Achilles Research: Supply Chain Risk - A Study of Procurement in the UK

Research summary

Supply Chain Risk
A Study of Procurement in the UK

services for professional procurement
www.achilles.com

T2474 Achilles Reasearch Doc Issue1 Draft 20.indd 1 11/06/2012 13:07

The research

Earlier this year, Achilles commissioned an
independent research project into the perceptions
of risk and attitudes to supplier pre‑qualification
amongst UK procurement professionals. As a
provider of information and services that help
companies manage global supply chains, we
wanted to find out more about the importance
procurement professionals place on pre‑qualifying
suppliers and the risks they need to manage.

To gauge the views around pre‑qualification of
suppliers, amongst procurement professionals
from a number of business sectors, Achilles Group
commissioned IFF to undertake the research.
During December 2011 and January 2012, IFF
interviewed 200 businesses by telephone, each
with more than 250 employees. They asked a
range of questions to procurement professionals
across the six industry sectors listed below. The
interviews in each sector were then weighted to
be representative of the number of UK businesses
with similar numbers of employees in that sector.
This aimed to give the broadest possible picture of
attitudes to pre‑qualification by sector. The sectors
selected for the project were:

■ Utilities, Mining and Quarrying
■ Manufacturing
■ Construction
■ Wholesale and Retail
■ Transport, Storage and Communications

IFF Research ■ Finance
By asking companies from different industry
sectors and annual turnover to contribute, we
Established in 1965, IFF Research is can compare and contrast their views and the
one of the largest independent research priorities they attach to risk. In turn, we aim to
organisations in the UK. It specialises in draw conclusions about attitudes to risk, supply
researching public policy, business and chain management, and best practice business
marketing issues in the UK and overseas, approaches.
focusing on both private and public sectors.
It has particular expertise in financial
services, branding and communication,
business and enterprise, learning and skills
and employment and benefits; its team also
concentrates on healthcare, the environment
and the third sector.

3


Foreword

At Achilles we see our role as providing services
that help companies to remove some of the more
time consuming elements of the procurement
process. Our services help companies
to identify, evaluate and monitor suppliers
throughout their global supply chains and enable
them to identify and effectively manage supply
chain risk.

We recognise that risk, and managing it, is playing
an increasingly large part in the world of supply
chains. This research provided a rare opportunity
to explore the ways that companies look at
pre‑qualifying suppliers and the risks associated
with supply chain management. For example, what
do procurement professionals perceive to be the We wanted to explore the ways that companies
biggest risks they face? How do they manage risk look at risk in different sectors, their appetite for
and mitigate its impacts? it, and the drivers for managing it. The research
we commissioned provides an insight into what
CPOs are worrying about, their greatest perceived
risks, how big a risk is ‘too big’ and whether the
business sector and size, influences this. We also
wanted to assess the amount of risk management
that is driven by the need for compliance with the
law, or by the less tangible variables of brand and
reputational management for that organisation.

I trust that you will find this report interesting.

Adrian Chamberlain, Achilles Group CEO

Contents

The research............................................................2 Pre-qualifying suppliers is the key to
IFF Research............................................................2 effective risk management....................................12
Foreword..................................................................3 Pre-qualify before tendering....................................... 13
Global supply chain management. The cost of pre‑qualification....................................... 14
A balancing act........................................................4 Data quality as a business imperative........................ 14
When it goes wrong....................................................... 5 Pre‑qualification, a pre-requisite for
What are CPOs worrying about?.............................6 procurement best practice - confirmed................15
How great a risk is too great a risk? .......................8 Conclusions................................................................. 15
Keeping the plates spinning.
Compliance, a driver or facilitator
for risk management?............................................10

3


Global supply chain
management.
A balancing act

Global supply chain management is not for “It is about getting the
the faint hearted. Against a backdrop of highly
competitive, high risk, global supply chains –
product to the marketplace.
dependent on tight margins and fast paced It starts with the sourcing
turnaround ‑ there are inherent risks in doing
of the raw materials
business.
and then right through
This is borne out by our research, which found
some interesting views and attitudes to high risk
to the marketplace. If
suppliers in the supply chain. This is illustrated by anything goes wrong with
the fact that 43% of businesses were aware of a the process it can be
high risk supplier failing to meet their compliance
requirements. Yet whatever level of risk the catastrophic.”
supplier posed for the business, they were seen as
Wholesale and Retail sector
necessary links in the supply chain, and as such,
managed as part of ‘business as usual’. A similar
picture emerged across all businesses we talked
to. There was no significant difference between
sectors or turnover of the businesses either, all
“A supplier was fraudulently
faced similar risks across their own supply chains. identifying parts. They
went to jail as a result. Our
company had to reaccredit
our suppliers.”
Transport, Storage and
Communications sector

