10 key trends for supply chain management
TRANSCRIPT
SUPPLY CHAIN WHITE PAPER 10 KEY TRENDS TO UNDERSTAND SUPPLY CHAIN MANAGEMENT
APRIL 2017
ALEXANDRE GARNIER
Garnier.A
In few years only, Supply Chain Management became one of the trendiest topic for organizations facing globalized markets. But in parallel it also remained one of the foggiest topic for managers at every level. Sticking to logistics origins we could stand our ground on initial Supply Chain Management definition (a
system reaching all processes, flows and resources needed to deliver the right product / service at the right place, in the right timing, with the right quality, quantity and cost). But I think the best way for Managers to keep an up to date vision is to have a clear understanding of the main trends shaping business environment. Through this exercise, we clearly see how the essence of Supply Chain Management (systemic approach, vision sharing, animation principles…) is essential to face all challenges emerging.
ABOUT THE AUTHOR
CONSULTING MANAGER at KEPLER CONSULTING SHANGHAI In consulting business since 2010 Former warehouse manager in retail industry
Business Master degree - KEDGE BS, 2009 - FRANCE Master of Science in Transport and Logistics - KEDGE BS, 2009 - FRANCE
Expertise in Supply Chain Management, Lean operations, Purchasing Strategies and Management of transformation plan / cost reduction plan
Missions led in various industries : Retail, FMCG, Pharmaceutical, Automotive, Railway, Aeronautics…
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10 KEY TRENDS TO UNDERSTAND SUPPLY CHAIN MANAGEMENT
STATEMENTS
TRANSFORMATION AXIS
KEY ENABLERS
1. Value chain schemes involve a growing complexity for Business Management
2. Needs for Flexibility, Reactivity and Coordination make older models obsolete
3. Technological revolution acts as a trend amplifier
4. Operational Excellence forms a powerful approach for transformation plan set up
5. Fully aligned business models are on top of best practices
6. Refocus on green supply chain should / may occur soon
7. Control of information / data is vital
8. Manager behaviors drive team understanding and involvement
9. Misalignment of skill market and business needs is impacting organization design
10/ TODAY’S SUPPLY CHAIN TRUTH WILL NOT BE APPLICABLE TOMORROW
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#1 VALUE CHAIN SCHEMES INVOLVE A GROWING COMPLEXITY FOR BUSINESS MANAGEMENT
Sources: 1: Global Survey, Mc Kinsey, 2010 / 2: Supply Chain Impact Survey, Cap Gemini, 2013 3: Future of Supply Chain, SCM World, 2016
It involves higher risks for business activities
KEY TOPIC?
COMPLEXITY ELEMENTS OF UNDERSTANDING? The complexity of a system is usually defined by the incapacity for a given actor to correctly and entirely understand: 1/ The environment surrounding him 2/ Other actors’ understanding about this environment 3/ Nature and purpose of actions led by other actors
Complexity is now inherent to every globalized organization
1.2 A complexity clearly found in nature of challenges that Supply Chain Managers are facing in execution of daily operations. From strategic to operational layers, topics assessed are pushing further SCM discipline.
1.3 Knowing that Over last decade, evolution of consumer needs largely contributed to the multiplication of those challenges
1.1 Globalization and international exchanges booming turned Supply Chains into a giant juxtaposition of actors more or less contributing to value creation for clients. A simple mapping exercise reveals how complex SC became.
90% Of SC Managers think that demand is fluctuating more rapidly than 5-10 years ago 2
80% Of SC Managers think that consumer expectation on OTIF has increased since 5-10 years 2
1.4 Numerous actors involved and interactions generated combined to higher expectations at customer side (BtoB and BtoC taken together) have extended the exposition of globalized Supply Chain to various risks
1.5 Among these risks, disruption scenario is the most sensitive one according to SC Managers
Decrease
How supply chain risk 1… % of respondents
… changed overs past few years?
… will change over next 5 years?
