The document discusses the priorities and challenges facing automotive industry executives. It finds that while executives are optimistic about strategic initiatives to strengthen competitiveness, less than 20% feel prepared to respond to continued market volatility or implement key operational and technology projects. Executives cited securing talent and improving data management and analytics capabilities as top priorities. The document provides an overview of views across automakers, retailers, suppliers and finance on navigating challenges and opportunities in areas like regulations, customer demands and resource access.
2015 MHI Annual Industry Report – Supply chain innovation – Making the imposs...Leon Eymael
This year’s annual MHI Industry Report, developed in collaboration with Deloitte, delves more deeply into supply chain challenges with a specific lens on how technology innovation can help illuminate the path to the supply chain of the future.
The State of Logistics Outsourcing; 2009 Third Party Logistics StudyDennis Wereldsma
This report presents findings from the 2009
Fourteenth Annual Third-Party Logistics
Study, conducted in mid-2009. This study
examines the state of the global market
for 3PL services and explores key issues
affecting the industry: economic volatility,
the IT capability gap and the challenges of
supply chain orchestration.
Supply Chain Optimization under New Product Development and Emergence of Risk...IIJSRJournal
In this paper, a comprehensive multi-objective model has been proposed to optimize a supply chain when new product launches and risks emerge. In doing so, primarily, a set of risks and needed mitigation strategies are identified; secondly, the essential criteria of new product development (NPD) are introduced. These criteria are then weighted by the analytic hierarchy process (AHP) approach. Based on the calculated weights, manufacturers, which are the model’s second echelon are being ranked by the fuzzy-TOPSIS method. Since the model is of non-deterministic polynomial-time hardness (np-hard), due to its complexity, two different meta-heuristic algorithms –multi-objective particle swarm optimization (MOPSO) and non-dominated sorting genetic algorithm II (NSGA-II)- are conducted. Finally, the outputs of these algorithms are compared from the indices of quality, dispersion, and uniformity. The results illustrate that the production cost is of the highest rating among the most critical NPD criteria. The performance comparison of both aforementioned meta-heuristic algorithms reveals that MOPSO has the higher capability to explore the feasible region and solve the problem than NSGA-II. Whereas, from the aspect of run-time efficiency, NSGA-II has a faster execution time than MOPSO.
2015 MHI Annual Industry Report – Supply chain innovation – Making the imposs...Leon Eymael
This year’s annual MHI Industry Report, developed in collaboration with Deloitte, delves more deeply into supply chain challenges with a specific lens on how technology innovation can help illuminate the path to the supply chain of the future.
The State of Logistics Outsourcing; 2009 Third Party Logistics StudyDennis Wereldsma
This report presents findings from the 2009
Fourteenth Annual Third-Party Logistics
Study, conducted in mid-2009. This study
examines the state of the global market
for 3PL services and explores key issues
affecting the industry: economic volatility,
the IT capability gap and the challenges of
supply chain orchestration.
Supply Chain Optimization under New Product Development and Emergence of Risk...IIJSRJournal
In this paper, a comprehensive multi-objective model has been proposed to optimize a supply chain when new product launches and risks emerge. In doing so, primarily, a set of risks and needed mitigation strategies are identified; secondly, the essential criteria of new product development (NPD) are introduced. These criteria are then weighted by the analytic hierarchy process (AHP) approach. Based on the calculated weights, manufacturers, which are the model’s second echelon are being ranked by the fuzzy-TOPSIS method. Since the model is of non-deterministic polynomial-time hardness (np-hard), due to its complexity, two different meta-heuristic algorithms –multi-objective particle swarm optimization (MOPSO) and non-dominated sorting genetic algorithm II (NSGA-II)- are conducted. Finally, the outputs of these algorithms are compared from the indices of quality, dispersion, and uniformity. The results illustrate that the production cost is of the highest rating among the most critical NPD criteria. The performance comparison of both aforementioned meta-heuristic algorithms reveals that MOPSO has the higher capability to explore the feasible region and solve the problem than NSGA-II. Whereas, from the aspect of run-time efficiency, NSGA-II has a faster execution time than MOPSO.
Accenture 2015 Global Risk Management Study: Capital Markets Key Findings and...accenture
Some 170 capital markets risk leaders contributed to Accenture’s 2015 Global Risk Management Study: Capital Market Report. See the attached presentation for how these leaders are working to bring operational risk back to the top of the business agenda. Visit www.accenture.com/riskstudy2015 to learn more.
Global Trade Management 2014-15 Summary ChartsLora Cecere
Executive Summary
Global trade is essential to growth, and it is growing more complex. Global Trade Management (GTM) software makes it easier to become a global shipper and ensures regulatory compliance. Success with GTM requires the careful selection and use of both the software and trade compliance content.
The average study respondent is a supply chain professional in North America working for a manufacturer with $4.5 billion in revenue. Over 90% of the respondents import and export goods; however, the software is only used to manage trade for 11 out of 19 of countries involved in exports. The top countries for the respondents to export and manage shipments from are the United States, China, Mexico, Germany, and England.
In the average company, there is not one solution; instead, the average company has solutions from three different providers. Unlike other software, there is a high satisfaction rate with GTM. In the study, 67% of users were satisfied with their GTM software, reporting a Return on Investment (ROI) of thirteen months with 70% of respondents stating that they had achieved a ROI.
In summary, GTM is a mature supply chain software with high satisfaction and a strong ROI. Here we share the results.
Executive Summary
Supply chain management it is now three decades old. The processes are maturing. With the increase in complexity in markets and new product launch, supply chain excellence matters more than ever.
Manufacturing and distribution companies are looking for insights on how to parlay advances in supply chain management into balance sheet results. This is the goal of this report.
This report is a summary of research conducted during 2015. It provides a short summary of the major insights gathered from six quantitative and four qualitative studies. For more in-depth analysis reference the full reports outlined in the appendix.
Deloitte Maverick Campus Champions, Regional Qualifiers presentation based on the case Given on Pocket payment and entry strategy into another country. 2015
The State of Logistics Outsourcing; 2013 Third Party Logistics StudyDennis Wereldsma
The success of the third-party logistics
industry is evident in the generally high
marks given to 3PLs by respondents
to a survey as part of the 2013 17th
Annual Third Party Logistics Study,
which identifies trends and explores
how both 3PLs and shippers are using
these relationships to improve and
enhance their businesses and supply
chains. A substantial 2,342 industry
executives provided usable responses
to the survey, including users and nonusers
of 3PL services as well as 3PL
providers.
