ti nh teoi np trroi dc aucciteds eosfi gs un papnldy. dBeuvi el dl otphme seenitnisni gt hh tes sLteasgset hg aa tne ap trhoicreds os ef sc oo mf npeawn i pe rs ohdauvcet sl ua up np cl iheer s . dsuepveplloypismseunets.teams attempting to understand 5. De-manufacture and Improve Reclamation . Instead of landfilling products that are not sFeolrl ienxga, mmpolvee, dt he es pf oi tceutshteo pi lnatsetri nc aolurteacgl ea smi ant i o n . 2r e0c2l a2i,mo ne dl y. P9 l%a s ot ifcps laarset imc iandde rfirnokmc of onstsaiilnfeuresl si s, as un md et h2e0ppl aesrtci ec sn ti nodf uosi lt rpyr oi sdeuxcpe edcwt eodr tl do wc oi dne- b y 2i s0r5e0c .oIvne trhe de . UTnhiet eodpSptoart teus n, oi tnyl yi s3f 9o %r moaf nwua- s t e fraecctluairmersthteoirwaotrokmws.ith local governments to Summary Traditional supply chain discussions focus on labor efficiency, assuming purchase feasibility. As the periodic table widens, this may no longer be the case. Today, material sourcing requires more significant in - sights and design for flexibility. Both are a gap for supply chain leaders.
Barbarians at The Gate: A Risk for Supply Chain Business Users
199 Ti t hs eolmf oanBbr ea ivnog, at hUeSf-absat se es dt - gprroi vwaitnegebquuyi toyufti rf imr m, p or if dgel so b a l software. With more than 300 software deals completed Iqnu iDs ei tci eo mn ob fe rC o2 u0 p2 a2 ,STo hf towma ar eBfroarv $o 8, L. 0P,bai lnl inoonu. nTcheed pt lhaen apca- y s st oh at hr ee hcol ol ds ei nr sg $p8r i1c ea . sThhaor me , ar eBprraevsoe ni nt ti ne ng da s 7t 7o %t a kp er eCmo iuupma private. The all-cash transaction, with an enterprise value of $8.0 billion, will likely be completed in the first half of 2u l0a2t o3 r, ys uabpj pe rc ot vt oa l ms . aOnnd Da teocreymcbl oesri n1 g3 ,cCo onudpi tai orne sp oa rntde dr eag - GAAP net loss of $84.7M or $1.11/share. Cp uo ur cphaa, saesdpLelnadm- ma saonf ta, gtehme emnat rpkleatt-floeramd i nf ogunnedtewdoirnk 2d0e0s 6i g, n software, in 2020.
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