Increase No change
68 14 14
69 17 12
Key Supply Chain risk concerns 3 % of respondents
Concerned Not concerned Neutral
59
62
67
69
71
75
21
17
17
20
15
16
20
21
16
9
14
9 Shipping / log. disruptions
Data security / IT incidents
Legal / regulatory issues
Supply shortage
Natural disaster affecting supplies
Financial failure of key supplier
24
24
25
27
28
35
22
25
30
24
32
27
TOP 6 Companies’ challenges in SCM 1 % of respondents
Over past 3 years
Over next 5 years
Increasing pressure from global competition
Increasing consumer expectations about OTIF
Increasingly complex patterns of cust. demand
Increasing cost pressure in logistics / transp.
Increasing volatility of commodity prices
Increasing financial volatility
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#2 NEEDS FOR FLEXIBILITY, REACTIVITY AND COORDINATION MAKE OLDER MODELS OBSOLETE
KEY TOPIC?
FLEXIBILITY REACTIVITY
COORDINATION
ELEMENTS OF UNDERSTANDING? Facing 21st century stakes, the best Supply Chains are the ones able to combine: 1/ The ability to efficiently face demand variabilities (flexibility) 2/ The ability to be responsive and shorten lead time (reactivity) 3/ The ability to raise / align each function on the exact same level of operational excellence (coordination)
Answering modes used by older models are clearly overstepped
That conception impacts process efficiency and lowers Supply Chain performance
2.1 Potential contribution of Supply Chain Management basics is still underestimated
2.2 This lack of vision at top management level is penalizing implementation of rupture scenarios
49% Of SC Managers say that in their company, SC is not understood by CEO and executive Mngt as an “equally important part of business success as sales & marketing or R&D” 1
Sources: 1: Future of Supply Chain, SCM World, 2016 / 2: Global Supply Chain Survey, PwC, 2013 3: Supply Chain Impact Survey, Cap Gemini, 2013
2.3 And daily execution of processes becomes a fire fighter job not allowing to conceive performant and relevant answers for business challenges
2 conceptions of QCD triangle
LEAD-TIME
● Corrective counter
measures
● Preventive
modes VS
VS VS
● Cost driven
approach
● Just In Time
alignment
● Struggling
to avoid delays
● Local
arbitrations
2.4 The comparison between overstepped models and top of the breed actors demonstrates the consistent impact of under performing Supply Chain on company's performance
2.5 It also involves a major risk of losing the customers deceived by the service
73% Of consumer not able to find desired item would purchase it from a different store 3
89% Of consumers are less likely to shop with a retailer who delivers an item at least 1 day late 3
Supply chain performance assessment comparing leading automotive companies to laggards from various sectors 2
EBIT margin (%) Inventory turns (#) Delivery perf. (%)
5,7 10
Laggards Leaders
79 97
Laggards Leaders
6,1 18
Laggards Leaders
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3,1 4,3
Laggards Leaders
How leaders adapt SC to customer segments2
SC configuration(#) Channels (#) Config/channel (#)
1,4 2,1
Laggards Leaders
2,3 2
Laggards Leaders
+50%
#3 TECHNOLOGICAL REVOLUTION ACTS AS A TREND AMPLIFIER
Sources: 1: Supply Chain talent of the future, Deloitte, 2015 / 2: Future of Supply Chain, SCM World, 2016
KEY TOPIC?
TECHNOLOGICAL REVOLUTION
ELEMENTS OF UNDERSTANDING? Late technology developments are impacting Supply Chain professions on two distinct axis: 1/ Information management (through digital revolution happening on tools themselves and on data mastering with big data analytics or block chain technology development for example…) 2/ Process revamping (mainly linked to democratization of advanced technologies as robots, automatized …)
New technologies are at the center of high expectations for SC managers
And they are contributing to shake Supply Chain definition
3.1 Supply Chain Managers fully rely on newly developed tools to support Supply Chain performance. These new technologies are powerful to higher the level of animation within SC (systemic approach, customer centricity, management systems, performance tracking…).
