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Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic or

mechanical, without the prior written permission of Kennedy Information, LLC, a Bloomberg BNA business, Keene, NH USA.
2013 Kennedy Information, LLC 1
The global downturn in manufacturing activity
from mid-2010 caused many companies
to scale back their growth objectives.
This resulted in a rather static and one-
dimensional approach to manufacturing
operations that focused on cost reduction.
Since early 2013, however, growth has been up
and the outlook positive for manufacturers in large
advanced economies in particular, Japan and
the United States, as well as the more sophisticated
emerging economies, such as China, Korea and
Mexico.
Now, with growth back at the top of the agenda,
companies face a reckoning as they run up against
mismatches between the operations they have wrung
costs out of, and their growth objectives.
With these and other factors in mind, Kennedys new
research details key capabilities among top frms in
Manufacturing and Production Strategy consulting, a
complex, increasingly important specialty.
MARKET TRENDS looks at the key trends and
factors affecting growth for services, including
the context, demand drivers, building blocks and
enabling infrastructure in the Manufacturing and
Production Strategy consulting marketplace.
In an economic environment that continues to exhibit
too little growth and too much volatility, companies
do not have the luxury of choice. They can no longer
get by with superior products and shoddy operations
or world-class operations and mediocre products.
They have to grow and cut costs.
Whats more, due to greater attendant
process adaptability, emerging production
technologies portend the long-anticipated era
Research Summary
Manufacturing and Production Strategy Consulting
Example: The Kennedy Vanguard of Manufacturing and
Production Strategy Consulting Providers
Source: Manufacturing and Production Strategy Consulting;
Kennedy Consulting Research & Advisory
Source: Manufacturing and Production Strategy Consulting;
Kennedy Consulting Research & Advisory
Low High
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4 Practices Advancing
15 Practices Neutral
2 Practices Diminishing
21 Practices Rated -
in Total
Breadth of Consulting Capabilities
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Advancing Service Breadth or Depth Neutral Diminishing Service Breadth or Depth
5 Practices in the Vanguard
(released December 2013)
Manufacturing and Production Strategy
Consulting is an exclusive 125+page report
supported by over 80 data-rich tables and
charts.
of mass customization. This transition depends on
mainstreaming technologies that can dramatically
improve process versatility that is, the ability to
cost-effectively manage the complexity that comes with
multiple process specifcations.
The research clearly illustrates each leading
Manufacturing and Production Strategy consulting frms
core competencies, strengths and weaknesses, while
providing detailed analysis across consulting segments,
client industries, and geographic regions. The study also
includes a real-world engagement study from PwC.
Example: The Horizontal Network and Vertical System
Manufacturing Strategy
Source Make Deliver
Manufacturing Execution
For details, please contact your Kennedy Client Service Leader at +1.603.357.8102 or e-mail research@kennedyinfo.com.
Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic or
mechanical, without the prior written permission of Kennedy Information, LLC, a Bloomberg BNA business, Keene, NH USA.
2013 Kennedy Information, LLC 2
CLIENT SPENDING TRENDS AND FORECASTS details the size of the Manufacturing and Production Strategy
consulting market and its projected growth. This section slices the market by key geographic region and includes
valuable data on current challenges and timely growth opportunities.
The research is organized by:
Key Geographic Region
Asia Pacifc
Europe, Middle East and Africa (EMEA)
Latin America
North America
Competitive Groups
Business and Technology
Multi-Service
Strategy and Operations Management
Niche Strategy and Operations Management
Go-to-Market Challenges
Strategic drivers
Strategy to shop foor
Governance and operating models
Assets and IP
Sector expertise
THE COMPETITIVE LANDSCAPE features in-
depth analysis of the market and its leading players
by consulting provider competitive groups and their
go-to-market strategies. It includes rankings of the
top consulting practices and highlights frm's overall
approaches to strategy, service delivery and offerings
with a distinct disposition, depicting the frms relative
positions and corresponding focus.
