Being able to execute on a local growth strategy requires developing local capabilities across functions like manufacturing, R&D, and distribution, while maintaining the advantages of scale and consistency in operations around the world. Half of US CEOs wish they could devote more time to developing their overseas operations.
Those successfully balancing their global capabilities with local opportunities are showing a distinct shift in mindset and approach. Consider recent US-China cross-border deals: they combine US experience and expertise with attributes only local Chinese partners can offer, such as relationships to secure government support and distribution networks that penetrate inland regions.
The OECD’s base erosion and profit shifting (BEPS) project is likely to spur the most significant changes to the taxation of international business in nearly 30 years. Multinational companies may see an increased tax burden around the world, and there’s a strong likelihood that rule changes will affect the optimal structure for your global operations. Over the next several years, BEPS-related law changes likely will cause your company to see upward pressure on effective tax rates and cash tax outlays. While the OECD BEPS project will be finalizing recommendations through December 2015, some countries have already begun implementing changes to their tax systems. Companies will need to begin assessing the impact on business operations now.
With change the constant—regulation, technology, competitors—CEOs prep their companies for cost transformation and strategic investing.
When carrying out supply chain network modelling projects in emerging markets, there are a number of challenges to be considered and managed. This paper describes how a sample of these can be overcome.
Ever wonder why some companies consistently deliver while others disappoint? Faced with the same market, stocked with similar talent, one organization flourishes, while the other flounders. By understanding what makes your organization tick and where there might be breakdowns to address, you and your employees can truly deliver on your strategic intent.
After recent years of focus on reducing product and supply chain costs, high performing product manufacturing companies are now taking a structured look at service supply chain operations. Traditionally, the service supply chain for these original equipment manufacturers has been perceived by company officers as hard to manage: a “cost of doing business” and a “second tier driver of business value”. Often, these operations have been an afterthought for creating competitive advantage since spending often exceeds reserves, inventory write-offs are common and customer experience ratings of post-sale services are traditionally weak.
But it doesn’t have to be that way.
Sustainability has been on the executive agenda for years and it’s now one of the fastest-growing supply chain management trends. More than two-thirds of 500 supply chain executives say it will play an important role in how they manage their supply chains through 2015. When PwC and APICS Foundation decided to explore what the people responsible for executing on these strategies would say about the topic, an interesting picture emerged. Thirty-nine percent of APICS members, the leading association for supply chain and operations, say company leadership is not providing the mandate, incentives, and resources to turn supply chain sustainability into action. Read this report to find out more.
In 2008 and 2011, our tri-annual M&A Integration survey reports underscored the need for early planning and an accelerated transition as critical factors for successful integration.
This 2014 survey report confirms these factors remain in today’s deals, and offers additional insights – showing that while early planning and rapid transition remain important, the commitment to integration completion over the long-term can be the deciding factor for deal success.
Businesses depend on service providers to handle confidential data, run essential business processes, and manage critical technology. This can leave businesses vulnerable to service provider breakdowns. The result can be the providers’ clients violating regulations and even losing customer trust. Yet many businesses may know less than they realize about their service providers’ controls. This 10Minutes discusses how SOC 2 and SOC 3 reports can give businesses the picture they need to have solid confidence in their service providers.
It’s an opportunity hidden in plain sight. In 10Minutes on transforming the tax function, we discuss how the tax function is often overlooked as an area for improvement, unlike more obvious choices such as supply chain or business services. However, shining a light on the tax group can reveal untapped opportunities where changes in technology, process, people, and data can lead to benefits for the broader business.
New research shows that high-performing supply chains can achieve sales and revenue growth while managing costs. That sounds like a tall order, but there are things you can do now to manage your supply chain as a strategic asset to boost performance and profitability. This 10Minutes highlights how the supply chain can move your business strategy forward and set you apart from the competition.
After three years of outreach and deliberation, the IASB and FASB recently issued a revised proposal to overhaul the rules on accounting for leases, a move that could significantly boost US companies' reported debt.
