We live in a world in which customers are no longer impressed by two-day delivery. In fact, it’s now the longest customers are willing to wait. This “Amazon effect” has reset the bar for operational execution, and business leaders must now perfect how they get products to the right place at the right time or risk losing their customers to faster competitors. Because of this dynamic, CEOs of the future will disproportionately come from a traditionally under-appreciated business function: the supply chain.
The Amazon effect has redefined customer expectations and business behaviors, changing the nature of what corporations need from up-and-coming CEOs. Board members are increasingly turning to leaders who have made careers out of translating the big picture and thousands of moving parts into executional reality. The ranks of future CEOs will be filled with former chief supply chain officers (CSCOs), not only former chief revenue officers or chief financial officers. Corporate value is increasingly driven by the volume of satisfied and repeat customers. That’s reflected not by effective management of millions in P&L, but by effective management of billions in cost of goods sold—COGS—as well as the critical brand impact of corporate social responsibility programs. All are impacted by a tightly managed supply chain.
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