Manufacturing and Production Strategy Consulting
Client Spending and Competitive Landscape
PLUS
The Kennedy Vanguard of Manufacturing
and Production Strategy Consulting
Providers, featuring the strongest consultancies,
assessed on relative breadth and depth of frms
capabilities within the overall service area
Engagement Case Study: PwC Helps an
Advanced Technology Engineering Group Revise Its
Manufacturing Strategy
Consulting Provider Profiles, detailing key
service strengths and weaknesses, frm focus,
AND Capability Maps illustrating each practices
standing with respect to:
Strategic Drivers
Footprint and Scope
Operational Excellence
Production Technology
Strategy and Structure
Capabilities and Resources
Modeling Tools
Experience and Transformation
Historically, for most companies, the role of manufacturing
was to execute the plans prepared by the sales and
marketing functions or through the corporate strategic
planning process. But operations can increasingly shape
the competitiveness of the business. Innovative product
and production technologies, big data, global power
shifts, and changing resource dynamics are creating
opportunities to achieve strategic differentiation through
execution capabilities. Whats holding a lot of companies
back is that, although they usually involve manufacturing in
strategic planning, they do so too late and without suffcient
infuence.
Bernd Schmidt, Partner, A.T. Kearney
General Principles
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Function Industry
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Transform the Business
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Service Priority
Service Orientation
Approach to Manufacturing Strategy
Bottom Up Top Down
Balanced
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Reinvent the Core
Process Excellence Strengthen the Core
Multi-Service
Example: Manufacturing and Production Strategy Consulting
Provider Strategic and Service Disposition
Source: Manufacturing and Production Strategy Consulting;
Kennedy Consulting Research & Advisory
For details, please contact your Kennedy Client Service Leader at +1.603.357.8102 or e-mail research@kennedyinfo.com.
Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic or
mechanical, without the prior written permission of Kennedy Information, LLC, a Bloomberg BNA business, Keene, NH USA.
2013 Kennedy Information, LLC 3
PROFILES OF SELECT MANUFACTURING AND PRODUCTION STRATEGY CONSULTING PRACTICES
examines the consulting firms featured in this report complete with key statistics, core competencies, areas
of firm and industry focus, and specific capability strengths.
Provider Profles
The following firms are featured in this research:
Accenture EY
A.T. Kearney Hitachi Consulting
Bain & Company IBM
BearingPoint KPMG
Booz & Company McKinsey & Company
Camelot PA Consulting
Capgemini Roland Berger Strategy Consultants
Deloitte
Manufacturing and Production Strategy Consulting
Example: Provider Competency Strengths: Manufacturing and Production Strategy Consulting
Example: Strategy & Service Focus in Manufacturing Strategy
Example: Manufacturing Strategy Industry Sector Focus
Source: Manufacturing and Production Strategy Consulting;
Kennedy Consulting Research & Advisory
Source: Manufacturing and Production Strategy Consulting;
Kennedy Consulting Research & Advisory
Source: Manufacturing and Production Strategy Consulting;
Kennedy Consulting Research & Advisory
Outward
Firm 1
Inward
Strategy
Service
Industry Functional
Firm Focus
High Tech Industrial
Chemicals &
Pharma
FMCG
Intense Strong Moderate Weak Very Weak
Transport
For details, please contact your Kennedy Client Service Leader at +1.603.357.8102 or e-mail research@kennedyinfo.com.
Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic or
mechanical, without the prior written permission of Kennedy Information, LLC, a Bloomberg BNA business, Keene, NH USA.
