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It started with fast fashion. Now companies in all industries must accelerate product cycles—even while customer expectations grow more complex.
Pressurized
Changes in what people want and where they want it means companies must move fast—without breaking things.
The need for speed
In this edition:
Speed and precision as the new supply-chain drivers
Article
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Speed and precision as the new supply-chain drivers
The future of trade and value chains
The future of trade and value chains
McKinsey Global Institute
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A quick briefing in five—
or a fifty-minute deeper dive
Raising supply-chain performance to new levels
Raising supply-chain performance to new levels
Article
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Getting digital?
Moving faster requires transparency and tight coordination across your value chain. Have you invested enough in digital?
Discover more Five Fifties
The future of trade and value chains
The future of trade and value chains
McKinsey Global Institute
Raising supply-chain performance to new levels
Raising supply-chain performance to new levels
Article
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Speed and precision as the new supply-chain drivers
A next-generation operating model for source-to-pay
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Getting regional
Since 2013, trade increasingly takes place within rather than across regions, forcing companies to consider concentrating supply chains to quicken delivery time.
Speed and precision as the new supply-chain drivers
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The next era of globalization will be shaped by customers, technology, and value chains
The next era of globalization will be shaped by customers, technology, and value chains
Harvard Business Review
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Unchained
Shifting your value chain might mean changing your thinking first.
The next era of globalization will be shaped by customers, technology, and value chains
The next era of globalization will be shaped by customers, technology, and value chains
Harvard Business Review
Consumer-packaged-goods example
% of customer orders completed from immediate stock availability
Fill rate:
number of unique line items in each order
Complexity:
Intraregional share of world trade in goods, %
48%
Level of digitization in five business areas, %
60
52
48
47
43
Products and services
Processes
Ecosystems
Marketing, distribution
Supply chains
Forget “low-cost factories to the world”—China, India, and other emerging economies are now lucrative consumer markets in their own right.
As developing economies mature, they’re giving rise to multinational giants leveraging exports and foreign acquisitions to become new global competitors.
Service flows across borders are growing 60 percent faster than trade in goods. Look to add new service lines and experiment with subscription and “goods-as-a-service” business models.
Beyond cost
New competitors
Follow the trend