The Global Supply Chain Ups the Ante for Risk ManagementLora Cecere
Executive Summary
Unfortunately, supply chain disruptions are a fact of life for today’s global multinational company. The reasons are many. A risk management event can be triggered by natural events, geopolitical shifts, economic uncertainty and demand/supply volatility.
Historically, the roots and genesis of risk management programs were based on attempts to reduce insurance costs. Today it is much, much more. The focus is on prevention, early sensing, and the execution of well-orchestrated plans to mitigate the impact of a disruption. Global supply chain leaders understand that designing and implementing a robust risk management practice is essential and fundamental to running a global business. The size of the bubble in Figure 2 indicates the relative level of risk today, and the colors correspond to the level of risk.
Figure 2. Comparison of Risk Drivers for the Past Five Years and Future Five Years
While product quality and supply chain visibility are declining but still important, the areas of operations complexity and the definition of globalization infrastructure is increasing. The areas of economic uncertainty, supplier reliability, along with demand volatility, are continued risk factors.
Over time, as supply chains morphed from regional to global multinational organizations, globalization and regulatory compliance increased. As a result, procurement has shifted from traditional programs focused solely on contract management, price and term negotiations, and supplier scorecards to include the evolution of supplier development, to manage product quality and multi-tier supplier relationships, in and across value chain relationships.
Today is a less certain world than a decade ago. Geopolitical shifts, economic uncertainty and demand/supply volatility are rising. In addition, to spur growth companies are quick to add products to the item master, but slow to rationalize the portfolio. The rising complexity of items sold decreases the organization’s ability to forecast, and the longer lead times across multiple tiers of sourcing and supply increases the Bullwhip Effect’s impact (distortion of the demand signal across multiple tiers of the value network). As a result, there is a greater need for supplier development and supplier sensing to reduce supply risk. Inventory management and supplier financial sensing grow in importance with the increase in uncertainty.
Risk management is no longer narrowly focused: a technology, a response to a natural disaster, or improving supply chain visibility. Instead, it is more holistic with a focus on managing demand and supply variability cross-functionally and improving outcomes in an uncertain world.
In this report, we share insights on the current state of risk management programs while providing recommendations on what defines excellence.
Supply Chain Metrics That Matter: A Critical Look at Operating Margin -10 DEC...Lora Cecere
Executive Overview
If a supply chain leader cannot demonstrate improvement in operating margin, they are often fired. Consequences are severe. However, as complexity in global supply chains has increased, it has become increasingly difficult to improve profitability metrics. Among supply chain leaders, operating margin is one of the preferred measures of profitability.
Successful supply chain management is about balance and particularly the balancing of growth, profitability, cycle and complexity. This is what we call The Effective Frontier. Supply chain management is getting tougher as commodity markets get more volatile, wage prices increase, and product life cycles shorten. It is up to the supply chain leader to design the network and processes to protect margin and balance the supply chain. This is becoming an increasingly difficult task.
The challenges are many and they vary by industry. Commodity pressure is higher than at any previous point in time as shown in Figure 2. There is a limited toolkit for how to offset margin pressure. They include better planning, transportation optimization, rethinking network design, improved Sales & Operations (S&OP) execution, and Kanban events with suppliers and customers. None are easy or quick fixes.
Additionally, while many think that calculating cost and monitoring profitability should be easy, this is not true. In our research, we find that only 24% of companies surveyed can easily access total supply chain cost information. The ability to get to the data and connect the dots on cost to operating margin performance remains difficult for most. In fact, as shown in Figure 3, for 53% of survey respondents, getting to total supply chain cost is difficult.
Operating margin is a straightforward calculation with serious implications. Of the ten industries profiled in Table 1, only two have increased operating margin over the period: consumer electronics and consumer packaged goods. Furthermore, of the 18 companies profiled individually in this report, less than 40% (7/18 = 39%) have made progress on margin in 2012 compared to their result in 2000. As shown in Table 1, it is becoming more and more difficult for companies to maintain balance on their portfolio of supply chain metrics. This trend is true across all industry subgroups.
Companies with the highest operating margin tend to be the least mature in their understanding of supply chain principles. As a result, they demonstrate the worst performance in balancing competing priorities on the Supply Chain Effective Frontier and are stuck on the Supply Chain Plateau. The positions of companies, and their relative successes over the last decade, are shown in figure 4.
Table 1 is sorted by average operating margin with pharmaceutical companies returning the highest average value at 0.25 over the period. With the patent cliff, and significant changes in the healthcare environment including ongoing implementation of the Affordable Care Act, ...
Tech M&A Monthly: Quarterly Report - April 2013Corum Group
The Tech M&A market in the first quarter of 2013 has been hotter than any time since 2000--bolstered by booming public markets, record cash and continuing disruptive technological change. How is your market faring? During this quarterly report, get the details on the key deals, trends and valuations in the Horizontal, Vertical, Consumer, Internet, Infrastructure and IT Services markets--plus reports on all 26 subsectors.
Given the significant decline in commodity prices throughout the year in 2015, and impact that decline has had on the markets for CTRM/ETRM software, Commodity Technology Advisory LLC (ComTech) has recently completed an interim update to its biannual in-depth review of the CTRM software market space. This update is based upon an analysis of reported vendor results for 2015 and confidential conversations with several of the larger CTRM vendors regarding financial performance, unannounced deal closings and deal flow. Additionally, our analysis has factored in trends in the job market created by CTRM software and other sources of data.
Please note: This interim analysis is a topside adjustment to previously published forecasts and is not a comprehensive top-down analysis of the market as presented in our biannual CTRM Market Trends and Outlook publication.
As with all our market sizing reviews, readers should be aware that in the development of this data, as in the 2015 CTRM Market Trends and Sizing report, we must delineate boundaries for the companies and applications reflected in the scope of the analysis.
Join us as our panel of world-class experts dives into Chief Procurement Office (CPO) Trends, what's coming and how to be ready and adapting to the C-Suite Agenda in 2020 and beyond. We will dive into:
1. What’s trending in all industries for the Chief Procurement Officer and entire Supply Team for your company.
2. Understand the leading-edge opportunities and changes coming at your C-Suite, and how Sourcing and Procurement aligns.
3. Identify emerging trend benefits and returns possible for CPOs and their team in 2020 and beyond.
4. Take away practical tips and strategies from the masters on how to capitalize on trends impacting procurement professionals in every industry.
How to Minimize the Risk of Being Scammed by a Binary Options Broker?BinaryOptionsThatSuck
As a binary options trader and contributor since 2010, I feel I've seen it all. Scam is not a common word when it comes to BO trading, especially among the service providers aka Brokers or brands.
