Wie wir Ihnen helfen können
How resilient is your supply chain? Don’t let disruption put it to the test. Our Supply Chain Resiliency Index identifies vulnerabilities before trouble strikes, through a quantitative assessment of operational and macro impact risks.
Our Supply Chain Resiliency Index is a holistic solution that identifies a broad range of potential risks, giving your organization the strength and flexibility it needs to respond immediately when the unexpected happens. Now you can spot supply chain gaps and weaknesses and correct deficiencies before they even become problems, giving you an unmistakable competitive advantage.
Using customizable weighting, we adjust the index to your highest priorities and provide an objective, outside-in identification of liabilities while also optimizing supply chain scenarios. Prioritizing resiliency is not enough; we work with you to decide what resiliency means for your business strategy and how best to mitigate risks.
Bain Accelerated Transformation hat überdies zum Ziel, dass sich jeder Mitarbeiter mit den Zielen des eigenen Unternehmens identifiziert. Diese Eigentümermentalität führt nachweislich zu einer höheren Unternehmensperformance und langfristig profitablem Wachstum. Bain sorgt dafür, dass sich die Mitarbeiterinnen und Mitarbeiter im Unternehmen wie Inhaber und Aktivisten verstehen. Zudem unterstützen wir mit unserem Turnaround Management die Bildung von agilen und digitalen Kompetenzen, um den Unternehmen unserer Kunden einen nachhaltigen Wettbewerbsvorteil zu verschaffen.
We help identify what you’re doing right and where you could improve, focusing on strengthening the most vulnerable areas.
We provide personalized tools that you can use to continually improve your scenario analysis.
We show you how you compare with competitors, as well as how your industry stacks up overall against others.
TechCo, a global original equipment manufacturer (OEM), engaged us to establish a near-shoring strategy to address supply chain resiliency challenges. Increased geopolitical and trade tensions required assessing potential near-shoring locations and building a decision framework to evaluate costs, sustainability, and resiliency factors to find the best fit. To meet TechCo’s carbon- and human rights-focused sustainability goals, we investigated relocating the company’s ecosystem based on a tiered supplier approach. Impending regulations for circularity, right to repair, and recycling led to an analysis on the cost of circularity based on a proposed reverse logistics flow path and industry benchmarks.
Results:
A leading manufacturer of power equipment faced a potential shutdown due to a shortage of a critical component. To avoid a production interruption, EquipmentCo turned to us for guidance on qualifying, onboarding, and initiating the use of alternate materials from new suppliers. We used commodity market research to score categories based on risk and resilience factors, mapping them across a matrix to see which ones were high risk, and co-created a mitigation plan. We then worked with EquipmentCo to accelerate its timeline for the risk assessment exercise and further commodity market research.
Results:
TechCo, a global original equipment manufacturer (OEM), engaged us to establish a near-shoring strategy to address supply chain resiliency challenges. Increased geopolitical and trade tensions required assessing potential near-shoring locations and building a decision framework to evaluate costs, sustainability, and resiliency factors to find the best fit. To meet TechCo’s carbon- and human rights-focused sustainability goals, we investigated relocating the company’s ecosystem based on a tiered supplier approach. Impending regulations for circularity, right to repair, and recycling led to an analysis on the cost of circularity based on a proposed reverse logistics flow path and industry benchmarks.
Results:
A leading manufacturer of power equipment faced a potential shutdown due to a shortage of a critical component. To avoid a production interruption, EquipmentCo turned to us for guidance on qualifying, onboarding, and initiating the use of alternate materials from new suppliers. We used commodity market research to score categories based on risk and resilience factors, mapping them across a matrix to see which ones were high risk, and co-created a mitigation plan. We then worked with EquipmentCo to accelerate its timeline for the risk assessment exercise and further commodity market research.
Results:
of companies surveyed across different industries rank supply chain resiliency as very important compared with other business objectives
of companies surveyed think that their investments related to supply chain resiliency will increase over the next three to five years
of companies think that their level of resiliency outperforms the industry average and that it is a competitive advantage for the company
