オペレーション 最近の論考

先を見通すのが難しいこの時代、変化を察知しそれを踏まえて自社の能力を最大限に発揮させる力はますます重要になっています。本書は、2024年を迎えるにあたり注目すべき4つの重要なトレンドと、時代の変化に対応するために欠かせない4つの経営能力について、企業が考えるべきことを提示します。

調達領域の専門知識を持つコンサルタントが、現場での豊富な経験をもとに、調達部門が置かれている現状を分析し、調達を競争力向上のドライバーへと進化させる改革をどう進めていくべきか提示します。

Companies have already taken steps to reduce costs along the supply chain. Further reductions require tougher decisions in several key areas.

Geopolitics is escalating already seismic shifts in global trade. As trade lanes evolve, consider shifting your supply chains to make them more robust, cost effective, and resilient.

With parallels to the complexities of building a house, BCG’s approach to transforming a supply chain emphasizes the importance of coordination, digital enablement, and speed.

Costs are threatening the ability of process companies to take advantage of both organic and inorganic growth opportunities because of expanding financial constraints.

Declining producer prices have given process industry firms a crucial but limited window of opportunity to renegotiate contracts and set a new cost baseline.

As the global business landscape grows more complex and politically fraught, companies are struggling to balance cost reduction, supply chain resilience, and access to key markets.

Companies can use a category-specific analysis to identify the best alternatives to conventional sourcing strategies.

Procurement is poised to capitalize on AI, which can streamline manual work in key processes by up to 30% and reduce overall costs by roughly 15% to 45%.

Advanced manufacturers lead their peers across six key attributes, particularly in embedding AI into their operations. This is the factory of the future.

Trade disruptions have prompted many global companies to shift where they produce and source goods. But getting the desired results requires a difficult balancing act.

Amid shifting dynamics, transforming the global footprint can improve companies’ resilience and sustainability and cut manufacturing and supply chain costs. How are successful companies doing it?

By applying levers that reduce both carbon emissions and costs, industrial companies can generate savings to invest in further decarbonization initiatives.

Companies that prioritize selling aftermarket services to supplement equipment sales not only generate much more income, they also solidify lasting relationships with customers.

Dealing with data quality issues at the source lets businesses start with a strong foundation and make the most of GenAI, DQC’s Michael Spira explains.

Customer service organizations will not achieve their ambitious goals for generative AI – in terms of quality and efficiency – unless they transform their operating model.

Reaching a higher, value-adding level of support function maturity isn’t a distant vision but a tangible goal that can be achieved with purposeful action.

To keep projects on track, managers must excel on multiple fronts–including fostering transparency into project challenges, encouraging collaboration among all stakeholders, and candidly assessing project risks.

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.

BCG research reveals what sets a select group of leaders apart. Here's how to join them.

Organizations’ biggest cost is usually operations, making it the first place to seek efficiency and productivity improvements to fund the future.

Organization-wide platforms for product and service delivery enable agile ways of working and rapid recovery from crisis.

BCG’s new benchmark reveals that only 10% of companies are truly prepared for supply chain disruptions. Where does your company stand?