Partner and Director, Supply Chain
Henry Caffrey is a core member of Boston Consulting Group’s Consumer and Operations practices.
Henry joined BCG in 2011. With more than 20 years’ experience in consulting and senior leadership roles, he works with clients to improve performance in both manufacturing operations and supply chains across a range of industries, including aerospace, automotive, consumer products, and engineered products.
Before joining BCG, Henry worked with AlixPartners, Booz Allen Hamilton, and General Motors.
Henry is an integral part of the firm's Operations Center in Chicago, one of ten global operations centers that serve as hubs for comprehensive operations support and offer tailored, fully integrated solutions to optimize operations for long-term success.
Companies often struggle to match decision-making speed with changing dynamics. That’s why a decision-led approach to end-to-end planning transformation is key.
Evangelists claim that the technology will revolutionize supply chains. But executives ask if it will create value. The answer: not as much as many think.
Not if the underlying process is broken. To realize the promise of new technologies, you must first step back to identify and fill capability gaps.
Prime contractors and integrators are getting squeezed by their customers (who want more affordable platforms) and their suppliers (who still charge high prices). Three tactical steps can help.