4 5


“The use of substandard When it goes wrong
labour by (supplier)
Supply chain management can be argued to have
caused damage to been a key contributor to the negative impact
our brand reputation.” on BP’s reputation in the Gulf of Mexico. The
contractor responsible wasn’t BP, but it was the BP
Transport, Storage and brand, reputation and senior leadership team that
Communications sector paid the price.

Many household names today have suffered the
ignominy of reputational damage as well as a large
hit on their share prices, as a result of ineffectual
“Because we are a water supplier management.
company, quality is an
Clothing manufacturing has come in for serious
issue. We could be sued scrutiny in recent years, following the exposure
if something goes wrong of practices in the factories used by low cost
manufacturers selling clothes in the UK. Primark’s
and then there is the issues around child labour and low wages for
problem of bad publicity.” workers in factories in the Far East had the
potential to damage their brand and reputation.
Utilities, Mining and Quarrying Supply chain management is playing an
sector increasingly important part in how businesses see
their brand equity management.

The Olympic Games London 2012 is not exempt
from questionable supply chain management
practices. A recent report by the Playfair scheme
has identified sweatshop conditions at factories
in Guangdong Province in China, contracted to
provide mascots and badges for the London 2012
Olympics. A combination of low wages, excessive
working hours, child labour and dangerous health
and safety conditions, alongside audit fraud, are
now under investigation. All serve to impact on the
brand and reputation of the Olympic movement.

5


What are CPOs worrying about?

A recurring theme in our research is the vital part We found some variation in views on the next
played by risk management. two big areas for risk depending on company
size. Irrespective of sector, large companies are
Most businesses have a lot of risks to manage concerned to protect their brand and reputation
every day – minimising exposure to these is crucial from damage caused by ‘weak or high risk links
to business survival and success. For many in the chain’. Smaller companies with 250+
procurement professionals, the risk management employees have concerns closer to home – and
‘game’ has new rules and a playing field that are focusing their energies on financial survival.
is complex and global. Traditionally the risks
of supply management did not have the same Nearly half (48%) of companies we talked to are
dependency on a procurement team to get it right. concerned about the financial failure of suppliers’
But that’s changed now – and our findings see the businesses and put it in the top three risks they
role of procurement teams in risk management and have to manage. In addition, 33% list the financial
mitigation, as ‘part of the day job’. failure of their own business in their risk top
three. In the Construction industry, 30% of those
40% of businesses said that their most important surveyed put failure of their own business as the
risk to manage through the procurement process number one risk. With the recent recession and the
is the “failure of a supplier to deliver in terms of current economic climate being unforgiving, this
quality, timeliness or cost”. This is consistent for concern has become acute. 31% of Construction
all sizes of organisation and across all the sectors businesses surveyed with 250+ employees and
we surveyed, with 75% of respondents putting this turnover of less than £25 million, see their own
in their ‘top three’ risks to manage. There is an financial failure as the most important risk.
obvious and immediate impact on the business if
the supply chain fails – in terms of product quality,
timing or service delivery.

Most important risks to manage (%)

Failure of a supplier to deliver 40
the required service in terms of
quality, timeliness or cost 75

The financial failure of a supplier 12
(ceases trading) 48

The risk to the reputation 13
of your business 38

The financial failure of your 16
business (ceases trading) 33

The failure of a supplier to meet 12
its Health & Safety obligations 32

The risk that your business is 5
exposed to litigation 24

Selected as most important risk Selected in top 3 most important risks

6 7


Achilles Group Chief Executive, Adrian Chamberlain, comments

“If a signiﬁcant supplier of a key component or service fails to come up to the
mark, a business can be damaged beyond product delivery. There is the potential
for brand and reputational damage – and the ensuing impact on share price
performance. From an industrial accident with a worker killed, to a subcontractor
polluting a local river or using child or illegal immigrant labour in the UK or Jakarta,
there are obvious and immediate impacts on reputation and brand.”

