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  • Additive manufacturing makes its (business) case
    The business case for additive manufacturing starts with careful consideration of the direct costs driving AM and traditional production economics, and continues with an examination of less direct factors that can add dramatic value for companies and their customers.
  • Fueling growth: You can't always buy what you need
    For a company that needs water for manufacturing, in its supply chain, or even for product use, a lack of access to water may jeopardize its growth. The risks point to a need to align water stewardship and business growth strategies, and to go beyond an efficiency focus.
  • Supply unchained: Fighting labor abuse in your supply chain
    The persistence of labor abuse reflects the complexity of the problem and its resistance to many of the solutions currently in place. Leaders should avoid the search for silver bullets and instead focus on incremental steps that consistently improve the status quo.
  • Bridging the talent gap: Engineering a new work force for the U.S. steel industry
    The U.S. steel industry is currently faced with the challenge of addressing the skills gap. This report highlights the talent challenges and the opportunities the industry has to reclaim a global market share through innovation.
  • 3D Opportunity: The course on additive manufacturing for business leaders
    Register for an online course designed to help expand your knowledge of the business implications of additive manufacturing and inform your choices about how and where to invest in these technologies.
  • Investing in Latin America
    In this point of view, packaging executives share their insights about the reasons they have invested in Latin America, challenges they have encountered, and their views on the future of packaging industry opportunities in the region.
  • 2014 Global chemical industry M&A outlook
    U.S. companies are likely to focus on higher growth investments that may offer greater product differentiation. Read this report to learn more.
  • High-performance manufacturers: What separates the best from the rest
    Three straightforward rules. Ten sets of important manufacturing capabilities. What can manufacturing executives learn from them about company competitiveness and performance?
  • Cracking the genetic code of high-performing manufacturers
    What enables high-performing manufacturers to excel consistently? How are they positioning themselves for the future? How do they differentiate themselves? And what capabilities are table stakes? We examine the capabilities that set high-performing manufacturers apart today, and likely will in the future.
  • From risk to resilience: Using analytics and visualization to reduce supply chain vulnerability
    Complex supply chains require sophisticated, connected tools to monitor risks, predict disruptions, and support rapid recovery as part of an overall resilience strategy. For leading companies, this line of thinking has led an increase in the adoption of advanced tools grounded in analytics and visualization.
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