The 2013 Supply Chain Agenda

Transcription

1 The 2013 Supply Chain Agenda Time to go beyond the traditional supply chain optimization projects 5 th Edition

2 Prepared and edited by: Erik Koperdraat Kris Dieteren Capgemini Consulting The Netherlands Capgemini Consulting The Netherlands The information contained in this document is proprietary Capgemini. All rights reserved. Rightshore is a trademark belonging to Capgemini.

3 Table of content Introduction 5 Business drivers affecting the agenda of supply chain executives 7 Supply Chain Management as a competitive differentiator 8 Going beyond the traditional supply chain optimization projects 10 The top projects of the last 5 years 11 Summary 11

4 4

5 Introduction For 5 years Capgemini Consulting has conducted its annual international supply chain survey. It assesses the key priorities of supply chain executives for the coming year. The results of the survey are supported by in depth interviews which enrich the survey findings with insights from supply chain executives. This year, we are also able to conduct an analysis on the results of the last 5 years of the study. We zoom in on some emerging topics we have followed during the last 5 years. In recent years we have seen the growing importance of projects aimed at improving efficiency, lowering cost levels and working capital. However, these projects have also been accompanied by the introduction of some more innovative supply chain projects. In this report we share our opinion on these projects within the field of supply chain management. At the end of last year, several economic and political actions in the Euro-zone and US prevented a further decline of the current economic situation. Structural problems affecting the world economy seem however not to be solved. This is reflected in the results of our 2013 study. We have asked supply chain executives about their most important business drivers. The number one business driver mentioned by most respondents is market volatility (55%). Facing the current economic outlook, the position of this driver has remained unchanged compared to our last survey in Moreover, business drivers related to the economic situation seem to take in a similar position in our top 10. Several projects gained a more prominent position in the SC Agenda in 2013, such as supply chain collaboration and the reduction of the environmental footprint. Other projects that retain a high position in the SC Agenda are supply chain visibility improvements and operations excellence. The 2013 SC Agenda of our respondents Over 120 Supply chain professionals have shared their supply chain agenda with Capgemini Consulting. This year, leading companies from Europe have participated in the supply chain study. Over 75% of our respondents are from Belgium, England, Finland, France, Germany, Greece, Ireland, Italy, Netherlands, Poland, Spain and Sweden. Representatives from different sectors such as manufacturers, retailers, and logistic service providers have participated together with managers from the automotive, high tech and electronics, fast moving consumer goods, life sciences and healthcare industries. Report contents In this report we take a closer look at the top 10 of business drivers for We also asked respondents how they think the different supply chain projects contribute to their competitive advantage. We look at the saving potential and the impact on performance levels. Then, we zoom in on the main supply chain projects that are on the agenda for We conclude with an analysis of the results from the last 5 years of the study. 5

6 6

7 Business drivers affecting the agenda of supply chain executives As mentioned in the introduction, market volatility (55%) is the main business driver for supply chain executives participating in this year s survey. For many companies it is still uncertain how their businesses will develop in 2013, as changes seem to be happening faster and faster. We also recognize this when looking at drivers that are related to the economic situation. Both slow economic recovery (33%), as well as a possible further economic downturn (37%) are still in the top 10 of business drivers for Meeting customer requirements (47%) is the second most frequently mentioned business driver. Companies mention their customers are becoming even more demanding. Supply chains need to be cost effective and at the same time they need to be able to offer high service levels. Even more so, in order to react to changing market conditions, the supply chains of today need to be more responsive and flexible. New technology and digitization (15%) is a business driver that also has made the top 10. We recognize new technology and digitization is going to affect even more companies in the near future. Fully digital supply chains have the ability to become more flexible, open, agile, and support collaborative digital business models. Information availability and collaboration are key drivers that can result in improved reliability, agility and effectiveness.* Figure 1: Business drivers 2013 vs Market and Demand volatility 55% 52% Meeting customer requirements Economic downturn 38% 37% 39% 47% Slow economic recovery 24% 33% Sustainability 30% 29% Increased material or service costs Globalization 24% 20% 23% 34% Introduction of new product-market combinations 19% 25% New technology and digitization 15% Supply chain security 12% 14% *Digital Transformation of Supply Chains: Creating Value When Digital Meets Physical 7

