世界經濟論壇（WEF）：2022年全球價值鏈抗風險能力報告（英文版）（34頁）.pdf

1、Charting the Course for Global Value Chain ResilienceW H I T E P A P E RJ A N U A R Y 2 0 2 2In Collaboration with KearneyContentsForewordExecutive summary1 The resiliency compass2 Five key resilience profiles for continuous adaptation 2.1 The collaborator2.2 The planner2.3 The enhancer2.4 The adapt

2、er2.5 The provider3 The way forward: future-proofing global value chains through public-private cooperationContributorsAcknowledgementsEndnotes3458111417212427 303133Images: Getty Images 2022 World Economic Forum. All rights reserved. No part of this publication may be reproduced or transmitted in a

3、ny form or by any means, including photocopying and recording, or by any information storage and retrieval system.Disclaimer This document is published by the World Economic Forum as a contribution to a project, insight area or interaction. The findings, interpretations and conclusions expressed her

4、ein are a result of a collaborative process facilitated and endorsed by the World Economic Forum but whose results do not necessarily represent the views of the World Economic Forum, nor the entirety of its Members, Partners or other stakeholders.Charting the Course for Global Value Chain Resilience

5、2ForewordAs the adage says, a chain is only as strong as its weakest link, and when it comes to the current state of global value chains, weakness is evident everywhere upstream and downstream. From shortages of key materials, extended order backlogs and constrained distribution capacity to labour s

6、hortages, the functioning of even the most carefully designed supply chains is being challenged. Companies need to develop new approaches and capabilities if they are to navigate the current and future disruptions. No industry is insulated from the global disruptions that are occurring. And while is

7、sues affect various industry sectors in different ways (and therefore necessitate disparate responses), there are unique opportunities for pioneers to build resilience and shape the supply chains of the future. The World Economic Forum, in collaboration with Kearney, has been working with a communit

8、y of more than 400 manufacturing and supply chain leaders to determine how manufacturing companies can best move beyond responding reactively to disruptive forces towards proactively addressing the root causes of disruption in order to ensure long-term and sustainable resilience. Through our work ac

9、ross industries and geographies, this paper describes five distinct profiles of resilience leadership in order to help companies confidently chart a course forward with focus and action.We trust this work will further advance ongoing global discussions by highlighting key learnings and providing act

10、ionable strategies for both manufacturing companies and policy-makers alike as we move forward together to forge the future of value chain resilience.Francisco Betti Head of Shaping the Future of Advanced Manufacturing and Value Chains, Member of the Executive Committee, World Economic ForumPer Kris

11、tian Hong Managing Director and Partner, Strategic Operations and Disruption, World Economic Forum Relationship Leader, KearneyCharting the Course for Global Value Chain ResilienceJanuary 2022Charting the Course for Global Value Chain Resilience3Executive summarySupply chain disruptions continue to

12、destabilize global value chains and are undermining the prospects of long-term growth and prosperity. In a fast-changing world, manufacturing companies are now forced to design and roll out new strategies, and to develop the right set of capabilities, to build resilience across their entire value ch

13、ains.In July 2021, building on insights from a survey carried out with more than 400 senior executives in operations and supply chains and consultations with more than 40 members of the World Economic Forums Platform for Shaping the Future of Advanced Manufacturing and Value Chains, the Forum publis

14、hed, in collaboration with Kearney, The Resiliency Compass: Navigating Global Value Chain Disruption in an Age of Uncertainty.1 This new framework aims to help manufacturing organizations assess their current level of resilience across eight dimensions: portfolio excellence, customer orientation, fi

15、nancial viability, go-to-market versatility, logistics flexibility, manufacturing adaptability, supplier diversity and advanced planning. Since then, companies have been using the framework to identify priorities and the actions needed to prepare for and respond to future disruptions. In this new wh

16、ite paper, the resiliency compass was deployed with surveyed firms and clear patterns of manufacturing companies with similar resilience attributes were observed. These patterns led to the identification of five distinct industry-agnostic resilience profiles: the collaborator, the planner, the enhan

17、cer, the adapter and the provider. Each of these profiles reflects distinct priorities and leadership approaches to starting and navigating a resiliency journey.To help firms build and implement new resilience efforts and roadmaps, a series of strategy playbooks were co-developed in close collaborat

