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Executive
Perspectives
The CEO’s Dilemma
Preparing Your Supply Chain for Resilience
December 2022
Executive
Perspectives
Introduction to this document
Recent macro events like COVID-19, the Russian
invasion of Ukraine, and soaring inflation have stressed
supply chains globally. Even when these current
challenges subside, future supply chain disruptions in
various forms are likely to continue.
To thrive relative to underprepared peers, companies
must design their supply chain structure, processes, and
organizations for resilience. It is critical to be selective in
where and how to invest to stay cost-competitive while
mitigating the most at-risk parts of supply chains with
the highest potential financial impact.
This document explains which capabilities and
enablers are needed to build resilient supply chains,
and the no-regret moves that all companies should
take today.
In this BCG Executive
Perspectives edition, we
address how to respond
to uncertainty by
building supply chain
resilience
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2
Executive Summary | Supply chain resilience creates better business
outcomes and requires action today to build key capabilities and enablers
Near-term, large opportunities exist to build supply chain resilience capabilities. This requires a holistic program:
• Absorb: Better handle shocks through network design, sourcing strategy, planning, and product design
• Recover: React faster when disruption occurs through monitoring, prediction, and crisis response
To enable these capabilities, companies need visibility into their extended supply chain; sustaining this value
may require new enablers, including digital tools, governance, talent, and change management assets.
Building
supply chain
resilience
Benefits of
supply chain
resilience
Companies that invest in supply chain resilience capabilities turn disruption into a competitive
advantage. The gross profit growth of resilience leaders outpaced that of laggards by up to 55 percentage points.
Leaders succeeded because they invested before they needed it.
Without these capabilities, companies are exposed to inevitable supply chain disruptions. Resilient supply chains
can minimize costs and lost revenue in times of crisis and support accelerated growth in times of expansion.
Early investments in resilience can deliver immediate benefits to help fund the journey. Deploying inventory
more efficiently with better demand visibility and improving procurement with better upstream visibility for
sourcing are just a few examples.
Unplanned supply chain challenges will continue. It is imperative that companies prioritize investments
now so they don’t fall behind peers. They must invest intelligently in supply resilience to avoid exacerbating costs.
3
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-+66.6%
+9.0%
-0.6ppts
1. Bloomberg, data as of 12/06/2022. 2. Data presented as end of month figures. Brent oil in $/bbl; US Natural gas (Henry Hub) in $/MMbtu; Dutch Natural gas (TTF front month future) in EUR/MWh.
3. CPI monthly seasonally adjusted data from Bureau of Labor Statistics; HICP monthly data for Eurozone from Eurostat. 4. Seasonally adjusted rates; Bureau of Labor Statistics for US; Job vacancy
rate from Eurostat for Eurozone. 5. Bureau of Labor Statistics for US; Eurostat for Eurozone. 6. Federal Reserve for US; ECB for Eurozone (main refinancing rate). 7. Bloomberg. 8. Bloomberg US
Corporate High Yield Average OAS; Bloomberg Pan-European High Yield Average OAS 9. ISM manufacturing PMI for US; S&P Global Eurozone Manufacturing PMI from Markit for Eurozone. 10.
Change Oct vs Nov. 11. Change Q2 '22 vs Q3 '22 12. As of 12/06/2022 Note: All displayed numbers are based on end of months figures. Changes based on incremental changes vs. previous months.
