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1、9 T H A N N U A LIntroductionExecutive SummaryThe Economy(&The Election)Supply Chain Risk ManagementExcitement Over AI Continues,With Implementation Now Primary FocusSustainability Commitments HoldLooking AheadMeet the ExpertsAbout&Survey Methodology030408132634394041CONTENTSThe Future in the Making

2、 After four years of unprecedented global disruptions,the industry has redefined what battle-hardened,world-class manufacturing and supply chain teams need to succeed in 2024 and beyond:Greater speed and efficiency,higher revenue,lower costs,and more resilience and agility than ever before.For some,

3、that means integrating AI solutions into operations.Others are leveraging regionalization to find some kind of equilibrium.These teams face numerous pressures ranging from election uncertainty to heightened concerns about trade wars and global economic uncertainty.As in prior years,optimizing supply

4、 chain management and minimizing risk is the focus of most manufacturing leaders in 2024.However,spurred by efficiencies identified using AI and other technologies like on-demand manufacturing and some reduction in barriers to new product innovation,there are signs that the industry has found someth

5、ing closer to firmer ground in its quest for further stability and predictability.INTRODUCTIONThe last four years have redefined what top performing operations and supply chain teams need to succeed in a tough economic environment.”Dave Evans,CEO,Fictiv3EXECUTIVE SUMMARYTHE ECONOMYThis election year

6、,economic challenges most impact company strategy,labor costs,and shortages.89%say they are concerned trade wars might escalate in the next few years.47%report economic headwinds as critical to overall company strategy.39%report that labor costs and shortages remain a concern for manufacturing leade

7、rs.4SUPPLY CHAIN MANAGEMENTSupply chain management is entrenched at the forefront as barriers to innovation ease.54%say improving manufacturing and supply chain visibility is the top business priority for the third year.48%report improving supply chain resilience and agility comes in a close second.

8、15%report report they have no barriers to innovationits highest level in four years.5EXECUTIVE SUMMARYAI&MANUFACTURINGLast years enthusiasm for AI has been operationalized and is substantially impacting the industry.88%of respondents have implemented AI in manufacturing and supply chain operations.8

9、7%of respondents agree that“Implementing AI into manufacturing is vital to my companys future success.”44%report that the long-term impact of AI will enable a reduction in planned hiring.6SUSTAINABILITYResults show continued prioritization of sustainability goals and programs.77%report that the impo

10、rtance of sustainable manufacturing is increasing at their companies.53%have embedded sustainability into their company goals.42%of respondents prioritize investments in sustainable manufacturing,which has been holding steady since 2023.7THE ECONOMY(&THE ELECTION)8In 2024,the global manufacturing in

11、dustry is navigating significant economic challenges,including supply chain disruptions,geopolitical tensions,and labor shortages.These factors influence decision-making and strategic planning at every level.Economic fluctuations in consumer demand can swiftly alter production schedules,investment p

12、lans,and market strategies.Given the instability of the last few years,its unsurprising that concerns about the economy continue to impact company strategy.Survey respondents report that“economic headwinds”(inflation,interest rates,and the risk of recession)are most likely to influence their 2024 st

13、rategy,along with labor costs and shortages(39%),increasing competition(33%),and pressure to drive profitability(30%).Driven by a volatile economy and shifting company goals,companies are looking for ways to navigate significant challenges.These trends are consistent with prior years.In the past fou

14、r years,weve noticed a big shift away from growth at all costs to revenue at all costs.”Sabrina Paseman,General Partner,Omni Venture Labs47%Survey respondents report that“economic headwinds”are most likely to influence their 2024 strategy.State of Manufacturing Report 2024,Fictiv.9Which of the follo

15、wing trends MOST impact your companys 2024 strategy?Choose up to three of the following.47%45%39%33%30%26%21%12%5%Macroeconomic Trendsfig.110How concerned are you that trade wars might escalate in the next few years?Choose the one answer that most closely applies.Concern About Potential Trade WarsAr

