Marc Gilbert
Managing Director & Senior Partner
Montréal
Marc Gilbert is a core member of the Industrial and Consumer practices at Boston Consulting Group and is core leader in BCG’s Global Advantage and Operations practice. He also is the Global Topic Lead for Geopolitics and Trade Impact within the BCG Global Advantage practice area, where he has engaged with clients in North America, Europe, Middle East, North Africa, and Asia. Marc leads the firm’s Montreal office and business in Quebec, and spends time advancing artificial intelligence (AI) in Canada.
Marc is a core member of BCG’s Centre for Canada’s Future. In that role, he helps move Canada forward by providing insight and expertise on the country’s most important issues. The centre also aims to convene leaders from the business, government, and nonprofit sectors to work together to achieve impact.
Since joining the firm in 1997, Marc has driven and implemented large transformations and global change efforts across all major sectors in North America and Europe. Marc’s project work includes large-scale change, growth, organizational redesign, operational effectiveness, competitive benchmarking, and post-merger integration. The topics he covers include growth, delayering, operating models, sourcing, lean, supply chain management, network optimization, and overhead reduction.
Prior to joining BCG, Marc worked at Merck & Co. in its manufacturing division, in process and new product engineering, and in new plan design. He also worked for Merck’s specialty chemicals division.
The new administration will fight to advance and protect US economic interests—but America will no longer go it alone.
Were the world’s biggest trading relationship to unwind, US companies would have more to lose than Chinese firms in terms of revenue and access to critical supplies.
企業はパンデミックにより露呈した構造的問題に対処するため、グローバル生産・供給ネットワークを再考し、レジリエンスを高める必要があります――たとえ、それがコスト増につながるとしても。
To address flaws exposed by the pandemic, companies should accelerate efforts to revamp their worldwide manufacturing and sourcing networks—even if that means extra cost.
Even when the global economy fully recovers, the international trade landscape will look dramatically different in the years ahead than it did before the pandemic.
Plans to tax CO2 emissions that are attributed to imports would hike costs for EU trade partners and redefine competitive advantage in many industries.
The US−China trade deal leaves in place tariffs that add $31 billion in costs for US retailers. But there are ways to mitigate the hit.
The longer the nation’s many trade disputes drag on, the greater the risk to US farmers that they won’t be able to regain lost share in China and other critical markets.
Anti-dumping duties and high US protective tariffs are creating winners and losers among both producers and users of steel—and making the global business landscape harder to navigate.
Finally, the US, Mexico, and Canada have a trade pact to replace NAFTA. Its impact on global automakers will be profound.
