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1、TABLE OF CONTENTSExecutive SummarySupply Chain Innovations and EfficienciesConclusionAlternative Supply Chain Models: A Move Toward Stability and ResilienceAppendix: Data, Methodology and DemographicsAnn Marie Uetz | Head of Foley Coronavirus Task ForceNearlyof respondentsandCONSOLIDATION AS A RISK
2、MITIGATION STRATEGYof those working for midsize companies (between 500-5,000 employees)一said they will explore options for mergers, acquisitions or joint ventures in the next year (Q3).11“The current recession provides an opportunity for some suppliers to acquire companies that are financially or op
3、erationally distressed, building out a vertical platform for their supply. Although the depth and extent of distress within the manufacturing industry remains unknown, there will most certainly be at least some companies that will not have the capital to continue to operate, providing acquisition op
4、portunities for otherswhether through an out-of-court sale or a bankruptcy sale,“The industry has already seen some manufacturers engage with investment bankers to market their distressed companies for sale, in some cases at the insistence of the current lender who wants to exit its loan facility.20
5、20 Global Supply Chain DisruptioH and Future Strategies Survey ReportDIVERSIFYING SUPPLY CHAINSRethinking China, Reshoring, and NearshoringManufacturers are looking not only to multi-source products, but also to diversify where those sources of supplies are located geographically.Foley & Lardner LLP
6、Kate Wegrzyn | Co-Chair of Foleys Coronavirus Task Force and Co-Chair of the Supply Chain TeamCompanies that previously diversified their international supply chains in response to the U.S.-China trade war were better positioned to mitigate the effects of the pandemic. That said, companies may also
7、benefit from retaining certain processes in China while relocating others in a strategic manner that disperses risks of disruption JThe most well-documented shift, in light of the pandemic and an ongoing trade war, has been the move away from China. Of our survey respondents who have operated in Chi
8、na, 59% have e计her already withdrawn from the country, are in the process of doing so or are considering it (QI 1).These findings correlate with broader economic trends. For instance, in 2019, the total manufactured goods imported to the U.S. from low-cost countries in Asia (including China), as a p
9、ercentage of U.S. manufacturing gross output declined for the first time since 2011 according to Kearneys seventh annual Reshoring Index. That same year, a survey conducted by AmCham China, AmCham Shanghai, and PwC China found that 90% of large American companies operating in China said they had bee
10、n affected by the U.S.-China trade dispute.“Companies that previously diversified their international supply chains in response to the U.S.- China trade war were better positioned to mitigate the effects of the pandemic/1 Wegrzyn said. uThat said, companies may also benefit from retaining certain pr
11、ocesses in China while relocating others in a strategic manner that disperses risks of disruption.HAs more and more manufacturers and suppliers leave China, they will need to analyze a number of factors when deciding where to go next. According to our respondents, the number one consideration in det
12、ermining a region from which to source goods or services is logistics, including shipping costs and lead times for deliveries (65%), followed by labor costs and availability (44%), geographic proximity (44%), and trade issues and tariff rotes (36%) (Q9).FOR COMPANIES MOVING PRODUCTION OR SOURCING OU
13、T OF CHINA, MOST ARE LOOKING TO RESHORE TO NORTH AMERICAThe result of this analysiscombined w计h rising labor and logistics costs in Asia and the ongoing trade war with Chinahas。什en led companies to move supply chains closer to home.In the U.S.一to where 74% of respondents who are leaving China are mo
14、ving (or considering moving) production or sourcing of goods and services (Q12) manufacturers may find improved coordination and control over processes and products, as well as ample infrastructure and intellectual property protections. This may very well outweigh the cons of higher labor costs, the
15、 lack of skilled manufacturing workers and heightened regulation.Nearly half (47%) of respondents moving out of China are looking to Mexico, the growing popularity of which is evidenced by the $13 billion increase in U.S. manufacturing imports from Mexico from 2018 to 2019 reported by Kearney. This
