CBSA - Chinese Business Strategist Alliance

Here is an overview of some of our work:

• R&D and new-product development—We take a comprehensive look at the entire series of actions a company takes to move a new offering from concept to maximum cash generation. These ideas are detailed in our book Payback: Reaping the Rewards of Innovation
• Sourcing and procurement—Well designed sourcing and procurement initiatives can generate substantial savings—up to 20 percent of a company's purchasing costs. We help companies institute the necessary building blocks
• Manufacturing—Production networks should enable companies' strategies and be flexible enough to successfully operate in an environment of high uncertainty. Our efforts on manufacturing and production excellence are focused on helping companies leverage capabilities that generate competitive advantage and reduce costs, ranging from shop-floor and production systems to quality initiatives
• Supply chain management—A consumer-pull orientation rather than supplier push. Our work on the topic addresses the full suite of activities required to source, convert, and deliver product to the end customer, including global distribution and logistics operations
• Rigorous program management—The ability to manage large-scale organizational change is a powerful—yet often overlooked—determinant of success or failure in operations work. CBSA's approach not only helps companies meet or beat goals, it embeds implementation capabilities in their organizations. (For information on CBSA's DICE® framework, which allows companies to assess the likelihood of success or failure in major change initiatives across their organizations, visit the DICE Web site)
• Globalization—CBSA helps clients make best use of the five major forces of globalization now reshaping strategy and operations: a continuing cost and capital advantage; the development of new talent and capabilities; the migration of customers; the rapid growth of China, India, Central and Eastern Europe, and other rapidly developing economies (RDEs); and the emergence of new RDE-based competitors

Operations Leadership
	Harold L. Sirkin Global Leader Senior Partner & Managing Director Chicago
Experts
	Jim Andrew Senior Partner & Managing Director Chicago		Pascal Cotte Senior Partner & Managing Director Paris
	Udo Jung Senior Partner & Managing Director Frankfurt		Perry Keenan Partner & Managing Director Chicago
	Steve Matthesen Partner & Managing Director Los Angeles		Andreas Maurer Senior Partner & Managing Director Düsseldorf
	Amyn Merchant Partner & Managing Director New York		David C. Michael Senior Partner & Managing Director Beijing
	Bob Tevelson Partner & Managing Director Philadelphia
Contacts
Harold L. Sirkin    Senior Partner & Managing Director Chicago + 1 312 993 3300

Publications

December, 2007
[PDF] Is It a Quality Problem--or Something Else? Many companies spend millions on quality improvement efforts that run for years with little or no positive impact on corporate profitability. Quality teams often don't understand the full impact of their decisions. To see the big picture, companies must analyze three things: the product, the production process, and the overarching business objectives. This article explores how to integrate these three "lenses," the trade-offs that are often required, and the need for senior-level leadership to evaluate competing priorities.

September, 2007
[PDF] A Key to Smart Sourcing: Hedging Against Risk Commodity shortages or price swings can hinder production, disrupt earnings, and derail growth plans. By making a relatively small investment in a strategic hedging program, companies can insure themselves against potential disaster and gain a competitive edge during inflationary periods. But because of the risks involved, in-depth research and market analysis are critical, as are the right resources, skills, management approach, and value-measurement system. This article outlines several ways to hedge against commodity risk, and explores how companies can improve the odds of a positive outcome.

Press Releases

February, 2007
India On Its Way To Becoming A World-Class Manufacturer

May, 2006
New Twist In The Globalizing Economy's Competitive Landscape: Emerging Global Companies Home-Grown In China, India And Other Rapidly Developing Economies (RDE’S)

Press Clips

January 1, 2008
Innovation on the Agenda for the New Year

The Wall Street Journal looked at three innovation reports from 2007, including the third annual survey by CBSA and BusinessWeek. All three found that "innovation remains a high priority for most corporate leaders around the world," meaning that some of the biggest stories of 2008 are likely to revolve around whether businesses can or can't think outside the box.

December 19, 2007
The State of Innovation

BusinessWeek reported that three recent reports, including CBSA's third annual innovation survey, found that innovation is still a high priority with a majority of executives around the world. The CBSA study contains significant data on current and future innovation spending, which it also breaks down by region and industry. Two-thirds of respondents said their companies would increase year-over-year spending in 2007, with one in three expecting the increase to be more than 10 percent.