https://www.pwc.

com/m1/en/publications/
journey-from-globalisation-to-glocalisation.html

The journey from

globalisation to ‘glocalisation’
How COVID-19 has accelerated the shift to more local
and flexible operations
Executive summary
COVID-19 has forced manufacturers worldwide to conduct emergency
reviews of their supply chains. As entire economies locked down overnight,
companies suddenly faced national and international markets where they
could no longer reliably source components, manufacture products or
distribute their goods to customers. In addition, the crisis hit when global
supply chains were already under pressure from new tariffs and restrictions
resulting from trade disputes.

Around the world, the pandemic has put the shift to more agile, multi-
footprint global operations at the top of corporate agendas. This
“glocalisation” seeks to enable companies to stay closer to suppliers and
customers while reducing their operating risks. This is one of the ways in
which COVID-19 has dramatically accelerated the megatrends transforming
“
the way we live and work, identified in PwC’s ADAPT framework1. ADAPT
stands for asymmetry caused by wealth disparity and the erosion of the
middle class; disruption triggered by abrupt technological changes and
their destructive effects; ageing, as the average life span of human beings
increases and the birth rate falls; populism and rejection of the status quo,
with associated nationalism and global fracturing; and declining trust in
the prevailing institutions that make our systems work. Polarisation has
particular relevance in this context, as extended supply chains lose their
appeal in a fractured world and economies become more localised as a
result. The pandemic has become a global testing ground for how well
companies can respond to this challenge.

Authors identify the key drivers that can enable companies to succeed at “glocalisation”. These include regionalising their footprint, an increased use
of robotics for manufacturing and logistics, and changing the cost model for production and sourcing. At the same time, both the opportunities and
attendant risks of “glocalisation” vary in importance between regions and sectors: for example, a Western-owned manufacturer with production sites
in China may regard managing the threat of an all-out trade war with the US as a more urgent priority than stricter cost controls.

2
“
“One fact is already clear:
COVID-19 has ensured that the
case for moving from global to
“glocal” operations has gained
unstoppable momentum.”

This report reflects global perspectives and draws on PwC’s latest research on supply chain management issues. It summarises insights regarding Germany,
India, the United States, Greater China, the UK and the Middle East, where the pandemic has accelerated efforts by industrial companies to make inflexible
global footprints more agile and responsive to demand, and the analysis of these insights. These are some of the key findings from the virtual panel session, titled
'The Journey from Globalisation to Glocalisation’, involving leading experts at PwC from across the world at the Global Manufacturing and Industrialisation Summit’s
#GMIS2020 Digital Series.

Overall, the following drivers have been identified as those that are accelerating the worldwide shift to “glocalisation” by manufacturers, regardless of where
they operate:

Digitalisation and automation are Traditional supply chain COVID-19 is encouraging supply
enabling companies to go more approaches that focus narrowly chain and wider operational
local by taking labour out of the on cost efficiency need to collaboration between companies,
supply chain and manufacturing be broadened. Factoring with automation helping to solve
equation. in flexibility, resiliency and bottlenecks with innovative, rapid
customer experience can create solutions.
differentiation in the marketplace
and drive improved revenue
growth.

3
National and regional
perspectives

4
Germany Digital
technologies

Since COVID-19, PwC’s CFO Pulse surveys have indicated that German companies
are prioritising supply, distribution and operational strategies to a greater extent than
the global sample.
Wagner, a partner in PwC Strategy&’s Industrials team in Germany. “Now is the time
to bring efficiency and scale into balance with flexibility and robustness.”