10Minutes on conflict minerals provides insight into the strategic benefits and risks companies will want to focus on as they comply with the SEC's conflict minerals rule. The rule is effective for 2013 calendar year operations, so regardless of whether companies view conflict minerals as a supply chain opportunity, risk to their brand or another regulatory to-do, they should act now to prepare.
Consumer-packaged goods (CPG) companies, retailers, and their business partners often tout the ways they put customers at the center of their strategies. But while many companies do a good job of understanding their customers, perhaps not as many create demand by coordinating across marketing, sales, and innovation—functions and activities that now encompass the demand chain. This 10Minutes explores ways companies can capitalize on knowing their customer with demand functions pulling in the same direction.
By evolving IT to focus on the end customer, CIOs have the opportunity to be key partners in helping their businesses break new ground.
This issue of the Technology Forecast examines the impact of Internet of Things trends on businesses and the IT organization. It analyzes how businesses now have the ability to continue the relationship with customers after the sales transaction by helping them achieve the goals for which they buy the products.
Businesses that embed capabilities to understand usage in their products in service of customers’ goals stand to reap unparalleled value.
Fred Cripe shares how Internet of things will shift the insurance business from loss compensation to loss control by helping customers achieve their goals.
Jim Ingrassia of Konica-Minolta shares how digitizing the use of its products was a source of competitive advantage.
What does a customer-centered organization look like? What investments are needed to take you there, and what might that journey look like? This 10Minutes discusses these questions and how companies who focus on creating a customer-centered organization may reap real dividends.
Volatility has become a fact of life in today’s business landscape. Yet, after years of global expansion, many companies’ supply chains are brittle, unable to respond to frequent fluctuations in demand and supply. This 10Minutes explores strategies companies can deploy to make their supply chains more agile and adaptable.
In 2013, company leaders are looking for value creation from their operations. To achieve this goal, organizations are moving beyond shared services and outsourcing to a Global Business Services (GBS) model. GBS helps provide those intangibles by focusing on customer needs and business strategy first and foremost.
Section 199 domestic manufacturing deduction does not apply to a taxpayer that repackages and labels pills that it did not manufacture
An increasing number of lawsuits are being filed by technology companies surrounding patent infringement, unfair competition, fraud, and breach of contract.
Our Global supply chain survey shows how supply chain leaders are moving ahead of the pack. Read the report and see how PwC can help you compete more effectively.
The best disaster survival manual may be obsolete if it doesn’t anticipate major disruptions to the supply chain or at outsourced operations. As a result, business continuity management programs are being designed to continually assess— as well as counter—risks stemming from the interdependencies integral to running a business.
PwC's latest thinking about how companies can leverage technology already embedded in the broader finance organization to transform a high-pressure environment into an integrated ecosystem that drives improvements in productivity, quality and risk.
As shown by the results of our 14th Annual Global CEO Survey,¹ about half of all CEOs are confident about revenue growth going forward. But how will they achieve it? Here PwC's Tom Craren outlines eight key strategies for seizing the opportunities at hand.
CEOs and boards know the benefits of corporate responsibility reporting included increasing profitability, reducing supply chain risks and costs, and garnering sustainability ratings and recognitions. Overall, companies need this information to drive operational efficiencies and facilitate innovation. Ultimately though, to win stakeholders’ trust, companies need to be credible with respect to sustainability. How do they achieve it?
In this interview, author and commentator Niall Ferguson brings this unique perspective to the major issues of the day—financial, economic, and political. As a student of empire, he also offers his views on why civilizations rise, fall, and, possibly, rise again.
Cyberattacks aren’t just an information technology matter. Legal obligations, damages to the organization, and business relations with customers all come into play. Often the last to know, it is imperative that general counsel be the first on the cybercrime scene. They can play a pivotal role in protecting an organization if they act promptly when a company’s systems have become compromised.
How are financial services firm CIOs tapping IT organizations to build benefits and cue-up competitive advantage? We'll show you how here and now.