This view is backed up with sector commentary, Amongst the larger businesses with turnover
including: “We use subcontractors a lot in the between £250 and £999 million, 23% of
Construction industry – and our supply chain is organisations put the most important risk
international. In the last two years it feels as if we’re faced as managing their brand and reputation.
just one small step away from bankruptcy.” Effective and proactive supply chain
management is therefore seen as an investment
Construction sector in brand and reputation.

Most important risks to manage by sector (%)
43 Finance (13)
Failure to deliver service 42 Transport, Storage &
40 Communications (75)
in terms of quality,
20 Wholesale & Retail (30)
timeliness or cost
44 Construction (30)
15 Manufacturing (38)
Utilities, Mining & Quarrying (14)
21
11
Financial failure 17
(business ceases trading) 30
13
15

14
16
Risk to reputation 10
of business 20
9
38

0
13
Failure of supplier to meet 17
its H&S obligations 17
9
15

7
11
Financial failure 10
(supplier ceases trading) 13
15
8

14
5
Business exposed 7
to litigation 0
4
0

7


How great a risk is too great a risk?

Complex, global supply chains, are synonymous
with risk. A typical business will have a range
of risk levels associated with suppliers – from
safe, low risk providers, to something far less
Medium risk suppliers
visible or manageable at the far reaches of the
chain. High risk suppliers may be overseas and
10
without the same commitment to compliance 0
or quality standards of the UK and Europe. Yet, 11
you need them to deliver the components your All businesses 39
22
products require – and at the best price. That is 25
16
the risk your business has agreed to take on, your
‘appetite’ for risk. 8
0
The graph shows how many high risk suppliers Utilities, Mining 16
respondents believe they have in the supply & Quarrying 30
46
chain. There is little variation in the percentage (13) 23
8
of these high risk suppliers by size of business,
although there are differences by sector. Some
8
sectors clearly demonstrate a greater reliance 0
on so‑called ‘risky’ suppliers. The Construction 11
Manufacturing 20
sector shows that 28% of companies asked in the (75)
34
27
survey, identified 11% or more of their suppliers as
20
high risk.
13
The global reach of supply chains, distant sourcing
0
of information and pressure to perform in highly Construction 10
20
competitive marketplaces, makes it a necessity to (30) 36
include high risk suppliers in the supply chain. In 30
10
the Construction sector, for example, one in ten
of large businesses rely on high risk suppliers,
10
defined in terms of their ability to deliver to price, 0
time and quality. Notably, 20% of suppliers are Wholesale & 13
Retail trade 23
considered to be high risk in the Transport, Storage (30)
40
23
and Communications sector.
13

Today’s quality and accreditation standards are
13
strong tools for managing risk – and provide a
0
framework for a successful approach. As many Transport, Storage 5
companies recognise, however, risk management & Communications 52
22
(38) 24
can be a hefty in‑house cost to the business.
5

7
“The work done by Achilles not only 0
Finance 14
enabled us to increase the quality (14) 21
18
21
of our supplier information, but also 36
helped us to reduce costs, risk and
improve effectiveness.”
Mean %
Hector Tajahuerce, Enagas
Purchasing Director Don’t know 100% 51-99% 11-50% 1-10% 0%

8 9


Using information from Achilles helps
High risk suppliers to mitigate risk.

“Achilles’ BuildingConﬁdence allows
5
2
us to drive performance improvements
6
14 with our supply chain in a way we have
18
48 never been able to do before. We are
20
able to demonstrate compliance to
0 our clients by producing PQQ and
0
8 audit information that details how we
15 11
69 manage and analyse our supply chain.”
8
Nigel McKay, Head of Procurement and
3 Supply Chain, Lend Lease EMEA
1
6
19
13
44
27 Achilles Group Chief Executive, Adrian
Chamberlain, comments
10
0 “Companies are becoming far more
10
17 17 vulnerable to supplier failures as they
40
23 become more globalised and as they
seek to offset business complexity
7
0 by outsourcing increasingly large
6
10
12 proportions of their activity to third
60
17
parties. Problems occur when a
company is not on top of its supplier
11
3 information. If you recognise you’ve
8
29
20 got high risk elements in the supply
45 chain, you are in a good position
5
to mitigate the effects. Get new
0
7
suppliers vetted properly to reduce
0
16 the chances of non delivery on a
21
36 contract at an early stage.”
36

Nearly half of businesses regards up to 10%
of suppliers as high risk. 8% believe more
than half of their suppliers are high risk.