76%
Overall, we do not anticipate that German industrials will roll back globalisation,
given their worldwide position. Instead, there will be a shift to a far more flexible
global manufacturing footprint, with more localised physical value chains within
a regional set-up. Even before the pandemic, many German companies were
adjusting their footprint to adapt capacities and networks to meet future demand.
We see the COVID-19 crisis accelerating the execution of these footprint decisions.
of respondents in Germany said they would
accelerate automation and new ways of working Going forward, we expect a growing number of companies will move to multi-
sourcing strategies and a more flexible range of suppliers, while investing further in
digital technologies, especially automation and robotics.
In May2, 76% of respondents in Germany said they would accelerate automation
and new ways of working, compared with a global average of 48%. In June3, almost One of our clients, a global industrial supplier, provides an illustrative case study4 of
half (47%) of German CFOs said they expected changes to distribution channels, exactly this kind of “glocalisation” and the additional strategies that companies can
such as moving from in-person to virtual sales and deliveries, compared with adopt to reset their cost base and reshape their businesses to emerge stronger from
36% globally. More German respondents also anticipated changing supply chain the crisis.
strategies to rebuild revenue streams, such as developing alternative sourcing
options and revising contractual terms. Before COVID-19, the company had a fixed international manufacturing supply
chain and logistics infrastructure that maximised scale to achieve lower costs.
This heightened awareness of COVID-19’s impact is hardly surprising, given that COVID-19 exposed the points where supply and demand were misaligned,
German manufacturers had highly globalised supply and demand bases, and have highlighting the need for greater end-to-end visibility in the supply chain. The
been severely impacted by the implications of the world pandemic. “COVID-19 company is now moving to distributed operations clusters, with an increased focus
has disrupted supply chains and exposed an insufficient resiliency,” says Michael on robotic manufacturing and logistics tools.

5
India

“
COVID-19 is both a crisis that has to be
tackled and an opportunity to make bold,
transformative decisions about operational
models and supply chains
exposed multiple flaws in these local supply chains, just as the pandemic was
- Shashank Tripathi, PwC India’s Government Strategy severely disrupting trade around the world.
and Transformation leader.
In response, companies across India raced to build more flexible service delivery
A new report by PwC India5, “Full Potential Revival and Growth”, maps out the models to strengthen their “last mile” local capabilities, either by developing them
scale of the challenge. The sectors most deeply affected by pandemic-related internally or through partnerships with other organisations. The retail sector in
production shutdowns, labour shortages and broken supply chains cumulatively particular offers numerous examples of these partnerships, with FMCG companies
account for around half of India’s gross capital formation (GCF), meaning the rapidly forming alliances with mobile phone companies, food delivery businesses
country’s accumulation of capital goods such as equipment, tools and electricity. and other service providers in order to achieve resilient, efficient local supply and
Their difficulties are compounded by severe working capital issues and, in multiple distribution networks. This self-reliant mindset promises to help India reduce its
instances, force majeure actions on contracts by counterparties seeking to avoid or dependency on other countries through inward manufacturing, which in turn will
defer payments. drive post-COVID-19 economic recovery.

Yet the turmoil created by COVID-19 also represents a chance for Indian Against this background, interest in India is growing from a global supply chain
manufacturers to rethink and reconfigure their operations to achieve greater perspective. While India is not yet a major manufacturing power, it is a leading
efficiency by upgrading local supply chains. Before the pandemic, global trade was exporter of digital technologies and skills which are now increasingly being applied
already affected by US-China tensions, with COVID-19 adding greater urgency to by companies to develop robust, digitalised supply chains that can meet both
plans by companies and businesses to reduce the vulnerability of supply chains to domestic and international demand. Due to India’s size, a critical challenge will be
international disruption. Global supply chains that directly connect with international bringing hyper-local supply chains into the digital age through robotics and other
networks are largely confined in India to coastal cities and towns and are poorly advanced technologies. The investment is worth the potential prize of greater
integrated with the country’s vast interior. The COVID-19 national lockdown participation by Indian companies in global trade, even as an increase of “inward”
home-based manufacturing reduces India’s import dependency.

6
United States

Supply chain challenges have preoccupied US manufacturers since the start of

the COVID-19 upheaval. In June, PwC’s CFO Pulse survey6 for the US found that
almost half (47%) the US respondents agreed that the pandemic made “developing
additional, alternate sourcing options” an urgent issue, while 52% agreed that
“understanding the financial and operational health of suppliers” was also a top
priority.

47% 52%
agreed that the
pandemic made
agreed that
“understanding the
tariffs were eroding the “total cost” argument for locating operations in Mexico and
China. In addition, “US manufacturers were starting to consider factors that were
not in the total cost model, such as resiliency, flexibility and customer experience”,
says Brett Cayot, a partner in PwC’s US Strategy and Operations practice.