16、e global tensions(e.g.,Russia/Ukraine conflict,tensions in the Middle East,sanctions,etc.)being considered in your companys long-term supply chain planning efforts?Choose the answer that most closely applies.Global Tensions&Supply Chain Planningfig.2fig.311THE ELECTION,TRADE WARS,&GLOBAL TENSIONS It

17、s an election year in the U.S.,but uncertainty around the election outcome only impacts a modest percentage(21%)of company strategies.Still,89%are either“somewhat”or“very”concerned about the possibility of escalating trade wars in the next few years,and 86%say global tensions are a consideration for

18、 long-term supply chain planning.These findings make sense,given that both candidates have a track record of trade policies that impact the manufacturing sector.Its also apparent that the broader geopolitical uncertainty of the last few years persists.This election year,economic challenges most impa

19、ct company strategy,along with labor costs and shortages.The Economy Key Takeaway:12SUPPLY CHAIN RISK MANAGEMENT13In light of these drivers and potential impacts,its not surprising that supply chain visibility is the number one business priority for the third year in a row,followed by supply chain r

20、esilience and agility,which displaces last years drive for improving customer experience and satisfaction.Ultimately,the ability to track a project from planning and design through prototyping and on to production is more critical than ever.“Manufacturing and supply chain leaders are focused on impr

21、oving supply chain resilience.Improving supply chain visibility and,by extension,efficiency are keys to making that happen.”Sabrina Paseman,General Partner,Omni Venture Labs“With global trade increasingly susceptible to extreme weather and regional conflicts(e.g.Houthi attacks on container ships in

22、the Red Sea),supply chain visibility and agility are as important as ever.”Andy Sherman,GM-U.S.,Fictiv14Which of these are your companys most important business priorities for 2022/2023/2024?Choose up to three of the following.Top Business Priorities 2022-2024fig.415BARRIERS TO NEW PRODUCT INNOVATIO

23、NDespite the focus on supply chain priorities,companies havent lost sight of the importance of clearing speed bumps in the path of new product innovation.While barriers to new product innovation are a persistent theme between 2021 and 2024,there are some signs of hope here.It seems that improvements

24、 to rigid internal supply chain processes have contributed to the fewest reported barriers to NPI in at least 4 years.Barriers are still a concern,however.Specifically,sourcing fast,high-quality options to manufacture low-volume builds(43%),slow feedback loops with manufacturing partners that extend

25、 production time(41%),and friction created by poor cross-functional visibility into projects(37%).We see additional improvements in the time engineers spend on vendor sourcing,management,quote,and order activities every week.Theres a notable decrease in the percentage reporting 8 or more hours,with

26、the most significant percentage spending between 4 and 6 hours per week doing these tasks.The hope is that as more technologies take hold,automation will help defray some of the time spent on procurement.162022202120232024What barriers does your organization face with new product innovation?Choose a

27、ll that apply.Barriers to New Product Innovationfig.517How much time would you estimate a typical engineer spends on vendor sourcing,management,quote,and order activities on a weekly basis?(activities include:sourcing,vetting,and onboarding new vendors;requesting quotes&DFM;following up on orders;ma

28、naging quality)Choose the one answer that most closely applies.Engineering Time on Sourcing Activitiesfig.618TECHNOLOGY SOLUTIONS TO DRIVE EFFICIENCYTo solve similar challenges,many manufacturing leaders are turning to on-demand manufacturing(72%)and/or are actively evaluating technology solutions t

29、o increase company-wide operational efficiency for new product development(77%).This speaks to the general drive to find more efficiencies overall,as well as the need for lower operational costs associated with manufacturing and supply chain management.The benefits of using on-demand manufacturing p

30、air well with top business priorities,with most respondents reporting faster development cycles(57%),improved manufacturing quality(49%),and improved transparency and visibility(48%).Another benefit is the ability to shift production to a variety of manufacturing regions around the world.Lets look a

31、t how regionalization strategies are evolving this year.What barriers does your organization face with new product innovation?Use of On-Demand Manufacturing PlatformsYesNo202472%28%“These results show that on-demand manufacturing offers greater agility,cost-effectiveness,and responsiveness to market

