Low-carbon, high-growth. The 21st century supply chain model

Size: px
Start display at page:

Download "Low-carbon, high-growth. The 21st century supply chain model"

Transcription

1 Low-carbon, high-growth The 21st century supply chain model

2

3 Low-carbon, high-growth The 21st century supply chain model

4 2

5 Authors: Preeti Gandhi, Tata Consultancy Services Dipak Kripalani, Tata Consultancy Services Odd-Even Bustnes, Xyntéo Dr Åsgeir Helland, Xyntéo

6 4

7 FOREWORD The old way of doing business has got us far. Since the Industrial Revolution, economy after economy has been lifted into modernity, propelled by relentless advances in technology and the repeated reinvention of how we create value. Yet the enormous wealth generated over the course of the last few centuries remains out of reach for too many. And though our ability to innovate has repeatedly defied the limits of what we thought possible, we have still not severed the link between economic and commercial success, on the one hand, and the degradation of our natural environment, on the other. It s time for a new model one which can deliver robust economic growth without destroying the biosphere on which this growth fundamentally depends. We must grow without putting carbon into the atmosphere, overhauling the way we move around and organise our cities, how we power ourselves, how we produce and consume. This calls for a revolution of the prevailing business model and all its aspects from design and procurement right through to the delivery of the value proposition to the customer. There is a strong business case for embracing this paradigm shift. The transition to ultraefficiency will open up substantial cost reductions. Shifting customer preferences are strengthening demand for low-carbon goods and services. Regulation is increasingly rewarding carbon-efficient business models. Embedding environmental protection, ultraefficiency and clean energy into business strategies is now essential for minimising risk. As in the Industrial Revolution, it will be technology that provides the catalyst for this next economic revolution. In many cases, the most powerful spur will be information technology. With this in mind, Tata Consultancy Services and Xyntéo have collaborated to produce a series of white papers, which set out cost-effective information management solutions to equip businesses to overcome challenges to low-carbon growth. This white paper Low-carbon, high-growth: the 21st century supply chain model makes the case for overhauling today s supply chains. The crux of this change will be to build closed-loop supply chains enabling cradle-to-cradle material flows. Tools to make sense of and manage a more open flow of information among multiple supply chain actors not just direct partners will be key to success. The result will be more resilient, more agile, more competitive supply chains that, in tune with the changing production-consumption patterns now underway, will support high rates of growth with reduced emissions of carbon. Removing carbon from business models depends on collaboration among value chain partners; this point forms a red thread throughout the series of white papers. This reflects the foundational principle of the Global Leadership & Technology Exchange, within the framework of which this important work has taken place. N. Chandrasekaran CEO and Managing Director, Tata Consultancy Services Osvald Bjelland Chairman and CEO, Xyntéo

8 Acknowledgments TCS and Xyntéo would like to thank those who generously gave their time to be interviewed for this white paper: Salla Ahonen, Director, Environmental Policy, Nokia; Peter Hogsted*, CEO International, Kingfisher plc; Nils Lie, Vice President SCM & Network, Wallenius Wilhelmsen Logistics AS; Antoine Namand, Head of Vehicle Logistics Division, Cat Vehicle Logistics; Tommy Paulsson, Managing Director, Bring SCM AB; Bo-Inge Stensson, Senior Vice President, Group Demand Chain, SKF; Søren Stig Nielsen, Senior Director, Sustainability, Maersk Line; Markus Terho, Director, Sustainability, Market, Nokia; and Jean-Eudes Tesson, President, Groupe Tesson. Their comments added enormous value to the papers by injecting them with up-todate industry insights. The participation of these individuals and their respective companies is a strong signal of their collective and collaborative leadership. We also thank the authors from TCS, Dipak Kripalani and Preeti Gandhi, and from Xyntéo, Dr Åsgeir Helland and Odd-Even Bustnes. We also thank supporting authors from TCS, Dr Syama Sunkara and Lakshminarasimhan Srinivasan, and from Xyntéo, Dr Gunther Krell and Cristian Leordeanu. For all design and editorial, our appreciation goes to the TCS Corporate Marketing Team and Xyntéo s Veronica Lie and Laura Bradon Mohn. Key advisors whom we also thank are, from the TCS side, Amit Bhowmik, Saurabh Jhawar, Prashanth Kaivar, Anil Kumar, Jayaram N., Edward Robbins, Dr Pardip Sandhu and Suresh Babu Sugumaran; and from the Xyntéo side, Lars Anisdahl, Thomas Bergmark, Roxana Brebenel, Stephen Cadden, Peter Carlin, Stephan Carlquist, Rune Frøyland, Dr Kevin Gordon, Phil Harrison, Lloyd Hicks and Rayson Ho. Finally, we would like to acknowledge the Global Leadership & Technology Exchange, for providing a targeted and relevant forum for collaboration around low-carbon growth solutions. * Please note that Peter Hogsted s insights are based on his industry perspectives, and are not necessarily identical to those of Kingfisher plc

9 Contents Executive Summary... 2 Opportunity Highlights... 4 Introduction A New Business Paradigm The Existing Supply Chain Model Leads to High-Carbon Growth Early supply chain models The existing supply chain model strengths The existing supply chain model limitations Restricted scope Slow business response Constrained information management The 21st Century Supply Chain Model Delivers Low-Carbon Growth Growth Opportunities Enabled by the 21st Century Supply Chain Model Enabling product sustainability Driving product sustainability through supplier sustainability information management Driving product sustainability by using life-cycle information Eliminating product waste Driving low-carbon logistics Maximising the reverse supply chain Outlook...42 Glossary

10 Executive Summary By upgrading supply chains to deliver growth as well as carbon reductions, businesses can capture value in an emerging competitive landscape characterised by changing consumer preferences and tightening resource constraints. The changing supply chain context Today s competitive business model is driven by cost-efficiency, growth, economies of scale and the disaggregation of consumption and production. The corresponding supply chain model optimises costs against service-levels. It features little emphasis on total sustainability, and is therefore carbon-inefficient and resource-intensive. This model has delivered high growth to be sure. But, now, a new business paradigm is changing the landscape, creating new sources of pressure and opening up fresh opportunities. Resource constraints are tightening, and regulation is increasingly favouring carbon-efficient businesses. Consumption and production points are moving closer together. Customer preferences are shifting towards lower-carbon goods and services; many are becoming less interested in owning products and more interested in the value of the service that the product ultimately offers. These paradigm shifts suggest that we are facing an unprecedented opportunity to align business, society and the environment around sustainability. To meet these 21st century requirements, the supply chain needs to adapt to deliver on total sustainability (financial, social and ecological). Rising to this challenge will mean moving away from the linear approach to supply chain management and building closed-loop systems. This will position businesses to make progress in four key opportunity areas: product sustainability, product waste, low-carbon logistics and reverse chain maximisation. Four key opportunity areas Enabling product sustainability Recalibrate design, engineering, manufacture, supply, use and recycling to improve product sustainability. Key enablers include collaboration to share life-cycle information among various actors in the supply chain. Eliminating product waste Remove product waste from along the supply chain by ensuring products fulfil their intended use. Key enablers include direct communication, real-time monitoring and information exchange along the supply chain. These enablers help improve demand forecasting as well as inventory and asset management for product waste reduction, which could in turn improve customer service levels. Driving low-carbon logistics Use transportation and warehousing capacity to move goods with maximum efficiency. Improved information exchange among actors in the supply chain can enhance capacity utilisation, inter-modality, route planning and transportation asset efficiency. Moreover, 2

