The textile, apparel and footwear industry is not only concerned about getting solid financial results, but also about managing collections, global sourcing and availability. To stay competitive in this environment requires to master various challenges:

• Technology enabled customers with fast changing demand patterns
• Ability to design, plan and replenish products for new markets
• Ability to handle omnichannel fulfilment: global availability, inventories and replenishment
• Derisking and protecting the Brand from scandals and reputational damage
• Coping with new regulatory and multistakeholder requirements

Leading companies actively manage the challenges and focus on building capabilities:

• Leverage digitalisation to understand and respond to demand patterns
• Ability to quickly adjust designs and supply chain, based on product sales feedback
• Create circular products to reduce environmental impact and product cost
• Omnichannel fulfilment: global availability, inventories and replenishment
• Protect the Brand through comprehensive supply chain sustainability
• Establish a comprehensive workplace code of conduct for manufacturing suppliers.
• Improve worker well-being initiatives
• Improve fair wages through elimination of interim steps (Middlemen) that take part of the price
• Increase supply chain compliance and transparency
• Reduce resource intensity (water, soild, pesticides, chemicals, …)

• Improved profitability of 6-8 % through integrated value chain strategies
• Cost reduction of 12-15 % of COS through sustainable cost reduction
• Reduced ecological and societal impact of 6-8 % through sustainable product innovation

The capital equipment industry faces multiple challenges in a marketplace that is no longer stable and that gets disrupted by new technologies. Competitiveness in this volatile market requires to manage multiple challenges:

• Increased global volatility in customer demand
• Being agile in responding to demand, through largely outsourced supply chains
• Coping with increasing product complexity (machines, spare parts)
• Finding new sources of revenues beyond hardware sales

• Improved profitability of 6-8 % through integrated value chain strategies
• Cost reduction of 12-15 % of COS through sustainable cost reduction
• Reduced ecological and societal impact of 6-8 % through sustainable product innovation

The electronics and high tech industry needs to manage multiple challenges in a marketplace that got more volatile and is constantly faced by technological dispruptions. Competitiveness in a very fast and volatile market requires to have distinct capabilities:

• Understanding and responding to a volatile demand environment
• Managing largely outsourced supply chains for agility and responsiveness
• Reducing product complexity through platform approaches
• Moving revenue models from hardware to software/services

• Improved profitability of 6-8 % through integrated value chain strategies
• Cost reduction of 12-15 % of COS through sustainable cost reduction
• Reduced ecological and societal impact of 6-8 % through sustainable product innovation

The food and beverage industry is constantly faced with rising expectations from multiple stakeholders. Competitiveness in in this multistakeholder environment requires to building distinct capabilities:

• Ensuring product quality and availability
• Managing largely outsourced supply chains for agility and responsiveness
• Transparently managing concerns of product and supply chain sustainability

• Improved profitability of 6-8 % through integrated value chain strategies
• Cost reduction of 12-15 % of COS through sustainable cost reduction
• Reduced ecological and societal impact of 6-8 % through sustainable product innovation

Companies that produce industrial products need to manage multiple challenges in a marketplace that got more volatile and is faced by technological dispruptions. Competitiveness in a very fast and volatile market requires to have distinct capabilities:

• Constantly delivering product innovation
• Managing largely outsourced supply chains for agility and responsiveness
• Reducing product cost and environmental impacts
• Moving revenue models from hardware to software/services

• Improved profitability of 6-8 % through integrated value chain strategies
• Cost reduction of 12-15 % of COS through sustainable cost reduction
• Reduced ecological and societal impact of 6-8 % through sustainable product innovation

The transportation and logistics industry is not only concerned about the financial bottom line, but also in the environmental footprint of their operations and supply chains. To be able to compete in a very tight market, companies have to address a number of challenges:

• Further globalization of supply chain networks
• Supporting the relocation of client production sites
• Reducing energy intensity
• Increasing speed to support customer objectives
• Real time control to cope with disruptions and congestions

What leading companies do:

• Invest in building sustainable supply networks
• Improve transparency and collaboration
• Utilize technology and digitization to cope with customer requirements

• Improved profitability of 6-8 % through integrated value chain strategies
• Cost reduction of 12-15 % of COS through sustainable cost reduction
• Reduced ecological and societal impact of 6-8 % through sustainable product innovation