Michael Hu

Michael Hu is a core member of the Consumer and Operations practices at Boston Consulting Group. Michael joined the firm in February 2019. His focus over the last 12 years has been working with brands (CPG, beauty, apparel) and retailers in the areas of supply chain strategy, digital operations, omnichannel strategy, and zero-based cost transformation.

In his work at the firm, Michael has led a large scale digital planning transformation for a beverage company, helped a specialty retailer in accelerating omnichannel growth, and advised a CPG in driving rapid margin improvement.

Michael is a strong believer in intellectual capital and thought leadership and has written and presented at venues such as The World Economic Forum and MIT Sloan Management Review on digital operations and supply chain. Prior to joining BCG, Michael was a Partner in the Operations practice at A.T. Kearney.

AREAS OF EXPERTISE

EDUCATION

MBA, Northwestern University, Kellogg School of Management
MMath, computer science, University of Waterloo
BSc, computer science, McMaster University

Publications and Videos

Under Pressure, CPG Companies Look to Digital

Improving demand forecasting, deploying the right inventory, and optimizing costs require game-changing approaches—the kind that only digital can deliver.

Supercharging Supply Chains with Uber Platforms

Uberization is about to transform supply chains everywhere, as companies increasingly rely on the supply chain capabilities of external, platform-based ecosystems instead of building their own.

Why Supply Chains Must Pivot

Even today’s most digitally advanced supply chains still try to predict what will happen, then optimize performance against plan. The problem is, the world is not predictable.

How to Avoid Overspending on AI

The first step is drilling down to formulate a list of specific use cases with tangible business impact, not randomly experimenting with ad-hoc AI pilots.

Creating an Omnichannel Supply Chain for Branded Manufacturers

In today’s omnichannel world, the distinction between brands and retailers is of little interest to consumers. They will buy from whoever is best able to “deliver the goods.” Branded manufacturers can take advantage of this unprecedented opportunity to get closer to the consumer, if they manage to acquire the requisite fulfillment and supply chain capabilities. Read the full article on The European Business Review.

Sharing Supply Chain Data in the Digital Era

Effectively managing and coordinating supply chains will increasingly require new approaches to data transparency and collaboration.

Deep Expertise, Broad Experience