Accenture ukraine

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Accenture ukraine	Aaccenture commodity accenture ukraine in Asia and Africa would be particularly exposed to higher prices. No sponsorship, endorsement or approval of this content by the owners of accenrure marks is intended, expressed or implied. Physical assets: Determine steps to retrieve disable, dispose of or abandon physical assets in impacted countries. How will this affect operating margins? European countries with higher dependency on Russian oil and gas would be more significantly impacted. You may need to revise accenture ukraine click at this page forecasts to alleviate cost pressures.
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See below for the latest data. The Ukraine invasion has had a deep human, economic and business impact. A humanitarian disaster. In only a few weeks, thousands of lives have been lost. More than 4. The humanitarian impact of the Ukraine invasion. Unpredictable economic and cyber conflict. Within one week of the invasion, governments around the world passed a range of sanctions.

Met with retaliatory countermeasures by Moscow, the sanctions have impacted the flow of some goods and services. The sanctions also could trigger retaliatory cyberattacks.

Accenture Cyber Threat Intelligence has observed volunteer hacktivists and cyber criminals threaten to attack Western critical infrastructure and leak sensitive, stolen data.

Significant organizational challenges. The sanctions triggered actions by many businesses beyond governmental requirements. More than companies have announced plans to suspend, scale back or close their operations in Russia, affecting, among others, at least 3, retail outlets across the country. And those numbers expand sharply for sub-contractors: more than , US companies and at least , EU companies have Tier 2 and 3 suppliers in Russia. The current view among leading forecasters is that the war will lead to a material deceleration in growth.

Beyond the scale and duration of the conflict itself, at least four uncertainties create risks that could lead to very different scenarios unfolding:. The country is also the top exporter of nickel used in car batteries and palladium used in car-exhaust systems. A prolonged supply shock could ripple across industries, driving inflationary pressures and supply chain disruptions.

Energy price increases, for example, would impact most industries via direct energy costs or input cost increases e. Inflationary pressures could also be felt in sectors affected by restricted trade in other products. For example, high wheat and grain prices may increase prices of foodstuffs. High metal and mineral prices may increase prices of electronics and industrial equipment. Even before the war, inflation had hit multi-decade highs in the US and Europe, driving up costs for consumers.

Accelerated inflation from soaring energy and other commodity prices can impact consumer confidence and spending. Declines are also visible in the EU consumer sentiment survey.

The industries that could be most impacted by wage inflation are those in which labor represents a large part of their overall cost structure. Many commentators have argued that the invasion and sanctions may contribute to greater market fragmentation and deglobalization. World trade relative to GDP has been on the decline since Some, though, have expressed hope for an alternative path. Some have argued that the conflict could make the green-energy transition more challenging, at least in the near-term.

Some European countries and states in the US have introduced measures to cut energy taxes and compensate households for higher gas prices. These and other uncertainties lead to a wide range of potential scenarios for the impact of the crisis on the global economy and business in the near-term. At least three scenarios with different levels of impact over the next year can be considered:.

The economic impact of these scenarios, of course, will potentially vary widely by country and region. European countries with higher dependency on Russian oil and gas would be more significantly impacted. In the event of a protracted impact scenario, Eurozone inflation could rise by 4.

Potential economic impact of the war in Ukraine. Beyond Europe and the US, net oil and commodity importers like Japan and India would be affected by a sustained period of high oil and commodity prices.

Emerging-market commodity importers in Asia and Africa would be particularly exposed to higher prices. These nations also would be affected more by the strain on food supply chains. High oil and gas prices mean energy-intensive manufacturing sectors may be most affected.

Specific pockets within supply chains may have greater exposure to the crisis, too. Some car manufacturers, for instance, have been closing assembly lines due to shortages of wiring harnesses manufactured in Ukraine. The US, meanwhile, would primarily be affected by higher oil prices and their knock-on effect on household wealth and consumer spending. As the shock of the invasion reverberates through the world economy, executives can consider how to position their businesses to minimize the impact.

Not every company may be affected in the same way. Organizations that operate in Ukraine and Russia have been most immediately affected and are focused on the welfare of their people. For organizations outside the conflict zone, the focus has been on complying with sanctions, responding to supply chain disruptions and assessing the impact on customers.

When facing such unforeseen challenges, many leaders aim to strengthen the resilience of their organizations by prioritizing adaptability. Digitizing enterprise functions at speed and in parallel, rather than sequentially, therefore seems essential for many companies. The premium on agility will intensify the focus on compressed transformation. Regardless of how the situation evolves, companies can consider taking a series of simultaneous actions around strategy, systems, supply chains, people and ecosystems.