11 integration of carbon information at a strategic level can optimise network efficiency while reducing carbon emissions, both during initial design and network re-design. Maximising reverse supply chain Re-capture materials in used products or extend product lifespans. This requires extending the forward supply chain with a reverse chain, in turn lengthening product lifespans and securing the resource base. This strategy is proving an effective means to create business value while reducing carbon. Enacting it requires high levels of collaboration and integration as well as transparent information exchange between the manufacturers and the actors in both the forward and the reverse chains. For some product categories, the largest sustainability gain will come through the adoption of a service-based business model. Several companies are already improving profitability by pursuing this route. To be successful the model needs to be rooted in a deep understanding of the value proposition for the customer and the precise nature of the sale that is, a service from a product, rather than ownership of the product itself. Benefits of employing the 21st century supply chain model The 21st century supply chain model will deliver high-growth, low-carbon performance. It does not constitute a wholesale replacement of the existing supply chain model; it builds upon it, continuing to deliver on agility and growth while radically improving sustainability performance. Some highly competitive companies are already working towards the 21st century supply chain model. Businesses from diverse industries are lowering carbon emissions while delivering high growth by pursuing one or more of the four opportunity areas identified in this paper. Xerox saved $400 million in 2009 (85% of net income) by designing for and using remanufactured parts in its production lines, eliminating 42% of carbon from equipment production. Since its inception, Caterpillar s remanufacturing business grew twice as fast as its main business, reaching 5% of Caterpillar s total revenue and avoiding 77,000 tonnes of CO 2 e in 2010 (the equivalent of 60,000 new cars in Portugal that same year). Zara s profit margin has been best-inclass in its industry, remaining stable at around 12% over the past five years, while having some of the lowest product waste rates in the industry avoiding 188,000 tonnes of CO 2 e in 2009, the equivalent of 150,000 new cars in Portugal in Cradle-to-cradle material flows, enabled by closed-loop supply chains, are central in the evolution of supply chains towards the 21st century model. The result for businesses that embrace this new model will be more resilient, agile and competitive supply chains that will support high rates of growth and lower carbon emissions. 3

12 Opportunity Highlights The business paradigm is changing, and supply chains will have to evolve to meet the challenge of new opportunities and risks. By transitioning to a 21st century supply chain model featuring closed loop systems, multilateral connectivity and information sharing, companies will be positioning themselves to satisfy emerging customer demands and achieve high growth in a carbon- and resource-constrained environment. By moving towards this model, businesses are already capturing value in four key areas: Developing more sustainable products Supply chains will increasingly require the exchange of life-cycle information among various actors. Two of the biggest players of the office furniture market, Herman Miller and Knoll, have understood this, engaging their suppliers in systematic efforts to make furniture with a lower environmental impact. Herman Miller and Knoll have improved market shares and net incomes in the years following concerted efforts to improve product sustainability. Reducing product waste in the supply chain By localising its supply chain, compressing lead times and deploying an intelligent feedback system from store to designers, Zara was able to reduce product waste substantially, avoiding about 188,000 tonnes of carbon emissions compared with the industrial average in The profit margin of Zara has been stable at around 12% for the past five years and the reduced product waste secured about 500 million in EBIT margin in Driving low-carbon logistics New ways of exchanging information and coordinating the movement of goods will provide low-carbon logistics solutions. An example of a new initiative is Shiply, an online exchange platform addressing unused capacity by matching people needing to move goods, on the one hand, with transport companies with available space, on the other. The shipper can save up to 75% compared to standard rates. Since starting business in 2008, Shiply has saved about 9,000 tonnes of carbon emissions. Closing the loop by reusing, remanufacturing and recycling New planning tools can help fully integrate the reverse chain in the forward supply chain, thus truly closing the resource loops. Companies which have integrated remanufacturing into their offering or business models are making a profit. Caterpillar gets 5% of their revenue from its remanufacturing business, while Xerox saved $400 million in material and production costs by using remanufactured components in its production line. The consumer base is changing: more consumers are re-evaluating the functional value of their consumption choices and, in some product categories, moving away from ownership. This is opening up new ways of running businesses, including the emergence of servicebased business models to support both environmental and financial performance. For example, the Xerox printing service business line made 25% out of the total company revenue in Pioneering companies have already started the transition to the 21st century supply chain model. By focusing on connectivity, collaboration and information management, they are moving towards a low-carbon, high growth supply chain model.

13 Low-carbon, high-growth The 21st century supply chain model Introduction This white paper forms part of a TCS-Xyntéo series which aims to map out practical ways key industries and business models can contribute to profits and lower carbon emissions. In so doing we hope to support better business performance while contributing to cost-effective solutions to the pre-eminent challenge of our era: the creation of a low-carbon economy. This paper argues that the business paradigm is changing, creating new risks and opportunities for supply chains. Transitioning to a 21st century supply chain model, based on closed-loop systems, multilateral connectivity and information sharing, will help equip businesses to meet changing customer demands and achieve high-growth performance in a carbon- and resource-constrained competitive landscape. The paper, which combines the results of joint research and analysis with interviews with senior industry executives, is structured as follows: Chapter 1 gives an overview of the changing business paradigm. It describes how supply chains and businesses geared for high-volume throughput are facing new challenges. Tightening environmental regulation, growing resource constraints and changing consumption patterns all suggest a turning point in the way supply chains are designed and run. Chapter 2 assesses the evolution of the existing supply chain model and analyses how it has led to deficient sustainability performance, including high levels of carbon emissions. Chapter 3 introduces the 21st century supply chain model, which delivers high-growth, low-carbon performance. The section describes how this model 1) enables connectivity and collaboration among various players in the supply chain; 2) allows new types of information (whether industry-specific or sustainability-related) to be collated, analysed and acted upon; and 3) empowers businesses to develop new capabilities in effective, innovative supply chain management. Chapter 4 outlines the four main opportunity areas in pursuing supply chain sustainability: product sustainability, product waste, low-carbon logistics and reverse chain maximisation. The opportunity areas are complemented by case studies of companies that have reduced carbon while increasing profitability by pursuing elements of the 21st century supply chain model. Chapter 5, the final chapter, demonstrates how the new supply chain model reduces supply chain and business risks while delivering on sustainability. It also highlights the gradual shift within some product categories towards a service-based business model. It concludes that the leaders of the future will gain competitive advantage by capturing, processing and sharing information in a way that enables new types of collaboration across low-carbon, highgrowth supply chains. 5

