According to the Deloitte's Global Competitiveness in Manufacturing Initiative there are up to 43 different competitive capabilities that can
make the difference and can be clasified in 4 groups: qualifiers, game
changers, creating advantage and being challenged.
"Qualifiers" are capabilities for which high performers and the
other companies do not significantly differ.
“Game changers” are capabilities in which high-performers stand apart from
the pack and in which they likely will continue to lead. Brand image,
leadership and management, business strategy, R&D capabilities, delivery
speed, overall manufacturing processes, supplier network strength, and balance
sheet strength were some of the game changers that high performers
possessed. They are the elements of the genetic code that truly set high
performers a cut above the rest.
“Creating advantage” capabilities are those in which high performers
currently hold no significant advantage over other companies in current
performance, but which are viewed as much more important by high performers
than by other companies with regard to future competitiveness. Innovation
capabilities, quality of human resources, global marketing, and procurement
capabilities dominate the creating advantage group of capabilities for high
performers.
“Being challenged” capabilities are those in which high performers
currently hold a strong lead, but where they may lose ground as other
manufacturers catch up and close the gap.
Obviously not all the competitive capabilities affect in the same way to
all the sectors. As an example the industrial products sector has its own
insights:
1. Reputation, product quality, and customer perceptions are at a
premium: These areas are game changers for this traditionally B2B sector,
whereas they are qualifiers for most other manufacturing sectors. High
performers in this sector are significantly ahead of other manufacturers in
developing a stellar reputation and fostering a strong perception of value and
quality in their customers’ eyes, giving them a valuable competitive advantage.
2. Slow to reach global customers and markets: Global sales and
marketing capabilities have relatively low values for current
competitiveness and future importance and show little differentiation from
other industrial products companies even for high performers in this sector.
There is room to create significant differentiation in this sector through
effective global sales and marketing.
3. Lagging on research and innovation: R&D capabilities, innovative
product designs, and the overall quality of human resources are areas
where even high-performing manufacturers in this sector rated their
capabilities as generally mediocre. These are either game changers or creating
advantage capabilities in other manufacturing sectors.
Finally there are some key findings on the future competitive advantages
that the Deloitte's study shows:
1. High performers are getting serious about innovation.
2. Talent wars are just beginning. Innovation requires talent, so it
is not surprising that high performers are placing considerable emphasis on
talent acquisition and human capital development at all levels.
3. Manufacturing is globalizing again.
4. Supply chain networks are leveraging collaboration for innovation
and talent.
