78% of manufacturers view sourcing products in emerging markets as risky, according to a new Deloitte report
Most currently fail to properly monitor subcontractorsDOWNLOAD
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More than three-quarters (78%) of global manufacturing executives believe that sourcing products in emerging markets presents a real risk to their business, according to a new study from Deloitte Touche Tohmatsu’s Global Manufacturing Industry Group. A year of high profile product recalls has seen product safety, product quality and environmental standards in emerging markets rise up the boardroom agenda.
The importance given to risk at a senior level within manufacturers is increasing. 49% of executives from developed market manufacturers report that the issue of product quality is viewed as ‘much more important’ by their organisation than 12 months ago. Product safety (37%) and environmental standards (35%) are also increasingly of concern.
However, one area which may be being overlooked concerns sub-contracting by emerging market suppliers. Many emerging market companies sub-contract much of their work, raising the complexity of compliance. Only 35% of developed market manufacturers say they perform extensive monitoring of subcontractors, leaving many other businesses vulnerable to risk.
Jane Lodge, UK Manufacturing Industry Leader at Deloitte, said: “Companies in developed markets have little visibility into the subcontractors used by their suppliers. As this is where many of the problems have emerged, developed market companies will need to take a more active role in reviewing subcontractors and including them in their monitoring programmes. Going forward, it is likely that these companies will seek out emerging market suppliers that can provide more transparency regarding their subcontractors in addition to overall higher standards.”
Other key findings from the report, which captures the views of more than 650 global executives, include:
Just over one-third of the developed market executives surveyed by Deloitte felt that their companies had been very successful in sourcing from emerging markets. These companies appeared to be more attuned to the risks involved. Their boards of directors and senior management are more involved in product safety and quality issues, and their companies work closely with their suppliers to inspect supplier facilities more often.
“We found that executives from both developed and developing markets anticipate a greater demand for higher standards and transparency,” said Lodge. “In addition to upgrading standards and testing, many viewed the need to provide customers with more sourcing information to allay fears about safety, quality, and environmental standards will undoubtedly mean higher operating costs.”
Forty-one percent of the developed market executives surveyed believed cost increases were very likely, as companies respond to the demand for more stringent standards. Emerging market executives were even more likely to anticipate higher operating costs, with 59 percent believing these were very likely.
“Manufacturers have the opportunity to turn this situation to their advantage,” explains Lodge. “In fact, some executives surveyed view the entire risk scenario in emerging markets as an opportunity to stand out from the competition by providing guarantees of meeting strict standards - which may allow them to command higher prices.”
The benefits can go far beyond price to include increased market share and the building of brand equity for the developed market manufacturer. Emerging market suppliers also stand to benefit. Adhering to higher standards may make it easier to attract and keep global customers, especially when those standards are contrasted with problems afflicting competitors in the local market as well as in competing emerging markets.
“Competing on cost alone can be short-sighted when the potential for brand-crippling damage is so real,” warns Lodge. “Companies that raise standards are likely to find that their competitors will follow suit. To maintain their advantage, they will need to execute quickly and be prepared to continue to upgrade to more rigorous standards.”
“Finding the right suppliers that are both willing and able to comply with rigorous standards and nurturing these relationships are important to success,” emphasises Lodge. “Successful manufacturers are going beyond the basics when choosing emerging market suppliers - quality, cost, and reliability - to place much more emphasis on the overall reputation of the supplier.”
To download a copy of the report and for more information on Deloitte’s UK Manufacturing Industry Group, please visit www.deloitte.co.uk/manufacturing.
Notes for the editor:
About the “Innovation in Emerging Markets” annual study
The Deloitte Manufacturing Group’s 2008 “Innovation in Emerging Markets” 2008 Annual Study surveyed 651 executives on product safety, product quality and environmental standards in emerging markets: 237 executives from manufacturing companies headquartered in developed markets and 414 executives from manufacturing companies headquartered in emerging markets. The executives represented a range of industries and countries. The 2008 study follows a 2006 study that examined the steps global manufacturers are taking to successfully design and sell their products in emerging markets and a 2007 study on operational issues such as talent management, risk management, and operating structure. Additional information was gathered from in-depth interviews with senior executives at leading manufacturers, as well as from the experience of Deloitte member firms in assisting manufacturing companies in emerging markets around the world.
Deloitte Touche Tohmatsu Global Manufacturing Industry Group
The Global Manufacturing Industry Group of the member firms of Deloitte Touche Tohmatsu is comprised of more than 750 partners and 12,000 industry professionals in over 45 countries. The group’s deep industry knowledge, service line expertise and thought leadership allows them to solve complex business issues with member firm clients in every corner of the globe. Deloitte member firms attract, develop and retain the very best professionals and instill a set of shared values centered on integrity, value to clients, and commitment to each other and strength from diversity. Deloitte member firms provide professional services to more than 85% of the manufacturing companies in the Fortune Global 500®. For more information about the Global Manufacturing Industry Group, please visit