32、 demands.”Uday Shenoy,GM-India,Fictivfig.719Is your company evaluating technology solutions to increase company-wide operational efficiency for new product development?Choose the one answer that most closely applies.Technology for Efficient Product Developmentfig.820What benefits has your company ex

33、perienced by using on-demand manufacturing platforms?Choose all that apply.57%48%49%44%38%36%35%27%1%The Benefits of Using On-Demand Manufacturing Platformsfig.921REGIONALIZATION STRATEGY TO MITIGATE SUPPLY CHAIN RISKIt appears the momentum towards on-shoring caused by recent years global disruption

34、s,trade policies,and other economic drivers has slowed.While increasing U.S.manufacturing(on-shoring)remains the leading supply chain strategy for the third year(66%),its fallen substantially since last year.At the same time,North American production(near-shoring)has increased again this year(53%).I

35、n this case,near-shoring is defined as U.S.,Canada,and Mexico.Diversifying global manufacturing operations(off-shoring)has also gone up slightly since last year.“Onshoring is important from a sustainability standpoint,but its still costly and just isnt within the realm of economic possibility for ma

36、ny companies.”Sabrina Paseman,General Partner,Omni Venture Labs22Which of the following statements represents your companys strategy for 2024/2023/2022?Choose all that apply.Regionalization Strategy66%65%71%53%48%51%46%52%44%Where are you most likely to outsource manufacturing?Choose all that apply.

37、Regionalization Strategy GeographyMexico&Latin America(Mexico,Brazil,etc.)Northeast Asia(China,Vietnam,etc.)Eastern Europe(Poland,Czech Republic,etc.)Southeast Asia(Malaysia,Thailand,etc.)South Asia(India,Bangladesh,etc.)We do not outsourcemanufacturing47%36%31%22%20%21%fig.10fig.1123“We believe com

38、panies are trying to make their supply chains more resilient to potential geopolitical volatility,in part by moving more manufacturing to North America.”Valerie Shen,Partner&Chief Operating Officer,G2 Venture PartnersWhen asked where theyre most likely to outsource,most manufacturing leaders indicat

39、e Mexico and Latin America(47%),with additional interest shown in Northeast Asia(36%)and Eastern Europe(31%).LACK OF SUPPLY CHAIN RESOURCES Another area of focus for survey respondents is the scarcity of supply chain resources.In fact,81%identify insufficient budgets,high workforce costs,and labor s

40、hortages as hindering effective supply chain management.Coupled with the identified priorities around supply chain visibility,this is a crucial area for continued improvement.And companies are turning to novel solutions to address these shortages.24The top business priority is improving manufacturin

41、g and supply chain visibility,followed by resilience and agility.Supply Chain Key Takeaway:41%40%12%7%Lack of resources(workforce,budget,etc.)severely impacts our ability to manage our supply chain effectivelyLack of Supply Chain Resourcesfig.1225EXCITEMENT OVER AI CONTINUES,WITH IMPLEMENTATION NOW

42、PRIMARY FOCUS26“We have historically believed that manufacturing is an old-school industry that is harder for new technology to break into.Despite this,data in this years State of Manufacturing Report indicates manufacturing leaders are broadly recognizing the importance of AI.”Valerie Shen,Partner&

43、Chief Operating Officer,G2 Venture PartnersLast year,excitement about AI and other technologies drove some notable developments,including implementing and applying AI to manufacturing and supply chain operations.Building on last years excitement around new technologies and spurred by continued chall

44、enges with labor costs and shortages,improving supply chain operations has become the leading focus of AI implementations for most of the industry.This makes sense given that 84%of leaders say implementations of AI are currently providing value,although theyre split on the degree of value provided.8

45、4%leaders say implementations of AI are currently providing value.State of Manufacturing Report 2024,Fictiv.27Implementing AI(Artificial Intelligence)into manufacturing is vital to my companys future successImportance of AI in Manufacturingfig.1328VALUE OF AI TO SUPPLY CHAIN AND MANUFACTURING OPERAT

