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to understand the supply chain


Why the CFO needs


It’s a tough time to be a CFO, with huge pressures coming from competitors, customers and even partners within the business. And it’s not just external


competition businesses face but also that from their own different retail channels; products sold online versus those offered in-store.


By Andrew Blatherwick, chairman of RELEX Solutions D


riving efficiency and increasing revenue in this ever-changing environment means a constant pull in multiple directions. So how can the CFO create change, improve the operating ratios and minimise


risks for the business?


THE CFO, A CHAMPION TO BREAKING DOWN SILOS The growth of online business has risen so quickly, changing the nature of many businesses and creating


silos in conflict with each other. The CFO is in a difficult position, needing to find a balance, often seeing the growth coming from the less profitable and higher cost part of the operation, yet knowing that in order to stay competitive, the company needs to offer multiple channels even if it does cannibalise its own business. The one place that the CFO can find solace is in the


supply chain, which, if run efficiently, can deliver major competitive advantage and huge improvement to bottom line profits. In contrast, if the leaders of the channel silos are allowed to control their own supply chain, there is all


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