3.2 Among all tools proposed, some are particularly viewed as rupture innovation
Top 10 technologies used in Supply Chain1 % of respondents
Currently used Expect to use
24
26
27
37
37
37
46
48
53
56
48
51
53
50
49
52
47
45
43
39
72
77
80
87
86
89
93
93
96
95 Optimization tools
Demand forecasting
Integrated business planning
Supplier collab. and risk analytics
In-memory computing
GPS and/or RFID
Real-time shipment
Control tower analytics and visual.
Advanced robotics in mnfg
3D printing
3.4 New technologies are offering to customer a fully new access to the offer generating in return high variability multiplying scenarios and changing the way to approach Supply Chains
3.3 Adhesion level varies in function of business sectors and nature of existing stakes (pressure on Quality, Costs or leaD time…)
Disruptive aspect of innovations for SC strategy2 % of respondents seeing named technology as disruptive
Big data analytics
Digital Supply Chain
Internet of things
81% 68% 64%
Disruptive aspect of Digital SC per sector2 % of respondents seeing DSC as disruptive
HI TECH 75%
HEALTHCARE / PHARMA 63%
INDUSTRIAL 64%
CPG / RETAIL 68%
Impact of e-commerce and mobile consumers2 % of respondents
Larger / smaller assortments
No change on assortments
IMPACT ON SKU:
30
70
Larger / smaller Distrib. Centers
No change on Distrib. Centers
IMPACT ON DCs:
45
55
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#4 OPERATIONAL EXCELLENCE FORMS A POWERFUL APPROACH FOR TRANSFORMATION PLAN SET UP
Sources: 1: Global Supply Chain Survey, PwC, 2013 / 2: International operational excellence survey, Eurogroup Consulting, 2013
KEY TOPIC?
OPERATIONAL EXCELLENCE
ELEMENTS OF UNDERSTANDING? Operational Excellence is the modern variation of Lean Manufacturing designating the Continuous Improvement mindset used to refocus activities on Value Added expected by customer. Coming from automotive it’s articulated around 3 axis: 1/ Process stability (waste hunting, process reingineering…) 2/ Built in quality (standardization, mistake preventing systems…) 3/ Just In Time (continuous flow, closed loops, takt time mngt…)
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Profitability is a major concern within Supply Chain performance tracking
Operational Excellence methodology is now largely spread to improve this profitability
86% Of SC Managers quote “Managing profitability of SC” as a significant SC trend making it the first topic (2nd topic quoted being “Reducing total SC cost” with 85% of respondents)1
4.1 As a main contributor to operating costs, Supply Chain directly drives the operating margin of companies. Assessing, challenging and reducing these costs is now on a daily preoccupation for Managers.
90% Of SC Managers quote “Minimized costs” as a Leading practice and SC value driver making it the first topic (2nd topic quoted being “Maximum delivery performance” with 87% of respondents)1
4.3 They mostly used OE as a turnkey methodology to improve process efficiency and introduce a new mindset regarding people development
4.2 Major part of organizations have at least a first awareness on Operational Excellence toolbox. Most advanced ones are maintaining a constant rhythm for new workshop implementation.
4.4 Various axis of improvement can be assessed using the Lean toolbox
76% Of organizations have “Experience with operational Excellence initiatives”2
51% Of organizations consider has important the start of “new initiatives in next few years”2
20%
21%
24%
36% Business processes,
efficiency
People: behavior, motivation, inspiration, interests
Organizational structure
IT systems
Operational Excellence focus for organizations2 % of respondents
1%
2%
4%
6%
9%
10%
15%
17%
17%
18% Measuring and acting
How Operational Excellence is defined2 % of respondents
Customer oriented working
Complexity reduction
Cooperation w/ supplier & cust.
Support process standardization
Standard processes automation
Shared serv. center for support
Outsourcing non core tasks
“IT islands” solutions
New sales channel
#5 FULLY ALIGNED BUSINESS MODELS ARE ON TOP OF BEST PRACTICES
Sources: 1: Global Supply Chain Survey, PwC, 2013 / 2: SC Management Benchmarking Series, PMG, 2000
KEY TOPIC?