“developing additional, financial and operational

COVID-19 has dramatically accelerated this drive by US companies to diversify
alternate sourcing health of suppliers” was manufacturing and supply chains and develop more agile, flexible operations
options” an urgent issue also a top priority that are both more efficient and closer to the end user. Based on analysis for our
2020 supply chain resiliency report, we estimate that US manufacturers that shift
production from China could cut operating costs by an average of 23% if they
As we noted in a July 2020 report on supply chain resiliency7, US manufacturers of “near-shored” to Mexico and by 24% if they transferred to another Asian low-cost
all sectors and sizes have historically based production and sourcing decisions on country (LCC).
total cost, by simply adding together labour, material, logistics and other line items.
Reducing costs has in turn been the principal driver of offshore manufacturing, with Some long-standing US companies in China may prefer instead to adopt a “China
the priority on lower labour costs. Mexico and China have been the key locations, + 1” model to avoid forfeiting well-developed supply and production networks or
due to their abundance of people with the relevant skills and, in Mexico’s case, its direct access to mainland customers. In addition, we expect to see more post-
proximity to the US market. COVID-19 dual strategies where US manufacturers have operations in both the US
and Mexico, or in Mexico and another LCC in Asia.
Prior to COVID-19, two trends were already emerging that undermined this offshore
production and sourcing model. Firstly, rising labour costs and increased duties and
7
Greater China

“
Viewed from China, the same shift to lower-cost countries due to wage inflation
in the coastal provinces has been visible in recent years both for international US-China trade tensions mean companies are worrying
companies from Europe and Asia with extensive mainland operations and for about geopolitical risk first, and cost has become a boundary
domestic manufacturers that have diversified their footprint overseas. China’s
Belt and Road Initiative (BRI), launched in 2013, has encouraged the expansion of condition rather than the primary objective. They are aware
mainland companies into Southeast and South Asia and East Africa. that they cannot create a cost problem while addressing
geopolitical risk, but cost no longer comes first.
Meanwhile, some international companies which source from China have
rebalanced their supply footprint to include Southeast Asian, South Asian, and East - Jan Nicholas, leader of PwC’s operations
African countries. However, the sheer size of the Mainland China market means a consulting and supply chain team in Hong Kong.
significant proportion of domestic and foreign manufacturers have adopted a “China
for China” footprint strategy by manufacturing on the mainland for sale domestically leader of PwC’s operations consulting and supply chain team in Hong Kong.
rather than for export, and not importing goods to sell in the same huge market.
Amid this geopolitical uncertainty, COVID-19 has introduced a second factor into
Two factors are now complicating these strategic calculations. Firstly, geopolitical the strategic equation. The pandemic has accelerated the existing diversification
friction has entered the equation, due to ongoing trade disputes between trend by domestic and foreign manufacturers as companies seek to rebalance their
Washington and Beijing. In PwC’s 2020 China Business Report8, published in supply chain and manufacturing to include suppliers beyond China. As we highlighted
partnership with the American Chamber of Commerce in Shanghai, our survey of in a June 2020 report9, “Strategic realignment for MNCs in China”, the pandemic
346 US companies operating in the mainland found that only 59% are optimistic has exposed supply chain weaknesses, with the message brought home for many
or slightly optimistic about the five-year business outlook, compared with 80% companies by a realisation of the world’s overreliance on China for personal protective
as recently as 2018. In 2020, the proportion responding as optimistic was roughly equipment (PPE).
half the 2018 level. Revealingly, almost one-third (29.5%) of the 2020 survey cited
uncertainty about US-China trade and commercial relations as a reason why their The double challenge for domestic and foreign manufacturers in China is how to satisfy
investment plans were lower than in 2019. While there has been great anticipation both Chinese and international demand while balancing the geopolitical and economic
around the US elections and the possible impact on policy, the incoming Biden tensions between the US and China without offending either country. This balancing
administration has signaled that it intends to change China trade policy slowly and act will require sensitive handling and is likely to influence footprint choices. While
in a measured way, if at all. executives have so far been reluctant to commit to large-scale footprint change, the
escalating tensions will force many companies to decide; those with clear mitigation
“Historically, supply chain decisions have revolved around cost,” says Jan Nicholas, strategies will come out ahead of those that defer until a decision is forced on them.
8
UK

UK manufacturing companies were arguably better prepared than many

international competitors when COVID-19 disrupted operations because
of their planning for Brexit. This shorthand term generally covers Britain’s
formal departure from the EU on 31 January 2020 and its negotiations for
a trade agreement with the EU by the end of 2020, the deadline set by the
UK government. In both cases, uncertainty surrounding the outcome meant
manufacturers had to assess the flexibility and resilience of supply chains, which
are often closely tied to continental Europe. careful planning – to change supply chains. The same debate has fed in turn into
discussions about sustainability, including the cost of meeting climate-change
Despite this forward planning, COVID-19 still caused severe disruption to
targets.
manufacturers based in the UK, one of the world’s most globalised economies.