18、ion with the companies engaged in the Platform for Shaping the Future of Advanced Manufacturing and Value Chains. These playbooks outline the set of actionable strategies employed by leaders within each resilience profile to fortify their value chain.As companies accelerate their efforts towards bui

19、lding resilience, it is important to highlight that some of the challenges and related disruptions being faced cannot be addressed in isolation. The combination of megatrends that continue to threaten the future of production and value chains from the climate crisis to geopolitical tensions and emer

20、ging technologies is forcing companies to partner with a broader set of stakeholders, beyond those involved in their own production ecosystems. In particular, strengthened public-private and global dialogue and cooperation will be required to address the root causes of disruption and help shape a ne

21、w generation of industrial policies and strategies. Moving forward, the World Economic Forum will continue to work closely with stakeholders at the country, regional and global level by providing a unique and neutral space to help businesses and governments upgrade their manufacturing and industrial

22、 strategies. The resilience profiles and associated strategy playbooks will support the incubation of new partnerships around the following opportunities for strengthened public-private collaboration: new regulations and policies; technology dissemination and innovation; strategic investments; and d

23、emand environment.Charting the Course for Global Value Chain Resilience4The resiliency compass1Resilience in global value chains can be broken down into eight unique dimensions, each of which provides an opportunity for leadership.Charting the Course for Global Value Chain Resilience5The world econo

24、my is facing a perfect storm of disruptive megatrends, ranging from the climate crisis to geopolitical tensions and emerging technologies, which are challenging the foundations on which global value chains are built. To prepare for and respond to these challenges, a greater sense of resilience and s

25、hared responsibility is needed. The previous white paper, The Resiliency Compass: Navigating Global Value Chain Disruption in an Age of Uncertainty,2 introduces the resiliency compass (Figure 1), a framework for manufacturing companies to define new priorities and prepare to respond to future disrup

26、tions. The paper captures insights from a survey carried out with more than 400 senior executives in operations and supply chains and consultations with more than 40 members of the World Economic Forums Platform for Shaping the Future of Advanced Manufacturing and Value Chains. The resiliency compas

27、sFIGURE 1HighPortfolio excellenceLowCustomer orientationAdvanced planningSupplier diversityManufacturing adaptabilityLogistics flexbilityGo-to-market versatilityFinancial viability12345678Source: World Economic Forum, The Resiliency Compass: Navigating Global Value Chain Disruption in an Age of Unce

28、rtainty, 2021Charting the Course for Global Value Chain Resilience6The eight dimensions of the resiliency compass break down the challenge of building stronger value chains into manageable pieces:1. Portfolio excellence.Focus on product availability through active portfolio management2. Customer ori

29、entation.Level of diversity and geographic proximity of demand3. Financial viability.Transparency on financial health across the end-to-end value chain4. Go-to-market versatility.Ability to serve demand through diverse channels5. Logistics flexibility.Visibility and flexibility across warehousing an

30、d distribution6. Manufacturing adaptability.Production network designed with resiliency in mind7. Supplier diversity.Multiple and diverse sources of supply8. Advanced planning.Ability to rapidly sense shifts in supply and demand and pivot appropriatelyThroughout 2021, companies have been using the r

31、esiliency compass framework to understand their level of resilience across the eight dimensions and identify the main areas that need improvement if they are to increase their resilience. As demonstrated in the previous white paper, the results of the analysis of surveyed firms using the compass sho

32、wed that only 12% of companies the resilience leaders are sufficiently protected against future disruptions. Some 36% of surveyed companies the resilience laggards demonstrate a need to take immediate action along the dimensions of the compass to build resilience, while the remaining 52% are mainstr

33、eam players that fit in between.Charting the Course for Global Value Chain Resilience7Five key resilience profiles for continuous adaptation2These profiles include proven actionable strategies employed by leaders to create long-term resilience.Charting the Course for Global Value Chain Resilience8In

34、 this new white paper, the resiliency compass was deployed with surveyed firms the leaders, laggards and mainstream categories described in the previous section and clear patterns of manufacturing companies with similar resilience attributes were observed. These patterns led to the identification of

