Supply chain leaders should shape pricing and product decisions, not just advise on logistics. They need to speak business language fluently enough to partner with sales teams on dynamic pricing tied to inventory levels and global margins.
So someone is asking, do you think supply chain leaders should get more involved in commercial decisions like pricing or product strategy? Absolutely. I do believe that it, it comes, you know, it comes with responsibility that supply chain leaders need to understand more and more how to contribute to these kinds of decisions, because painting the supply chain perspective is one element. But there is advanced and expert level as well, where you can actually have a proper partnership conversation about the topics in question. And this is a requirement and need for supply chain leaders to be proficient enough to actually partner in discussion, speaking business language, not speaking supply chain language. To be very precise, in terms of pricing or product strategy, we can contribute to pricing, for example, to dynamic pricing, with a very close link between pricing and availability. This is where the real value is being generated, when supply chain leaders and supply chain teams can cooperate with pricing teams or sales teams on a real-time basis to actually adjust pricing based on availability or to make trade-offs related to margin protection from global standpoint.