46、IONSWhen rating the value they receive from the use of AI in manufacturing and supply chain operations,43%state the value is“high”while 41%report its“marginal.”In 2024,its clear that expectations for AI have become implementations that are already generating some value.Another benefit is the ability

47、 to shift production to a variety of manufacturing regions around the world.Lets look at how regionalization strategies are evolving this year.IMPLEMENTING AI IN 202487%report that“implementing AI into manufacturing is vital to my companys future success.”And AI is the second most cited impact on co

48、mpanies 2024 strategies(45%).Supply chain management,product design,and quality control and inspections top the list of implementations.How would you rate the value your company currently receives from its use of AI for manufacturing and supply chain operations?The Value of AI In Manufacturing and S

49、upply Chain OperationsHighMarginalLowToo early to sayfig.1429In your opinion,which of the following product development and manufacturing functions will be MOST impacted by advances in Artificial Intelligence(AI)?Choose up to three of the following.2023 Expectationsfig.1530Supply chain managementPro

50、duct designQuality control and inspectionsDesign for manufacturability(DFM)Machine operationProcurementWe are not using AI in our manufacturing or supply chain operations51%47%46%40%39%30%12%In what areas of manufacturing and supply chain operations is your company using AI(Artificial Intelligence)c

51、apabilities?Choose all that apply.2024 Implementationfig.1631AI AND HIRINGPart of the ongoing excitement for AI relates to finding a solution to persistent labor shortages.In fact,the majority of companies report AI is already enabling hiring reductions,with 78%reporting that AI will help them reduc

52、e planned hiring and/or will impact hiring in the next two years.Perhaps this is why,despite the continued excitement(61%vs 65%in 2023),were also seeing a slight uptick in respondents indicating worry about the impact of AI in their functional areas(12%vs.9%).What is your personal opinion about the

53、long-term impact of AI in your functional area of the business?Sentiment Towards AI78%say AI is impacting their hiring strategyState of Manufacturing Report 2024,Fictiv.fig.1732Leaders continue to be excited by AI but have moved toward implementation-especially in supply chain operations.AI Key Take

54、away:“The value of AI is the ability to take on rote,mechanical tasks that happen in manufacturing and supply chain management,and refocusing individuals on doing higher-level,more productive,creative work.”Dave Evans,CEO,Fictiv33SUSTAINABILITY COMMITMENTS HOLD34Given the continued economic and work

55、force concerns highlighted since last years Sustainability in Manufacturing Report,its notable that prioritizing investments in sustainable manufacturing remains steady for a second year for 42%of respondents(fig.4,Supply Chain Risk Management.)Smaller companies still trail their larger peers,and th

56、eres a continued rounding-out of the stated importance of sustainable manufacturing since 2021,with fewer reports of it increasing to the highest levels of corporate history and a significant increase in those who report no change in importance.Compared to last year,this years responses indicate a b

57、etter consensus among executive leadership as functional leaders tackle the realities of championing sustainability in a challenging economic environment.The tension between sustainability aspirations and the reality of the true costs is a factor that has huge implications for the ability of compani

58、es to achieve their sustainability goals.“From a carbon reduction standpoint,on-shoring or near-shoring makes sense.From a cost perspective,it might be more economical to manufacture in China or Mexico.Thats what most supply chain leaders are confronting-the tension between sustainability and cost.”

59、Nate Evans,CXO&Co-Founder,Fictiv35How is the importance of sustainable manufacturing changing at your company in 2024/2023/2021?Choose the one answer that most closely applies.Importance of Sustainable Manufacturingfig.1836ACTIONS TO ACHIEVE SUSTAINABILITY GOALSWhereas last years survey focused on c

60、hallenges,we wanted to learn more about how companies are tackling their sustainability goals this year.Although only 34%have set a net-zero or carbon reduction goal,embedding sustainability in company values(53%)and developing a formal plan(52%)are critical to progress.In contrast to the 31%who rep

