Designing Resilience into Global Supply Chains
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.
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.
Teams must build five capabilities to overcome the odds.
Many public sector agencies face financial strain after the COVID-19 pandemic. Here are the best practices for reducing expenses while raising efficiency and effectiveness.
Procurement will be critical in getting companies through the crisis. Now’s the time for CEOs to strengthen relationships with their suppliers’ CEOs.
How should companies operate in today’s uncertain environment and transform to thrive in the postpandemic world? In the coming weeks, we share our insights and experiences as we help companies reopen and emerge stronger.
COVID-19 and the New Leadership Agenda
The COVID-19 outbreak underscores the need to be resilient in the face of transformative global risk.
They improve the speed and quality of decisions as well as resilience and performance.
Companies seeking to reduce their environmental footprint should focus on one element of their operations in particular: their global supply chains.
As CSCOs shift into a second phase of their COVID-19 response, five key actions will help them prepare for recovery.
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.
Companies that lead the way in initiating and scaling up a transformation will gain significant advantages in cost and risk management.
To optimize their cost-cutting efforts, smart companies are turning to their suppliers.
Faced with an unprecedented crisis, operators should use a dual approach that supports suppliers and embraces strategic partnerships to build industry resilience.
As economic pressure grows and budgets shrink, procurement officials need to revise their negotiating strategy with contractors so they get more for their countries’ money.
By Wolfgang Schnellbächer and Daniel Weise
To realize all the benefits of digital procurement—especially those most valuable in the postpandemic world—companies need a revolutionary approach.
For CPG companies, Brazil is a tough market. To run a successful supply chain, they must break some rules and adopt unconventional approaches.
Industrialized AM will become a reality only if key stakeholders—including materials suppliers, equipment providers, and end users—act now to define their differentiated strategies.
The US has a golden opportunity to capitalize on its growing manufacturing cost and technology advantages—if it acts now to improve the nation’s global competitiveness.
By integrating maintenance operations into the production process, global manufacturing companies can reduce costs and extend equipment life without compromising safety or quality.
Manufacturers can implement win-win actions in their production and logistics operations that benefit the environment and create financial value.
Companies can reduce costly delays and add value by building agile into their factories.
To succeed in a future of electric vehicles, manufacturers must understand and prepare for the profound effects of this transformation on operations and labor requirements.
Companies may finally be able to achieve the long-awaited step change in the industry’s development—if they act collectively, rather than individually.
It’s not enough to establish the right organizational structure. Companies must also attract and retain digital talent and overcome the limitations of legacy IT systems.
Digitizing manufacturing operations is imperative—yet immensely difficult. Companies that have tried have seen mixed results. We’ve identified factors that separate leaders from laggards.
Digitization—when done right and at scale—yields impressive results. Discover how manufacturing companies can learn from Ford’s success as Mike Mikula, Ford’s global chief engineer, shares insights with BCG’s Jonathan Van Wyck.
Tune out the tech sales pitches. Focus instead on what you seek to achieve from a digital transformation.
BCG’s Latest Operations Insights
Operations touches all aspects of the product journey, an increasingly interdependent and globalized process. Follow BCG on Operations on LinkedIn for a collection of insights and news from BCG’s Operations practice.
Now is the time to reduce complexity in GBS. This can help companies achieve excellence and transform customer experience.
A platform approach to O2C optimization can turn an administrative process into a business driver.
Leaders who have stabilized their contact center operations must now think about harnessing the positive changes unleashed by the crisis.
Excellent functional level strategies can yield cost savings, offer greater customer satisfaction, provide a more responsive platform for driving transformation—and sharpen your company’s competitive edge.
During price upturns, companies often indulge in bad behavior, such as “window dressing” capital projects with overly optimistic cost and completion assumptions—jeopardizing project performance.
Behind Think Big is transparency and collaboration. That's how BCG conceives a successful large capital project. Let’s think big to make big things happen.
In a turbulent, fast-changing world, innovation success means getting it right over and over again.
Beyond Great
How to build sustainable business advantage in a world where great is no longer good enough.
When team members collaborate to solve complex problems, a culture of tolerance and acceptance often matters more to success than specialized knowledge.
Change is hard, but readiness is all. Companies prepared to manage the leader, people, and program journeys can double their chances of success.
It’s essential to focus on culture as the context for quality, rather than just promulgating standards that provide the content of quality.
Companies that apply this centuries-old solution to digital-age challenges can unlock the full potential of agility.
A practical approach to cost cutting can yield savings of up to 80%.
To prime your white-collar processes for digital (or any) transformation, drill down to the process essentials.
The growth of automation, digitalization, and virtual collaboration is putting pressure on companies to reimagine the way their corporate centers operate.
CFOs can maintain a relentless focus on value creation by serving as strategic advisors to business leaders, overseeing performance, and communicating a persuasive equity story to investors.