Some organizations analyze and model the transmission of shocks and stress-test their strategy using scenario planning. Leaders concerned about substantial impact based on this analysis can reactivate proven tools from the pandemic and other past crises. The value of flexible strategies is influenced by the quality of insights used in developing and amending such strategies. To find new patterns in data and better anticipate future decisions, organizations can capture real-time data from inside and outside the organization and across the value chain, and process it with AI-enabled analytic tools.

The war has brought to the fore the potential of cyberattacks to disrupt business operations. Whether the conflict is quickly resolved or continues, securing assets now can help fortify their longer-term resilience. In the near term, organizations can take high-priority mitigations suggested by Accenture Cyber Threat Intelligence , which include:.

Longer-term resilience comes when security and business leaders align as partners in reducing risk. Actions include A pressing priority for organizations is to understand their level of supply chain exposure. This can start with a tactical review of risk by internal and external supplier-management teams.

This knowledge can help companies understand their risk exposure, how long it would take them to recover from disruption and how performance may be affected.

Rising energy prices and potential shortages in key raw materials like but not limited to metals and agriculture mean that organizations should take steps to mitigate inflation in the cost of purchased goods. Commodity price risk management is a set of coordinated actions that includes:. Oliver Wright covers the impacts of war in Ukraine on Consumer Goods, from energy costs to supply chain and food insecurity. Operations Lead Eloi Decottignies provides two steps businesses can take to drive continuity in light of war in Ukraine.

Michael Abbott and Valerie Abend discuss impacts of the war and reveal several themes around cyberthreats to the banking system. Click here for the latest data. Our latest in-depth analysis and countermeasures.

Earlier in the year, Accenture sponsored an Academy for women refugees from Ukraine to help them build technology skills. In only a few weeks, thousands of lives have been lost. More than 4. Not every company may be affected in the same way.

Organizations that operate in Ukraine and Russia have been most immediately affected and are focused on the welfare of their people.

For organizations outside the conflict zone, the focus has been on complying with sanctions, responding to supply chain disruptions and assessing the impact on customers. High oil and gas prices, for example, mean energy -intensive manufacturing sectors may be most affected.

In parallel, inflationary pressure may accelerate the rise of wage inflation in some countries and industries. The industries that could be most impacted by wage inflation are those in which labor represents a large part of their overall cost structure. The current view among leading forecasters is that the war will lead to a material deceleration in growth. But the economic impact will vary widely by country and region.

European countries with higher dependency on Russian oil and gas would be more significantly impacted. The US, meanwhile, would primarily be affected by higher oil prices and their knock-on effect on household wealth and consumer spending.

Beyond Europe and the US, net oil and commodity importers like Japan and India would be affected by a sustained period of high oil and commodity prices. Emerging-market commodity importers in Asia and Africa would be particularly exposed to higher prices. These nations also would be affected more by the strain on food supply chains. Skip to main content Skip to footer. Business and economic impact of the war in Ukraine.

The Effect of the War in Ukraine on Business. The effect of the war in Ukraine on business. War in Ukraine. Video briefings. World Economic Forum panel discusses the economic and business impact. View Transcript. How visibility can boost supply chain resilience. How war in Ukraine impacts energy and utilities. Four finance and risk responses to the war in Ukraine.

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Digitizing enterprise functions at speed and in parallel, rather than sequentially, therefore seems essential for many companies. The premium on agility will intensify the focus on compressed transformation.

Regardless of how the situation evolves, companies can consider taking a series of simultaneous actions around strategy, systems, supply chains, people and ecosystems. Some organizations analyze and model the transmission of shocks and stress-test their strategy using scenario planning.

Leaders concerned about substantial impact based on this analysis can reactivate proven tools from the pandemic and other past crises. The value of flexible strategies is influenced by the quality of insights used in developing and amending such strategies.

To find new patterns in data and better anticipate future decisions, organizations can capture real-time data from inside and outside the organization and across the value chain, and process it with AI-enabled analytic tools.

The war has brought to the fore the potential of cyberattacks to disrupt business operations. Whether the conflict is quickly resolved or continues, securing assets now can help fortify their longer-term resilience.

In the near term, organizations can take high-priority mitigations suggested by Accenture Cyber Threat Intelligence , which include:. Longer-term resilience comes when security and business leaders align as partners in reducing risk. Actions include A pressing priority for organizations is to understand their level of supply chain exposure.

This can start with a tactical review of risk by internal and external supplier-management teams. This knowledge can help companies understand their risk exposure, how long it would take them to recover from disruption and how performance may be affected. Rising energy prices and potential shortages in key raw materials like but not limited to metals and agriculture mean that organizations should take steps to mitigate inflation in the cost of purchased goods.

Commodity price risk management is a set of coordinated actions that includes:. Over time, the value chain parts most affected by continuous disruptions can be made routinely adaptable.