2013 Kennedy Information, LLC 4
Figure 1. The Horizontal Network and Vertical System
Figure 2. The Strategy Landscape
Figure 3. Manufacturing Strategy Perspectives
Figure 4. Manufacturing Production Volume
Figure 5. Leading Manufacturing Economies
Figure 6. Real Effective Exchange Rates
Figure 7. Productivity and Complexity
Figure 8. Manufacturing & Production Strategy Demand
Drivers and Triggers
Figure 9. Manufacturing Sector Characteristics
Figure 10. The Supply Chain Network
Figure 11. The Manufacturing System
Figure 12. Sequencing Manufacturing System Transformation
Figure 13. Evolution of Production Network Modeling
Figure 14. The Make-or-Buy Equation
Figure 15. Evolution of Manufacturing Production Technology
Figure 16. Manufacturing Technology Drivers
Figure 17. Manufacturing Organizational Dimensions
Figure 18. Manufacturing & Production Strategy Consulting
Client Spending and Growth Forecast, 2012-2016
Figure 19. Manufacturing & Production Strategy Consulting
Client Spending Share by Geography, 2013
Figure 20. R&D Intensity and Manufacturing
Figure 21. The Impossible Trinity
Figure 22. Consulting Capability Development Models
Figure 23. Manufacturing & Production Strategy Consulting
Provider Revenue
Figure 24. Manufacturing & Production Strategy Consulting
Go-to-Market Competitive Groups and Provider Examples
Figure 25. Alignment of Manufacturing & Production Strategy
Perspectives and Service Focus
Figure 26. Manufacturing & Production Strategy Consulting
Provider Strategic and Service Disposition
Figure 27. Manufacturing & Production Strategy Consulting
Peer Group Relative Capability Strengths
Figure 28. Kennedy Vanguard of Manufacturing & Production
Strategy Consulting Providers
Figure I. Provider Capability Strength Descriptions
Table of Figures
Manufacturing and Production Strategy Consulting
Methodology
Kennedy Consulting Research & Advisory has been
researching the management and IT consulting industry for
more than 40 years. Kennedy studies the global consulting
marketplace at multiple levels. The resulting research assists
buyers of consulting services in effectively targeting best-in-
class providers. The market analyses also assist consulting
providers in identifying and evaluating business opportunities.
The groups proprietary research methodology comprises four
components:
Extensive interviews with consulting practice leaders,
fnancial analysts, consulting clients, and client-side industry
experts
Data and background material from Kennedys
proprietary library of research on the consulting industry
and individual frms
Quantitative data collection from primary and
secondary sources
Key economic data relevant to the sector(s) being
analyzed
For any specifc project, Kennedys research output is derived
predominantly from primary research.
The groups long-term relationships with consulting clients
and industry leaders are based on trust and respect.
Kennedys fundamental goal is to deliver objective
assessments and insightful viewpoints on the management
and IT consulting market.
For details, please contact your Kennedy Client Service Leader at +1.603.357.8102 or e-mail research@kennedyinfo.com.
Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic or
mechanical, without the prior written permission of Kennedy Information, LLC, a Bloomberg BNA business, Keene, NH USA.
2013 Kennedy Information, LLC 5
Defnitions Provider Capability Strengths: What Do They Mean
The consulting landscape section and profles employ the criteria described below to evaluate provider
strengths across the range of manufacturing & production strategy consulting capabilities.
Example: Provider Capability Strength Descriptions
Manufacturing and Production Strategy Consulting
For details, please contact your Kennedy Client Service Leader at +1.603.357.8102 or e-mail research@kennedyinfo.com.
Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic or
mechanical, without the prior written permission of Kennedy Information, LLC, a Bloomberg BNA business, Keene, NH USA.
2013 Kennedy Information, LLC 6
Manufacturing and Production Strategy Consulting
Defnitions Strategic and Service Orientations
STRATEGIC AND SERVICE DISPOSITION
Strategy. Outwardly oriented frms take an outside-in
approach. They start with trends in the external environment
that are driving changes in customer and competitive dynamics
and work backward into aligning manufacturing strategies,
operational excellence, and governance and operating
models. Outwardly oriented frms tend to focus on strategic
agility: the ability to respond fexibly to opportunities and
threats in the external environment.
