2013 UPS Change in the (Supply) Chain Survey. High-Tech Global Supply Chains: Shifting Gears

Transcription

1 2013 UPS Change in the (Supply) Chain Survey High-Tech Global Supply Chains: Shifting Gears

2 High-Tech Global Supply Chains: Shifting Gears Page 2 Factors such as increasing globalization of the high-tech industry, competition coming from new places, the rising influence of the end consumer and the pressure to innovate and get to market faster while containing costs have all put strains on the high-tech. In the fourth year of the annual UPS Change in the (Supply) Chain survey, we see these impacts as global high-tech logistics decision makers prepare for significant gear shifts in their s to get ahead in an increasingly competitive marketplace. This year, the survey, conducted by IDC Manufacturing Insights, gathers insights from nearly 350 executives in North America, Latin America, Europe and Asia, on their current and upcoming plans for driving change in the chain. The following pages of this executive summary reveal the top findings around areas where high-tech logistics executives prepare to skillfully shift gears in their s. Contents The high-tech Among the specific changes planned include: Slowly embracing near-shoring to get closer to customers Adopting a more Better managing the entire from global launch to product retirement Capitalizing on the emerging opportunity & navigating through key barriers All of these shifts will drive the next generation high-tech.

3 Page 3 As demand comes from new places including new and end consumers high-tech companies are gearing up to capture new global trade opportunities. Future of high-tech exports 41 % Expect to see exports grow faster over the next 2 years compared to 2013 Growth around the world 39 % 13 % 7 % Expect to see exports grow at the same level over the next 2 years compared to 2013 Expect to see exports remain at the same absolute level over the next 2 years compared to 2013 Expect to see exports decline over the next 2 years compared to 2013 logistics executives around the globe are increasingly tapping into new, including both mature and emerging around the world. In this growth landscape, 41% of executives surveyed expect to see high-tech exports increase over the next two years compared to 2013.

4 Page 4 companies are seeing merits of near-shoring, with 27% of high-tech logistics decision makers globally planning to embrace near-shoring, up from just 10% a few years ago. Despite this shift, many more are not planning on near-shoring (70%+), illustrating that barriers remain. Drivers Improving service levels by bringing production closer to demand Improving control over quality and intellectual property Diversification of manufacturing due to natural and socio-economic risks Cost benefit to China or low cost manufacturing countries is no longer compelling Skills or technology limitations 77 % 50 % 55 % 46 % 43 % 45 % 37 % 40 % 35 % 33 % 33 % Barriers Cost benefit to China or low cost manufacturing countries remains compelling Location of key suppliers Current sourcing footprint best supports expected global demand demographics Fixed infrastructure is not movable China or low cost manufacturing countries are our default manufacturing location Growing China or low cost manufacturing countries consumer market Near-shoring differs by geographic region and company size around the world Worldwide, those planning to near-shore varied by region: Latin America (44%) Europe (26%) Asia (24%) North America (19%) Adoption of near-shoring also varies by company size, with both the very small ($5-$250M annual revenue) and very large (greater than $1B) companies leading the near-shoring charge, likely because small companies have the agility and large companies have the resources to embrace near-shoring.

5 Page 5 Providing a best-in-class customer experience is growing in importance in the high-tech industry as demand comes from new places and competition heats up around the globe. In two years, 44% plan to become more versus 39% who consider themselves today. Supply Chain Focus - Top Priority companies to differentiate through customer service % 42 % 37 % 18 % 39 % 18 % Companies first principle is slowly shifting from product quality towards customer centricity. Customer Service Centric Product Quality Centric Top drivers for becoming more globally include: More intense global competition and the need to differentiate through customer service (72%) Increased focus on customers (69%) Belief that better customer service performance drives improved sales and profits (69%) Growing influence of the end consumer (53%) % 44 % Cost Centric 17 %

6 Page 6 The trend of becoming more customer centric has significant implications for the high-tech. As a result, executives are making changes to their strategy. Planned changes in the (supply) chain 71 % Reduce lead times 71 % Improve our planning capabilties 68 % Improve our fulfillment capabilties While high-tech executives globally 66 % are embracing a variety of strategies to improve customer service, Improve post-sales, returns capabilties 53 % Become more knowledgeable about risk level & resiliency in supply chain operations Executives re-shaping s to deliver on customer centricity two strategies rise to the top: 71% are reducing or will reduce lead times and 71% have improved or plan to improve their planning capabilities. Companies also see opportunities to drive service improvement through a focus on postsales and returns processes. 47 % Build some 'slack' into our

7 The high-tech Page 7 Managing the high-tech is increasingly important in achieving a number of goals, including becoming more, increasing global competitiveness and managing costs. Confidence in capabilities drops along the Executives classified themselves as market leaders 59 % 47 % 47 % 46 % 44 % 40 % 34 % Product Innovation Fulfillment + Distribution Post-sales Support Product Launch Full Production Product Retirement/ End-of-life Extension Reverse Logistics Room for improvement in high-tech management While high-tech logistics executives are confident that they are market leaders in the area of product innovation, they rate their own capabilities in areas further down the as average versus leading. In fact, less than half of high-tech logistics executives globally think they are market leaders when it comes to post-sales support, product, reverse logistics and other key stages of the.

8 Page 8 Globally, 53% of executives across all segments of the high-tech industry cite a flawless initial product launch (time-to-market) and quickly reaching a full-scale manufacturing capacity (time-to-volume) as critical aspects of the. Challenges during global product Challenges remain in high-tech global product 26 % Ensuring product security throughout the 24 % Collaborating with OEMs and/or value-added service providers during the product launch Among those surveyed, 48% say the ability to carry out a high-profile product launch is becoming increasingly important. Despite the importance of product, less than half of high-tech logistics executives rank their companies as market leaders in this area, and a variety of challenges surround high-tech product, with ensuring product security throughout the ranking as the top challenge. 19 % 13 % The local coordination needed to enable day-specific final delivery in various Managing 3PLs and other transportation providers

9 Page 9 As emerging grow in importance to the high-tech industry, 49% of executives are already establishing a presence and capabilities in these locations. North American executives are the most aggressive about emerging market expansion, with 80% either already having entered emerging or planning to do so within a year. Lessons learned 5 % Navigating tax issues 16 % Managing overall in-country presence 15 % 8 % 27 % How best to establish initial operations in a new market 15 % Partnering with logistics provider early-on to assist with market entry 10 % Relying on trade management services Companies aggressively moving into emerging executives cite key lessons learned from emerging market expansion, with the top critical area being how to best establish initial operations in a new market. Managing the overall in-country presence was cited by 16% of hightech decision makers, while 15% said partnering with a logistics provider early to assist with market entry was the most important lesson learned. Finally, 15% of those surveyed said managing changing regulations was their biggest lesson learned in emerging. Managing changing regulations Establishing effective post-sales support

10 Page 10 While emerging market expansion is a key priority for high-tech logistics executives, barriers to expansion remain. Barriers to global expansion 19 % 17 % 15 % 13 % 12 % 11 % 10 % Understanding appeal of our products in new Ability to execute new in-market strategy Current economic conditions Finding in-market partners Cultural challenges Establishing initial operations Navigating the regulatory enviroment Overcoming barriers to global expansion When considering barriers to global expansion, 19% of high-tech executives surveyed say that understanding the appeal of their products in new is a key barrier for their company. Other top barriers include the ability to execute new in-market strategies, the current state of the economy and finding in-market partners. To address these barriers and other challenges, 42% of logistics decision makers say they need a turn-key solution for entering new.