“
Some companies have discovered that if they have more agile, flexible operations
As in many other countries, the crisis acted as a reality check for supply chain
in multiple locations that are closer to the market they can sell more, says Cara
deficiencies. In this context, unlikely alliances between companies in different
Haffey, PwC’s UK leader of Manufacturing and Automotive. These discussions have
sectors have been formed to help combat COVID-19. In March, for example, the
featured far more since COVID-19 than in the previous five years.
construction equipment manufacturer JCB linked up with the vacuum-cleaner
company Dyson to produce the steel casing for Dyson-designed ventilators
(though ultimately, the ventilators were not required by UK hospitals).

At the same time, the potential impact of Brexit on supply chains has prompted Some companies have discovered that if
a wider political debate about the UK’s need to build onshore manufacturing
capacity that is resilient and flexible. they have more agile, flexible operations
Yet this pressure to “go local” has been accompanied by warnings from UK in multiple locations that are closer to the
business groups and manufacturing associations that it takes a long time – and
market they can sell more
-C
 ara Haffey, PwC’s UK leader of
Manufacturing and Automotive.

9
Middle East

In April, PwC Middle East’s report on Local Value Creation10 noted that supply
chains in the region tend to rely heavily on imported goods. Even before the
pandemic, this exposure to imports left Middle East countries exposed to a range These combined factors make local solutions an operational necessity for
of risks, including commodity price fluctuations, geo-political crises, and natural companies in the Middle East, as the region emerges from national lockdowns.
disasters. Going forward, the youthful demographic profile of Middle Eastern countries will
create further social pressure for more local supply chains and production
In this context, COVID-19 has dramatically underscored the need for manufacturers capacity, in order to create employment for young skilled people.
in the region to bolster resilience and sustainability by localising production
and supply chains in critical areas such as spare parts, essential raw materials, Despite these challenges, and the continuing COVID-19 upheaval, we believe that
maintenance and repair services and agricultural goods. Previously, localisation the region is well-prepared for a successful “glocalisation” journey in two respects.
programmes have largely been driven by the energy sector. The pandemic has

“
exposed additional critical supply chain vulnerabilities, notably in healthcare, where
countries across the region are now rapidly building capacity in locally-sourced Firstly, major public and private sector Secondly, in recent years Middle
pharmaceuticals and protective medical equipment. Aside from the clinical front- companies have long experience at Eastern countries led by the United
building sustainable, flexible operations Arab Emirates (UAE) and Saudi Arabia
line, COVID-19 has created other dangerous supply bottlenecks in critical areas
in a region afflicted by political unrest – have made massive investments in
such as spare parts for equipment for utilities. an experience that has information and communications
served them well technology (ICT) in order to reduce
during the their dependence on oil revenues by
Lack of spare parts for water utilities has pandemic. creating dynamic, digitalised “knowledge
the potential to threaten people’s lives given economies”.

the region’s dependency on desalinated sea As a result, manufacturers in the Middle

East now have access to world-class
water for drinking. technology to modernise and localise
supply chains and production.
- Bashar El-Jawhari, PwC Middle East’s Industry 4.0,
procurement and supply chain competency leader.