14 Chapter 1 A New Business Paradigm A transition to low-carbon growth is already happening at the global level. We see this as part of a larger trend of shifting production and consumption patterns, moving from global to regional. As a result, within regions, we are seeing a transition to higher volumes over longer distances, enabling significant modeswitching to lower-carbon options, from truck to rail and from rail to ship and barge. We now operate two Atlantic-sized vessels, and our flexibility and service level is, due to thoughtful multiport logistics, actually at least as good. Antoine Namand, Head of Vehicle Logistics Division, CAT Prevailing approaches to supply chain management have enabled business competitiveness by delivering high-volume throughputs and growth. This has heightened operational efficiency by keeping inventory and transaction times and costs low; enhancing direct supplier and customer communication; and increasing the focus on customers. But for all these strengths the approach has neglected environmental externalities; sustainability performance, such as carbon-efficiency, has not received priority. This chapter elaborates how the business paradigm of today is changing and how it will shape supply chain management in the future. Businesses need to contend with an evolving context. Steep population growth will aggravate competition over resources: the world s population is due to explode from 7 billion today to 9 billion by The rapidly growing ranks of the middle class in emerging nations now include almost 2 billion people, who are keen to spend their money on products and services. 2 And as global consumer demand increases in emerging markets, demand for products with lower transaction costs is likely to increase. Resource constraints are tightening and regulation is increasingly favouring carbon-efficient businesses. Consumers are increasingly expecting businesses to deliver on sustainability as well as on quality and cost. A 2007 global study found that 21% of consumers were willing to pay more for ethically produced and environmentally-friendly products. 3 A likely growth in service-based products relative to goods represents one way in which these emerging consumer demands can be met. The supply chain has traditionally been viewed as a linear process viewed from the vantage point of a single company, starting with the supplier and ending with the point of sale. What happens to the product materials after use has not been a core business concern. The limitations of this perspective have important implications for the supply chain s ability to compete in the emerging business paradigm. 1. To keep up with increasing consumer demand for products while coping with resource constraints, the supply chain cannot continue to waste resources that could have brought consumer value. Every year in the US, the embedded energy contained in aluminium beverage cans that are not recycled is worth approximately $750 million; associated CO 2 e emissions equal 4 million tonnes, or close to 0.1% of the country s total emissions United Nations. (2009, March 11). Press Release. World Population to Exceed 9 Billion by 2050: Developing Countries to Add 2.3 Billion Inhabitants with 1.1 Billion Aged Over 60 and 1.2 Billion of Working Age. Retrieved March 28, 2011, from All cited websites were last accessed on 3rd March 2011 (unless otherwise specified) 2 David Court and Laxman Narashimhan, Capturing the world s emerging middle class - McKinsey Quarterly website July 2010, https://www.mckinseyquarterly.com/capturing_the_worlds_emerging_middle_class_2639#1. 3 S. Bonini, G. Hintz, and L. Mendonca, Addressing consumer concerns about climate change - McKinsey Quarterly website March 2008, https://www.mckinseyquarterly.com/addressing_consumer_concerns_about_climate_change_ Assumption: 41.1 billion cans in the US were not recycled in This equals about 500,000 metric tonnes. One kg of recycled aluminum saves 14 kwh and totals about 7.5 terawatt-hours of energy. 1 kwh = 0.1 USD. UBC_Recycling_Rate_2009.pdf All cited websites were last accessed on 3rd March 2011 (unless otherwise specified).

15 2. The linear view of the supply chain also means that companies external relations rarely go beyond the organisations with which they have direct dealings. This misses important opportunities. For example, about one third of the European truck fleet is, at all times, running empty. 5 Enabling cooperation among a wider range of supply chain players could put more of this capacity into play. 3. The current supply chain model is not geared to deliver the transparency that the new business paradigm demands. Recent events illustrate the risk to businesses which do not take steps to heighten visibility throughout their whole supply chain: In 2010, Toyota had to foot a $2 billion bill for the recall of defective parts; improved systems to trace products along the supply chain would have made the identification of the defect easier and more cost-efficient. 6 Mattel recalled 10 million toys in September 2010, just three years after even largerscale recalls of lead-contaminated and tiny magnets in toys. 7, 8 Apple s brand value dropped after making the headlines in February 2011 following the discovery that subsuppliers in China were using toxins which jeopardised the environment as well as the health and safety of workers. 9 To stay competitive against these pressures, businesses need to upgrade their supply chains. In 2008, 2.6 billion tonnes of waste was generated in the EU-27 countries, equalling 5,300 kg per inhabitant. 10 More than half of the waste generated was from businesses. Growing political and societal awareness of these impacts is increasing pressure on businesses. Supply chains need therefore to dramatically reduce raw material requirements and move towards zero-waste processing cycles in which resources are completely recycled or reused. The supply chain needs a new shape: it needs to be moulded into a closed loop enabling the flow of goods from the point of consumption back to the point of origin in order to maximise the capture of value. The core competitive advantage of the future will lie in an ultra-lean supply chain boasting minimal resource and carbon intensities, enabled by a high level of connectivity and information exchange. Reducing the environmental burden of supply chain operations is not only a question of corporate social responsibility ; it is becoming a matter of strategic risk management. The changing business world needs supply chains that can cope with the pressures, expectations and realities of the 21st century. Although the current supply chain has its advantages, it needs to change to remain competitive. 5 Empty running - Road freight - Maps and Graphs, Excel file, European Environment Agency website, eea.europa.eu/data-and-maps/figures/average-load-factor-utilization 6 F. Thomas, Data driven: How technology is reviving GM, Ford and Chrysler, news article, Fortune Tech, April 5th, 2010, 7 H. Chernikoff, Mattel s Fisher-Price to recall 10 million products, news article, Reuters, September 30th 2010, 8 Mattel issues new massive China toy recall Business - Consumer news - msnbc.com, August 14th 2007, 9 D. Barboza, An Apple supplier s murky record in China, New York Times, The Global Edition, February 23rd 2011, p European Commission, eurostat. (2010). Waste statistics - Statistics explained. Retrieved March 28, 2011, from epp.eurostat.ec.europa.eu/statistics_explained/index.php/waste_statistics We are seeing shifts in sourcing: the south/south trades are growing and regionalisation is happening. We are also seeing larger companies diversifying their sourcing, going direct and looking at producing closer to the point of consumption. Some are even talking about closed loops. Søren Stig Nielsen, Senior Director, Sustainability, Maersk Line Why should we care about making supply chains more sustainable? Fundamentally, it has to do with what the customer wants and acting in a responsible way in the markets we operate ultimately, taking out risk and creating value. The customer wants it at no price premium. Because competition in the future will be between supply chains, not companies, trusted and collaborative networks will increase in importance. Unless supply chains can enable sustainability, they will be outcompeted on this dimension alone, and run a higher-risk strategy. 7 Bo-Inge Stensson, Senior Vice President, Group Demand Chain, SKF

16 Key Messages: The current supply chain model s weak sustainability performance is not only exposing businesses to risk; it is also missing opportunities The business environment will change dramatically as population growth picks up, resource competition intensifies, carbon regulation tightens and the sustainability expectations of consumers grow To thrive in this future, businesses need ultra-lean supply chains fit for the 21st century, featuring minimal resource and carbon intensities 8

17 9

18 Chapter 2 The Existing Supply Chain Model Leads to High-Carbon Growth A supply chain structures and coordinates how a company works with its partners to move goods from suppliers to customers. Along the supply chain, there is a flow of not only materials and products, but also information and financial transactions. Multiple actors are typically involved in driving the process forward, starting with raw materials extraction, then moving through various stages of production and on to the delivery of the final product to the consumer. This chapter begins by describing early supply chain models and considers their evolution into the prevailing model of the day. This is followed by a discussion of the main characteristics of the existing supply chain model its strengths as well as its limitations. 2.1 Early supply chain models A review of supply chains indicates that after the second world war supply chain models focused on increasing internal efficiencies for example, maximising the utilisation of machinery or reducing the number of workers required to produce a given measure of output. One stage of manufacturing pushed its outputs to a storage location, from which later production stages could then draw. These early models were therefore characterised by high levels of raw materials and semi-finished or finished products in the system. Since communication between supply chain players was limited, the early models were very resource-intensive and slow to react to changes in customer demand. Eventually, a quest for efficiencies prompted companies to look beyond their own operations for improvements. Toyota, for example, pioneered an early, low-tech form of just-in-time production to tighten the coordination of its production demand with its suppliers schedules. The system called kanban (the Japanese word for signboard) used coloured cards to signal the need to replenish materials. 11 This pull principle helped Toyota drive muda (waste) out of their production system, leading to faster turnarounds in production and lower inventory levels. 2.2 The existing supply chain model strengths In the 1980s, the supply chain evolved into the model that is prevalent today. Following Toyota s lead, companies saw that in order to improve agility and reduce the costs of moving goods from suppliers to customers, they needed to overhaul their way of interacting in supply chains. Today s supply chains are consequently much better at collecting and sharing information across different points. The existing supply chain, as illustrated in figure 1, is a linear sequence of processes, starting at raw materials extraction or in the supply network and ending at the manufacturer s customer, for example a distributor or retailer. The illustration shows that materials, products and services flow downstream from supplier to customer, with information being bilaterally exchanged both between the manufacturer and its suppliers and between the manufacturer and its customer. A number of tools help companies keep track of supply chain activities T. Ohno, Toyota Production System: Beyond Large-Scale Production, (Productivity Press), 1988, pp.17-44