Organizations can look to move away from centralized, linear models of supply to more flexible decentralized networks. They use factories that are higher tech, smaller, more numerous, more local and closer to customers—thus more capable of quickly producing goods that reflect shifting needs. Continued uncertainty and elevated pressure on personal lives mean organizations will continue to explore how they can provide meaningful jobs.

Some organizations are beginning to implement new ways of working, moving beyond spaces and places to create omni-connected experiences. These will focus on connecting workers in differentiated ways that create a level playing field and a supportive, energizing environment.

Harnessing the entrepreneurial spirit of the workforce could be another crucial way to boost organizational flexibility, allowing companies to find new approaches to solving problems. When companies take this approach, they can better read and respond to the needs of complex, evolving markets.

Organizations can also better manage the risks associated with shifting political tides. In the near term, the power of networks—and the knowledge and experience embedded within them—can support organizations in assessing and managing risk more effectively. In a network, the vast number of information sources available today can be further amplified, creating an early-warning system of what lies around the corner.

For leaders and their organizations, there is no return to the relative comfort and safety of the not-so-distant past. The war in Ukraine has made clear that many of the old, comfortable certainties on which business relied are no longer with us. Going forward, success may ultimately depend on how well leaders adapt to the demands of this new, testing environment. More than ever, their resolve will be critical. The material in this document reflects information available at the point in time at which this document was prepared as indicated by the date provided above, however the global situation is rapidly evolving and the position may change.

Accenture disclaims, to the fullest extent permitted by applicable law, any and all liability for the accuracy and completeness of the information in this document and for any acts or omissions made based on such information. Accenture does not provide legal, regulatory, audit, or tax advice.

Readers are responsible for obtaining such advice from their own legal counsel or other licensed professionals. Accenture and its logo are registered trademarks of Accenture. This document refers to marks owned by third parties. All such third-party marks are the property of their respective owners. No sponsorship, endorsement or approval of this content by the owners of such marks is intended, expressed or implied. Data as of 21st March Pre-conflict refers to forecast as of December Data is adjusted for reporting lags, with industrial policy interventions including: export supports, import curbs, licensing, quotas, subsidies and tariffs.

Data as of 8th April Pre-conflict refers to forecast as of Jan Kathleen leads Accenture Strategy and works with CEOs and boards to address their most critical business challenges. Skip to main content Skip to footer. Accenture Strategy. War in Ukraine. The war in Ukraine: Addressing the crisis and preparing for its impact. In brief. In this article, we survey some of the consequences of the war in Ukraine to date.

We close with actions that organizations may consider to strengthen their outlook, regardless of the scenario that ultimately unfolds. View Transcript. The war in Ukraine: Addressing the business and economic impact Read More. Economic and business impact. Inflation Even before the war, inflation had hit multi-decade highs in the US and Europe, driving up costs for consumers. Globalization Many commentators have argued that the invasion and sanctions may contribute to greater market fragmentation and deglobalization.

Energy transition Some have argued that the conflict could make the green-energy transition more challenging, at least in the near-term. Controlled impact Sanctions do not escalate further and may even be scaled back as part of a negotiated truce, alleviating supply disruptions. Commodity prices return to pre-war levels. Consumer and business confidence increases, and companies and people return to pre-war investment plans and spending. Ongoing impact The supply of key commodities continues to be disrupted throughout An oil and gas embargo remains limited to a select number of countries.

Commodity supply shocks lead to a sustained rise in prices in the near term. Consumers cut back on some nonessentials and businesses focus on increasing the efficiency of their operations. Protracted impact A wider oil and gas embargo leads to significant structural supply disruption. Modern supply chains must minimize day-to-day risk but also absorb, adapt to, and recover from catastrophe whenever and wherever it strikes.

Organizations can proactively manage risk and boost resilience by building intelligent and resilient supply chains that are risk-aware, secure, transparent, adaptive, fast-moving and optimized.

Resilience is enhanced by a combination of visibility, agile processes and robust networks which also offer additional benefits in the mid- and long-term, such as achieving sustainability goals and complying with supply chain regulations. Respond to sudden supply chain changes with improved dynamic visibility , risk identification and mitigation solutions. Manage uncertainty by boosting flexibility and capacity through network modeling and simulation, stress tests, strategic buffer sizing and multi-sourcing options.

Customer needs are accelerating and changing — especially in terms of value, choice, and convenience. The relevant supply chain is intelligent and agile, able to anticipate and adapt to shifting business conditions and remain applicable to customer expectations, stakeholder demands and ecosystem potential with data, analytics and automation at its core.

Every business must now be a sustainable business. Companies must pursue improved environmental, social, and governance ESG performance by transforming their operations to be circular, net zero and trusted. The sustainable supply chain factors in current and future needs of all stakeholder groups including business leaders, employees, customers, investors, ecosystem partners and society at large.