I sure hope the next presentation will help you avoid possible scams and stay clear out of fraud. After all, BO trading should be fun and potentially returning!
Global brands - Pushing the boundaries of localizationRWS Moravia
The current localization strategies of today’s global brands will be the models that our industries follow into the future. Given their scale and complexity, they solve problems that many organizations will face. Their teams are often the ones writing the book on industry best practices.
To gain insights into how today’s top players tackle some of the hardest localization challenges, view these slides.
How localization can double your revenuesRWS Moravia
All the large global brands started small once upon a time in their home markets. But today, they’re earning half or more of their multi-billion-dollar revenues internationally.
If you’ve already expanded into new global markets, you might be encountering some common early-stage frustrations in global growth. Sales or satisfaction aren’t as high as expected, your site traffic bounce rates are too high, your translation review process is messy, or maybe you’ve noticed the same content keeps getting translated again and again.
So how do you double, triple or quadruple your revenues internationally? What best practices can you implement now? What costly missteps can you bypass on the road to globalization?
Accenture 2015 Global Risk Management Study: Capital Markets Key Findings and...accenture
Some 170 capital markets risk leaders contributed to Accenture’s 2015 Global Risk Management Study: Capital Market Report. See the attached presentation for how these leaders are working to bring operational risk back to the top of the business agenda. Visit www.accenture.com/riskstudy2015 to learn more.
Global Trade Management 2014-15 Summary ChartsLora Cecere
Executive Summary
Global trade is essential to growth, and it is growing more complex. Global Trade Management (GTM) software makes it easier to become a global shipper and ensures regulatory compliance. Success with GTM requires the careful selection and use of both the software and trade compliance content.
The average study respondent is a supply chain professional in North America working for a manufacturer with $4.5 billion in revenue. Over 90% of the respondents import and export goods; however, the software is only used to manage trade for 11 out of 19 of countries involved in exports. The top countries for the respondents to export and manage shipments from are the United States, China, Mexico, Germany, and England.
In the average company, there is not one solution; instead, the average company has solutions from three different providers. Unlike other software, there is a high satisfaction rate with GTM. In the study, 67% of users were satisfied with their GTM software, reporting a Return on Investment (ROI) of thirteen months with 70% of respondents stating that they had achieved a ROI.
In summary, GTM is a mature supply chain software with high satisfaction and a strong ROI. Here we share the results.
Executive Summary
Supply chain management it is now three decades old. The processes are maturing. With the increase in complexity in markets and new product launch, supply chain excellence matters more than ever.
Manufacturing and distribution companies are looking for insights on how to parlay advances in supply chain management into balance sheet results. This is the goal of this report.
This report is a summary of research conducted during 2015. It provides a short summary of the major insights gathered from six quantitative and four qualitative studies. For more in-depth analysis reference the full reports outlined in the appendix.
Deloitte Maverick Campus Champions, Regional Qualifiers presentation based on the case Given on Pocket payment and entry strategy into another country. 2015
The State of Logistics Outsourcing; 2013 Third Party Logistics StudyDennis Wereldsma
The success of the third-party logistics
industry is evident in the generally high
marks given to 3PLs by respondents
to a survey as part of the 2013 17th
Annual Third Party Logistics Study,
which identifies trends and explores
how both 3PLs and shippers are using
these relationships to improve and
enhance their businesses and supply
chains. A substantial 2,342 industry
executives provided usable responses
to the survey, including users and nonusers
of 3PL services as well as 3PL
providers.
The Global Supply Chain Ups the Ante for Risk ManagementLora Cecere
Executive Summary
Unfortunately, supply chain disruptions are a fact of life for today’s global multinational company. The reasons are many. A risk management event can be triggered by natural events, geopolitical shifts, economic uncertainty and demand/supply volatility.
Historically, the roots and genesis of risk management programs were based on attempts to reduce insurance costs. Today it is much, much more. The focus is on prevention, early sensing, and the execution of well-orchestrated plans to mitigate the impact of a disruption. Global supply chain leaders understand that designing and implementing a robust risk management practice is essential and fundamental to running a global business. The size of the bubble in Figure 2 indicates the relative level of risk today, and the colors correspond to the level of risk.
Figure 2. Comparison of Risk Drivers for the Past Five Years and Future Five Years
While product quality and supply chain visibility are declining but still important, the areas of operations complexity and the definition of globalization infrastructure is increasing. The areas of economic uncertainty, supplier reliability, along with demand volatility, are continued risk factors.
Over time, as supply chains morphed from regional to global multinational organizations, globalization and regulatory compliance increased. As a result, procurement has shifted from traditional programs focused solely on contract management, price and term negotiations, and supplier scorecards to include the evolution of supplier development, to manage product quality and multi-tier supplier relationships, in and across value chain relationships.
Today is a less certain world than a decade ago. Geopolitical shifts, economic uncertainty and demand/supply volatility are rising. In addition, to spur growth companies are quick to add products to the item master, but slow to rationalize the portfolio. The rising complexity of items sold decreases the organization’s ability to forecast, and the longer lead times across multiple tiers of sourcing and supply increases the Bullwhip Effect’s impact (distortion of the demand signal across multiple tiers of the value network). As a result, there is a greater need for supplier development and supplier sensing to reduce supply risk. Inventory management and supplier financial sensing grow in importance with the increase in uncertainty.
Risk management is no longer narrowly focused: a technology, a response to a natural disaster, or improving supply chain visibility. Instead, it is more holistic with a focus on managing demand and supply variability cross-functionally and improving outcomes in an uncertain world.
In this report, we share insights on the current state of risk management programs while providing recommendations on what defines excellence.
Supply Chain Metrics That Matter: A Critical Look at Operating Margin -10 DEC...Lora Cecere
Executive Overview
If a supply chain leader cannot demonstrate improvement in operating margin, they are often fired. Consequences are severe. However, as complexity in global supply chains has increased, it has become increasingly difficult to improve profitability metrics. Among supply chain leaders, operating margin is one of the preferred measures of profitability.
Successful supply chain management is about balance and particularly the balancing of growth, profitability, cycle and complexity. This is what we call The Effective Frontier. Supply chain management is getting tougher as commodity markets get more volatile, wage prices increase, and product life cycles shorten. It is up to the supply chain leader to design the network and processes to protect margin and balance the supply chain. This is becoming an increasingly difficult task.