9


Keeping the plates spinning.
Compliance, a driver or facilitator
for risk management?
With just 5% of businesses seeing the threat of Many companies choose to offload the mundane
litigation as the driver to manage risks effectively, and time consuming administrative elements of the
what is driving effective compliance in the supply procurement process to a partner they can trust.
chain? The rationale for risk management appears Achilles works with many companies in this way
to be more closely linked to audit evidence and – we have experience, understand the processes
the need to gain sector or industry‑wide quality and can ensure the audit boxes are ticked as part
accreditation status. The research shows that this of the service.
is consistent across all sectors. Quality standards
and audit, rather than business best practice or Audits are seen as benefitting the continuous
proactive supply chain management, appear to be improvement cycle – supporting both the
the real drivers for risk management. procurement team and the supplier to track and
improve performance. Most suppliers are willing to
Compliance is a ‘must have’ in the supply chain. pay for the auditors to come in, conduct their checks
More than 30% of all businesses have to provide against the agreed quality models – and give out the
evidence of compliance for all their sourcing certificates.
activities. This evidence is required from across
the spectrum of quality, finance, health and safety, Those businesses who cared most about their
data security and corporate social responsibility. reputation and brand, also asked for the evidence to
Recognising the importance of splitting what support compliance, as part of all sourcing events.
you have to do simply for compliance, away from This demonstrates a clear link between larger
what you could achieve in the area of proactive businesses and brand building supplier management
management and continuous improvement in the – versus the narrow focus of audit and compliance as
supply chain, is key. a ‘necessary evil’ and administrative burden.

Areas where businesses have to retain evidence of compliance,
and there is a requirement for suppliers to undergo audits
88
Quality 74 84
83
Financial 60 72
83 78
Health & Safety 65
80 78
Environment 63
73 70
Data Security 51

Insurance 72
0

Business Continuity 70 77
54
The UK Bribery Act 2010/US 66
Foreign Corrupt Practices Act 0
CSR 58 75
44
European Law 49
0
None 6
0
% of those collecting evidence
Require suppliers to who require audits. There was no
Collect evidence undergo audits meaningful variation by sector size.

10 1


Providing evidence of compliance is also linked Those businesses who selected ‘the risk to the
to the size of the business. Our research findings reputation of your business’ as the most important
show that 47% of the largest businesses in terms potential procurement risk, had to provide
of turnover (£1 billion +), had to provide evidence compliance for all their sourcing events. This
of compliance for all of their sourcing events. 33% compares to only 21% of those who considered
of businesses reported that their suppliers had ‘financial failure’ to be their biggest risk.
to pay for audits, although this was less common
amongst the largest organisations and there was
little variation by sector. In 35% of cases, the cost
was shared between the buyer and the vendor –
this was less common amongst companies with
smaller turnovers.

Compliance and sourcing events

% of sourcing events where companies have to
provide evidence of compliance, by sector

Finance 7 57 7 14 14
Transport, Storage &
Communications 8 26 13 39 13

Wholesale & Retail 17 23 17 37 7

Construction 7 27 20 23 23

Manufacturing 11 27 16 32 15

Utilities, Mining, Quarrying 23 30 15 23 8

33% of businesses reported that their 57% of those who selected ‘the risk to the
suppliers had to pay for audits. This reputation of your business’ as the most
was less common amongst the largest important potential risk, had to provide
organisations and showed little variation compliance for all their sourcing events.
by sector.
This compares to only 21% of those who
In 35% of cases the cost of audit was considered ‘ﬁnancial failure’ as their
shared between the buyer and the vendor. biggest risk.
This was less common among smaller
companies.
% of sourcing events where companies have to
provide evidence of compliance, by size

£1 Billion + 37 12 47 4

£251 million ‑ £999 million 13 17 23 36 11

£26 million ‑ £250 million 10 33 13 28 14

Less than £25 million 18 33 7 34 7

One third (32%) of businesses
stated they had to provide
evidence of compliance for all
0% 1-50% 51-99% 100% 100% sourcing events.

