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Turning risk into performance advantage

For c-suite executives, risk and opportunity are inseparable. Cyber threats, supply chain disruption, liquidity pressures and regulation now shape every strategic decision. We help you turn complexity into clear action – aligning protection with performance and embedding resilience into growth, transformation, and stakeholder trust for sustainable success.

Explore how executives turn resilience into results:

Cyber

Supply chain

Regulatory

Working Capital

Supply Chain Keeping your supply chain moving

For the executive team, supply chain performance defines business performance. The world is shifting fast, with regulatory pressure, digital transformation and geopolitics creating both risk and opportunity.

Resilience now means keeping promises to customers while managing cost, agility and compliance.

We help you turn uncertainty into performance advantage, building visibility, efficiency and resilience into daily decision-making. Our work focuses on enabling confident planning, agile operations and smarter investment choices.

Why it matters

Balancing efficiency, agility and resilience has never been harder. Disruptions that were once exceptional are now routine. You need joined-up insight across planning, sourcing, logistics and finance to keep operations moving and margins stable. That’s where clarity and data-driven governance become critical.

Pressure and priorities

  • Do we have end-to-end visibility across our supply network and do our teams trust the data?
  • Are we too dependent on a handful of suppliers or routes?
  • Are we investing in resilience where it matters most, or spreading resources too thin?
  • Can we model and explain the financial impact of disruption to the board and investors?
  • Is our technology stack supporting agility or adding complexity?
  • Are we ready for new regulatory and ESG expectations in our supplier base?

Resilience isn’t the opposite of efficiency, it’s what makes efficiency sustainable. Handled well, it reduces firefighting, stabilises costs and keeps transformation on track. Those who invest in transparency and supplier collaboration see faster recovery from shocks, lower working capital and improved customer trust.

Business-aligned planning

Resilience is built into every planning cycle. Demand, capacity and financial objectives are connected so decisions on production, logistics and investment are made with a full view of cost, risk and customer impact.

Focused supplier segmentation

Suppliers are categorised by their strategic importance and risk exposure, allowing management attention and assurance to be directed where it protects value most.

Connected visibility

A single, digital view of the supply chain enables executives to see and act on issues early, whether it’s shifting demand, port congestion or a supplier delay — turning data into confident decisions.

Working-capital discipline

Inventory and cash are managed dynamically. Policies are clear, monitored and optimised to maintain service levels while freeing up liquidity for strategic priorities.

Resilience built into change

Transformation programmes, technology upgrades and supplier contracts all include explicit resilience criteria, so continuity isn’t an afterthought but a built-in design principle.

Prepared and practised

The organisation regularly rehearses disruption scenarios, from port closures to material shortages, with clear board participation. Lessons are translated into governance actions and communication plans.

Culture of accountability

Resilience is embedded in performance measurement. Executives set the tone that every function, and everyone within that function, from procurement to finance, owns a role in keeping the business moving.

Insight-driven investment

Investment decisions are guided by data that quantifies exposure, potential disruption costs and return on resilience, ensuring spend is targeted where it matters most.

Future-ready leadership

The c-suite stays ahead of emerging pressures such as AI-driven planning, sustainability regulation and geopolitical realignment, adapting strategy to protect performance and reputation.

From cost centre to performance engine – integrating procurement, planning and delivery

Procurement and supply chain transformation – global aerospace and defence manufacturer

“We helped leadership move from fragmented control to connected performance. By designing the operating model, implementing S&OP and driving procurement transformation, we turned the supply chain into a strategic engine for agility and value.” Mark Crawford, Consulting Director

Explore our success story

We work alongside leadership to embed supply chain resilience as a driver of performance:

  • Integrate planning, forecasting and performance frameworks.
  • Optimise supplier and logistics networks for flexibility and speed.
  • Digitise visibility and reporting for smarter, faster decisions.
  • Model financial impacts to prioritise resilience investment.
  • Support leadership simulations and supplier reviews to build readiness.

You know the pressure of keeping things moving when the unexpected hits. A resilient supply chain gives you space to breathe, to make smart decisions, support your teams and protect performance without compromise.

Start a conversation about building resilience that lasts. Talk to our experienced advisers who have developed experience over hundreds of engagements and who have done this at scale. Let’s explore how stronger insight, smarter planning and closer partnerships can give your business the confidence to adapt and grow, whatever comes next.

Mark Crawford

Consulting Director – Supply Chain

Contact Mark

Rich Hall

Consulting Partner – Head of Sustainability and ESG services

Contact Rich

Risk and Governance