Marie-Fleur Bouillon-Bonte
Partner ACA, International Tax Liaison Partner, Crowe Global
To meet current expectations, the supply chain must become a sustainable value chain from pick up to last-mile delivery. As house delivery becomes the norm ...
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Christopher McClure
Partner, Crowe USA
The demand for transparency in global supply chains has been growing for years. That pressure will continue due to regulations and stakeholder demands. Many regulations ...
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To meet current expectations, the supply chain must become a sustainable value chain from pick up to last-mile delivery. As house delivery becomes the norm – and not only when related to ecommerce – there is a challenge for logistics service providers to go beyond warehouse delivery and plan delivery to end-customers. They must promote short circuits with light, agile and noise-free city transport. This means that logistic service providers become, in a public-private partnership, key players in city development, improving urban quality of life and promoting local economic development. As the range of services increase and house delivery develops, land pressure in urban areas becomes more critical, leading logistics service providers to rethink their offer so it’s increasingly efficient and environmentally friendly. This starts with the building of energy-efficient spaces that respect architecture and environment and contribute to the attractiveness of the area. As for transportation, it implies carbon-free vehicles and development of even greener means of transport that are urban adapted such as the use of electrical bikes. As a result, the differentiating factor in the supply chain will be defined by going the extra mile, including co-designing the new urban space and contributing to defining the city as a better place to live.
Partner ACA, International Tax Liaison Partner, Crowe Global
Marie-Fleur Bouillon-Bonte
Partner, Crowe USA
Christopher McClure
The demand for transparency in global supply chains has been growing for years. That pressure will continue due to regulations and stakeholder demands. Many regulations now require companies to perform extensive due diligence on their suppliers and obtain detailed data certifying the mineral and chemical composition of raw materials and component parts. The Conflict Minerals Rule began in the US and a similar version of it is now in force in the EU, for example. Anti-human trafficking laws in California, the UK, and New South Wales obligate companies to disclose detailed plans for evaluating suppliers and preventing labor violations. In addition to this regulatory proliferation, the recent wave of ESG strategies adds new scrutiny to supply chains and demands greater accountability. It is critical for companies to evaluate and prioritize the demands of important stakeholder groups like regulators, customers, employees, investors, and even competitors and activists. Forward-thinking companies will form cross-functional teams to inventory all these work streams, reduce duplication, and create efficiencies in their interactions with suppliers. Successful programs won’t just consist of administrative surveys but rather incorporate ESG efforts into supplier selection, onboarding, scorecards, and regular business meetings. Comprehensive planning for supply chain due diligence will lead to actionable goals and real progress that can be verified and confidently reported. These efforts may require iterative requests or even the replacement of reticent and risky suppliers. Proactive companies will have more time to make important decisions, prevent disruptions, and ensure they are meeting key stakeholder demands.
Viewpoints from Crowe
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There are 5.2 million family-owned businesses in the UK, making up 86.2 percent of the total, according to IFB...
National Head of Private Clients, Crowe UK
Marie-Fleur Bouillon-Bonte
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In France, family businesses range from solo-entrepreneur to groups worth billions of US dollars. Overall, they sailed...
Partner ACA, International Tax Liaison Partner, Crowe Global
Christopher McClure
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There are 5.2 million family-owned businesses in the UK, making up 86.2 percent of the total, according to IFB Research Foundation from 2021. The majority of family businesses in the UK have fewer than 10 employees. Diversity is also notably less in family businesses, which according to BEIS saw only 5.6 percent identifying a minority ethnic group leader as opposed to 10.2 percent in non-family counterparts. Although this lack of diversity and regional focus would not tend to be an issue with first-generation businesses operating in popular UK sectors, introducing non-family members to provide critical thinking is an important challenge for organizations as they grow. For the family business with longevity, legacy remains important, and having consistent values is vital. We have helped families to develop a family charter to set boundaries and rules of operation, both in terms of how the family behaves, but also in terms of how they interact with non-family members in the business. The impact of COVID-19 on family businesses is far from certain. The pandemic has hit sectors that have a high proportion of family business operators – for example retail and hospitality – and although government support has helped keep many going, a day of reckoning comes as debts start to become payable. Interest rates remain low, however, and the economy is recovering well, so one would hope that our nation of family businesses, now and into the future, will go from strength to strength. You can read more on Crowe UK’s insight into family-owned businesses here.
In France, family businesses range from solo-entrepreneur to groups worth billions of US dollars. Overall, they sailed through the crises triggered by the pandemic with no or little damage, some of them even taking advantages of new opportunities. What sets them apart in the business world could be summarised in three words: focus; tradition; and agility. Focus: they do business for themselves, so their vision is not impaired by shareholders’ concerns. Corporate identity is strong, each employee can be seen as a building block to success and feels empowered and motivated to reach this common goal, driving efficiency and commitment. Tradition: the transmission of a business from generation to generation makes it implicitly legitimate and trustworthy. In a society that seeks meanings, such heritage is very powerful. Agility: those that are successful keep away from “doing things the way it was always done” and use their family heritage to federate around their vision so that, when facing disruption, they can rethink business strategy and implement the necessary changes at record speed and with the support of all their stakeholders.
Viewpoints from Crowe
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Christopher McClure
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Marie-Fleur Bouillon-Bonte