11


Pre‑qualifying suppliers is the key to
effective risk management
Across the board, 71% of businesses rated the The research also examines the levels of risk
pre‑qualifying of suppliers as ‘very important’ – management that are driven directly by the need
although for some businesses it’s more important for compliance with law or as evidence for an audit.
than others. For larger businesses, with turnovers Some risk management is geared to ensuring that
above £1 billion, 88% rate it as ‘very important’. the company brand and reputation are protected
and not left exposed as a result of the supply chain.

Importance of supplier pre-qualiﬁcation

Sector

All businesses 24 71

Finance 29 57

Transport, Storage & 24 74
Communication
23 70
Wholesale & Retail

Construction 27 73

Manufacturing 23 73

Utilities, Mining, Quarrying 38 62

Turnover

All businesses 24 71

Less than £25 million 39 61

£26 million ‑ £250 million 25 69

£251 million ‑ £999 million 27 71

More than £1 billion 12 88

0% 50% 100%

Of no importance Fairly unimportant Fairly important Very important

12 1


Pre‑qualify before tendering
Half of all the businesses we talked to, pre‑qualify management as a proactive business improvement
more than half of their sourcing events before tool, rather than a need to simply pass muster in
issuing a tender. On average, this shows that audit, or the knee‑jerk reaction of ‘get it done at any
businesses pre‑qualify 58% of individual sourcing cost’. A comment by a Manufacturing respondent
events. This is notable in the Transport Storage highlights a death on the premises as a reason
and Communications, and Manufacturing sectors, not to use a supplier any more. The partnership
where 100% pre‑qualification of suppliers is approach builds a solid mutual understanding that
expected in 38% and 32% of cases, respectively. helps to protect the brand and reputation of the
company.
Irrespective of sector, it can be argued that
pre‑qualification is becoming ‘business as usual’ The fact that 95% of businesses rate the
for the procurement teams we spoke to – as pre‑qualification of suppliers as important
the real benefits of pre‑qualification as a risk suggests that they place greater importance on
management tool are recognised. Strategic and managing risk for the business. Pre‑qualification
forward thinking procurement teams appear to can give you a context and history of a supplier
manage suppliers in terms of building long term and their previous performance. For example, 43%
partnerships. These deep and enduring business of those surveyed, know that something has gone
relationships help the organisation to focus on a wrong with a high risk supplier in the past – so risk
few key suppliers that are trusted for their reliability, management is key. The more you know, the better
quality and risk reduction for the company overall. you can run your business.

These relationships link back to company vision
and long term plans ‑ seeing supply chain

Sourcing events and pre-qualification

0 0% Pre-qualified
Utilities, Mining 67 1-50% Pre-qualified
& Quarrying 34 47 50-99% Pre-qualified
0 100% Pre-qualified

7 Mean %
33
Manufacturing 18 63
32

0
35
Construction 43 64
14

15
Wholesale & 34
48 50% of businesses
Retail trade 30
15
pre-qualify over
half their sourcing
5
Transport, events prior to
28
Storage & 25 67 issuing the tender.
Communications 38
On average,
7
businesses
35
Finance 14 49 pre-qualify 58% of
21 all sourcing events.

13


The cost of pre‑qualification
For many procurement teams, recognition of the UK and Europe, by taking away the burdens of
how important it is to pre‑qualify suppliers has administration, audit and compliance. Outsourcing
to be secondary to the costs associated with this part of the procurement process can be cost
this part of the procurement process. As an effective for many businesses. It can also help to
effective way to manage risk and protect your avoid the pitfalls associated with maintaining up
business, pre‑qualification is widely agreed to to date information and data sets – as well as the
be business best practice. However, it is time age‑old problem of managing a supply chain. By
consuming and expensive for an in‑house team drawing on multiple databases. This is, in itself, a
to manage. At Achilles, we support businesses in very risky business.