Global growth outlook
GDP forecasts1 (Real GDP YoY)
US
Eurozone
Global
2021A 2022E 2024E
1
5.9%
5.3%
6.0%
1.8%
3.2%
2.9%
1.4%
1.5%
2.9%
Commodity prices and inflation
Brent oil
Natural gas
Commodity prices2
Consumer price inflation (YoY) 3
2
Manufacturing
PMI Manufacturing (<50 = contraction)9
US
Eurozone
Monetary policy
Monetary policy rates6
US
Eurozone
US
Eurozone
2023E
0.4%
-0.1%
2.1%
Sep '22 Oct '22 Change10
79.5
6.8
165.0
86.5
6.4
84.0
-6.9%
Nov '22
80.6
6.9
145.0
Change10
-0.5ppts
Oct '22
-
10.0%
US
Eurozone
Sep '22 Change10
3.25%
1.25%
+75bps
Nov '22
4.0%
2.0%
Financial markets
S&P 500
Eurostoxx 50
Equity market performance (YTD change)7
US
Eurozone
Corporate spreads (High Yield)8
Sep '22
-24.8%
-22.8%
Nov '22
-14.4%
-7.8%
Sep '22 Change10
5.52%
6.31%
-16bps
-79bps
Nov '22
4.48%
5.20%
Labor market
US
Eurozone
Job openings rate4
US
Germany
Unemployment rate5
France
Q1 '21 Change11
7.3%
3.1%
-0.3ppts
0ppts
Q3 '22
6.5%
3.2%
Sep '22 Change10
3.0%
7.1%
0ppts
0ppts
Nov '22
-
-
3.5% 0ppts
3.7%
Sep '22 Change10
50.9
48.4
-2.4%
+1.5%
Nov '22
49.0
47.1
0bps
4
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3 5
4 6
Sep '22
8.2%
9.9%
Nov '22
7.7%
10.6%
Oct '22
3.25%12
2.0%
Oct '22
-18.8%
-15.8%
Oct '22
4.64%
6.05%
Oct '22
50.2
46.6
Q2 '22
6.8%
3.2%
Oct '22
3.0%
7.1%
3.7%
Continued uncertainty about future demand and economic stability
BCG Executive
Perspectives
AGENDA
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Benefits of supply chain resilience
Building holistic supply chain resilience
5
The nature of supply
chain disruptions
may change, but
disruptions are
inevitable
Three sources of supply chain disruptions
expected to continue in the future
Companies must prepare now to be resilient to
all these unpredictable future disruptions
Geopolitical
Increased power tensions leading to trade actions (e.g., tariffs, tech
restrictions), military actions, ESG1 (e.g., carbon border taxes), etc.
Macroeconomic
Volatile demand, vulnerable suppliers, capacity/inventory shrinkage
from higher interest rates, bankruptcies from higher energy prices, etc.
1. ESG = environmental, social, and governance 6
Operational
Natural disasters (e.g., hurricanes, floods), pandemics, labor strikes,
labor/material shortages, catastrophic equipment downtime, etc.
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Source: BCG analysis; gross profit increases from public financials, for example, companies relative to industry peers during related events ranging from 2019-2022
AUTOMOTIVE MEDTECH CONSUMER
Supply chain leaders across industries show
better financial performance vs. laggards
Gross profit increase
difference between
leaders and laggards
(percentage point differential)
+25–45 p.p. +5–20 p.p. +0–55 p.p.
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7
Absorb
Increase ability to handle supply chain shocks
Recover
React faster when supply
chain disruption occurs
Source: BCG 2022 supply chain resilience capabilities survey (N=136)
% Denotes % of companies in quadrant
Low
maturity
Low
maturity
High
maturity
High
maturity
80%
5% 10%
5%
A resilient supply chain helps absorb shocks and recover from disruption
faster – but few companies have managed to build these capabilities yet
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e.g., tiered sourcing strategy for custom/critical components
through product redesign or alternative sourcing options
e.g., digital twin of operations to evaluate
disruption scenarios and prepare supply
chain to minimize financial impact
8
Supply chains can create a competitive advantage
if they become resilient to prepare for inevitable
disruptions; this creates more stable operations and
predictable financials in good times and bad
Act now to build supply chain resilience and
narrow the gap to leaders who continue to invest;
prioritizing investments helps fund the journey
while building long-term capabilities
The time to act is now to
create a competitive
advantage with supply
chain resilience
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1
3
2
9
Read on to identify several actions to prepare
your supply chain for resilience, including how to
assess risk exposure, gain real-time visibility, and
absorb and recover from the most pressing risks
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Benefits of supply chain resilience
Building holistic supply chain resilience
10
BCG Executive
Perspectives
AGENDA
Excellence in supply
chain resilience
requires a holistic
approach
11
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Absorb
Planning
and inventory
management
Sourcing
strategy
Network
design
Product and
engineering
flexibility
Recover
Monitoring
and sensing
Predictive
modeling
Crisis
response
Establish
visibility
Assess
risks
Enablers
Culture
Processes and operating tools
Governance
Talent
Digital tools
Change management practices
• Create visibility across network, including
multi-tier supplier mapping, multi-echelon
inventory, production facilities, and
transportation
• Quickly view changes in performance
across various KPIs in different parts of
the network
Assessment
• Establish KPIs that measure a company’s
level of resilience capabilities
• Identify potential exposures at the part,
supplier, location, and product level
• Prioritize risks by quantifying the
magnitude and likelihood of exposure
• Develop capability building and a risk
mitigation roadmap to improve resilience
Visibility
What was the impact?
