Six strategic initiatives for supply chain and manufacturing leaders in advanced manufacturing industries

As there now is real light at the end of the Covid-19 pandemic tunnel, for many companies the key question is: what strategic supply chain and manufacturing footprint initiatives to take in order to prepare ourselves for the future and how to implement them?

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Making your manufacturing footprint more resilient

For most companies clearly the time has come to take a longer-term perspective again and prepare the company for potential new disruptions in the future. BCI Global has defined 5 strategic initiatives that companies should adopt when preparing the manufacturing footprint for the future.

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E-commerce trends around the world

E-commerce has grown 2-5 times faster than in the pre-pandemic period in literally every country and double digit annual E-commerce growth is reported by almost all businesses. It will not be a surprise that this will continue the next coming years. According to CBRE research the E-commerce global sales by 2025 will amount up to a staggering number of $3.9 Trillion USD, as opposed to $2.4 Trillion USD today.

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Manufacturing in the US: now or never?

The US economy is ‘hot’. Fueled by the Covid-19 recovery with a forecasted economic growth of more than 5 per cent this year and the substantial investment packages of President Biden domestic and foreign companies are investing in new manufacturing plants. But labor market challenges are around the corner.

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Practical tactics for shippers to weather the storm in ocean freight

Currently, there is a serious storm or even a hurricane ongoing in the ocean freight industry. Rates are at an all-time high (BCI’s monitor shows an average of factor 4, with outliers of factor 10!), capacity is limited which is strengthened by the false container positioning and port congestion due to Covid-measures and high demand is counted in weeks instead of days. The reliability of ocean freight is all time low which pushes the need for end to end visibility even further.

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Are your Transport Operations VARS proof?

An integrated approach focusing on Visibility, Affordability, Resilience and Sustainability helps to cope with the current transport challenges. BCI Global has developed this so-called VARS framework to support companies improving their transport operations.

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SSON - Shared Services & Outsourcing Week

September 20, 2021 - September 23, 2021

BCI Global will be present at the Shared Services & Outsourcing Week (SSOW) event, a top industry event to gain experiences, insights and expectations for the Shared Services of the future.

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Webinar: Expanding Production Operations in North America

September 21, 2021 - September 21, 2021

The US economy is recovering fast, meaning that the largest market in de world is more open than ever before for new manufacturing operations. But how to build a future proof manufacturing footprint and a resilient supply chain? Where to find the optimal new production location in the US, Mexico or Canada? Or at which existing location to expand?

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Webinar: How to scale up your e-commerce operations in Europe?

September 21, 2021

Growing e-commerce sales and challenging customer requirements demand right now for adjusting your supply chain set-up in Europe. How to deal with various commercial models (e.g. *.com, market places, B2B, drop ship/ B2B2C), what are successful operating models and what does a flexible fulfilment infrastructure look like when volumes and distribution complexity increase?

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Webinar: How to determine your own post-Covid global support center footprint & ‘right-shoring’ location strategy?

September 23, 2021 - September 2, 2021

Now the light at the end of the Covid-19 tunnel seems within reach, support center organizations around the world are looking for future proof footprint and location strategies. Will your global location strategy in the Americas, EMEA and APAC change after the Covid-19 pandemic including working from home versus working in the office considerations? How do you deal with growing labor market tensions: availability, changing skills and rising labor costs? How do you determine your own tailor-made global footprint & location strategy, what are your potential ‘right-shoring’ alternatives and what are the best locations in the different geo’s to implement that strategy?

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