The challenges are many and they vary by industry. Commodity pressure is higher than at any previous point in time as shown in Figure 2. There is a limited toolkit for how to offset margin pressure. They include better planning, transportation optimization, rethinking network design, improved Sales & Operations (S&OP) execution, and Kanban events with suppliers and customers. None are easy or quick fixes.
Additionally, while many think that calculating cost and monitoring profitability should be easy, this is not true. In our research, we find that only 24% of companies surveyed can easily access total supply chain cost information. The ability to get to the data and connect the dots on cost to operating margin performance remains difficult for most. In fact, as shown in Figure 3, for 53% of survey respondents, getting to total supply chain cost is difficult.
Operating margin is a straightforward calculation with serious implications. Of the ten industries profiled in Table 1, only two have increased operating margin over the period: consumer electronics and consumer packaged goods. Furthermore, of the 18 companies profiled individually in this report, less than 40% (7/18 = 39%) have made progress on margin in 2012 compared to their result in 2000. As shown in Table 1, it is becoming more and more difficult for companies to maintain balance on their portfolio of supply chain metrics. This trend is true across all industry subgroups.
Companies with the highest operating margin tend to be the least mature in their understanding of supply chain principles. As a result, they demonstrate the worst performance in balancing competing priorities on the Supply Chain Effective Frontier and are stuck on the Supply Chain Plateau. The positions of companies, and their relative successes over the last decade, are shown in figure 4.
Table 1 is sorted by average operating margin with pharmaceutical companies returning the highest average value at 0.25 over the period. With the patent cliff, and significant changes in the healthcare environment including ongoing implementation of the Affordable Care Act, ...
Tech M&A Monthly: Quarterly Report - April 2013Corum Group
The Tech M&A market in the first quarter of 2013 has been hotter than any time since 2000--bolstered by booming public markets, record cash and continuing disruptive technological change. How is your market faring? During this quarterly report, get the details on the key deals, trends and valuations in the Horizontal, Vertical, Consumer, Internet, Infrastructure and IT Services markets--plus reports on all 26 subsectors.
Given the significant decline in commodity prices throughout the year in 2015, and impact that decline has had on the markets for CTRM/ETRM software, Commodity Technology Advisory LLC (ComTech) has recently completed an interim update to its biannual in-depth review of the CTRM software market space. This update is based upon an analysis of reported vendor results for 2015 and confidential conversations with several of the larger CTRM vendors regarding financial performance, unannounced deal closings and deal flow. Additionally, our analysis has factored in trends in the job market created by CTRM software and other sources of data.
Please note: This interim analysis is a topside adjustment to previously published forecasts and is not a comprehensive top-down analysis of the market as presented in our biannual CTRM Market Trends and Outlook publication.
As with all our market sizing reviews, readers should be aware that in the development of this data, as in the 2015 CTRM Market Trends and Sizing report, we must delineate boundaries for the companies and applications reflected in the scope of the analysis.
Join us as our panel of world-class experts dives into Chief Procurement Office (CPO) Trends, what's coming and how to be ready and adapting to the C-Suite Agenda in 2020 and beyond. We will dive into:
1. What’s trending in all industries for the Chief Procurement Officer and entire Supply Team for your company.
2. Understand the leading-edge opportunities and changes coming at your C-Suite, and how Sourcing and Procurement aligns.
3. Identify emerging trend benefits and returns possible for CPOs and their team in 2020 and beyond.
4. Take away practical tips and strategies from the masters on how to capitalize on trends impacting procurement professionals in every industry.
How to Minimize the Risk of Being Scammed by a Binary Options Broker?BinaryOptionsThatSuck
As a binary options trader and contributor since 2010, I feel I've seen it all. Scam is not a common word when it comes to BO trading, especially among the service providers aka Brokers or brands.
I sure hope the next presentation will help you avoid possible scams and stay clear out of fraud. After all, BO trading should be fun and potentially returning!
Global brands - Pushing the boundaries of localizationRWS Moravia
The current localization strategies of today’s global brands will be the models that our industries follow into the future. Given their scale and complexity, they solve problems that many organizations will face. Their teams are often the ones writing the book on industry best practices.
To gain insights into how today’s top players tackle some of the hardest localization challenges, view these slides.
How localization can double your revenuesRWS Moravia
All the large global brands started small once upon a time in their home markets. But today, they’re earning half or more of their multi-billion-dollar revenues internationally.
If you’ve already expanded into new global markets, you might be encountering some common early-stage frustrations in global growth. Sales or satisfaction aren’t as high as expected, your site traffic bounce rates are too high, your translation review process is messy, or maybe you’ve noticed the same content keeps getting translated again and again.
So how do you double, triple or quadruple your revenues internationally? What best practices can you implement now? What costly missteps can you bypass on the road to globalization?
From good to great - How to beef up your localization programRWS Moravia
Are you getting ready to support the next phase of global enterprise growth — only this time with more agility, cost control, or automation in your localization program?
We know what you’re going through. Thousands of established enterprises are struggling with these same issues on the path to global leadership. Now’s your chance to learn from top global brands and get a leg up on your competition.
Do you ever need to defend your localization budget or the productivity of your localization-related activities? If so, are you using the right metrics to show the value you bring and how you compare? Sound business metrics can go a long way towards changing the perception of localization from cost center to revenue enabler. To understand the latest trends, view this Slideshare presentation.
What makes a mobile operator successful? There has been a widely held view in the market that operators are struggling to generate growth as they move into a smartphone and data-centric world. However, some operators around the world are proving this to be false. They are prospering thanks to large amounts of data and the usage of new services – not in spite of them.
We have identified what makes a frontrunner: operators with superior service revenue growth and a high share of non-voice revenues. We have found the common components and significant differences in their strategies for profitable and sustainable growth. Our key finding was that there are six common traits that are shared by frontrunners – we call these Growth Codes. #growthcodes
What makes a mobile operator successful? There has been a widely held view in the market that operators are struggling to generate growth as they move into a smartphone and data-centric world. However, some operators around the world are proving this to be false. They are prospering thanks to large amounts of data and the usage of new services – not in spite of them.
We have identified what makes a frontrunner: operators with superior service revenue growth and a high share of non-voice revenues. We have found the common components and significant differences in their strategies for profitable and sustainable growth. Our key finding was that there are six common traits that are shared by frontrunners – we call these Growth Codes. #growthcodes
For today’s firm, change is constant. The ever-evolving realities of the profession inspired Wolters Kluwer to explore two major questions in our 2014 Accounting Firm Preparedness Survey. First, what trends will have the most significant impact on accounting firms and their clients over the next five years? Second, how well prepared are accountants to take advantage of these trends?