Integrated dashboard into daily operations
planning; executed 5 key mitigation solutions
tied to sourcing risks for 85% of revenue
12
Why was it important?
Client concerned about geopolitical & trade risk with
large percentage of components sourced from China,
especially single sourced, with specialized technology
How did we help?
Built an enhanced monitoring dashboard to
enable risk segmentation and quantification;
developed a mitigation roadmap to address risks
Case example:
industrial goods company
Visibility and Assessment | Understand potential problems
and quantify the magnitude of potential exposure
Visibility
Assess
Crisis response
• Established team(s),
processes, & playbook to
optimize decision making
• Leverage real-time data to
mitigate crisis within
existing process
Prediction
• Predictive algorithm to
show how disruptions
could impact operations
• Scenario modeling that
will show best action
given changing conditions
Monitoring/sensing
13
• Real-time monitoring
leveraging digital tools to
identify external events
that may impact ops
• Proactive alerts that
sense operational
deviations & disruptions
Case example:
medical device company
What was the impact?
Why was it important?
How did we help?
Reduced potential revenue loss by 20%, prioritizing
product redesign/substitution for most profitable
products & health criticality to minimize patient impact
Client anticipated shortage of semiconductors
and needed a data-driven approach to monitor
and mitigate component supply risks
Implemented a data room and control tower
to develop data-driven risk identification for
prioritization and management of supply base
Recover | Continuously monitor using advanced analytics
coupled with predictive algorithms
Recover
14
• Network map of all
locations and flows
across multiple tiers
of the supply chain
• Scenario evaluation
for single points of
failure
• Tiered multi-
sourcing strategies
with recovery for
single-sourced items
• Senior and cross-
functional engage-
ment on supplier
location selection
• Data-driven
inventory targets set
with additional safety
stock for high-risk
items
• Sales forecast and
demand plan to
determine supply &
production needs
• Sourcing strategy to
identify source
components with
roadmap to migrate
to flexible designs
• Process for rapid
emergency design
change, substitution,
and spec deviation
3
1
1
3
1
2
3 4
2
4
4
2
Reduced addressable cost by 20% while
increasing volume per site by 50%, significantly
reducing planned expansion capex
Client adversely affected by supply chain
disruptions and expected to underdeliver export
volumes due to labor & raw material shortages
Developed cross-functional initiatives focused
primarily on network design and sourcing/
inventory strategy to increase resilience
Network design Sourcing strategy Inventory & planning Flexible products
Case example:
consumer beverage company
What was the impact?
Why was it important?
How did we help?
