ABSTRACT
The author reiterates that the constant theme underpinning the creation of supply chain value is strong supply chain management practices that can reduce operating costs and help organizations control their logistics expenses. The research found that many finance executives have still not fully absorbed the intrinsic connection between supply chain competency and corporate performance. Finance executives are comfortable with a supply chain function that focuses on cutting and controlling costs, one that operationally ensures lean and optimized material flows. The supply chain manager is also expected to highlight events in the physical supply chain that trigger monetary flows which the financial competence, rigour and skills of the corporate treasurer are able to transform into beneficial inputs to corporate performance. There is also a corresponding 'external' barrier between a company's financial department and the financial services in the market.