19 Figure 1: The existing supply chain model Manufacturer Supplier network Distributor (retailer) Product flow Information flow The principal company (ie, the manufacturer), uses its internal enterprise resource planning (ERP) system to integrate information (such as orders, order forecasts and shipment information) from its direct suppliers and customers. An advanced shipment notification (ASN) notifies the consignee that certain goods are en route and provides information about the shipment s contents. This information is usually transferred via electronic data interchange (EDI) interfaces, directly updating the consignee s ERP. The consignee can then use this information to update records of available inventory and to speed up unloading, checking and storage processes at the receiving gate. Making use of tools like ERP and ASN has given today s supply chain model important benefits, enabling high-volume growth: improved information exchange with direct suppliers or customers better service levels to customers, via better knowledge of the materials available from suppliers or in transit but not yet in company inventory reduced inventory levels and transaction time and costs procurement benefits from working with suppliers and partners around the world There are other advantages of the existing supply chain model. These include: Agility and cost-efficiency The existing supply chain model uses far less inventory in process than earlier models, as it enables a high level of integration between companies and their direct suppliers and customers; this has helped speed up and even automate transactions. Electronic data exchange eliminating the need for manual data capture supports operations, increases volume throughput and lowers the cost per transaction. It also allows the company to 11

20 keep much tighter stock control and therefore lower inventory levels. This cuts down on transaction times and costs and enables big volumes to flow through the supply chain. We have now started to work differently with our customers. The 2008 crisis taught us to collaborate a lot more, and moved us from hard-edged negotiations singularly focused on price, to what makes most sense from a systems view. We see very good reasons for why carbon should enter this conversation. We are actually very well prepared for it. Antoine Namand, Head of Vehicle Logistics Division, CAT Good data access In the existing supply chain model, a series of company processes from sales forecasting and order tracking to revenue tracking and purchase order allocation benefit from increased access to real-time data from customers and suppliers. This has helped create a single view of the true business environment, making decisions quicker and more accurate. The same setup has enabled companies to control access to information and protect their commercial interests. 2.3 The existing supply chain model limitations The existing supply chain model has equipped companies to grow, cut costs, improve operational excellence and enhance customer service levels. However, the model has limitations which have negative implications on sustainability. There are three main limitations: Restricted scope Slow business response Constrained information management Restricted scope The scope of the existing supply chain is limited by its linear design, making it difficult for businesses to look beyond their immediate supply chain partners to find opportunities to increase efficiency or service levels. Organisational blinders The existing supply chain is a linear set of processes that starts at the point when supplied materials or components are sourced by a company and ends at the point where a product is handed over to a customer. Companies find it difficult to deal with processes outside this scope. For example, after-sales customer service and product maintenance tend to be perceived as a burden rather than the opportunities they really are. Viewing after-sales services as a chance for continued customer engagement requires companies to extend their view of the supply chain; they need to remove their organisational blinders. Companies who have done so are reaping the rewards. Caterpillar, for example, has expanded its supply chain focus to include their customers, the aftermarket network and remanufacturing partners. In so doing the company has not only improved its sustainability performance; it has also created new market opportunities. Closing the loop 12 The restricted scope of the existing model means that companies lose sight of the products, components or packaging materials flowing through the supply chain. This is a problem for those manufacturers which, under European legislation, have extended producer responsibility (EPR) for products and packaging material they put on the market. It also restricts manufacturers in moving their products, components and packaging materials from the point of consumption back to the point of origin, in order to recapture value from used goods.

Creating and Embedding a Customer Driven Supply Chain

Creating and Embedding a Customer Driven Supply Chain To get there. Together. Creating and Embedding a Customer Driven Supply Chain Point of view Contents Creating and Embedding a Customer Driven Supply Chain 3 How to Embed a Customer Driven Supply Chain

More information

Four distribution strategies for extending ERP to boost business performance

Four distribution strategies for extending ERP to boost business performance Infor ERP Four distribution strategies for extending ERP to boost business performance How to evaluate your best options to fit today s market pressures Table of contents Executive summary... 3 Distribution

More information

Is it Time to Purchase a Fashion Enterprise Solution?

Is it Time to Purchase a Fashion Enterprise Solution? Is it Time to Purchase a Fashion Enterprise Solution? Determining whether to replace an ERP, PLM or other system is a major decision for any apparel and fashion business. Fortunately, recent technology

More information

P&SM: Supply Chain Management

P&SM: Supply Chain Management CIPS Position on Practice P&SM: Supply Chain Management The supply chain conceptually covers the entire physical process from ordering and obtaining the raw materials through all process steps until the

More information

ALICE Working Groups Descriptions. WG1: Sustainable Safe and Secure Supply Chains. Vision. Mision. Scope: Research and Innovation Areas and Challenges

ALICE Working Groups Descriptions. WG1: Sustainable Safe and Secure Supply Chains. Vision. Mision. Scope: Research and Innovation Areas and Challenges ALICE Working Groups Descriptions WG1: Sustainable Safe and Secure Supply Chains The vision of the WG is to do more with less and ensuring safety and security in the supply chains thereof contributing

More information

Understanding the impact of the connected revolution. Vodafone Power to you

Understanding the impact of the connected revolution. Vodafone Power to you Understanding the impact of the connected revolution Vodafone Power to you 02 Introduction With competitive pressures intensifying and the pace of innovation accelerating, recognising key trends, understanding

More information

Supply Chain Management Build Connections

Supply Chain Management Build Connections Build Connections Enabling a business in manufacturing Building High-Value Connections with Partners and Suppliers Build Connections Is your supply chain responsive, adaptive, agile, and efficient? How

More information

RESEARCH NOTE NETSUITE S IMPACT ON MANUFACTURING COMPANY PERFORMANCE

RESEARCH NOTE NETSUITE S IMPACT ON MANUFACTURING COMPANY PERFORMANCE Document K59 RESEARCH NOTE NETSUITE S IMPACT ON MANUFACTURING COMPANY PERFORMANCE THE BOTTOM LINE When Nucleus analysts investigated the use of NetSuite by manufacturers, they found these companies were

More information

Supply Chains: From Inside-Out to Outside-In

Supply Chains: From Inside-Out to Outside-In Supply Chains: From Inside-Out to Outside-In Table of Contents Big Data and the Supply Chains of the Process Industries The Inter-Enterprise System of Record Inside-Out vs. Outside-In Supply Chain How

More information

THE SUPPLY CHAIN MANAGEMENT AND OPERATIONS AS KEY TO FUTURE COMPETITIVENESS FOR RESEARCH, DEVELOPMENT AND MANUFACTURE OF NEW VEHICLES

THE SUPPLY CHAIN MANAGEMENT AND OPERATIONS AS KEY TO FUTURE COMPETITIVENESS FOR RESEARCH, DEVELOPMENT AND MANUFACTURE OF NEW VEHICLES Journal of KONES Powertrain and Transport, Vol. 18, No. 3 2011 THE SUPPLY CHAIN MANAGEMENT AND OPERATIONS AS KEY TO FUTURE COMPETITIVENESS FOR RESEARCH, DEVELOPMENT AND MANUFACTURE OF NEW VEHICLES Julen