Absorb | Prep for events through network design and inventory
planning while developing comprehensive sourcing strategy
Absorb
More details on next page
Data, analytics, and tools
• Build ecosystem of new tools to better
anticipate risks and gain a competitive edge
• Improve real-time visibility into multiple supply
chain tiers and across network
• Leverage advanced and predictive analytics to
enable data-driven planning
Change management
• Enable sustainable change to the way work is
done and decisions are made
• Ensure that change is both deep (every level)
and broad (cross-functional)
Governance
• Align metrics and incentives to resilience measures
• Establish regular cadence of executive engagement
• Build cross-functional risk and resilience teams with
direct line of reporting to COO or CEO
Culture
• Win hearts and minds of employees
• Make talking about risk and resilience as
commonplace as cost and efficiency
• Embed resilience in every function across
organization and decision processes
Talent
• Build new strategic, tactical, analytical, and digital
capabilities required to enable resilient operations
• Hire, train, and retain leaders and employees
committed to resilience across the organization
Process and operating model
• Integrate resilience into supply chain, order
execution, procurement, and strategic planning
• Focus on both long-term improvements and
near-term crisis response
Enablers | Resilient companies build capabilities to strengthen
overall operations organization and processes
15
Enablers
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Planning
and inventory
management
Sourcing
strategy
Network
design
Product and
engineering
flexibility
Monitoring
and sensing
Predictive
modeling
Crisis
response
Establish
visibility
Assess
risks
Select examples
(not exhaustive)
Supply chain
resilience strategy
is accelerated when
leveraging digital
and analytics tools
Digital war room of >1
supplier level upstream
to identify exposure
Control tower to visualize
E2E operations and identify
potential disruptions
AI-driven planning for
more accurate demand
forecast and planning
Supply chain resilience
diagnostic to evaluate
readiness and exposure
Network scenarios
to quantify network's
ability to recover
Digital twin to simulate
and predict impacts from
different scenarios
Spend analytics and
supplier collaboration
tools to identify risks
Visualize product pipeline
and mix with product
lifecycle mgmt. (PLM)
Multi-tier data sharing
and collaboration across
suppliers and customers
16
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Absorb
Recover
Asia Pacific
North America Europe, Mid. East, S.Amer Central Resilience Team
Ryoji Kimura
Managing Director & Partner
Kimura.Ryoji@BCG.com
Tokyo
Alexander Roos
Managing Dir. & Sr. Partner
Roos.Alexander@bcg.com
Berlin
Daniel Feldkamp
Managing Director & Partner
Feldkamp.Daniel@bcg.com
Munich
Tuukka Seppä
Managing Dir. & Sr. Partner
Seppa.Tuukka@bcg.com
Helsinki
Thomas Kingombe
Managing Director & Partner
Kingombe.Thomas@bcg.com
Copenhagen
Jeremy Kay
Managing Director & Partner
Kay.Jeremy@bcg.com
Chicago
Ravi Srivastava
Managing Dir. & Sr. Partner
Srivastava.Ravi@bcg.com
New Delhi
Rainer Schuster
Partner & Associate Director
Schuster.Rainer@bcg.com
Munich
Ben Aylor
Managing Dir. & Sr. Partner
Aylor.Ben@bcg.com
Washington, DC
Dragana Kovacevic
Project Leader
Kovacevic.Dragana@bcg.com
Frankfurt
Justin Ahmad
Managing Director & Partner
Ahmad.Justin@bcg.com
Boston
Dustin Burke
Managing Dir. & Sr. Partner
Burke.Dustin@bcg.com
Chicago
Koichi Hasegawa
Managing Director & Partner
Hasegawa.Koichi@bcg.com
Tokyo
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Wolfgang Schnellbächer
Managing Director & Partner
Schnellbaecher.Wolfgang@bcg.com
Stuttgart
Kosuke Uchida
Managing Director & Partner
Uchida.Kosuke@bcg.com
Nagoya
Wales Wei
Managing Director & Partner
Wei.Wales@bcg.com
Hong Kong
Connect with our Supply Chain, Central Resilience, and Geopolitics teams
Grace Havlin
Partner
Havlin.Grace@bcg.com
New York
Marco Moretti
Managing Director & Partner
Moretti.Marco@bcg.com
Rome
Geopolitics and Trade Impact Team
Marc Gilbert
Managing Director & Partner
Gilbert.Marc@bcg.com
Montréal
Michael McAdoo
Partner & Director
McAdoo.Michael@bcg.com
Montréal
Email OpsResilience@bcg.com for our Resilience Benchmark & Self Assessment
Click here for insights on supply chain resilience and our latest operations publications
17
The services and materials provided by Boston Consulting Group (BCG) are subject to BCG's Standard Terms
(a copy of which is available upon request) or such other agreement as may have been previously executed by BCG. BCG does
not provide legal, accounting, or tax advice. The Client is responsible for obtaining independent advice concerning these
matters. This advice may affect the guidance given by BCG. Further, BCG has made no undertaking
to update these materials after the date hereof, notwithstanding that such information may become outdated
or inaccurate.
