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Companies are constantly looking at ways to design and manufacture their products more efﬁciently, a process known as design-to-cost (D2C). While D2C is an important and useful approach, many companies miss the customer component of the analysis. They focus on the expense of developing, making and selling a product, not on what it actually does – or on what matters to the customer.
Strategies designed for uncertainty reduce risks.
Does your digital supply chain serve your strategy, add value for existing customers or open the door to new ones?
High-performance sales and operations planning can stop last-minute surprises, eliminate the underlying sources of harmful variability and unlock topline growth.
Great supply chains are tethered to the business strategy and focus on accelerating growth and performance.
A strategic approach to cutting costs helps companies beat the industry cost curve, generate higher returns and build core strengths.
Additive manufacturing has reached a tipping point, with big opportunities in innovative product design and functionality, not just cost reduction.
Many companies expanded their footprint and product portfolios during Asia’s years of hypergrowth and are now left with unwieldy supply chains that don’t provide a competitive edge for serving changing customer needs.
Frustrated executives readily admit their global procurement organizations can't deliver full-potential savings. That’s why leaders are now turning to a new transformational approach.
How transforming corporate legal departments can increase their effectiveness and add more value to the company.
A preemptive approach to cost containment can make operations far more effective, not just leaner.
Companies that seek to be the best at something may have to be only average at everything else.
Altering a company’s trajectory with game-changing results.
How to rein in complexity, eliminate swirl and build a company that can get things done.
How support functions can delight their customers, not just cut costs.
Great innovators develop five critical capabilities—and always look at the process from both sides of the brain.
How service organizations can improve financial performance, raise customer loyalty and spark employee engagement.
With tariffs at 30-year lows, what’s really holding up cross-border trade?
Companies’ processes and systems often get gummed up, slowing down operations and hurting financial performance. Fixing overly complex processes and systems nearly always requires a big-picture approach.
Unnecessary complexity cripples companies. But some have learned to root it out wherever it crops up.
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