“Jeremy is very detailed in managing his commodity. He took pride in keeping up with the trends in the market. It was a pleasure to work with him.”
About
Over the past 20+ years I have helped my clients and companies identify, design, and/or…
Activity
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In the foreseeable future, technology will cease to be a bottleneck for lights-out transformations. The decision to pursue technology adoption will…
In the foreseeable future, technology will cease to be a bottleneck for lights-out transformations. The decision to pursue technology adoption will…
Shared by Jeremy Kay
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Since 1968, BCG’s exploration into the dynamics of #changemanagement has helped leaders understand the deep-rooted challenges of organizational…
Since 1968, BCG’s exploration into the dynamics of #changemanagement has helped leaders understand the deep-rooted challenges of organizational…
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Experience
Education
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University of Michigan - Stephen M. Ross School of Business
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Activities and Societies: Beta Gamma Sigma, General Management Club, Finance Club
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Activities and Societies: Phi Beta Kappa, Omicron Delta Epsilon, Student Senate, Book Cooperative, Political Science Club, Band
• GPA: 4.0 within Majors, 3.9 Overall
• Honors: Wall Street Journal Student Achievement Award, Phi Beta Kappa, Gerald R. Ford Leadership Award, Albion College Presidential Scholarship
Licenses & Certifications
Publications
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Avoid the Hidden Costs of Extending Supplier Payment Terms
Boston Consulting Group
Extending payment terms is an effective way for companies to generate and preserve working capital and cash flow. By taking a pragmatic approach, CFOs can enable their company’s procurement teams to make informed tradeoffs that optimize both cash flow and earnings.
Other authorsSee publication -
Why Procurement Partnerships Fail—and How to Get Them Right
Boston Consulting Group
A procurement partnership may take years to bear fruit, if it succeeds at all. But companies that approach the task with patience and perseverance can reap major benefits.
Because of the complex interdependencies involved, a procurement partnership can take years to develop significant, money-saving synergies.
Procurement partnerships often fail as a result of misaligned—or even competing—objectives, incompatible cultures, and insufficient planning or resourcing.
When…A procurement partnership may take years to bear fruit, if it succeeds at all. But companies that approach the task with patience and perseverance can reap major benefits.
Because of the complex interdependencies involved, a procurement partnership can take years to develop significant, money-saving synergies.
Procurement partnerships often fail as a result of misaligned—or even competing—objectives, incompatible cultures, and insufficient planning or resourcing.
When procurement partners have compatible goals and the steady attention and support of senior leaders, however, organizations can achieve cost savings of 10% or more on in-scope procurement expenditures due to greater purchasing power, economies of scale, and synergies such as shared best practices and the ability to standardize components.Other authorsSee publication -
Preparing Auto Supply Chains for the Next Crisis
Boston Consulting Group
Automotive companies need new methods to anticipate risks across the supplier spectrum and secure critical parts, commodities, and materials.
To react fast to disruptions, companies need to enhance their monitoring, predictive modeling, and crisis management capabilities.
To structure operations for resilience, they need to focus on network design, sourcing strategy, planning, and flexibility.
In a BCG survey, automotive companies reported low maturity with respect to these…Automotive companies need new methods to anticipate risks across the supplier spectrum and secure critical parts, commodities, and materials.
To react fast to disruptions, companies need to enhance their monitoring, predictive modeling, and crisis management capabilities.
To structure operations for resilience, they need to focus on network design, sourcing strategy, planning, and flexibility.
In a BCG survey, automotive companies reported low maturity with respect to these capabilities. They also reported prioritizing near-term crisis response over longer-term resilience. To gear up for future crises, companies must develop a roadmap for resilience and rewire their organizations for risk management.Other authorsSee publication -
Breaking the Reactionary Cycle by Investing in Supply Chain Resilience
Journal of Supply Chain Management, Logistics and Procurement
Supply chain professionals have always valued resilience. During the recent decades of relative stability, however, the business case for prioritizing resilience investments over cost reduction was unclear. As a result, companies have often responded to disruptions with short-term solutions such as building inventory. They seldom made long-term structural changes to their supply chains, such as nearshoring or building more capacity, at least partly because such moves often cannot address…
Supply chain professionals have always valued resilience. During the recent decades of relative stability, however, the business case for prioritizing resilience investments over cost reduction was unclear. As a result, companies have often responded to disruptions with short-term solutions such as building inventory. They seldom made long-term structural changes to their supply chains, such as nearshoring or building more capacity, at least partly because such moves often cannot address immediate disruptions and have an unclear return on investment (ROI).