The materials contained in this presentation are designed for the sole use by the board of directors or senior management of
the Client and solely for the limited purposes described in the presentation. The materials shall not be copied or given to any
person or entity other than the Client (“Third Party”) without the prior written consent of BCG. These materials serve only as
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in these materials are based upon standard valuation methodologies, are not definitive forecasts, and are not guaranteed by
BCG. BCG has used public and/or confidential data and assumptions provided to BCG by the Client. BCG has not
independently verified the data and assumptions used in these analyses. Changes in the underlying data or operating
assumptions will clearly impact the analyses and conclusions.
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BCG-Executive-Perspectives-CEOs-Dilemma-Supply-Chain-Resilience.pdf

  • 1. Executive Perspectives The CEO’s Dilemma Preparing Your Supply Chain for Resilience December 2022 Executive Perspectives
  • 2. Introduction to this document Recent macro events like COVID-19, the Russian invasion of Ukraine, and soaring inflation have stressed supply chains globally. Even when these current challenges subside, future supply chain disruptions in various forms are likely to continue. To thrive relative to underprepared peers, companies must design their supply chain structure, processes, and organizations for resilience. It is critical to be selective in where and how to invest to stay cost-competitive while mitigating the most at-risk parts of supply chains with the highest potential financial impact. This document explains which capabilities and enablers are needed to build resilient supply chains, and the no-regret moves that all companies should take today. In this BCG Executive Perspectives edition, we address how to respond to uncertainty by building supply chain resilience Copyright © 2022 by Boston Consulting Group. All rights reserved. 2
  • 3. Executive Summary | Supply chain resilience creates better business outcomes and requires action today to build key capabilities and enablers Near-term, large opportunities exist to build supply chain resilience capabilities. This requires a holistic program: • Absorb: Better handle shocks through network design, sourcing strategy, planning, and product design • Recover: React faster when disruption occurs through monitoring, prediction, and crisis response To enable these capabilities, companies need visibility into their extended supply chain; sustaining this value may require new enablers, including digital tools, governance, talent, and change management assets. Building supply chain resilience Benefits of supply chain resilience Companies that invest in supply chain resilience capabilities turn disruption into a competitive advantage. The gross profit growth of resilience leaders outpaced that of laggards by up to 55 percentage points. Leaders succeeded because they invested before they needed it. Without these capabilities, companies are exposed to inevitable supply chain disruptions. Resilient supply chains can minimize costs and lost revenue in times of crisis and support accelerated growth in times of expansion. Early investments in resilience can deliver immediate benefits to help fund the journey. Deploying inventory more efficiently with better demand visibility and improving procurement with better upstream visibility for sourcing are just a few examples. Unplanned supply chain challenges will continue. It is imperative that companies prioritize investments now so they don’t fall behind peers. They must invest intelligently in supply resilience to avoid exacerbating costs. 3 Copyright © 2022 by Boston Consulting Group. All rights reserved.
