Market disruption arising from geopolitical volatility and COVID-19 has shown a spotlight on supply chains as an overall indicator of business health and served as a catalyst for organizations to examine the vulnerabilities in their supply chains. The need to diversify from single-source suppliers without sacrificing efficiency, utilize low-cost labor while complying with new ESG standards, strategically invest or divest in an ever-more complex M&A environment, and adopt innovative technologies while ensuring cybersecurity are all front of mind.
In this environment, strengthening and transforming supply chains for the future means navigating unprecedented complexity driven by commercial and legal interdependencies, which are often based on incomplete or changing information. It is about balancing and finding a different, or less rigid, route to achieve what is of most value for your company. It is not "this or that", it's “both and”.
A connected perspective on legal possibilities, risks and intricacies is often missing from supply chain transformation plans. Attempting to manage complex legal issues in isolation – market by market, tariff by tariff and contract by contract – belies the hyper-connectivity of modern supply chains and once again leaves companies susceptible to risks they seek to mitigate or short of the transformation they seek to achieve.
We understand how the law presents a primary gateway to achieving commercial goals and building a stronger supply chains for the future. The law is where plans to transform become reality – where the rubber meets the road, and a holistic legal approach is a critical mobiliser of supply chain transformation.