35、 five distinct industry-agnostic resilience profiles, which reflect distinct priorities and areas of strength in the dimensions of the compass, helping to shed light on and make resilience-building more accessible to all manufacturing companies. They are: the collaborator, the planner, the enhancer,

36、 the adapter and the provider. Each of these five profiles is characterized by extreme scores in different dimensions of the framework, with leaders being extremely resilient and laggards experiencing fragility (Figure 2). The five resilience profilesFIGURE 2The collaboratorCharacterized by strong s

37、upplierrelationships and partnerships1The plannerCharacterized by sophisticated riskmanagement and planning capabilities2The enhancerCharacterized by a high degree of flexibility within the production and distribution network3Charting the Course for Global Value Chain Resilience9In this analysis, it

38、 was found that resilience leaders from the survey were distributed evenly among the five profiles, with 19% being collaborators, 19% planners, 24% enhancers, 21% adapters and 17% providers. Working together with the community, and based on the survey results, led to the co-development of a series o

39、f strategy playbooks. These feature a proven set of leading strategies associated with each resilience profile to further help firms implement new resilience efforts and roadmaps. It is important to note that companies rarely fit neatly into one profile and often have elements of many. The upcoming

40、sections look closely at the characteristics of each profile to unpack and understand each in further detail, understand the main challenges they face and shed light on the selected winning strategies applied by leaders within each profile.The adapterExpert in simplifying the product portfolioand co

41、mponent requirements4The providerCharacterized by a high degree of go-to-market agility across channels5Source: World Economic Forum and Kearney, Global Value Chain Disruption Study, JanuaryJune 2021Charting the Course for Global Value Chain Resilience10The collaborator2.1Collaborators are character

42、ized by extreme scores in supplier diversity and logistics flexibility. Leaders with this profile demonstrate advanced supplier relationships and a high degree of flexibility in logistics, whereas laggard collaborators experience fragility in those areas (Figure 3).The collaborators position on the

43、resiliency compassFIGURE 3HighPortfolio excellenceLowCustomer orientationAdvanced planningSupplier diversityManufacturing adaptabilityLogistics flexbilityGo-to-market versatilityFinancial viability12345678HighPortfolio excellenceLowCustomer orientationAdvanced planningSupplier diversityManufacturing

44、 adaptabilityLogistics flexbilityGo-to-market versatilityFinancial viability12345678LaggardLeaderSpecific fragilepoints identifiedHigh level of resiliency identifiedLaggard company profileLeader company profileResilient pointsFragile pointsLowSource: World Economic Forum and Kearney, Global Value Ch

45、ain Disruption Study, JanuaryJune 2021Characterized by strong supplier relationships and partnershipsCharting the Course for Global Value Chain Resilience11The collaborator strategy playbookFindings from the global survey, as well as consultations with senior executives in operations and supply chai

46、ns, led to the identification of nine proven strategies that have been implemented by successful collaborators to strengthen their supplier relationships and logistics, from R&D and product design collaboration to sourcing diversification (Figure 4).Selected winning strategies applied by collabo

47、rator leadersFIGURE 4LeadersLaggardsThe collaboratorQuantify and map core supplier dependenciesCollaborate closely withR&D and product designEstablish consistent secondsource across regionsStreamline the qualificationand onboarding of suppliersShift portion of supplysource to new suppliersPromot

48、e adoption ofdigital applications (e.g.shipment-tracking technology)Invest to build strategic supplier relationshipsIncrease flexibility inlogistics (e.g. repurposeassets and capabilities)Drive multi-tier supply-chain visibility and transparency194%58%83%32%64%40%63%10%54%19%50%35%45%30%42%16%38%27%

49、Source: World Economic Forum and Kearney, Global Value Chain Disruption Study, JanuaryJune 2021Collaborator challengesFor the collaborator, the main risks of exposure to disruption stem from: Dependency on a limited group of suppliers, which may be due to a small pool of suitable suppliers, a concen

50、tration of suppliers in one geographic area or a lack of transparency across the supply chain. Long and complex supply chains, generating higher transaction costs and making the qualification of new suppliers more challenging. This heightens the risks of supplier concentration and presents a barrier to agil