  • 4. -+66.6% +9.0% -0.6ppts 1. Bloomberg, data as of 12/06/2022. 2. Data presented as end of month figures. Brent oil in $/bbl; US Natural gas (Henry Hub) in $/MMbtu; Dutch Natural gas (TTF front month future) in EUR/MWh. 3. CPI monthly seasonally adjusted data from Bureau of Labor Statistics; HICP monthly data for Eurozone from Eurostat. 4. Seasonally adjusted rates; Bureau of Labor Statistics for US; Job vacancy rate from Eurostat for Eurozone. 5. Bureau of Labor Statistics for US; Eurostat for Eurozone. 6. Federal Reserve for US; ECB for Eurozone (main refinancing rate). 7. Bloomberg. 8. Bloomberg US Corporate High Yield Average OAS; Bloomberg Pan-European High Yield Average OAS 9. ISM manufacturing PMI for US; S&P Global Eurozone Manufacturing PMI from Markit for Eurozone. 10. Change Oct vs Nov. 11. Change Q2 '22 vs Q3 '22 12. As of 12/06/2022 Note: All displayed numbers are based on end of months figures. Changes based on incremental changes vs. previous months. Global growth outlook GDP forecasts1 (Real GDP YoY) US Eurozone Global 2021A 2022E 2024E 1 5.9% 5.3% 6.0% 1.8% 3.2% 2.9% 1.4% 1.5% 2.9% Commodity prices and inflation Brent oil Natural gas Commodity prices2 Consumer price inflation (YoY) 3 2 Manufacturing PMI Manufacturing (<50 = contraction)9 US Eurozone Monetary policy Monetary policy rates6 US Eurozone US Eurozone 2023E 0.4% -0.1% 2.1% Sep '22 Oct '22 Change10 79.5 6.8 165.0 86.5 6.4 84.0 -6.9% Nov '22 80.6 6.9 145.0 Change10 -0.5ppts Oct '22 - 10.0% US Eurozone Sep '22 Change10 3.25% 1.25% +75bps Nov '22 4.0% 2.0% Financial markets S&P 500 Eurostoxx 50 Equity market performance (YTD change)7 US Eurozone Corporate spreads (High Yield)8 Sep '22 -24.8% -22.8% Nov '22 -14.4% -7.8% Sep '22 Change10 5.52% 6.31% -16bps -79bps Nov '22 4.48% 5.20% Labor market US Eurozone Job openings rate4 US Germany Unemployment rate5 France Q1 '21 Change11 7.3% 3.1% -0.3ppts 0ppts Q3 '22 6.5% 3.2% Sep '22 Change10 3.0% 7.1% 0ppts 0ppts Nov '22 - - 3.5% 0ppts 3.7% Sep '22 Change10 50.9 48.4 -2.4% +1.5% Nov '22 49.0 47.1 0bps 4 Copyright © 2022 by Boston Consulting Group. All rights reserved. 3 5 4 6 Sep '22 8.2% 9.9% Nov '22 7.7% 10.6% Oct '22 3.25%12 2.0% Oct '22 -18.8% -15.8% Oct '22 4.64% 6.05% Oct '22 50.2 46.6 Q2 '22 6.8% 3.2% Oct '22 3.0% 7.1% 3.7% Continued uncertainty about future demand and economic stability
  • 6. The nature of supply chain disruptions may change, but disruptions are inevitable Three sources of supply chain disruptions expected to continue in the future Companies must prepare now to be resilient to all these unpredictable future disruptions Geopolitical Increased power tensions leading to trade actions (e.g., tariffs, tech restrictions), military actions, ESG1 (e.g., carbon border taxes), etc. Macroeconomic Volatile demand, vulnerable suppliers, capacity/inventory shrinkage from higher interest rates, bankruptcies from higher energy prices, etc. 1. ESG = environmental, social, and governance 6 Operational Natural disasters (e.g., hurricanes, floods), pandemics, labor strikes, labor/material shortages, catastrophic equipment downtime, etc. Copyright © 2022 by Boston Consulting Group. All rights reserved.