Eight Transformational Trends Influencing the Global Trucking Industry’s Grow...Silpa Paul
Technological, demographic, environmental, and geopolitical shifts are altering the commercial truck market globally. Integration of digital technologies primarily for resource management and total cost optimization will result in the evolution of truck technology from basic telematics services to advanced traffic modeling, weather prediction, and social media analytics. Autonomous driving technologies are gaining traction and are expected to garner significant OEM support to reach scalability by 2025, when level 3 autonomous trucks are expected to reach the market. Significant portion of global truck market growth in the next decade will come from Next 11, ASEAN, Middle East, and African countries. Africa’s truck market will be buoyed by the establishment of the African corridor, expansion of free trade agreements within the continent, and better utilization of natural resources. In conjunction with the growth of emerging markets, value trucks will be the fastest- growing segment in the next decade — nearly tripling in volume to account for 31% of total truck sales globally by 2025. Demand for this segment will be driven by fleet modernization efforts in China and India, which are the dominant low-cost truck markets. More global platforms are expected as global OEMs look to expand in Asian markets.
Developing Sustainable Marketing Strategy for Electric Vehicle (EV)Parag Metha
This project puts forward and determines sustainable business strategy for EV by doing external environment analysis using PESTEL and Porter’s five forces and mapping of opportunities and threat which effects company’s direction as well as to locate potential sources of competitive advantage from a perspective that encompasses the internal, external, and dynamic fit of strategy.
Hey Nineteen: Procurement’s Playbook for 2019Zycus
This video is a recording of the webcast “Hey Nineteen: Procurement’s Playbook for 2019“ that was hosted by Zycus in association with The Hackett Group and SIG. The webcast features a presentation by Christopher Sawchuk, The Hackett Group on the findings of the recent Hackett study “Procurement Key Issues 2019” and a case study presentation by Brittany Muirhead, Brookdale Senior Living on the application of “Assisted Sourcing” as a part of their digital transformation journey. The webcast also features insights from Richard Waugh, Zycus on application of technologies like AI, RPA in procurement for greater compliance, visibility and savings.
Business Guide for Supply Chain Leaders for S&OP in the PandemicLora Cecere
The return on investment for S&OP excellence in normal times is seven months, in the pandemic excellence in S&OP matters more than ever. Here we share a business guide for supply chain leaders to drive value and eliminate the pitfalls and potholes of S&OP evolution.
2. 2 | Changing lanes 2015-16 | The automotive C-suite’s agenda
Executive summaryAuto companies need to strengthen preparedness, execution and resource alignment • Securing talent and deploying data
management and analytics top their agenda
• Less than 20% are confident of their
organizations’ implementation and
deployment capabilities
Automaker executives
• Aim to strengthen data management and
customer analytics capabilities
• Lack of preparedness for cost control and
availability of both consumer and corporate
credit
Auto retail executives
• Well-prepared to tackle platform consolidation,
fuel efficiency and weight reduction targets
• Concerned about executing market expansion
and securing talent
Supplier executives
• Expect regulatory environment to be
challenging, but appear well-prepared
• Are challenged by securing talent and
articulating effective product/service strategy
Captive finance executives
“Based on our survey findings and analysis, my message to executives
for the year ahead is to:
• Be prepared to respond to continued volatility, with some emerging
markets facing potential recessions that could cascade to other regions
and change overall sector growth
• Move faster to leverage the convergence of connectivity, mobility
and IT security
• Refresh the dealer and sales experience to drive brand loyalty
• Accelerate the adoption and use of analytics and data management
tools to drive operational efficiencies – from manufacturing footprint
optimization to supply chain visibility
• Develop a talent agenda to secure and deliver a competitive advantage.”
Randall J. Miller
Global Automotive and Transportation Sector Leader, EY
Views from across the value chain
of respondents are impacted by
currency fluctuations, but only 15%
feel well-prepared
>50%
2/3
of suppliers feel well-prepared to
support automakers for localization,
but more than half of them are
not prepared for developing local
networks in emerging markets
70%
of automakers feel
well-prepared to benefit from
increasing demand for used cars, but
lack integrating used car initiatives
with dealers
of respondents cited positive
impact from demand for
connectivity, not focused
on online/digital channels
75%
70%
of respondents believe that
innovative HR strategies to
attract and retain talent will drive
competitive advantage, but only
50% of them feel well-prepared
The 2015-16 study finds that those
in the C-suite are optimistic about
their strategic initiatives but
are concerned about:
• Preparedness to respond to market volatility
• Challenges with efficiently implementing key
operational and technological initiatives
• Securing resources, particularly talent
For EY’s third annual automotive
survey, 125 global executives were
interviewed to find out what’s on
the C-suite’s agenda for 2015-16.
3. 3Changing lanes 2015-16 | The automotive C-suite’s agenda |
C-suite priorities for the next
18 months
Overall impact, strategies and preparedness to execute
Navigating
operating
environment forces
Managing
internal
operations
Sustaining
competitive
advantage
3
Navigating volatility
The automotive C-suite expects unfavorable volatility to
continue, with emerging markets demand and political
instability topping the list of concerns. Most feel their
organizations are unprepared to respond effectively.
1
expect unfavorable
impact from volatility
63%
only 20%feel well-prepared
to respond to volatility
Enhancing value proposition
There is consensus across the industry on the value of features
and functionality to drive loyalty, and a greater recognition of
the critical role of digital in improving the customer experience.
2
feel well-prepared to
meet changing consumer
demands
believe changing consumer
demands support their
value proposition
29%71%
Gaining competitive advantage
Market penetration/expansion, owning innovation and having
an effective corporate strategy development process top the
list of strategic initiatives for C-suites to drive competitive
advantage.
3
feel well prepared to
implement strategic initiatives
to gain competitive advantage
27%
believe enhancing value
proposition can give a
competitive advantage
71%
Improving operational efficiency
There is a strong focus on data management and analytics
initiatives to drive operational efficiency, however, few are
confident in their organization’s ability to execute.
4
only 16%feel
well-prepared to implement
key operational efficiency
initiatives
believe profitability (rather
than revenue growth) is
the driver for operational
efficiency initiatives
84%
Securing access to resources
While the C-suite believes critical resources offer a competitive
advantage, they also see them as necessary for business
continuity. Talent topped the list of critical resources, followed
by infrastructure and technology. Securing these resources,
however, continues to be a challenge for most of the industry.
