PARTNER CONTENT
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Companies can work to prevent loss and build digital safeguards, but ultimately, performance comes down to having trusted people across the supply chain and having the right teams in place to act on intelligence.
Pinkerton’ s Vice Chairman, Tim Williams, points to a purchasing assurance center the company set up for a major industrial client.“ If there was a power outage in Los Angeles and a critical supplier was impacted, we’ d flag it immediately,” he explains.“ The purchasing team would be notified and could shift to an alternate source before the disruption hit fulfilment.”
This kind of readiness reflects how Pinkerton’ s approach is rooted in the alignment of people, processes, and technology. Near real-time tracking, for instance, won’ t get a shipment to its destination faster, but when integrated thoughtfully, it can help to optimize inventory flow and reduce waste. In other words, tools may provide visibility or alerts, but they only move the needle when paired with teams that know what to do with the information.
The constant in the chain
After decades in the field, and with generations of institutional expertise, Pinkerton emphasizes the importance of resilience over the illusion of total foresight. The idea isn’ t to anticipate every possible threat, but to design supply chains that can absorb disruption and adapt quickly when needed.
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