Managing Director & Senior Partner
Daniel Küpper coleads Boston Consulting Group’s global manufacturing and supply chain topic. He leads the firm’s Operations practice in Germany and Austria, and also leads the Innovation Center for Operations in Central Europe. He is also a core member of BCG’s Center for Digital in Industrials.
Since joining the firm in 2004, Daniel has focused on operations, primarily lean and manufacturing. He has led numerous projects defining manufacturing strategy—including the achievement of deeper value and better make-or-buy decisions—and optimizing manufacturing networks.
Daniel has worked extensively on the issue of how manufacturing plants can operate at maximum value and foster continuous improvement. This includes implementing lean production systems and driving cost improvement projects. He also has specific expertise sharpening processes in direct and indirect manufacturing and in making the best use of assets—including technology assessments, industry 4.0, and advanced robotics.
Before joining BCG, Daniel worked in research facilities at MIT and RWTH Aachen University.
Combining distributed and additive manufacturing mitigates supply chain risks by enabling fully digital interactions, better economics for producing small quantities, and flexible capacity.
Building resilience and promoting sustainability while maintaining cost efficiency, service levels, and growth requires redesigning your network—and that will take several years. Better get started.
Higher levels of automation and flexibility help manufacturers offset labor shortages while boosting service and safety.
Producers can address critical challenges by designing flexible factories, sharing assets, and decoupling factory ownership and use.
The technologies needed to overcome many longstanding barriers to shop floor automation—and the skills needed to use them in combination—are finally available.
A comparison of technologies requires detailed assessments of costs as well as technical capabilities. Companies can’t get by with a one-size-fits-all approach.
With well-informed planning and thoughtful implementation, stakeholders can ensure that the automotive industry continues to be a strong and stable motor for employment in Europe.
To enhance competitiveness, companies must take a clean-sheet approach to deciding what, where, and how to manufacture.
Companies may finally be able to achieve the long-awaited step change in the industry’s development—if they act collectively, rather than individually.
BCG’s Daniel Küpper shares takeaways from the discussions in Davos including applying the science of organizational change by creating a sense of urgency and building repeatable, scalable, capabilities within the organization.
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.