製造 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。

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.

Building resilience and promoting sustainability while maintaining cost efficiency, service levels, and growth requires redesigning your network—and that will take several years. Better get started.

By leveraging data and advanced analytics, companies can provide better products and services, optimize their value chains, and maximize return on capital. Effective data-sharing applications are essential to define key success factors and to enable manufacturers to derive value from their data.

To enhance competitiveness, companies must take a clean-sheet approach to deciding what, where, and how to manufacture.

Organizations must use all their data, customize and link their underlying systems, and manage the transition patiently to get the best from the new breed of IBP platforms.

Combining distributed and additive manufacturing mitigates supply chain risks by enabling fully digital interactions, better economics for producing small quantities, and flexible capacity.

Higher levels of automation and flexibility help manufacturers offset labor shortages while boosting service and safety.

What does the future of manufacturing look like? BCG's Kristian Kuhlmann explores the dimensions of optimization shaping the next level of progress.

BCGの新たな調査では、今後10年間で世界貿易に劇的な変化が予測されています。国家間の同盟関係、対立、戦略的意図により、グローバル経済は再構築されていくと考えられます。

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.

The root cause of the problem lies not with technology but with how and where companies are applying it.

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.

By adhering to a simple six-step process, business can systematically manage ESG risks in global supply chains. Doing so will also embed ESG into the heart of operating models.

Eventually, once the circular value chain is mature and optimized, secondary materials will cost less than primary materials.

Tackling Scope 3 emissions is essential to reach net zero targets. But Anastasia Kouvela explains how doing so goes beyond climate benefits: aligning leaders and driving innovation to create value and reduce costs.

Supply chains generate 11.4 times more emissions than in-house operations, but only 39% of businesses engage suppliers on climate topics. Here’s how to engage them.

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?

In this video, BCG’s Marc Gilbert shares his perspectives on an effective sourcing footprint transformation.

Many manufacturers in the region recently moved parts of their supply chain. Although the results didn’t always meet objectives, the successful transformations had three things in common.

From 2018 through 2022, China’s shipment of goods to the US dropped by 10%. Manufacturers in India and Southeast Asia are reaping the benefits of this change.