Business and Technology

This mini-conference paper explores Marks and Spencer's (M&S) significant supply chain risk and vulnerability sources through sustainable logistics and supply chain management (SCM). Its objective is to take the context of M&S' external environment as its supply chain scale impacts engagement with external parties. Prompt through its strategy, transformation programme, core operations, internal environment revolving as sustainable logistics and SCM. It also recognises M&S's overview of principal risks and uncertainties as significant supply chain vulnerability sources. More so, the stipulating risk to the re-launch of its corporate strategy Plan A does not only improve the organisations' and supply chains' environmental and social performance. It also drives value as opportunities for M&S to acquire new competencies, enabling competitive advantage through sustainable procurement decisions within and outside M&S's boundaries as a sustainable business model.

This literature review evaluates the future development of PepsiCo's logistics and supply chain as an exploration approach based on its global supply initiatives, referred to as pivoting its resources. It considers the holistic model of strategic and financial success opportunities as an integrated digitisation process of managing demand, control, process, and
supply risk as a subset of environmental risk. It sets forth the future development of PepsiCo's logistics and supply chain post-Covid-19 as the discourse of managing risk readiness by ranking the supply chain initiative's effectiveness. However, an integrated network permeates
the challenge of identifying key drivers of building a changing risk profiling impact scenario. Hence, utilising the framework to create and achieve supply chain excellence across PepsiCo's global market-changing risk profile as its focused factories' financial performance. Through PepsiCo Beverage North American (PBNA) positive operating profit market approach as its successful centralised distribution impact is the honey combe for PepsiCo's logistics and supply chain future development

Unilever's corporate strategy is defined as a global corporation operating in nearly 190 countries and a historical establishment of strategic transformation in the FMCG - Fast Moving Consumer Goods sector. Its strategic development has evolved successfully over 130 years, and its future revolves around the strengths of its competitive advantage positioning in the FMCG industry. However, due to the transactional cost of industry convergence (IC), around 2.5 billion people use its product varieties and the investments in technologies, brand names and distribution channels. Unilever's learning curve has demonstrated logical and consistent organisation actions that can be evaluated with the suitability, acceptability and feasibility criteria of its strategic context.