European mid-sized manufacturers are quietly outperforming global peers in supply chain efficiency, not through superior technology, but through more open and intelligent data sharing with partners. New findings from software provider Remira suggest cultural habits and trust-based collaboration are putting Europe a step ahead in planning, forecasting, and operational responsiveness.
Smarter Sharing, Stronger Supply Chains
Medium-sized manufacturers in Europe are pulling ahead globally by doing one thing better than most: sharing the right data with the right partners at the right time. According to research from Remira, these companies are outperforming competitors in North America and Asia not because they have better digital infrastructure, but because they use it more effectively.
European firms, especially in sectors like consumer electronics and white goods, are more likely to share demand-related data early and proactively with supply chain partners. This includes sales forecasts, order trends, and market signals that are critical for aligning production and inventory. In contrast, producers in the U.S. often face internal cultural barriers rooted in competition and data ownership, while Asian suppliers frequently operate under hierarchical business structures that limit cross-functional sharing.
Remira’s Johan van Hemert pointed to cultural dynamics as the differentiator in an official statement. In Europe, even within hard-nosed negotiations, there is a greater degree of mutual understanding and sustained relationships, particularly among family-owned mid-sized businesses. These firms tend to build collaborative frameworks, rather than defensive silos, around supply chain planning.
The Value of Purposeful Collaboration
The findings stress that effective data exchange isn’t about simply having access to advanced IT systems, it’s about how intelligently and collaboratively they’re used. Remira’s report recommends moving away from abstract strategic rollouts in favor of incident-based interventions, which often create shared urgency and faster implementation across partner networks.
It also flags the risk of simply transmitting raw data without tailoring it to the recipient’s functional needs. For cross-enterprise data sharing to be effective, inputs must be specific, interpretable, and mutually meaningful. Standardizing how data is structured, read, and acted upon—through aligned procedures, shared education, and adapted training, is just as important as the data itself.
Van Hemert cautions that internal disorganization is often the first obstacle to broader supply chain data integration. Fragmented systems and unclear accountability make it difficult to deliver timely, usable information across the chain. Meanwhile, fear over exposing sensitive business intelligence remains a common deterrent. Despite this, the willingness to share is growing—Remira pegs it at 75% in Europe, versus 60% in the U.S. and 65% across Asia.
A Pragmatic Edge in a Competitive Landscape
While the study is qualitative in nature and focused on a defined business segment, its implications are clear: transparency and collaboration are not soft virtues—they’re operational enablers. Firms that make smarter use of existing digital infrastructure, build trust with partners, and commit to interoperability gain tangible advantages: lower inventory, faster fulfillment, and more stable processes.
In a supply chain environment shaped increasingly by volatility and complexity, Europe’s measured but open approach to data sharing offers a model worth examining. Not because it’s perfect—but because it demonstrates that collaboration, when rooted in operational intent rather than abstract ambition, can move the needle in meaningful ways.
Trust-Based Collaboration as a Competitive Differentiator
The insights from Remira’s research underline a shift in how operational advantage is being redefined. For supply chain leaders, especially those operating in fragmented ecosystems, the takeaway is about identifying structural enablers of purposeful data flow. That includes rethinking internal data readiness, establishing clearer governance for inter-company exchanges, and ensuring that information is interpretable and actionable across functional boundaries.
European SMEs offer a case study in how incremental cultural and procedural alignment, not radical overhauls, can deliver resilience and responsiveness in equal measure. As competitive pressures intensify globally, the emphasis may well shift from technological superiority to the operational maturity required to use it with intent.