Finding ways to grow amid uncertainty is the new perennial leadership challenge. For leaders and their organizations, there is no return to the relative comfort and safety of the not-so-distant past. The war in Ukraine, on top of the effects of the pandemic, has made clear that many of the comfortable certainties on which business leaders have long relied are no longer there.

Success may ultimately depend on how well leaders adapt to the demands of this new, testing environment. More than ever, their resolve will be critical. The material in this document reflects information available at the point in time at which this document was prepared as indicated by the date provided on the front page, however the global situation is rapidly evolving and the position may change. Accenture disclaims, to the fullest extent permitted by applicable law, any and all liability for the accuracy and completeness of the information in this document and for any acts or omissions made based on such information.

Accenture does not provide legal, regulatory, audit, or tax advice. Readers are responsible for obtaining such advice from their own legal counsel or other licensed professionals. Accenture and its logo are registered trademarks of Accenture.

This document refers to marks owned by third parties. All such third-party marks are the property of their respective owners. No sponsorship, endorsement or approval of this content by the owners of such marks is intended, expressed or implied. All rights reserved. Prewar refers to forecast as of January Oxford Economics estimated the impact of supply disruptions for in two stages, focusing on energy and non-energy bottlenecks separately:.

STEP 1: The impact of non-energy bottlenecks logistical disruptions, and shortages of labor and materials was estimated:. STEP 2: We estimated the impact of higher energy bills:. STEP 3: We then compared the counterfactual with the outturn in to estimate losses from these energy-related disruptions.

The estimated impacts resulting from energy and non-energy disruptions were combined to produce total cost estimates based on output losses and measured in nominal Euro terms for the Eurozone.

These were then aggregated to estimate the total impact. Industries of focus include manufacturing, construction, retail and wholesale trade and transportation and storage. Skip to main content Skip to footer. Accenture Strategy. War in Ukraine. From disruption to reinvention: The future of supply chains in Europe. In brief. Due to the pandemic, companies were already struggling with supply chain disruption.

Energy prices and inflation, raw material shortages and logistics breakdowns, and talent shortages are exacerbating the shock to supply. Disruption: Supply chain shocks and the accumulation of disruption.

Logistics breakdowns Ports, vessels and containers are critical to trade. A tight talent market The most complex and enduring supply chain disruptor is the talent challenge. The skills the world needs are changing, along with demographics and employee expectations.

The combined effect of these monumental shifts is here to stay. To contend with tight labor markets, employers will need to continue to consider raising wages and improving working conditions as they attempt to attract and retain workers.

The changing world of work. Energy security Energy security is difficult to protect, as both world and European economies are still heavily reliant on oil and gas. A few comparisons: A combination of 20 million Electric Vehicles EVs and , heavy-duty trucks using renewable diesel can replace the equivalent of more than million barrels of oil demand.

Risk: Value at stake and projected recovery. Controlled impact Sanctions do not escalate and may even scale back as part of a negotiated truce, alleviating supply disruptions. Commodity prices return to prewar levels. Consumer and business confidence increases; companies and people return to prewar investment plans and spending. Ongoing impact Supply disruption of key commodities continues through Some countries continue to face oil and gas embargoes.

Commodity supply shocks cause short-term price increases. Consumers cut back on some nonessentials and businesses focus on improving operating efficiency. Protracted impact A wide Russian oil and gas embargo leads to significant structural supply disruption.

Commodity prices remain high and volatile into Sustained price increases reduce consumer spending power, contributing to a notable decline in consumer and business confidence and a slowdown in growth.

Market force: Economic growth The current view among economic forecasters is that the war will lead to a material deceleration in growth. Market force: Inflation Inflationary pressure may lead to potential upward pressure on wage inflation in some countries and industries. Inflation impacts differ by industry Industries bearing the most exposure to inflation are those in which material inputs, energy and labor represent a large part of the overall cost structure.

Reinvention: How to reinvent supply chains for a new era of perpetual uncertainty. Sign Up. A paradigm shift From: Optimizing for Cost To: Optimizing for Value and Resilience Energy, material, transportation as a commodity — availability is more important than source.

Global networks that prioritize efficiency. Sustainability is an afterthought. Products and processes designed with a linear mindset - responsibility ends when the product is purchased. Reimagined networks that focus on security of supply and services, tier-1 and beyond, prioritizing sourcing diversification.

Powered by Digital Technologies Real Time data and Intelligent Operations Redesigning for the new era To contend with an uncertain future and build long-term value, European businesses need to redesign their supply chains around three key ideas: resilience, relevance and sustainabili ty. Resilience Modern supply chains must minimize day-to-day risk but also absorb, adapt to, and recover from catastrophe whenever and wherever it strikes.