Today, with the risk of a downturn looming, companies are under pressure to cut costs and improve working capital by reducing inventory; however, supply chain leaders should not abandon their efforts to promote resilience. Given the impacts of climate change and geopolitical instability, we believe that frequent and unpredictable supply chain disruptions are the ‘new normal’. The challenge now is to increase resilience while also delivering on cost, working capital and service-level commitments and targets.
This paper explores the capabilities required to absorb and recover from disruptions and discusses the status of implementation as revealed in a resilience capabilities benchmarking study conducted by Boston Consulting Group and APQC. It also offers guidance on how companies can develop a resilience strategy tailored to their risk profile.Other authorsSee publication -
What Building Operational Resilience Means for North American Companies
Boston Consulting Group
Jeremy Kay, a BCG managing director and partner, talked with us about North American companies’ challenges in building operational resilience.
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If Disruption Is the New Normal, Operational Resilience Is the New Necessity
Boston Consulting Group
When an unpredicted disruption occurs, a resilient supply chain can respond quickly to ensure operations recover and return to business as usual. The faster companies can react in a crisis, the more likely they are to secure a first-mover advantage in acquiring scarce materials or capacity.
Other authorsSee publication
Honors & Awards
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Wall Street Journal Student Achievement Award
Albion College
The Wall Street Journal Student Achievement Award was established by the Journal to provide national recognition to top graduating seniors in business at colleges and universities that are participating in its Journal-in-Education program.
Organizations
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Institute for Supply Management
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- Present
Recommendations received
5 people have recommended Jeremy
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I'm glad that my slide has been featured:-) Thanks to our founding leaders Daniel Huizinga Jeremy Kay and a group of enthusiastic club volunteers…
I'm glad that my slide has been featured:-) Thanks to our founding leaders Daniel Huizinga Jeremy Kay and a group of enthusiastic club volunteers…
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We're pleased to announce that BCG’s Jeremy Kay will be presenting a keynote at #SievoFriends Chicago 2024—one of the largest procurement analytics…
We're pleased to announce that BCG’s Jeremy Kay will be presenting a keynote at #SievoFriends Chicago 2024—one of the largest procurement analytics…
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BCG has been recognized as a Leader in the IDC MarketScape: Worldwide Business Consulting Services report. We set ourselves apart by delivering value…
BCG has been recognized as a Leader in the IDC MarketScape: Worldwide Business Consulting Services report. We set ourselves apart by delivering value…
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We’re proud of the value we deliver to our clients and the impact that we've had on the field of business strategy. To be recognized as a “Leader”…
We’re proud of the value we deliver to our clients and the impact that we've had on the field of business strategy. To be recognized as a “Leader”…
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Every organization with warehousing #operations knows that recent market factors have presented considerable challenges. Achieving excellence in this…
Every organization with warehousing #operations knows that recent market factors have presented considerable challenges. Achieving excellence in this…
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For how long after a crisis do leaders still care about #supplychainresilience? Of course it varies, but generally, not long enough. One silver…
For how long after a crisis do leaders still care about #supplychainresilience? Of course it varies, but generally, not long enough. One silver…
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At BCG, we believe diversity and inclusion are integral to our success. That is why we are thrilled to announce that BCG has earned a top score on…
At BCG, we believe diversity and inclusion are integral to our success. That is why we are thrilled to announce that BCG has earned a top score on…
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One more reason I’m so proud to call BCG my home!
One more reason I’m so proud to call BCG my home!
Shared by Jeremy Kay
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We are pleased to share that BCG's book, "Profit from the Source" published by the Harvard Business Review Press and co-authored by Daniel Weise…
We are pleased to share that BCG's book, "Profit from the Source" published by the Harvard Business Review Press and co-authored by Daniel Weise…
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