It’s one thing to read about a supply disruption’s impact on a company’s earnings or brand reputation after it’s happened. But it’s something else entirely to see an organization guiding investors to take into account potential risks in the supply chain that have not yet manifest themselves in actual costs. However, this is precisely what one company, Stoneridge, a “designer and manufacturer of highly engineered electrical and electronic components, modules and systems principally for the automotive, medium- and heavy-duty truck, agricultural and off-highway vehicle markets,” did in a recent statement to the street.
By Jason Busch on November 23, 2009
Obsessed with how companies manage, spend and save money, Jason writes about procurement, trade and supply chain issues @ Spend Matters. He has significant first hand experience developing and marketing technology and services products, has advised numerous companies on sourcing and related techniques as well as M&A pursuits. In previous lives before tech, he was a management consultant and merchant banking analyst.