61、orted having“no practical plan”last year,45%of this years respondents have developed or adopted standardizing reporting models.“Its clear that companies are setting sustainability goals and taking action,and the vast majority feel sustainable manufacturing is increasing in importance”Valerie Shen,Pa

62、rtner&Chief Operating Officer,G2 Venture Partners53%have embedded sustainability into company values and practices to achieve their sustainability goals.State of Manufacturing Report 2024,Fictiv.37Which of the following actions has your company taken to achieve your sustainability goals?Choose all t

63、hat apply.Actions to Achieve Sustainability GoalsEmbedded sustainability into company values and practicesDeveloped a formal planDeveloped or adopted a standardized reporting modelSet a net-zero or carbon reduction goalMy company hasnt taken action,although we have sustainability goalsMy company doe

64、snt have anysustainability goals53%52%45%34%9%3%Results show continued prioritization of sustainability goals and programs.Sustainability Key Takeaway:fig.1938LOOKING AHEADSupply chain and manufacturing leaders face persistent challenges and economic uncertainty,which is exacerbated by election year

65、 considerations.Yet there are reasons to be optimistic,including the increased availability of technology solutions like on-demand manufacturing and AI.Gaining visibility,resiliency,and agility and embracing new technologies to solve manufacturing and supply chain challenges is critical to success.T

66、he convergence of these innovative trends heralds a transformative era in manufacturing.Adaptability and continual innovation will give businesses a significant competitive advantage in 2024 and beyond.“To meet their increasingly aggressive revenue and cost targets,supply chain teams need to be agil

67、e,find operational efficiencies,and utilize technology to surface opportunities for savings in 2024 and beyond.Its clear were at an inflection point where those embracing change will win!”Dave Evans,CEO,Fictiv39MEET THE EXPERTSEvery year,we ask experts to offer insights and analysis of the State of

68、Manufacturing findings.This year we were assisted by the following:Valerie ShenPartner&COO,G2 Venture PartnersDave EvansCEO&Co-Founder,FictivNate EvansCXO&Co-Founder,FictivSabrina PasemanGeneral Partner,Omni Venture LabsUday ShenoyGM-India,FictivAndy ShermanGM-U.S.Fictiv40SURVEY METHODOLOGYThis is F

69、ictivs ninth annual report conducted with Dimensional Research.The report surveyed 178 Director-level decision-makers who work in engineering,supply chain,R&D,and digital innovation roles for companies that produce consumer electronics,medical devices,automotive,industrial and robotics,aerospace,or

70、energy.For more trends and updates on the manufacturing industry,download the full 2024 State of Manufacturing report here.ABOUTFictivFictiv is a global manufacturing company that simplifies sourcing for custom manufacturing,from prototype to low-volume production.Through its highly-vetted manufactu

71、ring network,AI-powered technology platform,and global operations centers across the USA,Mexico,India,and China,Fictiv delivers fast,high-quality custom manufacturing services from quote to delivery.Fictivs capabilities span the full mechanical bill of materials,including Injection Molding,Compressi

72、on Molding,3D Printing,CNC Machining,Urethane Casting,Die Casting,and Sheet Metal.To date,Fictiv has delivered more than 30 million commercial and prototype parts for early-stage companies and large enterprises alike,helping them innovate faster,free up precious resources,and drive profitable growth

73、.41Dimensional ResearchDimensional Research provides practical market research to help companies make smarter business decisions by delivering actionable information to reduce risks,increase customer satisfaction,and support growth.Whether launching a new product into the marketplace or desiring fre

74、sh insights from buyers,our research services help companies gain a clear understanding of customer and market dynamics.G2 Venture PartnersG2 Venture Partners is a venture and growth firm investing in transformative technology companies,like Fictiv,at their inflection points building a sustainable f

75、uture.We support entrepreneurs who are unlocking new paths to environmentally and socially responsible economic growth.Omni Venture LabsOmni Venture Labs is a“first check”DeepTech VC.Led by former Apple product and manufacturing experts,our mission is to invest at the frontier of Sustainable Industrials+AI,Robotics,and Automation.422024Fictiv Inc.