  • 7. Source: BCG analysis; gross profit increases from public financials, for example, companies relative to industry peers during related events ranging from 2019-2022 AUTOMOTIVE MEDTECH CONSUMER Supply chain leaders across industries show better financial performance vs. laggards Gross profit increase difference between leaders and laggards (percentage point differential) +25–45 p.p. +5–20 p.p. +0–55 p.p. Copyright © 2022 by Boston Consulting Group. All rights reserved. 7
  • 8. Absorb Increase ability to handle supply chain shocks Recover React faster when supply chain disruption occurs Source: BCG 2022 supply chain resilience capabilities survey (N=136) % Denotes % of companies in quadrant Low maturity Low maturity High maturity High maturity 80% 5% 10% 5% A resilient supply chain helps absorb shocks and recover from disruption faster – but few companies have managed to build these capabilities yet Copyright © 2022 by Boston Consulting Group. All rights reserved. e.g., tiered sourcing strategy for custom/critical components through product redesign or alternative sourcing options e.g., digital twin of operations to evaluate disruption scenarios and prepare supply chain to minimize financial impact 8
  • 9. Supply chains can create a competitive advantage if they become resilient to prepare for inevitable disruptions; this creates more stable operations and predictable financials in good times and bad Act now to build supply chain resilience and narrow the gap to leaders who continue to invest; prioritizing investments helps fund the journey while building long-term capabilities The time to act is now to create a competitive advantage with supply chain resilience Copyright © 2022 by Boston Consulting Group. All rights reserved. 1 3 2 9 Read on to identify several actions to prepare your supply chain for resilience, including how to assess risk exposure, gain real-time visibility, and absorb and recover from the most pressing risks
  • 10. Copyright © 2022 by Boston Consulting Group. All rights reserved. Benefits of supply chain resilience Building holistic supply chain resilience 10 BCG Executive Perspectives AGENDA
  • 11. Excellence in supply chain resilience requires a holistic approach 11 Copyright © 2022 by Boston Consulting Group. All rights reserved. Absorb Planning and inventory management Sourcing strategy Network design Product and engineering flexibility Recover Monitoring and sensing Predictive modeling Crisis response Establish visibility Assess risks Enablers Culture Processes and operating tools Governance Talent Digital tools Change management practices
  • 12. • Create visibility across network, including multi-tier supplier mapping, multi-echelon inventory, production facilities, and transportation • Quickly view changes in performance across various KPIs in different parts of the network Assessment • Establish KPIs that measure a company’s level of resilience capabilities • Identify potential exposures at the part, supplier, location, and product level • Prioritize risks by quantifying the magnitude and likelihood of exposure • Develop capability building and a risk mitigation roadmap to improve resilience Visibility What was the impact? Integrated dashboard into daily operations planning; executed 5 key mitigation solutions tied to sourcing risks for 85% of revenue 12 Why was it important? Client concerned about geopolitical & trade risk with large percentage of components sourced from China, especially single sourced, with specialized technology How did we help? Built an enhanced monitoring dashboard to enable risk segmentation and quantification; developed a mitigation roadmap to address risks Case example: industrial goods company Visibility and Assessment | Understand potential problems and quantify the magnitude of potential exposure Visibility Assess
  • 13. Crisis response • Established team(s), processes, & playbook to optimize decision making • Leverage real-time data to mitigate crisis within existing process Prediction • Predictive algorithm to show how disruptions could impact operations • Scenario modeling that will show best action given changing conditions Monitoring/sensing 13 • Real-time monitoring leveraging digital tools to identify external events that may impact ops • Proactive alerts that sense operational deviations & disruptions Case example: medical device company What was the impact? Why was it important? How did we help? Reduced potential revenue loss by 20%, prioritizing product redesign/substitution for most profitable products & health criticality to minimize patient impact Client anticipated shortage of semiconductors and needed a data-driven approach to monitor and mitigate component supply risks Implemented a data room and control tower to develop data-driven risk identification for prioritization and management of supply base Recover | Continuously monitor using advanced analytics coupled with predictive algorithms Recover
  • 14. 14 • Network map of all locations and flows across multiple tiers of the supply chain • Scenario evaluation for single points of failure • Tiered multi- sourcing strategies with recovery for single-sourced items • Senior and cross- functional engage- ment on supplier location selection • Data-driven inventory targets set with additional safety stock for high-risk items • Sales forecast and demand plan to determine supply & production needs • Sourcing strategy to identify source components with roadmap to migrate to flexible designs • Process for rapid emergency design change, substitution, and spec deviation 3 1 1 3 1 2 3 4 2 4 4 2 Reduced addressable cost by 20% while increasing volume per site by 50%, significantly reducing planned expansion capex Client adversely affected by supply chain disruptions and expected to underdeliver export volumes due to labor & raw material shortages Developed cross-functional initiatives focused primarily on network design and sourcing/ inventory strategy to increase resilience Network design Sourcing strategy Inventory & planning Flexible products Case example: consumer beverage company What was the impact? Why was it important? How did we help? Absorb | Prep for events through network design and inventory planning while developing comprehensive sourcing strategy Absorb
  • 15. More details on next page Data, analytics, and tools • Build ecosystem of new tools to better anticipate risks and gain a competitive edge • Improve real-time visibility into multiple supply chain tiers and across network • Leverage advanced and predictive analytics to enable data-driven planning Change management • Enable sustainable change to the way work is done and decisions are made • Ensure that change is both deep (every level) and broad (cross-functional) Governance • Align metrics and incentives to resilience measures • Establish regular cadence of executive engagement • Build cross-functional risk and resilience teams with direct line of reporting to COO or CEO Culture • Win hearts and minds of employees • Make talking about risk and resilience as commonplace as cost and efficiency • Embed resilience in every function across organization and decision processes Talent • Build new strategic, tactical, analytical, and digital capabilities required to enable resilient operations • Hire, train, and retain leaders and employees committed to resilience across the organization Process and operating model • Integrate resilience into supply chain, order execution, procurement, and strategic planning • Focus on both long-term improvements and near-term crisis response Enablers | Resilient companies build capabilities to strengthen overall operations organization and processes 15 Enablers Copyright © 2022 by Boston Consulting Group. All rights reserved.
