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Die Märkte für Gewerbeimmobilien, Wohnliegenschaften sowie Hypotheken haben sich direkt zu Beginn der Covid-19-Pandemie mit dem Virus infiziert. Der neuartige Erreger ist dabei ein wahrer Stresstest für Immunabwehr dieser als krisenfest geltenden Immobilien. Dabei zeigen sich milde und schwerere Krisenverläufe bei den einzelnen Immobilienarten sowie unterschiedliche Genesungswege.

In a two-part series, Prof. Erik Hofmann from the Institute of Supply Chain Management analyses the impact of COVID-19 on procurement and logistics in Switzerland. Part II: long-term effects and new trends (e.g. deglobalization, nearshoring, reshoring, digitalization, industry4.0, risk management, decentralization, supply chain viability management, sustainability, supply chain finance, bullwhip effect, recovery phase, post-Corona crisis, resilience).

In a two-part series, Prof. Erik Hofmann from the Institute of Supply Chain Management analyses the impact of COVID-19 on procurement and logistics in Switzerland. Part I: current consequences for supply chains (e.g. nearshoring, deglobalization, disruption).

Covid-19 Weil die Klimakrise zum dominanten Deutungsrahmen der Pandemie wurde, verfehlen Wissenschaft und Politik ihre Kernkompetenzen.

Die technokratischen Illusionen im Kampf gegen Covid-19 sind gescheitert. Das tauglichste Mittel für ein freies Land ist: Verzicht

What is the next normal in the legal market and here to stay after Covid-19?

In einer zweiteiligen Serie analysiert Prof. Erik Hofmann vom Institut für Supply Chain Management die Auswirkungen von COVID-19 auf die Beschaffung und Logistik in der Schweiz. Teil I: Aktuelle Konsequenzen für die Supply Chains (z.B. Deglobalisierung, Reshoring, Nearshoring, Störungen, Unterbrüche).

In einer zweiteiligen Serie analysiert Prof. Erik Hofmann vom Institut für Supply Chain Management die Auswirkungen von COVID-19 auf die Beschaffung und Logistik in der Schweiz. Teil II: Spätfolgen und neue Trends (z.B. Deglobalisierung, Nearshoring, Reshoring, Robotisierung, Automatisierung, Digitalisierung, Supply Chain Viability Management, Supply Chain Finance, Nachhaltigkeit, Produktionsrückverlagerung, Bullwhip Effekt, Resilienz, Erhohlungsphase).

Supply chain finance (SCF) is an important lever for managing a company’s working capital requirements. It also ensures the suppliers are paid on or before time. An effective working capital management system aims to increase the accounts payable period (DPO) while reducing the accounts receivable period (DSO) and inventory retention time (DIH). A key metric in working capital management is the “cash conversion cycle”. Procurement teams are essential in managing the payment terms and inbound inventories with suppliers. A very common SCF instrument is reverse factoring, a method by which companies pay their suppliers without using their own working capital. Financial institutions -- ranging from traditional banks to fintechs -- enable this trade funding activity by acting as the intermediary between Procurement Organizations and Suppliers. The demand for SCF spiked due to the ongoing COVID-19 pandemic as companies across the globe sought to improve liquidity -- while industry experts have raised concerns over aggressive funding practices. Naturally, the question arose as to whether the procurement function should generally be concerned about the recent collapse of a high-profile SCF intermediary, Greensill Capital. Beroe posed this question to Erik Hofmann, Professor and Director, Institute of Supply Chain Management, University of St.Gallen, Switzerland. Erik is a supply chain specialist and has written several books on Operations Management and SCF.