
Why Procurement Partnerships Fail—and How to Get Them Right
A procurement partnership may take years to bear fruit, if it succeeds at all.
The rules of international business are being rewritten, creating opportunities for companies that are nimble enough to capitalize. BCG’s international business consultants help companies recognize the economic patterns in globalization and seize the future.
Even as the world becomes more decentralized politically and physically, customers, devices, services, processes, and businesses continue to integratedigitally. The simultaneous rise of economic nationalism and digital globalization is redefining the international business landscape. We help companies adapt their products, approaches, and business models to the new global reality. Companies must take a more nuanced approach to identifying and creating growth opportunities.
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We help companies absorb the shock of global volatility by building capabilities and structures that enable data integration, flexibility, and agility across borders and businesses.
As an international strategy consultancy, we advise all stakeholders in international business and in economic globalization:
We collaborated with Celcom Axiata, one of Asia’s largesttelecommunications companies, to create an e-wallet and lifestyle app called Boost. In less than two years, it became Malaysia’s leading cashless platform—adigital ecosystemof 17 banks and a growing list of more than 125,000 participating merchants.
We conducted an end-to-endcustomer experiencetransformation for a leading cinema operator in India. The team leveraged deep consumer insights to reimagine the cinema-going journey for consumers—physically and digitally—and builta top-five loyalty program with a first-in-marketpersonalizationengine.
A globalpharmaceutical companyserving 100 million patients in more than 130 markets approached us for help in strategic planning to address post-Brexit risks and options. Our team helped devise solutions tied to$6 billion in revenue.
We worked with the government to generate an investment accelerator model that wouldstimulate the private sector. The effort resulted inten deals valued at $130 million and created 29,000 jobs.
Our work with a footwear maker in Indiaaccelerated growth by nearly 10%, increasede-commerceby 400% over three years, boostedsalesproductivity by nearly 20%, and reduced attrition by 10%.
A procurement partnership may take years to bear fruit, if it succeeds at all.
Risks associated with the Russia-Ukraine war and complications in China-US trade are encouraging a major reorientation toward ASEAN and other developing markets.
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