  • 16. Planning and inventory management Sourcing strategy Network design Product and engineering flexibility Monitoring and sensing Predictive modeling Crisis response Establish visibility Assess risks Select examples (not exhaustive) Supply chain resilience strategy is accelerated when leveraging digital and analytics tools Digital war room of >1 supplier level upstream to identify exposure Control tower to visualize E2E operations and identify potential disruptions AI-driven planning for more accurate demand forecast and planning Supply chain resilience diagnostic to evaluate readiness and exposure Network scenarios to quantify network's ability to recover Digital twin to simulate and predict impacts from different scenarios Spend analytics and supplier collaboration tools to identify risks Visualize product pipeline and mix with product lifecycle mgmt. (PLM) Multi-tier data sharing and collaboration across suppliers and customers 16 Copyright © 2022 by Boston Consulting Group. All rights reserved. Absorb Recover
  • 17. Asia Pacific North America Europe, Mid. East, S.Amer Central Resilience Team Ryoji Kimura Managing Director & Partner Kimura.Ryoji@BCG.com Tokyo Alexander Roos Managing Dir. & Sr. Partner Roos.Alexander@bcg.com Berlin Daniel Feldkamp Managing Director & Partner Feldkamp.Daniel@bcg.com Munich Tuukka Seppä Managing Dir. & Sr. Partner Seppa.Tuukka@bcg.com Helsinki Thomas Kingombe Managing Director & Partner Kingombe.Thomas@bcg.com Copenhagen Jeremy Kay Managing Director & Partner Kay.Jeremy@bcg.com Chicago Ravi Srivastava Managing Dir. & Sr. Partner Srivastava.Ravi@bcg.com New Delhi Rainer Schuster Partner & Associate Director Schuster.Rainer@bcg.com Munich Ben Aylor Managing Dir. & Sr. Partner Aylor.Ben@bcg.com Washington, DC Dragana Kovacevic Project Leader Kovacevic.Dragana@bcg.com Frankfurt Justin Ahmad Managing Director & Partner Ahmad.Justin@bcg.com Boston Dustin Burke Managing Dir. & Sr. Partner Burke.Dustin@bcg.com Chicago Koichi Hasegawa Managing Director & Partner Hasegawa.Koichi@bcg.com Tokyo Copyright © 2022 by Boston Consulting Group. All rights reserved. Wolfgang Schnellbächer Managing Director & Partner Schnellbaecher.Wolfgang@bcg.com Stuttgart Kosuke Uchida Managing Director & Partner Uchida.Kosuke@bcg.com Nagoya Wales Wei Managing Director & Partner Wei.Wales@bcg.com Hong Kong Connect with our Supply Chain, Central Resilience, and Geopolitics teams Grace Havlin Partner Havlin.Grace@bcg.com New York Marco Moretti Managing Director & Partner Moretti.Marco@bcg.com Rome Geopolitics and Trade Impact Team Marc Gilbert Managing Director & Partner Gilbert.Marc@bcg.com Montréal Michael McAdoo Partner & Director McAdoo.Michael@bcg.com Montréal Email OpsResilience@bcg.com for our Resilience Benchmark & Self Assessment Click here for insights on supply chain resilience and our latest operations publications 17
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