77 Fulham Palace Road, London, W6 8JA, UK
+44(0)20 3301 3940
Worldwide Office Locations:
- Chicago, IL USA
- Detroit, MI USA
- Los Angeles, CA USA
- New York, NY USA
- London, UK
- Zurich, Switzerland
- Timisoara, Romania
- New Delhi, India
The Smart Cube is a global professional services firm that specializes in delivering custom research and analytics. In procurement, we help our clients get more from their supply chain.
We assess individual suppliers and their performance, risks associated with a particular supply arrangement, and whether the investment being made could achieve a greater return. It’s a rigorous, fact-based approach designed to make our clients’ procurement and supply strategy as
WHITE PAPERS AND RESEARCH
Shipping Rates in 2016 – What should buyers do?
The shipping industry is likely to witness low growth in demand, due to China’s economic slowdown. This is likely to be exacerbated by an expanding fleet capacity that shows no signs of slowing down. In this article, The Smart Cube examines potential strategies buyers can adopt to stay ahead.
Will 2016 be another good year for metal buyers?
Markets have indicated a sustained decline in metals prices — dipping to a new low in 2015 — and uncertainty over future prices seems to be lingering. In this article, The Smart Cube will provide a brief market update for 2016 on the most consumed metals globally — steel, aluminum and copper. The update will cover a snapshot on the supply–demand scenario for each of these metals and also provide key strategic takeaways for buyers.
Procurement Policy: Today & tomorrow
An organization’s procurement function is fast becoming a key component of its overall strategic approach for top line growth. Chief Procurement Officers (CPOs) are now being given a seat at the strategic decision-making table, as business heads rely on them for competitive advantage. In the light of the enlarged role and increasing importance of procurement departments worldwide, The Smart Cube highlights some key focus areas to consider when developing a company’s procurement policy.
European Public Procurement Directives
This paper is in continuation to our last whitepaper on “EU Late Payments Directive” (published in September 2013), which analyzed the impact of the defined payment period on suppliers and buyers.
An Introduction to the World of Gamification
Wanna play? Learn how fun and addictive elements of games can be used in business for customer engagement, product development, innovation, employee training, health and more.
Procurement Through the Cloud
Cloud computing is widely known for its ability to scale and provide computing features in a cost effective manner. It has had a remarkable impact on global delivery processes, hosting, and computing across industries and functions. Between 2012 and 2016, the global cloud services market is expected to grow at a 17.3% CAGR to reach $206.6 billion.
The Game of Speculation
What causes fluctuations in commodity prices? Is it led by changes in market fundamentals or is it the result of speculative trading? And once you know, how do you develop a strategy to ensure effective risk management? The Smart Cube presents a case of potential speculation in wheat futures traded at the Chicago Board of Trade (CBOT) from 2012–2013, and provides sample recommendations on how to adjust your business strategy.
EU Late Payments Directive
In Europe, small and midsized suppliers have been facing a liquidity crunch due to long payment terms—a problem that has been aggravated by the sovereign debt crisis. To stem this delinquency, the EU created guidelines to address late payments and launched the 2013 EU Late Payments Directive for buyers and sellers across the region. The 2013 directive is an amendment to the Late Payment Directive 2000/35/EC originally launched in June of 2000.
Emerging Supply Chain Risks in the Pharma Industry: Why Must This Issue be Addressed?
Logistics accounts for 45–55% share of the value chain of a drug. Tied in with associated complexities around sourcing and manufacturing, supply chain management (effective or otherwise) clearly has a strong bearing on the total cost of a drug. Players in the pharmaceutical space, therefore, are undertaking a range of strategic initiatives to reduce cost across all phases of the pharmaceutical supply chain. These range from sourcing raw materials outside of a company’s home country to