16、also aligns with one of the key findings of Foleys 2020 International Trade and Trends in Mexico Survey Report, in which the majority (67%) of the 160 executives responding had moved, planned to move, or considered moving some operations to Mexico as a result of global trade tensions. Mexico carries
17、 many of the logistical benefits of nearshoring, despite some concern over the costs of importing certain raw materials and the potential need for increased security, among other factors.Canada (24%), Vietnam (12%), Brazil (9%), and India (9%) were also selected by respondents as alternatives to Chi
18、na (QI2).47%Mexico24%Canada74%United States142020 Global Supply Chain Disruption and Future Strategies Survey ReportFoley & Lardner LLPhave already done so22%are in the process of doing soare considering itMost respondents who have operated in China are looking at withdrawing production or sourcingS
19、UPPLY CHAINInnovations and EfficienciesWhen it comes to the how”how to improve relationships with suppliers, how to save on costs by moving operations in-house, how to proactively mitigate risk from future disruptions-implementing advanced supply chain innovations and technologies are high on the li
20、st of solutions for manufacturing executives.162020 Global Supply Chain Disruption and Future Strategies Survey Report47%Are considering new tools or applications that improve supply chain visibility and trackingOn the process innovation side of the resilience improvement equation, our survey shows
21、that improving key business partner relationships (42%) and multi-sourcing to reduce reliance on a single supplier for key products and services (39%) are at the top of activities being executed on or considered by responding executives to address supply chain resilience (Q3).As James Kalyvas, Foley
22、s Chief Innovation Partner and Chair of the Technology Transactions & Outsourcing Practice, said, The recognition among companies of the value of multi-sourcing, or creating targeted supplier marketplaces as we often refer to the process, is not surprising as we have found multi-source relationships
23、 provide a very low-cost and highly effective approach to enhancing supply chain resilience.”New technologies have long been making their way into supply chains, however slowly一and COVID-19 may accelerate this trend. Nearly half of all respondents (47%) are considering new tools or applications that
24、 improve supply chain visibility and tracking, and 39% are looking to operational analytics to better track business metrics and indicators.Foley & Lardner LLPSignificant numbers are also considering reconfigurable manufacturing systems (29%), automated production scheduling/planning (28%), Al/robot
25、ics technologies that streamline processes (27%), digital supply networks to anticipate disruptions (20%), and even blockchain (and other new technologies) to redefine transactions (16%) (QI3). This is especially true for larger companies; almost across the board, the more employees a respondents co
26、mpany had, the more interested its leaders were in technology.Examples abound when it comes to prominent manufacturers putting such technologies into practice. Proctor & Gamble, for instance, uses enterprise applications, advanced analytics, and Al technology to facilitate end-to-end supply chain pl
27、anning-connecting headquarters, manufacturing plants, distributors and retailers operating in over 180 countries. This technology allows supply managers to access one source of data for tracking purposes, while real-time visibility reduces inventory and underutilization across the chain.17Meanwhile,
28、 in ce什。in industries (e.g.z food and beverage), blockchain applications are being used to ensure efficient and comprehensive compliance with stringent regulations.A bevy of other technologies have become especially useful today when, due to COVID-19, 43% of respondents are concerned about safety is
29、sues that come along with bringing employees back on-site (Q2). For example, cobots, or ucollaborative robots”一which can reduce human handling of materials on assembly lines by up to 75%are being used by automotive companies like Fiat, Renault, BMW, and Ford to improve overall efficiency. FedEx now
30、uses virtual reality in employee training, creating entire warehouse environments where trainees can simulate work and practice safety measures.As companies adopt more technology and automation into their production processes, they will be better equipped to manage each element of the supply chain i
31、mpacted by disruptions and to mitigate risk in a proactive and timely manner. But benefits from technology investments are often difficult to realize, as the total cost of ownership and outcomes often fail to align with the vendors promises. uTo realize the benefits of technology initiatives, the ef