5
Only 17%
feel well-prepared to
secure critical resources
believe securing
critical resources offer
competitive advantage
63%
Changing lanes 2015-16 | The automotive C-suite’s agenda |
4. 4 | Changing lanes 2015-16 | The automotive C-suite’s agenda
Navigating volatility1.The automotive C-suite expects unfavorable volatility to continue, with emerging markets demand and political instability topping the
list of concerns. Most feel their organizations are unprepared to respond effectively.
Currency and raw
material price
fluctuations are
expected to have
negative impact, but
considered more of an
operational issue.
expect unfavorable
cost volatility
58%
of respondents selected raw material
prices, 2/3 stated negative impact34%
67%of them cited negative impact, down from 78%
a year ago
52% of respondents selected currency
exchange rates
Cost volatility – business as usual
Slowdown in BRICS
(assuming this includes
South Africa), emerging
markets, and concerns
around Eurozone
outweigh the positive
outlook of the C-suite for
North America.
expect unfavorable
demand volatility
58%
of suppliers identified forecasting
accuracy of automakers1/3
83%of them cited negative impact, up from 55% a
year ago
56%of them cited negative impact, up from 20% a
year ago
50%of them also facing headwinds from Eurozone
50% of respondents selected demand from
BRICS and emerging markets
Demand volatility – misfiring engines of growth
Political uncertainties
and product regulations
around the globe are the
biggest concerns, but the
C-suites feel significantly
under-prepared for the
former.
expect unfavorable political,
economic and regulatory
volatility
72%
of automakers selected political
disputes and economic sanctions50%
Noneof them are well-prepared
58%of them cited negative impact, while
preparedness has improved
43% of manufacturers selected product-
related regulations
Political, economic and regulatory volatility
feel well-prepared for
demand volatility
feel well-prepared for
cost volatility
feel well-prepared for
political, economic and
regulatory volatility
Only 25%Only 19% Only 18%
5. 5Changing lanes 2015-16 | The automotive C-suite’s agenda |
50%
Depreciation of Russian ruble against
the US dollar during Jan-Dec 2014
19%
Standard deviation in iron ore price
volatility during 2014, as compared
to 11% in 2013
30%
Expected increase in car prices
in India after implementation of
mandatory safety features
Annual GDP incremental increase
with the $20 decline in oil prices
0.4%–0.5%
46%
Share of US and China in 2014 light
vehicle sales globally
• Stress the need for flexibility to navigate through
emerging markets, cost and political volatility.
• Achieve an optimum capacity-demand balance at a
regional level as a natural hedge to exchange rate
volatility.
• Focus on agility to capitalize on the upside potential
of North America and China, and availability of
corporate credit.
Bridging the gap —
what can the C-suite do?
Market indicators
Sources: LMC Automotive, Global Light Vehicles 2014
review; Oanda.com, Historical exchange rates; Oxford
Economics; Metal Bulletin, via Thomson Datastream;
LMC Automotive, Global Car and Truck Forecast, 4Q14;
EY analysis.
6. 6 | Changing lanes 2015-16 | The automotive C-suite’s agenda
There is consensus across the industry on the value of features and functionality to drive loyalty, and a greater recognition of the critical
role of digital in improving the customer experience.
Enhancing value proposition2.
In-vehicle features and functions Digital experience and transactions Demand evolution - mobility and
vehicle types
Demand evolution - automakers’
preferences impacting suppliers
Those in the
supplier C-suite
believe changes in
automakers’ sourcing
strategy is likely to
be disruptive to their
value proposition.
However, they are
more optimistic and
prepared for platform
consolidation, growing
collaboration (among
automakers) and light-
weighting targets.
of suppliers expect
automakers’ demands
to support their value
proposition
feel well-prepared to
meet automakers’
needs effectively
30%
59%
of supplier respondents
selected changes in sourcing
strategy of OEMs
2/3 cited disruptive impact, with less
than 12% well-prepared
of supplier respondents
selected platform consolidation
by automakers
72% cited positive impact, 40% are
well-prepared
72%
62%
The C-suite
believes demand
for connectivity,
fuel efficiency and
mandated features
(including driver
assistance) offer
the most significant
opportunity to
be relevant to
customers.
expect demand for
in-vehicle features/
functions to support
their value proposition
feel well-prepared to
offer relevant in-vehicle
features/functions
39%
73%cited conducive impact
Only 1 in 4are well-prepared
of respondents selected
lower emissions and higher
efficiency and safety, up from 60% a
year ago
of respondents selected
connectivity/infotainment and
smartphone compatibility, up from 28%
a year ago
74%
44%
77% expect demand for
digital experience to
support their value
proposition
The C-suite considers
delivering seamless
digital/in-store
experiences, and
leveraging online
resources to
influence choice,
to be critical to
win and retain
customers.
of respondents selected role
of digital/online in influencing
customer choices, up from only 7% a
year ago
31%
71%
The C-suite is divided
on the benefits
of incentives and
competitive pricing,
but strongly agree on
the need to have used
vehicle, corporate
car sharing and
fleet management
solutions.
expect demand for
mobility services and
vehicle types to support
their value proposition
feel well-prepared
to offer relevant
mobility services and
vehicle types
26%
More than 80%cited conducive impact
of respondents selected
demand for new products and
services including used cars, corporate
car sharing, fleet management and multi-
modal solutions
of captive finance companies
identified incentives and
pricing, with significant majority agreeing
it supported their value proposition,
contrasting sharply with 65% automakers
citing incentives and competitive pricing
as disruptive
54%
2/3
73%
13%
feel well-prepared
to meet the digital
experience and
transaction needs of
customers
Only
7. 7Changing lanes 2015-16 | The automotive C-suite’s agenda |
2.3m
Worldwide car sharing membership in
2013, up from 1.8 million in 2012
Global market size for smartphone
connecting technologies by 2018 (up
from US$18 billion in 2012)
US$60b
72%
Of online car research sessions are
multi-channel, including third-party,
automaker and dealer websites
27.8m
Incremental mobile search queries
as compared to desktop queries
by 2016
Sources: GSMA, The global association of wireless service
providers; Kelsey Report, 2012; Carsharing Programs,
Navigant Research; EY analysis.
• Align functional organizations to support the mobility and
connectivity value proposition to capitalize on demand.
• Accelerate the transformation of distribution channels
to give customers a seamless online and dealer store
experience.
Market indicators
Bridging the gap —
what can the C-suite do?
8. 8 | Changing lanes 2015-16 | The automotive C-suite’s agenda
Gaining competitive advantage3.Market penetration/expansion, owning innovation and having an effective corporate strategy development process top the list of
strategic initiatives for the C-suite to drive competitive advantage.