8 Supply Chain Management as a competitive differentiator The impact of supply chain performance on companies competitive advantage The role of supply chain management within an organization can be different. Some companies recognize supply chain management either as a cost center, as a source of competitive advantage or as a combination of both. We asked supply chain professionals how their department is viewed by their own company and still almost one third of respondents recognize their supply chain is viewed a pure cost center (31%). More positive is the fact that the majority (55%) recognize supply chain management can be a source of competitive advantage. Figure 2: What is the role of supply chain management? So what type of projects do transform a supply chain in order to truly contribute to a company s competitive advantage? Respondents were asked to rank different projects by their contribution to building a competitive advantage. The projects that do transform a supply chain in order to build a competitive advantage are: 1. Operational excellence (44% of respondents) 2. Collaboration with supply chain partners (42%) 3. Supply chain visibility improvement (40%) 4. Sales and operations planning (S&OP) (32%) 14% 55% 31% Operational excellence, but also more innovative supply chain projects, such as supply chain visibility are high on this list. Especially with co-operation from supply chain partners, innovative supply chain projects will result in a supply chain that allows companies to outperform the competition. A successful adoption of Sales and Operations Planning (S&OP) is also still mentioned frequently (32%). While the concept has been introduced to companies for a long time, companies still see room improvement. All other projects are mentioned by less than 15% of respondents: Centralizing or decentralizing SC organizational functions A cost center A source of competitive advantage Both roles Integrated business planning Supply Chain talent program Big data Supplier risk management Multimodal transportation/ Modal shift Supply Chain risk management Supply chain risk mitigation e-fulfillment Supply Chain finance Closed loop supply chain 8

9 A goal of supply chain management is to provide high service levels at the lowest possible cost. We have asked respondents to indicate which improvement projects can realize what expected cost savings and how they see the improvement potential for service levels. An overview of the top 3 projects is given. Supply chain executives expect to realize the largest cost savings in their organization from operational excellence projects. Some (11%) even say the savings potential for operational excellence exceeds more than 20% of total supply chain spend. The largest service level improvement is expected from supply chain visibility projects, while cost savings from these projects was estimated to be the lowest. More than 50% of the respondents estimate the savings potential from this type of project lies between 0 and 5%. This is notable when our experience¹ is that supply chain visibility can also significantly reduce logistics and inventory cost. Benefits from collaboration with supply chain partners are most expected to be cost reductions with little expectation for improving service levels. Shared transport sourcing with supply chain partners, collaborative warehousing and sharing other supply chain assets are mentioned as examples. The drivers of these types of initiatives are in fact also mostly related to reduction of supply chain cost. Figure 3: Estimated supply chain cost savings Supply Chain visibility improvement Collaboration with Supply Chain partners Operational excellence 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0-5% 5-10% % of respondents 10-15% 15-20% > 20% Figure 4: Estimated service level improvement Supply Chain visibility improvement Collaboration with Supply Chain partners Operational excellence 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Very low Low % of respondents Moderate High Very high 9

