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.
A platform approach to O2C optimization can turn an administrative process into a business driver.
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.
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.
As CSCOs shift into a second phase of their COVID-19 response, five key actions will help them prepare for recovery.
Where digital efforts have fallen short—and how to use human-machine collaboration to take performance to the next level.
Companies that lead the way in initiating and scaling up a transformation will gain significant advantages in cost and risk management.
Contrary to popular belief, the most successful digitization efforts do not begin with technology decisions. Focus instead on business and procurement objectives.
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.
While the “green shift” has been on Norwegian business leaders’ agenda for several years, we are now starting to see real impact. Companies are shifting their approach to sustainability from avoiding negative consequences to building competitive advantages through green efficiency (increased resource efficiency) or green growth (innovation in products or services).
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.
Shifting tariffs grab the headlines, but the rise of Southeast Asia and differences in worker productivity are also altering the cost equation for global manufacturing.
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.
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.
BCG’s approach delivers greater efficiency, an improved customer experience, and a more engaged workforce, enabling banks to meet today’s challenges.
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.
Facing turbulent and fast-changing markets, innovators need a well-tuned innovation system that can spot emerging product, service, and business model opportunities—and then rapidly develop and successfully scale them—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.