More information

Supply Chain Management 100 Success Secrets

Supply Chain Management 100 Success Secrets Supply Chain Management 100 Success Secrets Supply Chain Management 100 Success Secrets - 100 Most Asked Questions: The Missing SCM Software, Logistics, Solution, System and Process Guide Lance Batten

More information

Supply chain maturity study Comparator report HSCNI

Supply chain maturity study Comparator report HSCNI Supply chain maturity study Comparator report HSCNI November 21 Supply chain maturity comparator study Contents Page Introduction Results summary Supply chain strategy Supplier relationship management

More information

Supply Chain Management

Supply Chain Management Supply Chain Management Contents A. Definition and Terminologies B. Evolution of SCM C. Supply Chain Management D. Integrated Logistics E. Fulfillment Process F. Specialized Supply Chains G. Supply Chain

More information

Steel supply chain transformation challenges Key learnings

Steel supply chain transformation challenges Key learnings IBM Global Business Services White Paper Industrial Products Steel supply chain transformation challenges Key learnings 2 Steel supply chain transformation challenges Key learnings Introduction With rising

More information

Maximising supply chain throughput with existing infrastructure

Maximising supply chain throughput with existing infrastructure Maximising supply chain throughput with existing infrastructure Improve customer service without capital outlay 1 the CHALLENGE SUPPLY CHAIN AND LOGISTICS Increasing global complexity and uncertainty is

More information

It s not just about the environment

It s not just about the environment Supply Chain Consultancy It s not just about the environment Sustainable Supply Chains Paul Goose discusses the need to take a wider, more integrated view of operations to ensure long term growth. A great

More information

Dance of the giants What leading companies are doing to optimise their end-to-end supply network

Dance of the giants What leading companies are doing to optimise their end-to-end supply network ARTICLE Dance of the giants What leading companies are doing to optimise their end-to-end supply network By Robert Hart, TRACC Publications Editor EXECUTIVE SUMMARY Whether one agrees with the methodology

More information

The New Data Integration Model. The Next Real B2B Integration Opportunity for System Integrators & VARs

The New Data Integration Model. The Next Real B2B Integration Opportunity for System Integrators & VARs The New Data Integration Model The Next Real B2B Integration Opportunity for System Integrators & VARs 2 In this E-book This E-book highlights a new framework called the New Integration Model created to

More information

MSD Supply Chain Programme Strategy Workshop

MSD Supply Chain Programme Strategy Workshop MSD Supply Chain Programme Strategy Workshop Day 2 APPENDIX Accenture Development Partnerships Benchmarking MSD s Current Operating Supply Chain Capability 1.0 Planning 2.0 Procurement 3.0 Delivery 4.0

More information

Just-in-Time Marketing: Lessons from the Masters

Just-in-Time Marketing: Lessons from the Masters Just-in-Time Marketing: Lessons from the Masters Marketers have changed the way they engage consumers, but have their changes taken them all the way back to the factory floor where marketing is produced?

More information

Exceptional Customer Experience: The New Supply Chain Management Focus

Exceptional Customer Experience: The New Supply Chain Management Focus White Paper Exceptional Customer Experience: The New Supply Chain Management Focus Jonathan Gross Contents A Fresh Look at Supply Chain Management....2 Factors Driving the Integration of Supply Chain Management

More information

Smarter Energy: optimizing and integrating renewable energy resources

Smarter Energy: optimizing and integrating renewable energy resources IBM Sales and Distribution Energy & Utilities Thought Leadership White Paper Smarter Energy: optimizing and integrating renewable energy resources Enabling industrial-scale renewable energy generation

More information

China Grand Auto: Partnering with SAP on a State-of-the-Art Platform for a Multibrand Dealer Group

China Grand Auto: Partnering with SAP on a State-of-the-Art Platform for a Multibrand Dealer Group 2015 SAP SE or an SAP affiliate company. All rights reserved. China Grand Auto: Partnering with SAP on a State-of-the-Art Platform for a Multibrand Dealer Group Company China Grand Automotive Services

More information

SCP Issues for Business and Industry

SCP Issues for Business and Industry SCP Issues for Business and Industry Introduction Business and industry are key players in the SCP agenda. They are at the core of production and are also key organizational consumers. As the most important

More information

Six Key Trends Changing Supply Chain Management Today. Choosing the optimal strategy for your business

Six Key Trends Changing Supply Chain Management Today. Choosing the optimal strategy for your business A Knowledge-Driven Consulting White Paper 2009 Corporation Six Key Trends Changing Supply Chain Management Today Choosing the optimal strategy for your business Contents Demand Planning.........................................

More information

Best Practice in Supply Chain Management and the Media Industry

Best Practice in Supply Chain Management and the Media Industry Best Practice in Supply Chain Management and the Media Industry Professor Alan Braithwaite Chairman, LCP Consulting LCP Consulting Ltd, The Stables, Ashlyns Hall, Chesham Road, Berkhamsted, HP4 2ST UK

More information

Supply Chain. cinagement. IStlGS USO OS.S. Fourth Edition. Donald J. Bowersox David J. Closs M. Bixby Cooper John C. Bowersox.

Supply Chain. cinagement. IStlGS USO OS.S. Fourth Edition. Donald J. Bowersox David J. Closs M. Bixby Cooper John C. Bowersox. USO OS.S Supply Chain IStlGS cinagement Fourth Edition Donald J. Bowersox David J. Closs M. Bixby Cooper John C. Bowersox Michigan State University Me Graw Hill About the Authors iv Preface v PART ONE

More information

Master Complexity with Apparel and Textile for Microsoft Dynamics AX 2012

Master Complexity with Apparel and Textile for Microsoft Dynamics AX 2012 Master Complexity with Apparel and Textile for Microsoft Dynamics AX 2012 White Paper This paper discusses how the makers and distributors of apparel and textiles can integrate item and process information,

More information

Service supply chain as a source of competitive advantage How businesses are creating value from the service supply chain

Service supply chain as a source of competitive advantage How businesses are creating value from the service supply chain Service supply chain as a source of competitive advantage How businesses are creating value from the service supply chain May 2014 At a glance Product companies have focused on reducing fulfillment supply

More information

Anthony Price Swanbarton Limited, Dairy Farm, Pinkney, Malmesbury, Wiltshire, SN16 0NX Telephone +44 1666 840948

Anthony Price Swanbarton Limited, Dairy Farm, Pinkney, Malmesbury, Wiltshire, SN16 0NX Telephone +44 1666 840948 SMARTER GRID AND SMARTER STORAGE HOW DO BUSINESS AND TECHNOLOGY MEET? Anthony Price Swanbarton Limited, Dairy Farm, Pinkney, Malmesbury, Wiltshire, SN16 0NX Telephone +44 1666 840948 Introduction The technical

More information

Supply Chain Management and Value Creation

Supply Chain Management and Value Creation Supply Chain Management and Value Creation YAN Xi 1, KANG Canhua 2 School of Economics, Wuhan University of Technology, Wuhan 430070, China 1. cassie_yan@163.com, 2.kchhua@whut.edu.cn Abstract: In recent

More information

12090c 12090c. Is Cloud the way forward for Manufacturing Industries?