10 Going beyond the traditional supply chain optimization projects Supply chain visibility improvement +2 1 Operational excellence 2 Reducing environmental footprint New 2 Contract renewal with Logistics Service Provider (LSP) 3 Operational excellence -2 3 Supply chain visibility improvement 4 Network redesign/ Distribution strategy +4 4 Business innovation 5 Supply chain collaboration +5 5 Improve long term forecasting/ planning 6 Contract renewal with Logistics Service -4 6 Centralising or decentralising supply chain Provider (LSP) 7 Sales and Operations Planning (S&OP) 0 7 Sales and Operations Planning (S&OP) 8 Lean warehousing New 8 Network redesign/ Distribution strategy 9 Inventory optimization program New 9 Supply chain talent program 10 Improve long term forecasting/ planning Supply chain collaboration Respondents were asked what projects are on their agenda for As the market volatility and economic conditions appear for the 5th year in the top 5 of the important business drivers, they are becoming business as usual for many companies. With the top 10 of most frequently mentioned projects we can see how supply chain executives are focusing on their key priorities. The number one project for 2013 is supply chain visibility improvement. In previous editions of the SC Agenda this type of project also had a high position in the top 10. Another project that retains a prominent position is operational excellence (nr 3). Companies are often engaged in a long term program (sometimes up to 5 years) to improve operational efficiency and reduce cost levels. These types of programs are frequently guided by LEAN and/or Six Sigma principles that need to be embedded in an organization s culture. Taken the current business drivers, such as the uncertain market condition and the economic outlook, these programs can be very important for many companies. The question remains if focusing on operational excellence is enough. Do we not require more innovative projects that allow us to optimize the supply chain? Several projects enter the top 10 this year, such as the reduction of environmental footprint and supply chain collaboration. By collaborating, companies are looking outside of their own four walls in order to optimize their supply chain. Projects that have significant lower position on our top 10 are for example Logistics contract renewal (from place 2 to 6). Lowering transportation cost levels is still important, but the focus has somewhat shifted. Companies still try to make best use of the weak market for contract logistics, but this has now become business as usual. Supply Chain visibility Projects to improve supply chain visibility have returned to the highest position of the SC Agenda. Supply chain visibility is a key enabler for a well controlled and managed supply chain. The scope of a supply chain visibility improvement project can be different for many companies, but in many cases many supply chain partners are involved. The end goal is to optimize a supply chain by capturing and interconnecting supply chain information flows (materials, capital, and other information) and using this for improved decision making. Companies are recognizing the importance of supply chain visibility and at the same time new technology offers many more possibilities to improve supply chain visibility. Specifically, new technology allows companies to quickly connect with supply chain partners. Both elements ensure there is enough room to create even more momentum in this area. Supply Chain collaboration In search of supply chain cost reductions, companies are exploring different options. Sharing or outsourcing of supply chain functions and assets is a viable option to reduce supply chain costs. In order to retain the effectiveness of a supply chain, companies are forced to collaborate with partners. Next to outsourcing of manufacturing to low cost countries, sharing of physical logistics such as transport and warehouses are examples of supply chain collaboration. For some companies, the reduction of the environmental footprint can also be seen as an important driver for supply chain collaboration. 10

11 An effective supply chain is driven by the availability of supply chain information and the capabilities to use this information. Information sharing is even more important when supply chain partners are using the same assets. Therefore the term digital supply chain becomes more important for supply chain collaboration. In order to effectively manage such a supply chain a central or shared organizational entity can be used. Summary This year we recognize a shift in the projects that are on the agenda of supply chain executives. Projects to improve supply chain visibility have returned to the highest position of the SC Agenda. Supply chain visibility is a key enabler for a well controlled and managed supply chain. It is also seen as an important project that can transform a supply chain in order to build a competitive advantage. Businesses in 2013 are driven by market volatility and current economic conditions. Both drivers have become a new reality for many companies. The need for a cost effective supply chain is greater than ever and operational excellence therefore remains an important project on the agenda for many companies. When comparing the potential of different supply chain projects, operational excellence is expected to be responsible for the highest savings on supply chain cost. For many decision makers, supply chain collaboration is also a viable option to reduce supply chain cost. By collaborating, companies are looking outside of their own four walls in order to optimize their supply chain. Supply chain collaboration, by sharing supply chain assets and functions, requires other capabilities. Companies should realize that a digital supply chain is an important enabler in order to succeed with supply chain collaboration. The top projects of the last 5 years SC Visibility Ranking Operational Excellence Ranking th 5 th Edition We have seen the growing importance of projects aimed at improving efficiency and lowering cost levels and working capital. However, these projects have also been accompanied by the introduction of some more innovative supply chain projects, such as supply chain visibility. In recent years it has proven to be even more difficult for companies to create a positive business case for sustainability projects. More strategic sustainability projects and projects such and reducing the environmental footprint have not always been able to get a firm position in the top 10 of supply chain projects. 11

12 For more details contact: Rob van Doesburg Global Lead Logistics and Fulfillment About Capgemini With 120,000 people in 40 countries, Capgemini is one of the world s foremost providers of consulting, technology and outsourcing services. The Group reported 2011 global revenues of EUR 9.7 billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business Experience, and draws on Rightshore, its worldwide delivery model. Capgemini Consulting is the global strategy and transformation consulting organization of the Capgemini Group, specializing in advising and supporting enterprises in significant transformation, from innovative strategy to execution and with an unstinting focus on results. With the new digital economy creating significant disruptions and opportunities, our global team of over 3,600 talented individuals work with leading companies and governments to master Digital Transformation, drawing on our understanding of the digital economy and our leadership in business transformation and organizational change. Learn more about us at Learn more about us at The information contained in this document is proprietary Capgemini. All rights reserved. Rightshore is a trademark belonging to Capgemini.