世界经济论坛-规划全球价值链恢复力的路线（英）-2022.1-34页_2mb

Summary of "Charting the Course for Global Value Chain Resilience"

Core Content

This white paper by the World Economic Forum and Kearney explores the concept of resilience in global value chains (GVCs), emphasizing the need for manufacturing companies to adapt to current and future disruptions. The paper introduces the Resiliency Compass, an eight-dimensional framework that helps companies assess and improve their resilience across key areas such as supplier diversity, logistics flexibility, and financial viability.

The study, based on a survey of over 400 senior executives and consultations with more than 40 members of the Forum's Platform for Shaping the Future of Advanced Manufacturing and Value Chains, identifies five industry-agnostic resilience profiles: the Collaborator, Planner, Enhancer, Adapter, and Provider. These profiles represent different leadership approaches to building resilience and provide actionable strategies for companies to implement.

Main Viewpoints

• Resilience is critical: Supply chain disruptions are undermining long-term growth and prosperity, necessitating proactive strategies rather than reactive measures.
• Resilience is multi-dimensional: The Resiliency Compass outlines eight key dimensions to evaluate and strengthen supply chain resilience.
• Leadership varies across profiles: Companies are categorized based on their performance across the eight dimensions, and each profile has distinct strengths and weaknesses.
• Public-private cooperation is essential: Addressing the root causes of disruption and shaping future industrial policies requires collaboration between businesses and governments.
• Actionable strategies exist for each profile: The paper includes strategy playbooks for each of the five profiles, offering practical steps to improve resilience.

Key Information

The Resiliency Compass

The framework includes the following eight dimensions:

1. Portfolio excellence – Focus on product availability through active portfolio management
2. Customer orientation – Level of diversity and geographic proximity of demand
3. Financial viability – Transparency on financial health across the end-to-end value chain
4. Go-to-market versatility – Ability to serve demand through diverse channels
5. Logistics flexibility – Visibility and flexibility across warehousing and distribution
6. Manufacturing adaptability – Production network designed with resiliency in mind
7. Supplier diversity – Multiple and diverse sources of supply
8. Advanced planning – Ability to rapidly sense shifts in supply and demand and pivot appropriately

Five Resilience Profiles

• Collaborator: Strong supplier relationships and partnerships
• Planner: Sophisticated risk management and planning capabilities
• Enhancer: High manufacturing adaptability and flexibility
• Adapter: Expertise in simplifying product portfolios and component requirements
• Provider: High go-to-market agility across channels

Profile Distribution

• 19% are collaborators
• 19% are planners
• 24% are enhancers
• 21% are adapters
• 17% are providers

Resilience Leaders

Only 12% of surveyed companies are classified as resilience leaders, while 36% are identified as laggards needing immediate action. The remaining 52% are mainstream players.

Strategy Playbooks

Each profile has associated strategies to help companies build and implement resilience:

• Collaborator:

  • Supplier engagement life-cycle strategy
  • Open two-way communication
  • Digital integration for responsible purchasing
  • Regular review of supplier capacity and performance

• Planner:

  • Strategic supplier collaborations
  • Investment in new technologies for demand and supply visibility
  • SKU portfolio adjustments
  • Control towers for production and sourcing decisions

• Enhancer:

  • Redesigning production networks and machinery
  • Onboarding contract manufacturers
  • Investing in automation and connectivity

Case Studies

• Ralph Lauren:

  • Implements a supplier engagement strategy based on transparency and trust
  • Achieved 70% flexibility in planned orders during the pandemic
  • Rated in the top 7% for supplier engagement on climate change

• Heineken:

  • Utilized centralized control towers for demand and supply
  • Improved coordination through harmonized planning processes
  • Enhanced ability to respond to disruptions and maintain service levels

• Rockwell Automation:

  • Implemented a "closed-loop operating system" for digital integration
  • Improved schedule attainment and labour efficiency
  • Enabled real-time tracking and proactive reoptimization

• Schneider Electric:

  • Adopted the "power of two" strategy for production and sourcing
  • Developed a mitigation plan for the upstream supply chain
  • Executed over 100 projects to protect critical product ranges

Conclusion

The paper emphasizes the importance of continuous adaptation and the need for companies to move beyond reactive responses to disruptions. It advocates for public-private cooperation to address the complex, interconnected challenges of modern GVCs and to foster a new era of resilient, sustainable, and future-ready supply chains.