12090c 12090c. Is Cloud the way forward for Manufacturing Industries? 12090c 12090c Is Cloud the way forward for Manufacturing Industries? Table of Contents Introduction Challenges in the Manufacturing Industry So how can these Critical Business Imperatives be addressed

More information

The Network Approach to Inventory Management

The Network Approach to Inventory Management The Network Approach to Inventory Management Getting Accurate Inventory Information Across the Entire Supply Chain Stream Creates Healthy Companies A GT Nexus White Paper The Inventory Challenge The problem

More information

Sage 300 Distribution

Sage 300 Distribution Sage 300 Distribution Win new markets, satisfy your customers, deliver high-quality products and services and steer your business in the right direction with Sage 300 Distribution! In this ever increasing

More information

Full-time MSc in Logistics and Supply Chain Management

Full-time MSc in Logistics and Supply Chain Management Full-time MSc in Logistics and Supply Chain Management Course structure and content 2015-2016 The course has been developed to produce expert logistics and supply chain professionals who can take the skills

More information

A strategic risk? Outsourcing:

A strategic risk? Outsourcing: 20 Outsourcing: A strategic risk? Aaron Relph and David Parker discuss the need for commercial caution when evaluating the benefits or otherwise of. Abstract Many companies use as a strategy to reduce

More information

LONG-TERM OUTLOOK FOR GAS TO 2 35

LONG-TERM OUTLOOK FOR GAS TO 2 35 LONG-TERM OUTLOOK FOR GAS TO 2 35 Eurogas is the association representing the European gas wholesale, retail and distribution sectors. Founded in 1990, its members are some 50 companies and associations

More information

Improve the product lifecycle

Improve the product lifecycle Improve the product lifecycle Vodafone M2M solutions for manufacturing m2m.vodafone.com Vodafone Power to you Vodafone M2M solutions for manufacturing What s facing manufacturers today? Whether you re

More information

FIVE WAYS TO MAKE YOUR SUPPLY CHAIN MORE DYNAMIC

FIVE WAYS TO MAKE YOUR SUPPLY CHAIN MORE DYNAMIC SUPPLY CHAIN WHITE PAPER FIVE WAYS TO MAKE YOUR SUPPLY CHAIN MORE DYNAMIC Keeping tabs on your company s supply chain is no small task when you ve got hundreds, if not thousands, of bits of data whirling

More information

INTEGRATED SUPPLY CHAIN PLANNING IN NETWORK OPTIMISATION

INTEGRATED SUPPLY CHAIN PLANNING IN NETWORK OPTIMISATION INTEGRATED SUPPLY CHAIN PLANNING IN NETWORK OPTIMISATION NEXT GENERATION, NETWORK OPTIMISATION FRASER IRONSIDE HEAD OF STRATEGIC MODELLING SMART SUPPLY CHAIN SOFTWARE SOLUTIONS Barloworld SCS provides

More information

Accenture Perfect CPG Analytics. End-to-end analytics services for fact-based business decisions and high-performing execution

Accenture Perfect CPG Analytics. End-to-end analytics services for fact-based business decisions and high-performing execution Accenture Perfect CPG Analytics End-to-end analytics services for fact-based business decisions and high-performing execution Moving from insights to action at speed Consumer Packaged Goods (CPG) companies

More information

Supply Chain Design and the effects on shipping

Supply Chain Design and the effects on shipping Supply Chain Design and the effects on shipping Agenda Introductions Supply Chain Evolution LLamasoft - Company Supply Chain Guru - Product Shipping Demonstration Q & A Introductions Tom Davies Director

More information

Supply Chain Performance: The Supplier s Role

Supply Chain Performance: The Supplier s Role Supply Chain Performance: The Supplier s Role March 2005 Industry Directions Inc. www.industrydirections.com Companies of all sizes are realizing that they no longer have complete control over their market

More information

Reimagining Business with SAP HANA Cloud Platform for the Internet of Things

Reimagining Business with SAP HANA Cloud Platform for the Internet of Things SAP Brief SAP HANA SAP HANA Cloud Platform for the Internet of Things Objectives Reimagining Business with SAP HANA Cloud Platform for the Internet of Things Connect, transform, and reimagine Connect,

More information

Informal Meeting of EU Environment Ministers Background document Session Green growth: greening the European Semester and the EU 2020 Strategy

Informal Meeting of EU Environment Ministers Background document Session Green growth: greening the European Semester and the EU 2020 Strategy Informal Meeting of EU Environment Ministers Background document Session Green growth: greening the European Semester and the EU 2020 Strategy 1) Introduction Milan, 16July 2014-15.00-18.00 The European

More information

Building Relationships by Leveraging your Supply Chain. An Oracle White Paper December 2001

Building Relationships by Leveraging your Supply Chain. An Oracle White Paper December 2001 Building Relationships by Leveraging your Supply Chain An Oracle White Paper December 2001 Building Relationships by Leveraging your Supply Chain EXECUTIVE OVERVIEW This white paper illustrates why a fusion

More information

Creating the Agile Supply Chain. Martin Christopher, Cranfield School of Management

Creating the Agile Supply Chain. Martin Christopher, Cranfield School of Management Creating the Agile Supply Chain Martin Christopher, Cranfield School of Management One of the biggest challenges facing organisations today is the need to respond to everincreasing levels of volatility

More information

Big Data Analytics and its Impact on Supply Chain Management

Big Data Analytics and its Impact on Supply Chain Management Big Data Analytics and its Impact on Supply Chain Management Dr. Mahesh Ramamani Management Consultant, Business Analytics & Strategy IBM India July 2015, CII Conference on Redefining Supply Chain in the

More information

Asset Management Policy March 2014

Asset Management Policy March 2014 Asset Management Policy March 2014 In February 2011, we published our current Asset Management Policy. This is the first update incorporating further developments in our thinking on capacity planning and

More information

The Training Material on Supply Chain Collaboration & Logistics Solutions has been produced under Project Sustainable Human Resource Development in

The Training Material on Supply Chain Collaboration & Logistics Solutions has been produced under Project Sustainable Human Resource Development in The Training Material on Supply Chain Collaboration & Logistics Solutions has been produced under Project Sustainable Human Resource Development in Logistic Services for ASEAN Member States with the support

More information

Accenture Federal Services. Federal Solutions for Asset Lifecycle Management

Accenture Federal Services. Federal Solutions for Asset Lifecycle Management Accenture Federal Services Federal Solutions for Asset Lifecycle Management Assessing Internal Controls 32 Material Weaknesses: identified in FY12 with deficiencies noted in the management of nearly 75%

More information

Logistics Management SC Performance, SC Drivers and Metrics. Özgür Kabak, Ph.D.

Logistics Management SC Performance, SC Drivers and Metrics. Özgür Kabak, Ph.D. Logistics Management SC Performance, SC Drivers and Metrics Özgür Kabak, Ph.D. Outline Supply Chain Performance: Achieving Strategic Fit and Scope Competitive and supply chain strategies Achieving strategic

More information

ROSS ENTERPRISE RESOURCE PLANNING

ROSS ENTERPRISE RESOURCE PLANNING ROSS ENTERPRISE RESOURCE PLANNING YOU BECOME STRONGER. SMARTER. FASTER Fewer customizations, fewer work-arounds, faster implementations: Ross ERP is the perfect fit for Process Manufacturers GROW FAST

More information

Accenture CAS: integrated sales platform Power at your fingertips

Accenture CAS: integrated sales platform Power at your fingertips Accenture CAS: integrated sales platform Power at your fingertips Understanding the market It is a tough market out there: margins are tightening, competition is increasing and the retail landscape is

More information

Agile Manufacturing for ALUMINIUM SMELTERS

Agile Manufacturing for ALUMINIUM SMELTERS Agile Manufacturing for ALUMINIUM SMELTERS White Paper This White Paper describes how Advanced Information Management and Planning & Scheduling solutions for Aluminium Smelters can transform production

More information

How Modern Enterprise Software Enables Industrial Machinery and Component Manufacturers to Fully Implement Lean Manufacturing

How Modern Enterprise Software Enables Industrial Machinery and Component Manufacturers to Fully Implement Lean Manufacturing How Modern Enterprise Software Enables Industrial Machinery and Component Manufacturers to Fully Implement Lean Manufacturing Executive Summary With ongoing globalization, industrial machinery and components

More information

At the Heart of Connected Manufacturing

At the Heart of Connected Manufacturing www.niit-tech.com At the Heart of Connected Manufacturing Transforming Manufacturing Operations to Drive Agility and Profitability The success of the new manufacturing network hinges on the agility of

More information

TOUGH TIMES-- 10 Supply Chain Initiatives to Survive and Thrive this Downturn

TOUGH TIMES-- 10 Supply Chain Initiatives to Survive and Thrive this Downturn TOUGH TIMES-- 10 Supply Chain Initiatives to Survive and Thrive this Downturn Terry Harris, Chicago Consulting These are tough times. We don t know how much worse they ll get or how long they ll last.