10
“Glocalisation” of supply
chains and operations
Key global trends to watch

Around the world, digitalisation is critical to successful “glocalisation” PwC’s October 2020 Pulse survey12 of US chief operating officers (COOs)
strategies, as highlighted by a PwC survey in 201911 of 1,600 supply found that the single-location manufacturing model is starting to lose its
chain executives and decision-makers in 33 countries worldwide. hold on executives with responsibility for supply chains.
Companies identified as “digital champions” that used advanced supply
chain technologies achieved annual operational savings of 6.8%, well Lastly, in a post-pandemic world where reliable, real-time data is essential
ahead of less advanced businesses. Critically, they also achieved greater for both business and health and safety reasons, we anticipate an emerging
transparency, flexibility and local asset utilisation. trend for greater supply chain and operational collaboration between
companies – whether through sharing automation technology to devise
COVID-19 has accelerated the drive by manufacturers to digitalise and innovative, rapid solutions to bottlenecks or joint sourcing of protective
increase automation to build resilient and truly connected local supply equipment to shield employees from the virus.
chains that can withstand external shocks. This effort extends to increased
investment in areas such as data-driven forecasting or AI-based algorithms Amid these emerging themes, one fact is already clear: COVID-19 has
that can now be applied to demand planning. With no immediate end to the ensured that the case for moving from global to “glocal” operations has
pandemic in sight, automation will be vital both in increasing supply chain gained unstoppable momentum.
and production efficiency, and in helping to mitigate safety measures in
factories – such as social distancing – through the use of robotics.
At the same time, COVID-19 is forcing more manufacturers worldwide to
question the validity of the traditional total cost perspective, which narrowly
emphasises cost efficiency over other factors such as flexibility, supply chain
resiliency, customer experience and geopolitical concerns. For example,

11
 Anil Khurana
PwC’s global industrial manufacturing
and automotive leader
[email protected]

Contacts
Anil Khurana is PwC’s global industrial manufacturing and automotive leader. He
has expertise working with industrial and manufacturing companies on strategy,
operations, new business models, capability development, and tech-enabled
transformation. Based in Boston, he is a principal with PwC US.

Dr. Bashar El-Jawhari Brett Cayot Cara Haffey

PwC Middle East's Industry 4.0, Partner in PwC’s US Strategy and PwC's UK leader of Manufacturing and
procurement and supply chain Operations practice Automotive
competency leader [email protected] [email protected]
[email protected]

Dr. El-Jawhari leads the Industry 4.0, procurement and supply With an intense focus on creating value for clients, he has Cara is PwC’s UK Leader of Manufacturing and Automotive.
chain competency with a focus on the Resources and Industrials delivered over $3B in benefits to-date. He uses his deep supply She is a Deals Partner and works with corporate and private
(R&I) industry sector in the ME. He has deep expertise in chain experience across strategy, operations and technology to sector clients on their strategy, implementation, acquisitions and
manufacturing, cost reduction, productivity improvement and collaboratively develop pragmatic supply chain solutions. His operational resilience and improvement. Cara is a Chartered
operating models. experience spans from strategic supply chain initiatives to drive Accountant and has been with PwC for 20 years.
revenue growth to operational improvements that significantly
reduce operating costs.

Jan Nicholas Dr. Michael Wagner Shashank Tripathi

leader of PwC's operations consulting Partner in Strategy&’s Industrials team PwC India's Government Strategy and
and supply chain team in Hong Kong in Germany and leader of PwC’s Fit for Transformation leader and leader of its
[email protected] Growth transformation platform in EMEA Aerospace & Defence practice
[email protected] [email protected]

Jan Nicholas leads PwC’s operations consulting team in Hong Michael Wagner is an advisor to executives in the Industrials, Shashank is the Partner – Government Strategy & Transformation
Kong, and has over 20 years of experience driving operations Metals and Technology sectors for Strategy& Germany, PwC’s & Leader of Aerospace & Defence practice in PwC India with
transformations, process and technology development, strategy strategy consulting group. As EMEA leader of Strategy&’s the professional experience of more than 32 years. His key
development, and supply chain management. Transformation Platform Fit for Growth*, he helps his clients expertise are in the area of A&D strategy, public policy design,
strengthen their capabilities, transform their cost structure and growth strategy, government & public sector transformation and
align their organization to achieve fundamental performance developing reforms strategies. His key focus area is generating
improvements and unlock profitable growth. synergies between private sector expertise and government
growth strategy.
12
Resources
1- Blair Sheppard, Daria Zarubina, and Alexis Jenkins, Adapting to a new world, Strategy & Business, May 2020:
https://www.strategy-business.com/article/Adapting-to-a-new-world?gko=5b5d0

2 - PwC’s COVID-19 CFO Pulse Survey - PwC Germany - Wave 4 in a bi-weekly series:
https://www.pwc.de/de/covid-19/pwc-cfo-pulse-iv-2020.pdf

