Recent research from Deloitte reveals that the global economy is being shaped by a “new reality,” fueled by big, emerging countries, rather than the established, well-developed players that have dominated the business landscape in the past.
For example, the report points out that: (more…)
Despite some signs that the economy is beginning to rebound, consumer cash flow continues to be restricted by both sluggish employment and protracted weakness in the housing market. As a result, a new forecast by Deloitte is cautioning retailers to anticipate only a modest two percent increase in 2010 holiday sales.
All told, Deloitte researchers expect total holiday sales to reach $852 billion –a sum total that represents a two percent increase in November through January holiday sales (excluding motor vehicles and gasoline), over last season. (Keep in mind that this projected growth rate is a slight improvement over last year’s measly one percent gain.) (more…)
In a recent survey by Deloitte and The Deal, more than a quarter of the executives polled (26 percent) believe having the ability to analyze value and risk is the most important skill in their arsenal. 50 percent rated it as the first or second most important skill.
Yet, when these same executives were asked what represents the greatest opportunity for improving corporate development effectiveness, analytics ranked below organization, process and talent.
Unfortunately, that’s the same confounding inconsistency we saw when we polled financial, procurement and risk executives during Aravo’s supply chain risk webinar series earlier this year. In both cases, it appears that even though risk management is recognized as a key business cornerstone, companies seem unwilling (or unable?) to update their risk management strategies.
“It’s fascinating that value and risk continue to be of paramount importance, and yet there’s this apparent disconnect,” agrees Chris Ruggeri, principal, Deloitte Financial Advisory Services LLP (Deloitte FAS). “For companies to gain greater insight and to be able to more dynamically manage and protect value, they should consider refining their approach, explore new ways of thinking and consider, for example, probabilistic modeling, decision analysis and perhaps real options — all tools of the Corporate Development office.”
Deloitte’s new study, titled “Corporate Development 2010: Refining the M&A Playbook,” focused on how companies are planning their growth strategies as the economy rebounds. Interestingly, the survey also found that: (more…)
The most cost-efficient US retailers manage many of their supply chain operations internally, and their costs in this area are 22 percent less than the median, according to new research from Deloitte Consulting LLP.
The research, conducted by Deloitte’s Global Benchmarking Center, was designed to quantify store operations and general and administrative (SGA) cost-improvement opportunities in retail. The study included more than 60 high-profile retail organizations and analyzed retail-specific functions such as store operations, merchandising, supply chain and marketing across 120 different performance metrics.
I found it intriguing that, in addition to their strategic supply chain management, Deloitte also found that low-cost performers differentiate themselves from median performers with: (more…)
There’s an interesting debate brewing over at Deloitte.com :
When it comes to managing supplier risk, should you stick with well established approaches that can help you stay ahead of potential problems, or is it better to master the art of “rapid response?”
In “The Supplier Risk Link: Fix It Fast If It Breaks –or Do Planned Maintenance?” Robert Hills, principal, Deloitte Consulting LLP, breaks down the argument with a point/counterpoint format, and then offers some sound advice for helping your company create a supplier risk management roadmap.
