Managing global value chains is becoming more complex as companies outsource operations; collaborate with suppliers and customers; and shift some business functions such as research, development and product engineering to be closer to the customer. According to Deloitte's Global Benchmark Study of more than 800 companies, only 7 percent of companies have excelled at being "Complexity Masters." Through a superior ability to synchronize within and across the value chains, these companies are generating up to 73 percent higher profits and greater shareholder returns than their competitors. Learn more from the links below:

Future drivers of the China automotive industry
This Deloitte report examines the challenges and opportunities faced by multinationals and domestic automotive companies in the Chinese market.

The service revolution in global manufacturing industries
This new thought leadership report presents the findings of a global benchmarking study on service and parts management.  It reveals how leading manufacturers are driving profitable growth through their service and parts businesses.

The challenge of complexity in global manufacturing: Trends in supply
chain management
This study explores the implications of increasingly complex supply chains and uncovers five major paradoxes around global optimization, customer collaboration, innovation, flexibility, and risk. This report is the first in a series, based on Deloitte's Global Benchmark Study.

Mastering complexity in global manufacturing: Driving profits and growth through value chain synchronization
Learn how "complexity masters," are able to leverage their strengths in collaboration, flexibility, visibility, and technology in order to generate profits, growth and shareholder returns. This is the second report in a series based on Deloitte's Global Benchmark Study.

The power of synchronization
A case study of how TAL Apparel Group grew from a single textile mill in Hong Kong to a global powerhouse in apparel design, manufacturing and logistics. The report provides six insightful lessons learned about the use of value chain synchronization as a source of gaining a competitive advantage in the marketplace.

Profiting from continuous differentiation in the global chemicals industry
In this study of nearly 100 companies in the global chemical industry, Deloitte Research uses the term Digital Loyalty Network (DLN) to distinguish those companies that electronically connect their business processes internally and externally with customers, suppliers and business partners.

Growing profits from service and parts management
An effective and efficient Service and Parts Management operation can increase margins — often driving profits well beyond the original product, while cutting costs and improving customer service.

How strategic sourcing can bring auto suppliers bottom-line savings
Optimizing the supply chain requires careful attention to overall strategy, supporting technology and judicious sourcing. We've heard a lot about the first two, but sourcing is an equally important leg of the supply chain stool — and a way for tier-one and tier-two automotive suppliers to drive out costs, as well as increase and sustain their relationships with their customers.

RFID: Critical considerations for manufacturers
A Deloitte Research study on RFID considerations for manufacturers.

Cracking the IT value code
It's not what you spend but how you govern IT that unlocks the value. Deloitte Research argues that the key to IT optimization lies beyond the types, uses and cost of technology, in the governance models used to manage and integrate IT within the business. In short, it is not what you spend but how you govern IT that unlocks the value code.

Case study: High-tech manufacturer creates value by aligning IT portfolio of initiatives with business strategy
A case study about a leading high-tech hardware manufacturer that faced the challenge of analyzing its portfolio of IT initiatives and projects. The company confirmed alignment between initiatives and corporate strategy and rationalized its spending based on project contribution to specific drivers of value.