Market penetration/expansion strategies
Presence/success in new
emerging markets and in
regional niche segments/
bodystyles continue
to be a top priority
on the C-suite growth
agenda. For suppliers,
in particular, supporting
automakers’ localization
efforts by expanding into
key markets enhances
their value proposition.
of suppliers selected global presence to
support automakers for localization57%
69%are doing it to enhance value proposition
56%of Asia-Pacific respondents are doing it to
differentiate from competition
European suppliers are better prepared, as compared to
US and Asian suppliers
49% of respondents selected presence and success
in high-growth markets and segments
feel well-prepared to
implement market
penetration/expansion
initiatives
28%
believe market penetration/
expansion strategies
enhance value proposition
67%
Marketing and sales initiatives
Digital marketing and
sales strategy are seen
as critical, followed by
the need to invest in
customer analytics.
Interestingly, innovative
financing and retail
strategy for alternate
powertrain vehicles were
at the bottom of the list.
of captive finance companies selected
access to intelligence and data analytics
around customers
45%
80% are doing it to differentiate from competition
Only 12%are well prepared
39% of automakers identified leveraging online,
digital and social media for marketing
and sales
feel well-prepared to
implement key marketing
and sales initiatives
26%
66%
believe marketing and sales
initiatives enhance value
proposition
Product/service innovations and collaborations
Owning innovation and
collaborations (within
and outside the auto
industry) are perceived
to offer significant
competitive advantage.
However, business model/
commercial collaboration
opportunities with non-
auto companies are yet
to be fully exploited.
of captive finance companies selected
residual value management45%
Only 44%of them are focused on hiring talent for
innovation
42%
80%
of respondents selected technology or
business model collaborations
suppliers selected ownership of innovation
and R&D
feel well-prepared to
implement product/service
strategies and collaborative
initiatives
26%
believe product/service
innovations and collaborations
enhance value proposition
77%
9. 9Changing lanes 2015-16 | The automotive C-suite’s agenda |
51%
Automotive executives plan to pursue
acquisitions in the next 12 months (up
from 29% a year ago)
40
New additions to Open Automotive
Alliance in 2014, including automakers
and electronics manufacturers
Of the top 10 automakers
reported a decline in share of emerging
market sales during 2013-14 as
compared to 2012
7
3rd
Rank of auto industry in patent
issuance, with a 13% share behind
computing and telecom
6 of the top 10 automakers
are from Asia
US$168b
Capex investments by automakers
in 2014 (8% of sales), as compared
to US$159 billion in 2013
• First movers will need to make the most of a shorter
window to capitalize on differentiation, whether from
market/segment expansion or innovative marketing
strategies, as there is consensus around strategic options
being considered by peer groups.
• Establish a network of technology and business model
partners within and outside the auto industry to improve
agility of innovation process and focus on systematically
harvesting synergies.
• Leverage marketing effectiveness monitoring and
customer analytics tools to optimize digital strategies.
Sources: Financials, S&P Capital IQ; Press Room, Open
Automotive Alliance; Automotive Capital Confidence
Barometer, EY, October 2014; EY analysis
Market indicators
Bridging the gap —
what can the C-suite do?
10. 10 | Changing lanes 2015-16 | The automotive C-suite’s agenda
Improvingoperationalefficiency4.There is a strong focus on data management and analytics initiatives to drive operational efficiency; however, few are confident in their
organizations abiity to execute.
Data management and analytics initiatives Supply chain initiatives
Deploying analytics
tools, and using real-
time intelligence around
customers and the
supply chain to expedite
decision-making and
devise new strategies,
but few appear to
have the ability to
execute. Standardizing/
optimizing IT process
and technology is also
a priority.
1 in 3
81%
of respondents selected IT and technology
process/platform optimization63%
Suppliers are better prepared as compared to vehicle
manufacturers
of respondents selected
customer data analytics,
down from 56% a year ago
selected data management and analytics
as key to improving operational efficiency
feel well-prepared to
implement data
management and
analytics initiatives
Only
12%
believe improving
profitability is the primary
driver for implementing data
management and analytics
initiatives
84%
The C-suite is prioritizing
optimizing low-cost
country sourcing,
local-sourcing in
developed and emerging
markets, and gaining
greater visibility to
ensure supply chain
security.
of manufacturers selected localizing
supply chain in developed and emerging
markets to reduce logistics costs and
benefit from regional subsidies
20%
25% of manufacturers selected low-cost
country sourcing to improve profitability
feel well-prepared to
implement optimization
initiatives in their
supply chain
12%
believe improving
profitability is the primary
driver for implementing
supply chain initiatives
86%
Manufacturing-efficiency-related initiatives
The C-suite is focused
on enhancing operating
efficiency of global
manufacturing and
enabling flexible
production to adjust
to changing market
realities.
feel well-prepared to
implement manufacturing
efficiency initiatives
16%
believe improving
profitability is the primary
driver for implementing
initiatives related to
manufacturing operations
86%
of manufacturers selected flexible
production systems to respond swiftly to
demand volatility
34%
41% of manufacturers selected optimizing
global manufacturing footprint to
improve profitability
Only 1 in 6are well-prepared
Only 1 in 7are well-prepared
Only
Only
11. 11Changing lanes 2015-16 | The automotive C-suite’s agenda |
54%
Of respondents selected IT security
awareness and training as a high
priority for their company in the next
12 months
Platforms with more than 1 million
vehicles in production in 2021,
as compared to 17 in 2014 and
11 in 2011
21
45%
Auto M&A deals will be driven
by cost reduction and margin
improvement, followed by
improvements in supply chain
92%
Capacity utilization in the US, as
compared to 50%-60% in BRICS; China’s
capacity utilization also dropped from
78% in 2011 to 62% in 2014
• Spearhead data management and analytics capabilities
to drive agility of decision-making. This can deliver
significant operational efficiencies and also reflect on
financial performance.
• Flex global capacity to create a competitive advantage,
especially in volatile operating scenarios.
Sources: LMC Automotive, Global Automotive Production
Forecast, 4Q14; Automotive Capital Confidence Barometer,
EY, October 2014; Global Information Security Survey, EY,
2014; EY analysis
Market indicators
Bridging the gap —
what can the C-suite do?
12. 12 | Changing lanes 2015-16 | The automotive C-suite’s agenda
While the C-suite believes critical resources offer a competitive advantage, they also see them as necessary for business continuity.
Talent topped the list of critical resources, followed by infrastructure and technology. Securing these resources, however, continues
to be a challenge for most of the industry.
Securing access to resources5.
