So you think you've anticipated every possible disaster in your supply chain risk-management plan? How about snakes and alligators in your clean rooms?
If we're to believe the big container lines, ever-larger ships are the remedy for their financial woes. Why, then, are so many of them still losing money?
Automotive suppliers are under mounting pressure to satisfy two conflicting customer demands: to cut costs and to open more factories in fast-growing emerging markets so that they can be closer to their customers' production plants. Striking the right balance between cost and proximity in global manufacturing networks will be one of the industry's greatest challenges, according to a report by The Boston Consulting Group (BCG), conducted in partnership with the Fraunhofer Institute for Manufacturing Engineering and Automation IPA. The report is titled The Proximity Paradox: Balancing Auto Suppliers' Manufacturing Networks.
Analyst Insight: It's no secret that the explosion of e-commerce, omnichannel, multichannel and social media - along with large online retailers' offerings - have significantly raised customers' expectations for rapid delivery, free shipping and free returns. Customers are clearly signaling that a company's successes and failures rest on high expectations of price, selection, convenience and experience. Companies must "get local" in order to meet customers' demands for speed of delivery. – John Spain, Partner, Tompkins International
Retail demand planning is, to a great extent, a game of numbers. But the store that relies entirely on hard statistics is likely to be in for an unpleasant surprise.
Success in the global economy requires a shift in strategic vision of the Asia-Pacific region's role in supply chains. While it is no secret that an end to low-cost production in Asia is in sight, smart companies are studying the complexity of APAC region and gaining insight into the roles each country plays in the quickly evolving economic horizon. But visibility into where APAC is today isn't enough; forecasting where it will be next year, five years from now, and further into the future are key to positioning supply chains now for ongoing optimization.