Data quality as a business imperative
Chris Hornung, Group Operations Director at Procurement teams are busy people. Across all
Achilles explains: “We have experience of working sectors, the median number of sourcing events
with 750 of the world’s largest organisations. The managed by each member of the team is 25.
general perception of new customers is that their The figure is higher in the Wholesale and Retail
data is of good quality, however once we start sector – with 50 events a year – and lower across
the processes of contacting their supply chain we Manufacturing and Transport sectors – with 20 in
often find 50% of supplier contact information is each.
out of date or incorrect.”
The companies we asked, pre‑qualify on average
There are costs associated with poor data ‑ one 58% of these sourcing events. The proportion is
of the most expensive being that poor business lowest in the Wholesale and Retail sector – with on
decisions are made on a shaky foundation of average 48% pre‑qualified. Businesses devoted
unsound supplier information. If the data is not on average 4.9 days to pre‑qualification activities
fit for purpose, there might be a requirement per sourcing event – although this is higher in
to invest in IT projects to build new systems or the Manufacturing (5.7) and Transport, Storage
databases. This too, is expensive and requires and Communications (5.5) sectors and lower in
an extensive and on‑going requirement for Construction (2.7) and Wholesale and Retail (2.4).
staff training and IT support. Again, the pain
can be alleviated by outsourcing to experts. Interestingly, businesses with one supplier
Achilles collects, qualifies, evaluates and database devoted 3.1 days on average,
monitors suppliers on behalf of buyers worldwide whereas those companies running multiple
which streamlines the procurement process databases devoted 6.9 days – more than twice
considerably. as much time to pre-qualify a supplier.

“I knew there would be a cost beneﬁt to the industry
in providing this service. We alone saved a massive
£500,000 within the ﬁrst year of joining the scheme –
excellent is the only word for it.”
Nigel McKay, Head of Procurement and
Supply Chain, Lend Lease EMEA

14 1


Pre‑qualification, a pre‑requisite for
procurement best practice ‑ confirmed
Conclusions
Using the research findings as a guide, we have Best Pract
drawn some conclusions around the importance Procurem ice
of pre‑qualifying suppliers in achieving best ent Teams
:
practice procurement. Irrespective of industry
sector or turnover size, businesses with effective ❏
✓ U se one d
atabase
and efficient procurement have teams that are
working in specific ways to achieve their successful ❏
✓ See pre-qu
a
outcomes. of supplie liﬁcation
rs
business as a
Typically, these procurement teams are strategic imperativ
e
and forward thinking in their approaches to
managing risk. They see pre‑qualification as
❏
✓ Con
duct m
a pre‑requisite to managing and mitigating sourcing ore
events
those risks that are inherent in supply chain
management. The teams with the best outcomes, ❏✓ S pe n
d le ss
tend to undertake a greater number of sourcing each sourc time on
events, but devote less time to pre‑qualification ing event
activities. This is logical when the amount of ‘up
front’ work they have done to pre‑qualify their
suppliers is considered. their information. The businesses with one supplier
database devote fewer days on average, to
Their ability to recognise risk in the supply chain,
pre‑qualification activities than businesses with
manage it to limit the impact and potential damage
multiple databases. Knowing that the data is
to the business, brand and reputation is a key
accurate and up to date also helps procurement
benefit of pre‑qualifying suppliers – and is clearly
teams to proactively manage their sourcing events
demonstrated by the professional procurement
with confidence and professionalism. In turn, this
teams we support every day at Achilles.
translates into tangible business best practice in
Another indication of successful procurement procurement.
teams, is their use of a single database to house

15


Chevron uses Achilles’ services for its supplier pre-qualification. As part of the industry
community known as FPAL, there are benefits of membership for Chevron, as
Iveta Geidane, Contracts Advisor, explained:

“Chevron’s FPAL registration has directly contributed to a reduction of contract risk
for the business. FPAL registration and profiling ensures that an element of screening
and pre-qualification is conducted, before a Supplier is considered by Chevron. In
addition, the Verify process validates the working practices of Suppliers and is an
evidence-based assessment. FPAL Verify saves Chevron both the time and cost
associated with supplier management and ensures that the Supplier’s internal
systems are effective”.

“Chevron are committed to FPAL Verify and it is embedded into their Contractor
HES Management Process (CHESM). Over the years, Chevron’s Business Unit have
fully adopted Verify to ensure that their supply chain aligns with Chevrons values
and tenets of operation. Chevron have gradually concluded that Verify is the most
effectual means of assuring credibility of supplier management systems, potentially
leading to superior HSE performance”.
Iveta Geidane, Contracts Advisor, Chevron Upstream Europe

Achilles Group Limited
30 Park Gate, Milton Park, Abingdon, Oxon, OX14 4SH, UK
T: +44 (0)1235 820813 F: +44 (0)1235 821093 E: marketing@achilles.com W: www.achilles.com
001‑02/2012


Achilles Research: Supply Chain Risk - A Study of Procurement in the UK

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