More information

Relationship management is dead! Long live relationship management!

Relationship management is dead! Long live relationship management! XRM: From Fragmentation to Integration Executive Summary Relationship management is dead! Long live relationship management! But it s not just about customers anymore. The value chain has grown so long

More information

Turn Your Business Vision into Reality with Microsoft Dynamics SL

Turn Your Business Vision into Reality with Microsoft Dynamics SL Turn Your Business Vision into Reality with Microsoft Dynamics SL You have worked hard to build a vision for your business. With Microsoft Dynamics SL, you can turn that vision into reality with a solution

More information

Supply Chain Optimization & Efficiency: Looking at what other Industries do to enable Cost Reduction

Supply Chain Optimization & Efficiency: Looking at what other Industries do to enable Cost Reduction Replace with image Supply Chain Optimization & Efficiency: Looking at what other Industries do to enable Cost Reduction MRO Asia, Singapore Expo Convention Centre Date: 30 th October 2013 Today s Panel

More information

An Introduction to Product Takeback

An Introduction to Product Takeback An Introduction to Product Takeback Overview Driving forces behind product takeback Product takeback legislation Product end-of-life options Reverse logistics Case study Motivation for Product Takeback

More information

0845 345 3300 tellmemore@theaccessgroup.com www.theaccessgroup.com THE FINANCIAL FRONTIER

0845 345 3300 tellmemore@theaccessgroup.com www.theaccessgroup.com THE FINANCIAL FRONTIER 0845 345 3300 tellmemore@theaccessgroup.com www.theaccessgroup.com THE FINANCIAL FRONTIER Executive summary Many firms use ERP-derived stock modules to manage inventory levels and positioning. Unfortunately

More information

Visibility in the Import Supply Chain Getting a Clear View into Competitive Advantage

Visibility in the Import Supply Chain Getting a Clear View into Competitive Advantage Visibility in the Import Supply Chain Getting a Clear View into Competitive Advantage A GT Nexus White Paper Executive Summary Leading importers are reaping the benefits of end-to-end global supply chain

More information

Reduce your markdowns. 7 ways to maintain your margins by aligning supply and demand

Reduce your markdowns. 7 ways to maintain your margins by aligning supply and demand Reduce your markdowns 7 ways to maintain your margins by aligning supply and demand On average, On average, Step off the high-volume, low-price treadmill Browse through any online store or shopping mall

More information

10 Fundamental Strategies and Best Practices of Supply Chain Organizations

10 Fundamental Strategies and Best Practices of Supply Chain Organizations 10 Fundamental Strategies and Best Practices of Supply Chain Organizations Robert J. Engel, C.P.M. National Director of Client Service Resources Global Professionals - SCM Practice 713-403-1979: Bob.Engel@Resources-us.com

More information

Content. Chapter 1 Supply Chain Management An Overview 3. Chapter 2 Supply Chain Integration 17. Chapter 3 Demand Forecasting in a Supply Chain 28

Content. Chapter 1 Supply Chain Management An Overview 3. Chapter 2 Supply Chain Integration 17. Chapter 3 Demand Forecasting in a Supply Chain 28 Content Part I: Principles of Supply Chain Management Chapter 1 Supply Chain Management An Overview 3 Part II: Supply Chain Planning & Design Chapter 2 Supply Chain Integration 17 Chapter 3 Demand Forecasting

More information

Sales Force Automation

Sales Force Automation Sales Force Automation Optimize your sales efforts with the familiar and intelligent features of Microsoft Dynamics CRM. Take advantage of a highly intuitive interface and embedded Microsoft Office capabilities

More information

Innovative & agile business solution for suppliers

Innovative & agile business solution for suppliers Innovative & agile business solution for suppliers Smart flexibility. Delivered. 1 UMAX - The utility solution Certified by Microsoft, delivering smart flexibility UMAX is the answer for utilities looking

More information

B2B E-COMMERCE: A PRIMER

B2B E-COMMERCE: A PRIMER B2B E-COMMERCE: A PRIMER Bruno Floriani bruno.floriani@lapointerosenstein.com Lapointe Rosenstein Montreal, Quebec Most of us have heard or read headlines about the explosive growth potential of the B2B

More information

Business Intelligence Meets Business Process Management. Powerful technologies can work in tandem to drive successful operations

Business Intelligence Meets Business Process Management. Powerful technologies can work in tandem to drive successful operations Business Intelligence Meets Business Process Management Powerful technologies can work in tandem to drive successful operations Content The Corporate Challenge.3 Separation Inhibits Decision-Making..3

More information

Efficiency and transparency Jaguar Land Rover

Efficiency and transparency Jaguar Land Rover www.pwc.co.uk Efficiency and transparency Jaguar Land Rover How Integrated Planning and Enterprise Performance Management is supporting a remarkable success story. October 2013 Industry Automotive Geography

More information

Digital Strategy. Digital Strategy. 2015 CGI IT UK Ltd. Digital Innovation. Enablement Services

Digital Strategy. Digital Strategy. 2015 CGI IT UK Ltd. Digital Innovation. Enablement Services Digital Strategy Digital Strategy Digital Innovation Enablement Services 2015 CGI IT UK Ltd. Contents Digital strategy overview Business drivers Anatomy of a solution Digital strategy in practice Delivery

More information

Endeavour Dynamics Offering

Endeavour Dynamics Offering Endeavour Dynamics Offering Microsoft Dynamics AX 2012 is recognised as a global leading ERP system that supports a single instance strategy for medium to large enterprise companies. Endeavour is proud

More information

Guide to Integrated Strategic Asset Management

Guide to Integrated Strategic Asset Management Guide to Integrated Strategic Asset Management Issue date: 14 November 2011 Acknowledgements This guide is based on the Australasian Procurement and Construction Council Inc. s (APCC) publication, Asset

More information

TECHNOLOGY BRIEF. Business Benefits from Radio Frequency Identification (RFID)

TECHNOLOGY BRIEF. Business Benefits from Radio Frequency Identification (RFID) TECHNOLOGY BRIEF Business Benefits from Radio Frequency Identification (RFID) Executive summary Today the largest government and business enterprises in the world are developing plans to deploy electronic

More information

THE SMARTER SUPPLY CHAIN OF THE FUTURE

THE SMARTER SUPPLY CHAIN OF THE FUTURE THE SMARTER SUPPLY CHAIN OF THE FUTURE IBM Global Chief Supply Chain Officer Study (C) 2008 asbl Atomium / Artists Rights Society (ARS), New York / SABAM, Brussels Photo Number: WC6D8959 Economic Volatility...