Inwardly oriented frms take an inside-out approach. They
start with a clear assessment of companies core businesses
and capabilities and work outward to identify nearby
opportunities that align with and enhance the core business.
Inwardly oriented frms tend to focus on strategic clarity a
deep understanding of companies core businesses and
capabilities.
Service delivery. Functionally oriented frms focus their
service delivery on particular functional capabilities, typically
related to operational excellence, and apply them across
industry verticals. Industry-oriented frms concentrate their
service delivery on particular industries and seek to leverage
various functional services in these industries. Functionally
oriented frms tend to emphasize broad general principles that
have applicability across industry verticals. Industry-oriented
frms generally strive for deep granularity of services tailored to
a particular industry sector or subsector.
PEER GROUPS
Process excellence. Firms are characterized by inward
strategic and functional service orientations. Their focus on
strategic clarity and general principles in service delivery
emphasizes a consistent, disciplined, repeatable, and
generally bottom up process for aligning manufacturing
with a companys existing strategies and general functional
capabilities.
Transform the business model. Firms are characterized
by outward strategic and functional service orientations. Their
focus on strategic agility and general principles in service
delivery emphasizes cross-functional IT systems and process
redesign that enable companies to respond repeatedly to new
and often radical opportunities to transform their business
models in ways that bear little resemblance to their current
industry.
Reinvent the core. Firms are characterized by outward
strategic and industry service orientations. Their focus on
strategic agility and granularity in service delivery tends to
result in a top down approach to aligning manufacturing
with business strategies to enable companies to capitalize on
opportunities to reinvent, while simultaneously tending to, their
core businesses.
Strengthen the core. Firms are characterized by inward
strategic and industry service orientations. Their focus on
strategic clarity and granularity in service delivery emphasizes
a balance between top down and bottom up approaches to
manufacturing strategy. These frms emphasize designing
manufacturing strategies that ft with and strengthen a
companys existing business strategy and industry-specifc
capabilities, while enabling the development over time of new
core businesses.
Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic or
mechanical, without the prior written permission of Kennedy Information, LLC, a Bloomberg BNA business, Keene, NH USA.
2013 Kennedy Information, LLC 7
Consulting Firm Management Report Series
Designed for buyers of consulting services, and consulting frm leaders and
fnancial managers, Kennedys Firm Management series of reports provides
critical decision-making tools for assessing and managing consultings
determinants of revenue, proftability, cost, and overall operational performance.
Service and Competency Reports
Kennedys competency-based research examines provider capabilities at the
engagement level to inform buyers of consulting services of the strengths and
limitations of specifc providers. Te research contains:
Emerging market trends and drivers
Market forecasts and segmentation by geographic region and industries
Qualitative assessments of providers
Ranking of providers by revenue and market share
Detailed profles of the leading consultancies
Market Index Reports
Kennedys Market Index research for consulting service providers
deliver data and market intelligence with a quantitative overview of:
Market sizing and segmentation
Revenue rankings by service lines
Revenue rankings by geographic regions:
North America and Canada
Europe, Middle East and Africa (EMEA)
Asia Pacifc (APAC)
Latin America
Kennedy Information delivers relevant, accurate, meaningful, and
valuable intelligence to the business markets it serves through a variety
of media. The organization strives to over-deliver on client expectations,
develop mutually benefcial relationships with industry leaders and
infuencers, and provide value to its clients.
Published and Custom Market Research
By Service Area
Strategy Consulting
Operations
Management
Financial Consulting
IT Consulting
Human Resource
Consulting
By Industry
Financial Services
Healthcare
Public Sector
Advisory Services
Compensation
& Utilization
Benchmarking
Organizational
Development
Marketing Strategy
M&A Appraisal
Consulting Spend
Optimization
For Consulting Buyers
Consulting Firm and
Practice Ratings
Provider Capability
Mapping
Fee/Rates Analysis
Consulting Spend
Management
For details, please contact your Kennedy Client Service Leader at +1.603.357.8102 or e-mail research@kennedyinfo.com.