32、forts need to be structured for success from the outset,n said Kalyvas. uThat means identifying clear business objectives, tying payment to performance and outcomes that achieve the objectivesz and ensuring effective internal management of the implementotion.”TECHNOLOGICAL INNOVATIONS TOIMPROVE SUPP
33、LY CHAIN EFFICIENCY47%Tools or applications that improve supply chain visibility/tracking39%Operational analytics to better track leading and lagging business metrics and indicators29%Reconfigurable manufacturing systems to increase adaptability to market demands“To realize the benefits of technolog
34、y initiatives, the efforts need to be structured for success from the outset. That means identifying clear business objectives, tying payment to performance and outcomes that achieve the objectives, and ensuring effective internal management of the implementation J James Kalyvas | Foleys Chief Innov
35、ation Partner and Chair of the Technology Transactions & Outsourcing Practice182020 Global Supply Chain Disruption and Future Strategies Survey ReportConclusion28%Automated production scheduling/planningWhat will supply chains of the future look like?Perhaps, as we have seen, they will be more focus
36、ed on resilience and stability than cost. Perhaps they will move closer to where their customers are located (and away from China). Perhaps chains will be more communicative, more transparent. For some, maybe there will even be more suppliers than before.27%Al/robotics technologies that streamline p
37、rocesses and manufacturingTechnology may take center stage, helping manufacturers across industry sectors bring ce什oin functions in-house, reduce costs and better track the movement of their products across the world. And with these and other shifts will come new contracts, new partnerships, and, po
38、tentially, new liabilities.Of course, no one industry-or company-is alike. Automakers, for instance, seem to be more interested in supplier visibility and less keen on multi-sourcing and diversifying than their general manufacturing counterpoints, according to our survey. Other verticals will have t
39、heir own unique set of preferences, challenges, risks, and opportunities.In any cose, supply chains of the future will very likely look quite different than they do today. With that in mind, perhaps the real question business leaders should be asking is: What am I doing-and what can I do-to best pre
40、pare for this imminent change?Foley & Lardner LLP19APPENDIXData, Methodology and DemographicsIn June and July of 2020, 143 professionals completed the 2020 Global Supply Chain Disruption and Future Strategies Survey conducted by Foley & Lardner LLP. Respondents were screened for those that had invol
41、vement in supply chain management at their companies and were primarily based in the U.S. (78%) and Mexico (18%).20Global Supply Chain Disruption and Future Strategies Survey ReportAUTHORSFor more information, please contact any of the partners below.Ann Marie UetzHead of Foleys Coronavirus Task For
42、ce313.234.7114auetzJames KalyvasFoleys Chief Innovation Partner and Chair of the Technology Transactions & Outsourcing Practice213.972.4542jkalvvasVanessa MillerCo-Chair of Foleys Coronavirus Task Force and Co-Chair of the Supply Chain Team313.234.7130vmillerrKate WegrzynCo-Chair of Foleys Coronavir
43、us Task Force 4 d 0nd Co-Chair of the Supply Chain Team M 414,297.5778kwegrzynfole/.comRespondents identified their industry as:Automotive22%Manufacturing (General)22%Transportation and LogisticsHealth Care/ Medical Products12%SoftwareConsumer GoodsHeavy EquipmentRespondents identified their title o
44、r department as:35%CEO/President/Owner13%Chief Technology Officer13%Compliance Department12%Chief Information Officer/Chief Innovation Officer11%Legal DepartmentChemicalFashion, Apparel, and BeautyOther (e.g.z Energy, Aerospace, Raw Materials)9%Finance Department2%Marketing/Sales/Business Developmen
45、t4%OtherFoley & Lardner LLP21Which of the following describes your company? (select all that apply)Original Equipment Manufacturer (OEM) 31%27%How many employees does your company have worldwide?25%One to 100 Employees23%222020 Global Supply Chain Disruption and Future Strategies Survey ReportComple
46、te Survey ResultsQI: Which of the following best describes your companys efforts to implement or strengthen contingency plans for a potential second wave of COVID-19 and/or other future disruptions?We already have a targeted task force to address contingency plans33%We are currently undertaking or have already undertaken a dedicated enterprise-wide effort50%We are not addressing contingency plans at this time7%We have some key employees looking into contingency pl