More information

Action Plan. Securing crop supply through whole crop purchasing

Action Plan. Securing crop supply through whole crop purchasing Waste Action Plan Author: Alan Spray Securing crop supply through whole crop purchasing This Action Plan is intended to be used by a Director or Senior individual within a Procurement function in a Retail

More information

CPIO White Paper. Overcoming wholesale distribution challenges with ERP. CPiO Part of the Waterdale Group of Companies

CPIO White Paper. Overcoming wholesale distribution challenges with ERP. CPiO Part of the Waterdale Group of Companies CPIO White Paper Overcoming wholesale distribution challenges with ERP CPiO Part of the Waterdale Group of Companies Contents i. ERP in a high-pressure environment...... p3 ii. Overcoming ERP reluctance....p4

More information

WHITE PAPER. Responsive Supply Chain. Abstract

WHITE PAPER. Responsive Supply Chain. Abstract WHITE PAPER Responsive Supply Chain Abstract Short product lifecycles, fickle consumers and dispersed supply chains characterize today s Retail, Apparel and Footwear environment. While companies have made

More information

Globalization Drives Market Need for Supply Chain Segmentation: Research & Key Strategies

Globalization Drives Market Need for Supply Chain Segmentation: Research & Key Strategies Globalization Drives Market Need for Supply Chain Segmentation: Research & Key Strategies Sponsored by: Conducted by: On behalf of: Introduction Businesses continue look to their supply chain operations

More information

Supply Chain Risk: Understanding Emerging Threats to Global Supply Chains

Supply Chain Risk: Understanding Emerging Threats to Global Supply Chains Supply Chain Risk: Understanding Emerging Threats to Global Supply Chains Prof John Manners-Bell, Logistics and Supply Chain Council, WEF CEO, Transport Intelligence Sao Paulo, March 2015 Changes in SCM

More information

T r a n s f o r m i ng Manufacturing w ith the I n t e r n e t o f Things

T r a n s f o r m i ng Manufacturing w ith the I n t e r n e t o f Things M A R K E T S P O T L I G H T T r a n s f o r m i ng Manufacturing w ith the I n t e r n e t o f Things May 2015 Adapted from Perspective: The Internet of Things Gains Momentum in Manufacturing in 2015,

More information

WHITE PAPER Improving Your Supply Chain: Collaboration, Agility and Visibility

WHITE PAPER Improving Your Supply Chain: Collaboration, Agility and Visibility WHITE PAPER Improving Your Supply Chain: Collaboration, Agility and Visibility Apprise.com Improving Your Supply Chain: Collaboration, Agility and Visibility The globalization of businesses and their supply

More information

Innovative & agile business solution for integrated utilities

Innovative & agile business solution for integrated utilities Innovative & agile business solution for integrated utilities Smart flexibility. Delivered. 1 UMAX - The utility solution Certified by Microsoft, delivering smart flexibility UMAX is the answer for utilities

More information

Empowering Logistics with Intelligence

Empowering Logistics with Intelligence Empowering Logistics with Intelligence Logit One NV Frank Knoors, Managing Director Logit One NV Introduction Document: Logit One General_v1.0x Summary.pptx Version: E2 Date: 03-03-2015 2 Empowering Logistics

More information

Five Tips to Achieve a Lean Manufacturing Business

Five Tips to Achieve a Lean Manufacturing Business Five Tips to Achieve a Lean Manufacturing Business Executive Overview Introduction The more successful manufacturers today are those with the ability to meet customer delivery schedules while maintaining

More information

Copyright 2000-2007, Pricedex Software Inc. All Rights Reserved

Copyright 2000-2007, Pricedex Software Inc. All Rights Reserved The Four Pillars of PIM: A white paper on Product Information Management (PIM) for the Automotive Aftermarket, and the 4 critical categories of process management which comprise a complete and comprehensive

More information

LOST YOUR CRM DIRECTION?

LOST YOUR CRM DIRECTION? LOST YOUR CRM DIRECTION? THIS 5-STEP ROADMAP CAN HELP The better an organisation understands its customers and their needs and their expectations, the greater opportunity it has to satisfy those needs

More information

Tapping the benefits of business analytics and optimization

Tapping the benefits of business analytics and optimization IBM Sales and Distribution Chemicals and Petroleum White Paper Tapping the benefits of business analytics and optimization A rich source of intelligence for the chemicals and petroleum industries 2 Tapping

More information

February 16th, 2012 Prague. Smarter Commerce. Robert Mahr. Leader Smarter Commerce CEE & RCIS

February 16th, 2012 Prague. Smarter Commerce. Robert Mahr. Leader Smarter Commerce CEE & RCIS February 16th, 2012 Prague Smarter Commerce Robert Mahr Leader Smarter Commerce CEE & RCIS Complex Fuzzy Interlocked Powerful! The Smarter Consumer is more instrumented Instrumented 36% more consumers

More information

Supply chain ingenuity

Supply chain ingenuity Supply chain ingenuity Grant Thornton Consumer and Industrial Products practice January 2014 Agile decision-making, business intelligence and your supply chain Each year, Grant Thornton LLP conducts a

More information

E-Fulfillment Trends Report

E-Fulfillment Trends Report E-Fulfillment Trends Report This report explores best practices, common challenges and emerging trends in e-fulfillment nationwide. 2012 Saddle Creek Logistics Services n All Rights Reserved Overview E-commerce

More information

C l o u d - B a s e d S u p p l y C h a i n s : T r a n s f o rming M a n u f a c t u r ing Performance

C l o u d - B a s e d S u p p l y C h a i n s : T r a n s f o rming M a n u f a c t u r ing Performance M A R K E T S P O T L I G H T C l o u d - B a s e d S u p p l y C h a i n s : T r a n s f o rming M a n u f a c t u r ing Performance October 2012 Adapted from Business Strategy: Supply Chain in the Cloud

More information

Empowering Sustainability in Logistics

Empowering Sustainability in Logistics Empowering Sustainability in Logistics Building a Responsible Partnership for a Green Supply Chain Sustainability is now part of the supply chain lexicon or should be If mismanaged, supply chain decisions

More information

BUSINESS PROCESS MODELLING FOR FASTER ERP TIME TO VALUE

BUSINESS PROCESS MODELLING FOR FASTER ERP TIME TO VALUE BUSINESS PROCESS MODELLING FOR FASTER ERP TIME TO VALUE A Practical Approach INTRODUCTION The modern manufacturer faces many pressures. These vary by sector and over the business cycle but the broad themes

More information

The Business Case for Sustainability

The Business Case for Sustainability The Business Case for Sustainability The Business Case for Sustainability Whether managing downside risk, creating business value by incorporating sustainable solutions, or identifying innovative ways

More information

Greater visibility and better business decisions with Business Intelligence

Greater visibility and better business decisions with Business Intelligence Greater visibility and better business decisions with Business Intelligence 3 Table of contents Introduction 3 Introduction 5 Your challenge: too much data 6 Five key aspects when considering Business

More information

Integrating the Supply Chain

Integrating the Supply Chain INTEGRATING THE SUPPLY CHAIN 3 T he role of the manufacturing industry is to create wealth by adding value and selling products. Integrating the Supply Chain by Graham C. Stevens The Scope of the Supply

More information

The Logistics Institute Asia Pacific

The Logistics Institute Asia Pacific The Logistics Institute Asia Pacific E-Logistics: Trends And Opportunities Research Paper No: TLI-AP/01/01 Prof N. Viswanadham Roshan Gaonkar THE LOGISTICS INSTITUTE - ASIA PACIFIC A partnership between

More information