Claudio Knizek
Managing Director & Partner
Washington, DC
Claudio Knizek joined Boston Consulting Group in January 2006. He coleads BCG’s global work in lean and manufacturing. During his tenure at BCG, he has focused on a variety of organizational and strategic issues primarily in the consumer, pharmaceutical, industrial goods, and high-tech industries.
The majority of Claudio’s work is focused on operations, but he also brings significant experience in strategy and organization.
His project work helping clients adapt lean approaches includes assisting a global pharmaceutical company in developing and implementing supply chain strategy, assessing the manufacturing network of an automotive supplier, improving operations and manufacturing for automotive plans in the US and Mexico, boosting manufacturing productivity in for a consumer goods provider, and development a low-cost-country sourcing strategy for a food manufacturer.
Prior to joining BCG, Claudio worked at A.T. Kearney, where he was involved in various strategic and operational projects.
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.
Companies seeking to reduce their environmental footprint should focus on one element of their operations in particular—their global supply chains.
This five-pronged approach to reopening has proved to be effective, even as companies tailor their return to their specific culture and context.
Supply chain teams must orchestrate a response that accounts for the lockdown status of various regions around the globe—on top of the usual interdependencies.
By applying best practices during each phase of their response, manufacturers will be better positioned to survive the crisis and meet the surge in demand when the pandemic subsides.
Digital tools can greatly enhance quality management—but to fully capture their value, manufacturers must also develop change management, communication, and teaming skills.
Robot functionality is improving and costs are declining, but producers need a comprehensive vision to capture the promised value.
Finally, the US, Mexico, and Canada have a trade pact to replace NAFTA. Its impact on global automakers will be profound.
Stakeholders must work together to achieve the technology refinements and workforce reboot that will reinvigorate the industry.