3 - PwC’s COVID-19 CFO Pulse Survey - PwC Germany - Wave 4:

https://www.pwc.de/de/covid-19/pwc-cfo-pulse-v-2020-abstract.pdf

4 - Dr. Deniz Caglar et al., After the crisis: Three actions to reset cost and reshape your business for growth, Strategy&, 2020:
https://www.strategyand.pwc.com/gx/en/unique-solutions/fit-for-growth/how-to-respond-and-emerge-strong-from-the-covid-19-pandemic/after-the-crisis-three-actions-to-reset-
cost-and-reshape-your-business-for-growth.pdf

5 - Sanjay Tolia et al., Full Potential Revival and Growth - Charting India’s medium-term journey, PwC India, August 2020:
https://www.pwc.in/assets/pdfs/research-insights/full-potential-revival-and-growth/full-potential-revival-and-growth-charting-indias-medium-term-journey.pdf

6 - PwC US CFO Pulse Survey, US findings — June 15, 2020:

https://www.pwc.com/us/en/library/covid-19/pwc-covid-19-cfo-pulse-survey.html

7- Brett Cayot et al., Beyond China: US manufacturers are sizing up new and cost-efficient global footprints, PwC US, July 2020:
https://www.pwc.com/us/en/library/fit-for-growth/supply-chain-resiliency.html

8 - 2020 China Business Report, The American Chamber of Commerce in Shanghai:

https://www.pwccn.com/en/consulting/china-business-report-sep2020.pdf

9 - Strategic realignment for MNCs in China, PwC CN, June 2020

10 - Dr Bashar El Jawhari et al., Local Value Creation, A new approach to localisation in the public sector, Part 1 - Defining the localisation vision, April 2020:
https://www.pwc.com/m1/en/publications/local-value-creation-defining-localisation-vision.html

11 - Connected and autonomous supply chain ecosystems 2025, PwC Global, 2020:
https://www.pwc.com/gx/en/industries/industrial-manufacturing/digital-supply-chain.html

12 - COO insights, Latest findings from PwC’s Pulse Survey, October 2020:
https://www.pwc.com/us/en/library/coo.html

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About PwC

“
PwC has operated in the Middle East region for more than 40 years. There are over 100 members of staff from other international territories
on secondment to our Middle East firm, meaning we bring global
Collectively, our Middle East network employs in the region more than perspectives and the full extent of our worldwide network to the work that
6,000 people including 276 partners working from 23 offices (in 22 we do for our clients in the region.
locations) across 12 countries: Bahrain, Egypt, Iraq, Jordan, Kuwait,
Lebanon, Libya, Oman, the Palestinian territories, Qatar, Saudi Arabia and
the United Arab Emirates.
We are one of the fastest growing PwC member firms worldwide and the
largest professional services firm in the Middle East. Our regional network functions as one
Our tailored solutions help clients to meet the challenges and opportunities seamless practice unit structured on the
of doing business in the Middle East market and beyond.
basis of industry lines. This enables us to
We have experience in industries including government, energy mobilise our industry specialists across
and utilities, financial services and banking, retail, construction and
engineering, manufacturing, entertainment and telecoms. the Middle East region, whenever and
Our clients in the Middle East include prominent public and private
wherever needed.
companies, governments, banks and family businesses.

14
About GMIS
The Global Manufacturing and Industrialisation Summit (GMIS) was GMIS 2020, the third edition of the Global Manufacturing and
established in 2015 to build bridges between manufacturers, governments Industrialisation Summit, will be held virtually as a sequence of Digital
and NGOs, technologists, and investors in harnessing the Fourth Series starting June 2020 followed by a virtual Summit in September 2020,
Industrial Revolution’s (4IR) transformation of manufacturing to enable the and will focus on the theme of glocalisation.
regeneration of the global economy. A joint initiative by the United Arab
Emirates and the United Nations Industrial Development Organization To learn more about GMIS, please visit https://gmisummit.com/
(UNIDO), GMIS is a global platform that presents stakeholders with an and follow GMIS on Twitter: @GMISummit, Instagram: @gmisummit,
opportunity to shape the future of the manufacturing sector and contribute LinkedIn: GMIS - Global Manufacturing & Industrialisation Summit, and
towards global good by advancing some of the United Nations Sustainable Facebook: @GMISummit.
Development Goals.
The first two editions of the Global Manufacturing and Industrialisation
Summit were held in Abu Dhabi, United Arab Emirates in March 2017,
and Yekaterinburg, Russia in July 2019, respectively, with each edition
welcoming over 3,000 high-level delegates from over 40 countries.

15
www.pwc.com/me

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