesandvisionoftheircompany.Anotherareaisthroughpeergrouppartnershipsandalliances,whichisrapidlygainingtraction.nessesAreDrivingChangeThroughPeerPartnershipsCorporateCoalitionforInnovation&TechnologyTowardNetZero:Cross-sectorbusinessalliancehelpingcountriesmeetdecarbonizationandclimatechangegoals.AnallianceofBechtel,GE,GM,Honeywell,Invenergy,andJohnsonControls.onductorClimateConsortiumAgroupformedbycompaniesacrossthesemiconductorvaluechaintoacceleratereductionofgreenhouseemissions.PartnersincludeGoogle,Intel,Microsoft,DuPont,andNikon.BuySocialCorporateChallenge:Across-industryinitiativetocollectivelyspend£1billionwithsocialenterprisesthroughtheirprocurementbyhelpinglargebusinessesengagewithinnovativesuppliersandembedsustainabilityanddiversityintocoreoperations.PartnersincludeDeloitte,Johnson&Johnson,Nestle,andSiemens.piledbyGEPHelpfromgovernmentsandbanksmaynotbecoming,butsupplychainandprocurementleadersarereadytoleadthewayforcorporatevaluesin2023.TheseleadersholdtremendousswayoverCOGSandSG&Aactivities,andwillincreasinglyredirectlargeramountsofthesefundstowardsuppliers,causesandalliancesthatachievetheircompany’svaluesandsatisfyemployeeswhiledoingso.tentsIINSIGHTDRIVESINNOVATION2|SpeakSoftlyandCarryaBigSupplyChainRecentcalamitieshaveexposedthefrighteningeffectofdisruptedsupplychains,ashardlyanywereimmunetotheshocksandchallengesofthepastfewyears.Formanybusinessexecutives,supplychainstrategybecameapriorityriskareaandremainsacriticalbusinesstransformationimperative.Butsupplychainsshowedsomethingmorein2022,somethingthatleadingfirmswillunleashinabiggerwayin2023:supplychainshaveimmensepotentialtobewieldedforgood.AGlobalOutrageInFebruary2022,VladmirPutinorderedtheinvasionofUkraine,catchingmanygovernmentsbysurprise.Priortothisinvasion,directmilitaryactionbetweenlargemilitarieswashardtofathom.Inalmosteveryconceivablescenario,thedownsidesofanddestructionfrommilitaryconflictclearlyoutweighthegains.ThisnotionmayhaveemboldenedVladimirPutinandRussia,whocansafelybesaidtohavethoughtthattheriskofdirectmilitaryreactionfromNATOorothermilitarieswaslow.Thecourseofthewarhasbroughtdeath,suffering,economicdamageandmuchmore—onbothsides.Andthenanunexpectedactorenteredthefight.Thisactordoesn’tfireabulletordetonateabomb,yetarguablydoesmoredamagethanperhapsallthewar’sactorscombined.TheWeaponIsSupplyChainAlargeglobalandconsensus-buildingresistancetoRussia’sinvasionemerged,ledunpredictablybycorporations.Theysquareduptotheleaderofoneofthelargestnuclear-equippedmilitariesanddefendedtheircorporatevalueswhilemanagingtodeliverablowwhereitcouldhavethemostpainfulimpact:Russia’ssupplychain.Thesefirmspulledproductsfromstores,closedretailoutlets,restrictedtransportation,limitedtransportationinsurance,deniedrawmaterialsformanufacturingandmuchmore.Thiswasn’tsimplyahandfulofESG-consciousfirmswithdrewoperationsfromRussia.5—over150withdrewoperationsfromRussia.5LeavingRussia:GlobalCorporationsThatTookaStanceExitCompleted(Firmsthatsoldbusiness/assetsorpartofbusinesstolocalpartnerandleftthemarket)WithdrawingOperations(FirmsthatarecompletelyhaltingRussianengagementsorareexitingRussia)SuspendingOperations(Businessestemporarilycurtailingoperations)*DataasofNov10,2022CUREMENTtentsALIGNWITHANDDEFENDDRIVEACTIONFORCORPORATEVALUESPOSITIVECHANGEREDUCEENSUREALIGNWITHANDDEFENDDRIVEACTIONFORCORPORATEVALUESPOSITIVECHANGEREDUCEENSUREWORKERSAFETYCARBONFOOTPRINTINUPSTREAMSUPPLYCHAINAINCHRESPOSUPNSIBLETTheboldactionoftheselargeglobalfirmswasunprecedented.Whilenationshavetraditionallyimposedpredictablemeasuressuchaseconomicsanctions,shippingblockadesandotherpoliticalcensures,therapidandhugeresponsefromtheprivatesectorwasnotforecasted.Instigatorsoffutureconflictsmustnowcarefullyweightheeffectofthisgroupandthestrengthit