Talent Technology Capital
The C-suite believes
innovative HR
practices offer
competitive
advantage, and
consistent talent
management
across geographies
is necessary for
business continuity.
In particular, they
believe efforts are
needed to attract,
retain and nurture
human capital more
effectively.
Only feel
well-prepared to
secure talent
12%
believe securing
talent offers
competitive
advantage
62%
The C-suite expects
expansion across new
markets/segments
necessitates securing
access to financing,
distribution and
supply chain. This is
essential to reduce
time to market and
maintain quality,
while increasing
localization.
feel well-prepared to
secure capital
26%
Only 1 in 4of them selected local
supplier network in emerging markets
of automakers identified
expanding distribution network
franchised, owned
of manufacturers selected
financing for R&D and capex
investments
34%
29%
believe securing
capital offers
competitive
advantage
64%
The C-suite believes
the need for greater
connectivity
and meeting fuel
efficiency norms
make it imperative
for the industry
to secure access
to the requisite
technologies.
Only feel
well-prepared to
secure technology
resources
10%
of respondents selected the
need to secure technology
for connected vehicles and alternate
powertrain, up from only 7% a year ago
38%
believe securing
technology/
intellectual property
offers competitive
advantage
84%
Establishing
processes for
proactive regulatory
impact analysis
to ensure timely
interventions for
minimizing financial
impact, and to
influence regulatory
decision making is
also on the C-suite
agenda. feel well-prepared for
effective compliance
and reporting
32%
44%
interestingly, believe
compliance and
reporting offers
competitive advantage
Legal compliance
of respondents selected
compliance and regulatory
reporting
34%
Only 1 in 3of them are well-prepared
Only 1/3of them are focusing on
innovative HR strategies to attract and
retain talent
of respondents selected talent
for management functions
(strategy, finance, marketing)
of suppliers selected talent to
drive innovation
50%
46%
Only 1 in 8of them are well-prepared
13. 13Changing lanes 2015-16 | The automotive C-suite’s agenda |
57%
Auto executives cited high level of
confidence in credit availability, up
from 41% a year ago
Net financial debt in 2014, up from
US$394b in 2011
(for top 10 automakers)
US$624b
50%
Increase in China’s average
yearly manufacturing wages during
2010-2013
53%
Organizations say lack of skilled
resources is one of the main
obstacles that challenges their
IT security
Sources: Financials, S&P Capital IQ; Automotive Capital
Confidence Barometer, EY, October 2014; Wages in China,
Trading Economics; EY analysis.
• Focus on securing access to talent and ensuring
compliance for business continuity.
• Extend the value chain to new industries to develop
technology and infrastructure for powertrain and
connectivity.
• Devise innovative strategies to retain talent and utilize
infrastructure to create competitive advantage.
Market indicators
Bridging the gap —
what can the C-suite do?
14. 14 | Changing lanes 2015-16 | The automotive C-suite’s agenda
Change Agents: driving innovation
with a focus on R&D for the future
These executives are aiming to improve
their preparedness on providing
connectivity, leveraging digital/online
sales and enabling flexibility in production
and IT processes.
• 90% well-prepared to provide features
driven by regulations
• 1 in 3 favorable towards demand for
connectivity
• >20% well-prepared to pull down silos
across the organization
• 1 in 2 well-prepared to secure talent to
drive innovation
• 1 in 3 devising innovative HR strategies
to attract and retain talentDigital Enablers: focus on optimization and
standardization of technology and IT platforms
These executives are leveraging data to drive process
efficiency, business growth and supply chain visibility.
• 40% well-prepared to drive IT flexibility in their
organization
• Only 25% well-prepared to drive customer analytics
• Only 25% also focused on securing technology for
connected vehicles
• 1 in 3 aiming to optimize global manufacturing footprint
Opportunity Seekers: focus
on presence and success in
high-growth geographies
These executives feel better prepared
to navigate emerging markets and are
confident in their product portfolio, but
they may need talent for management
functions.
• 1 in 2 well-prepared to navigate through
volatility from BRICs/emerging markets
• Over 80% well-prepared to leverage
demand for higher fuel efficiency, safety
and lower emissions
• Only 1 in 3 focused on IT process
flexibility and optimization
• Only 1 in 4 well-prepared to
secure access to talent for management
functions
Mapping the diverse strategy
preferences of the C-suite
Analysis of the C-suite responses indicates three prominent strategic imperatives,
which are not mutually exclusive but need balanced representation on the boards
of automotive companies.
14 | Changing lanes 2015-16 | The automotive C-suite’s agenda
15. 15Changing lanes 2015-16 | The automotive C-suite’s agenda |
Key considerations for
C-suite
Operating and performance
• Implement global capacity management-sharing framework
• Adopt customer life cycle approach to identify touch points to
cross- and up-sell
• Leverage connectivity and captive finance to identify new
revenue streams
• Focus on flexible production systems and converting fixed
costs into variable costs
• Simplify processes and use technology to revamp governance,
risk and compliance programs
• Embed program risk management into product development
and launch processes
• Create an innovation platform to enhance collaboration within
the business and with external partners
• Build analytics capabilities to positively impact customer
interactions, pricing and incentive strategies, supply chain
efficiencies, and other key value chain processes
• Align the organization’s business and talent strategies; and
elevate the emphasis placed on talent through innovative
strategies to engage, reward, and empower the workforce
Investment and capital
• Integrate government incentives, direct loans and guarantees
in capital raising strategies
• Assess investment opportunities and risks associated with new
segments and business models
• Build flexibility into emerging markets investments
• Use need-based and strategic alliances, JVs and acquisitions
to gain technology and geographic coverage
• Balance cost reduction with sustainable process change
• Benchmark leading-class performance and pursue
targeted change
• Evaluate effectiveness of currency and raw material
hedging strategies
Compliance and reporting
• Introduce connected reporting to bridge internal and external reporting
requirements
• Integrate data analytics to enhance compliance with corporate social
media policy
• Integrate big data and advanced forensic data analytics to reduce fraud
and corruption risks
• Identify relevant accounting treatment and revenue recognition
• Develop an integrity and compliance program to guide the organization’s
decisions and meet regulatory requirements
Tax and regulatory
• Develop a diversified tax strategy to achieve global tax
efficiency
• Incorporate international tax activities and transfer pricing
procedures into the daily tax agenda
• Focus on technology and connectivity to devise new tax models
• Develop interconnected competencies and business insight to
manage broad tax issues and minimize tax risks
• Align assignment and tax policies in an increasingly regulated
and competitive environment