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Jeremy Kay leads Boston Consulting Group's Operations practice in the Great Lakes area and co-leads the operational resilience work globally. He has more than two decades of hands-on operations experience, specializing in supply chain, procurement, and cost excellence topics. Jeremy has particular expertise in direct materials procurement within industrial goods. Throughout his career, Jeremy has helped his clients identify, design, and/or execute programs that created over $6 billion of value.

Jeremy primarily serves manufacturing clients across several industries, focusing on industrial goods and automotive. He has also led large-scale cost transformation and supply management strategy cases in the aerospace, defense, consumer goods, and energy industries.

Before consulting, Jeremy held positions as Purchasing Manager at Navistar, Commodity Manager at TRW Automotive, and Commodity Manager at Federal-Mogul. He is a Certified Professional in Supply Management and member of the Institute for Supply Management.

AREAS OF EXPERTISE

EDUCATION

  • MBA, with high distinction, Ross School of Business, University of Michigan
  • BA, summa cum laude, economics and public policy, Albion College

Publications and Videos

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Avoid the Hidden Costs of Extending Supplier Payment Terms

By taking a pragmatic approach, companies can make informed tradeoffs that optimize both cash flow and earnings.
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Breaking the Reactionary Cycle by Investing in Supply Chain Resilience

Right investments in supply chain resilience can generate substantial value, which is especially important in helping a company withstand an economic downturn and maintain a competitive advantage.
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Why Procurement Partnerships Fail—and How to Get Them Right

A procurement partnership may take years to bear fruit, if it succeeds at all.

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Preparing Auto Supply Chains for the Next Crisis

To boost their resilience to supply chain disruptions, auto companies need new methods to anticipate and mitigate risks across the supplier spectrum.
What Building Operational Resilience Means for North American Companies | Rectangle

What Building Operational Resilience Means for North American Companies

Companies are struggling to grasp the real value of investing in the ability to absorb and recover from supply disruptions.

What the Pandemic Taught Us About Supply Chain Resilience

Some companies cut capacity too deeply during COVID-19 and struggled in the upturn. A smart business resilience strategy can help companies avoid the same mistake today.

If Disruption Is the New Normal, Operational Resilience Is the New Necessity | Rectangle

If Disruption Is the New Normal, Operational Resilience Is the New Necessity

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