Changes in the oil-field services and equipment sector in Saudi Arabia mean that both multinational corporations (MNCs) and their local partners need to review their strategies and approaches to partnerships.
Operations thought leadership
The following articles were written by Strategy& partners and other senior professionals on key topics in the operations sector.
Reconsidering military ICT security: A risk-based approach to modernization and information superiority for GCC armed forces
Gulf Cooperation Council (GCC)1 armed forces face an information security conundrum. On the one hand, they need to develop “information superiority” — the ability to meet the information requirements of supported forces with greater timeliness, relevance, accuracy, and comprehensiveness than an adversary.
GCC militaries’ logistics systems are often not performing to expectation as these armed forces lack sufficient experience with actual operations. By changing their mindset and developing and testing plans to support specific operational contingencies...
Large GCC group organizations which master the art of group-wide collaborative sourcing can capture significant amount of value through such factors as product standardization, economies of scale...
Militaries in the Middle East currently have had relatively basic capabilities for medical logistics planning. As operations and deployments become more frequent and cover longer distances, these rudimentary capabilities could prove disruptive to missions and could endanger lives. Military planners therefore need a more comprehensive approach to medical logistics planning.
Consumers have grown accustomed to getting things their way. With customer demands growing more sophisticated and customization becoming more popular in several categories, the number of products on the market in almost every industry has skyrocketed. Complexity is here to stay, and manufacturers must adapt.
Courage and perspective in manufacturing: How to align operations and finance around a common vision
Manufacturers, seeking growth, are held back by their legacy. Ancillary activities added during years of global expansion are draining resources from their core strengths.
More reports and studies
At the International Defence Exhibition and Conference (IDEX) held in the UAE, Strategy& shared several thought leadership pieces related to ways in which Middle East nations can enhance their armed forces. This is one of five reports.
The defence threats facing GCC armed forces have become more dynamic, sophisticated, and technologically complex in recent years, presenting new challenges such as asymmetric and cyber warfare. As a result, systems purchased to combat only one type of threat become less effective — even obsolete — within shrinking time lines.
Modern military operations have become highly complex, increasing the logistical requirements for speed, agility, resilience, and accuracy beyond the bounds of traditional operating models. Militaries seeking to improve their logistics models have often focused on areas like procurement, transportation, or suppliers.
In the current consumer products and retail environment, getting best-cost country sourcing right is mandatory for success on a global scale. This perspective identifies three sourcing maturity levels: novice, progressing, and best in class. It provides both a questionnaire for determining your company’s level and specific critical steps for success.
Major shifts in global business conditions are radically altering input costs and risk. In response, companies must realign their supply chains, including: rethinking product formulation and packaging, restructuring the supply chain network and footprint, and realigning the role of suppliers and third parties.
In today’s risky global business environment, supplier networks are the ultimate lifeline for many companies — delivering the far-flung materials, goods, and services that drive worldwide commerce. The sourcing function has thus become an indispensable contributor to strategic goals and competitiveness in every industry. But charting a course that positions the corporate purchasing department as a catalyst for growth is no easy matter.