Growth & Technology Strategies

BSI’s Value Chain Strategies services include:

  • Value Chain Design
  • Technology Strategies
  • Digital Transformation
  • M&A Advisory & Due Diligence
  • Private Equity Services
  • Debt & Project Finance
  • Venture Capital


BSI’s strategic planning engagements help suppliers identify and pursue lucrative markets that are aligned with their core strengths. Our process consists of four major steps:

  • Market sizing (segments, size, growth, and outlook)
  • Market profiling (using BSI’s proven 7-point market assessment methodology)
  • Articulation of the current business and marketing strategy
  • Articulation of the current value addition strategy (especially manufacturing, channel and pricing strategies)
  • Assessment of resource fit with target markets (customers, organization, operational capabilities)
  • Development of channel, portfolio, and bundling strategies
  • Evaluation of bundling, integrating, and ‘solutioning’ options, as well as alternative pricing levels and structures
  • Quantitative and financial evaluations of each option (ROI, NPV, etc.)
  • Development of an action plan, with milestones and prerequisites
  • Recommended metrics, targets, and milestones
  • Financial projections
  • Work breakdown structure and action plan


BSI provides the facts, the know-how, and the applications that enable you to chart a winning technology strategy. We bring the expertise you need in:

  • Internet of Things strategies
  • Industrial Internet of Things
  • Smart Devices
  • Artificial Intelligence / Machine Learning
  • Process Automation
  • Robotics
  • Data Analytics
  • Customer Intimacy Strategies


In today’s disrupted business world, the right time to bring external perspective to bear is early. BSI offers:

  • Business model assessment and clarification or redefinition
  • Voice of the (digital) Customer
  • Omnichannel ordering channel integration
  • Big Data demand planning, supply chain & procurement strategies
  • Digital Twin (manufacturing)
  • Lean global inventory management


BSI is a trusted adviser on merger & acquisition strategies, due diligence, and negotiations. Whether you want to enhance the value of your business, evaluate potential partners, or close a partnership, joint venture or acquisition deal, we bring the full toolbox to help you make the best possible decision.


BSI investment services include:

  • Private Equity advisory services, on transactions such as:
    1. $150 million for a high-technology electric vehicle component manufacturer
    2. $100 million for a metal fabrication plant in China
    3. $100 million for a windfarm + Solar + LNG CHP company in China
  • Debt & Project Financing services, on transactions such as:
    1. $500 million for an LNG pipeline
    2. $150 million for a high-technology manufacturing zone
    3. $100 million for a solar park
    4. $65 million for a hydropower project
    5. $40 million for a windfarm
  • Venture Capital placements, on deals such as:
    1. $15 million for a “smart farming” venture in China

Here are some examples of the projects we are currently looking to fund:

#  Sector  Location  Description $ Million  Type
1 Power Ivory Coast 300 MW solar farm 1600 Debt or equity
2 Other Vietnam Luxury resort complex 1500 Debt or equity
3 Other Philippines Urban mixed use harbor land reclamation & development 600 Debt or equity
4 Oil & Gas China LNG pipeline 250km 500 Debt
5 Other China New university 317 Equity
6 Industrial China Pharmaceuticals zone facilities infrastructure 275 Debt
7 Industrial Bahrain Carbon fiber manufacturer 150 Equity
8 Other China University campus construction 115 Debt
9 Power China Metalworking plant 100 Equity
10 Power China Windfarm development + Solar + LNG CHP 100 Equity
11 Power China Solar installation 100 Debt
12 Power Philippines 18 MW hydropower project 65 Debt
13 Industrial China Agrimachinery development zone 60 Debt
14 Other China Smart farming 50 Equity
15 Other Vietnam International school 40 Debt or equity
16 Power China Solar 20MW industrial rooftop solar project 15 Debt


  • Industry: Pressure vessels and related fabrications
  • Key Challenge: Seeking higher revenue growth and to avoid commoditization by low-cost suppliers
  • Why BSI was Selected: Experience with the various fabricated structures, quantitative market model, strategy expertise
  • Project Scope: 35 categories of equipment
  • Project Approach: Market sizing and forecasts; filtering categories by criteria, optimizing per synergies
  • Operational Benefits: Improved customer service and internal organizational focus
  • Financial Benefits: Client settled on a plan to invest and increase sales more than tenfold

Click here to read the full case study.

  • Industry: Technical Logistics
  • Key Challenge: Diversifying into the oil and gas industry
  • Why BSI was Selected: Contacts and strategic supply chain vision
  • Project Scope: Engineered equipment, especially rotating equipment
  • Project Approach: Value proposition critique and review, facilitation of one-on-one meetings
  • Operational Benefits: Flexibility to deploy resources into new project and partner opportunities
  • Financial Benefits: 30% higher average profit margin than in the sectors of current activity

Click here to read the full case study.

  • Industry: Industrial Sealing Technologies
  • Key Challenge: Price competition had forced a strategic review of channels, market share, and pricing
  • Why BSI was Selected: Prior experience in the specific industry segment, and proprietary market model
  • Project Scope: Specific types of seals and gaskets
  • Project Approach: Market size modeling, supplier and customer profiling, development of value chain strategies
  • Operational Benefits: Supported an intensified and more clearly focused marketing and sales initiative
  • Financial Benefits: Potential 15% increase in revenue based on a redefinition of the addressable market

Click here to read the full case study.


Supply Chain Strategy

Supply chain management should yield far more than cost reduction. It should result in delighted customers, marketing flexibility, and enhanced innovation and speed of doing business across multiple processes. While traditional operations improvement has focused on how to reduce cost without sacrificing service — reducing inventory without sacrificing service levels, reducing fixed cost by planning and scheduling work better without creating backlogs or bottlenecks, and lowering transportation cost through win-lose negotiations with carriers and 3PLs — supply chain leaders have linked their business strategy to supply chain management with dramatic results.

Please click here to view the slide presentation excerpt.

The New Face of Purchasing

The coming decade promises to be a transformative one for the purchasing function. According to a major new study of over 350 global executives, after years of being perceived as a clerical, back-office function, purchasing is set to gain remarkable prominence in the corporate pecking order. Three external and inter-related forces are driving the elevation of purchasing: globalization, cost pressure, and innovation. This white paper identifies four ways in which the procurement function will respond and adapt between now and 2015.Please click here to request the paper written for The Economist by David Jacoby, president of BSI.

How Will Western Manufacturers Survive?

At the current pace of offshoring, Western manufacturing is arguably headed toward extinction. What should leaders of Western manufacturing companies do? Will your company survive? How should you reposition the core competencies and product range? Should you tap a non-home country national to run the company, or establish multiple headquarters? Where should the headquarters be? How can you recruit people who have the right language, culture, and skills to lead the company into the global future? Boston Strategies International’s fifth Annual State of Supply Chain Management Study is focused on answering these critical questions, © 2008.Please click here to download this article.

Please click here to download the slide presentation excerpt.

Customization: The Information Connection
Gathering, managing, and using customer data at the right time is crucial to moving from a Stage II supply chain company to a Stage III supply chain company. It is easy to say but hard to do. David Jacoby, President of Boston Strategies International, wrote it.Click here to read this article.

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