Proxima

Rund neun von zehn CEOs sind überzeugt, dass ihr Unternehmen auf größere Risiken in der Lieferkette vorbereitet ist. Gleichzeitig geben 56 % der deutschen Unternehmen an, dass sie eine größere Störung höchstens drei Wochen ohne erhebliche Auswirkungen überstehen würden. Die Lücke zwischen wahrgenommener Vorbereitung und tatsächlicher Belastbarkeit könnte größer sein als viele erwarten. Laden Sie unseren aktuellen Report herunter und vergleichen Sie die Resilienz Ihres Unternehmens mit den Einschätzungen von 500+ CEOs weltweit.

Wie lange könnte Ihr Unternehmen den Betrieb aufrechterhalten, wenn morgen ein größerer Lieferketten-Schock eintreten würde? Unsere Studie zeigt, dass mehr als die Hälfte der deutschen Unternehmen eine erhebliche Störung höchstens drei Wochen lang ohne größere Auswirkungen überstehen könnte. Gleichzeitig liegt die mittlere operative Belastbarkeit bei nur 6,7 Wochen. Der Global Supply Chain Resilience Outlook untersucht die Diskrepanz zwischen wahrgenommener Vorbereitung und tatsächlicher Widerstandsfähigkeit – und welche Risiken Unternehmen heute wirklich tragen.

Today, we launch The Global Supply Chain Resilience Outlook, which explores how more than 500 CEOs around the world are thinking about risk, resilience, and the future of supply chains. The multi-threat landscape is being discussed in boardrooms across the globe as organizations seek to strike the optimal balance between risk and resilience. With that in mind, we asked CEOs of large enterprises for their perspective on the current state of play. The findings reveal that almost 100% of CEOs expect to pay more for greater supply chain resilience, with organizations anticipating costs that are, on average, 17.3% higher. They plan to fund this primarily through cost savings elsewhere, but also through price increases and reduced margins. What are they paying for? As you would expect, businesses are deploying multiple strategies to build greater resilience, reflecting both the complexity of global supply chains and the range of levers available to them. What is the current state of play? While many CEOs believe they are well prepared for major threat categories, around half (51%) acknowledge that they would experience operational or financial impacts within three weeks of a major disruption. CEOs share their views on procurement and supply, including revenue at risk, monitoring and early warning capabilities, cybersecurity, AI, and how prepared they believe their organizations are today. As procurement professionals, it is always interesting to hear the insights and perspectives of business leaders on our profession. What is your CEO likely thinking? Read the report to find out: https://lnkd.in/emGWrDQj #SupplyChain #SupplyChainResilience #Procurement #RiskManagement #BusinessStrategy

Energy volatility is rising. Not hedging is now a risk position. In our latest article, EVP Simon Geale and Richard Cockburn from Flow&Ebb Ltd explore how disruption is already flowing through freight, chemicals, and metals, and what that means for procurement leaders right now. The critical point is this: organizations that lock in positions today are creating optionality their competitors will not have. When forward pricing is available at acceptable levels, choosing not to hedge becomes a risk in itself. Markets price in shocks long before shortages appear, so waiting for clarity often increases exposure rather than reducing it. Simon and Richard set out the practical steps leaders should be taking now to stay ahead of the curve and protect both cost and continuity. Read the full article here: https://lnkd.in/erG3BZA8 #Procurement #SupplyChain #RiskManagement #EnergyMarkets #Geopolitics

Procurement is no longer responding to disruption. It is operating within it. Proxima’s 2026 CPO Report brings together perspectives from leading global CPOs on what really matters next.

Volatility is now the baseline for procurement leaders. Discover how CPOs are redefining value, managing risk, and setting priorities for 2026.