“Supply risk is defined as the probability of an incident associated with inbound supply from individual supplier failures or the supply market occurring, in which its outcomes result in the inability of the purchasing firm to meet customer demand or cause threats to customer life and safety”.

Supplier Relationship Management (SRM) is a term that has moved out of the realms of procurement and has taken its place firmly within the supply chain lexicon. The concept of SRM evolved in the eighties as a term referring to a more proactive relationship between organisational buyers and suppliers where buyers understand and document the risks and impact of each supplier in terms of profit and business continuity.

A transport network is the lifeblood of any supply chain. Without an adequate transport network, the entire system will malfunction, failing to deliver freight when and where needed. This seems relatively obvious, and indeed simple, but often such networks are products of history. Over time, organisations grow and evolve. Products lines are introduced or discontinued, markets are entered or exited, and demand is fluid. Organisations that have grown from humble beginnings to large complex operations can have deeply ingrained processes, some of which may well be defunct in the environment in which the organisation operates.

We're unpacking the often confused (and even debated) “PL” terminology. What is a 3PL, how is it different to a 4PL, and which one is right for your business? 

It keeps you awake at night, it is on your mind always, your phone buzzes at all hours of the day, it is temperamental, tricky to handle and everyone has advice on how to do it better. A relationship? No…it’s your supply chain. As a supply chain professional you likely eat, breathe and sleep every detail of your operation and obsess over every transaction, load and shipment. Here are some ways to keep the passion for supply chain alive within your organisation.