BUSINESS MODEL
ELEMENTS OF UNDERSTANDING? A Business Model basically defines high level strategy to be deployed by a brand to generate revenues. This model directly drive the organization mindset and impact Supply Chain performance. Most advanced actors (Amazon, Ikea, Zara...) demonstrate higher performances thanks to business models integrating Supply Chain as a structuring element of their DNA.
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Best practices of Supply Chain all developed a easily recognizable model
Fully aligned strategies allow Supply Chain Management to express its full potential
Sector: Home furnishing retail Position: “World’s leading multi channel home furnishing retailer” Sales 2016: 34.2b€ Employees: 164 000
Business model at a glance: Built an entire model on customer experience maximization within furniture market (range rotation, product practicality, good value for money, creation of a shopping experience). Became a case study for marketing students worldwide.
Supply Chain alignment: IKEA first succeeded in fitting the item development within business environment (short time to market, design to logistics…) while capturing changing expectation of customers. Then SC has always supported both business and profitability needs (successful multi channel implementation, pooling of sourcing for key sub components…).
Sector: Garment retail Position: “One of the world’s largest distribution groups” TO 2016: 23.3b€ Employees: 153 000
Business model at a glance: Range management is at the center of organization with rotation of collections every 15 days and time to market divided by 4 compared to competitors (1 month vs 4). ZARA is the creator of Fast Fashion approach that is the origin of brand’s success (only 18% of items needs to go through sales vs the double for competitors).
Supply Chain alignment: Footprint is entirely designed to meet time to market needs. Only permanent collections have far shore sourcing, high speed rotation articles are sourced from near shore suppliers (Spain in some cases). Processes are fitted accordingly.
Sector: E-commerce Position: “Largest internet based retailer in the world” Net sales 2015: 107b$ Employees 2015: 231 000
Business model at a glance: Always seeking for innovation to gain market share, test new markets and/or drastically reduce prices for customers. Started from book retail in 1994 and spread progressively to become one of Internet big 4 of with Apple, Google, and Facebook. Now in position of 1st non food retailer in several major countries.
Supply Chain alignment: Supply Chain is supporting cost efficiency model by implementing best of breed processes. Global strategy is including needs regarding logistics capacity extension. It leads to most advanced inventory mngt rules in warehouses, to drone testing for transportation…
“Companies that acknowledge Supply Chain as a strategic asset achieve 70% higher performance”1
9,8 4,2
Average Top quartile
Total SC cost as % of revenue2
7 12 16
Laggards Average Leaders
Average EBIT margin 1
In % In this chart “leaders” are the actors having a well established focus on improvement of their SC performance
ELEMENTS OF UNDERSTANDING? Emerging from a global awareness around environmental concerns, Green Supply Chain gathers all initiatives led to reduce impact of business activities. As of today, 3 topics have consistent maturity: 1/ Gross reduction of carbon footprint for process 2/ Pooling of logistics resources used 3/ Modal transfer of transportation needs
#6 REFOCUS ON GREEN SUPPLY CHAIN SHOULD / MAY OCCUR SOON
KEY TOPIC?
GREEN SUPPLY CHAIN
Sources: 1: Global Survey, Mc Kinsey, 2010 / 2:Executive Survey on SC Sustainability, Alix Partners, 2013 3: Future of Supply Chain, SCM World, 2015
Green Supply Chain softly appears among preoccupation list of SC Manager
But concrete applications are driven by expected gains on economic side
6.1 Environment is still far from trendiest topic but it’s regularly progressing since early 2000s following customer expectation for a “greener” consumption.
16
29
12
41
3
25
30
61
LAST RANK OVER 8 GOALS
Companies’ top goals for SCM 1 % of respondents
Over past 3 years Over next 5 years
Reducing Operating costs
Reducing overall inventory level
Improving quality of products / services
Reducing carbon footprint creating greener SC
TOP 3
6.2 Various areas of improvement have been targeted by companies. Optimization of physical flow is the most promising one, being supported by different types of initiatives.
24
24
34
42
42 Expand raw mat. recycling program
TOP 5 decisions taken for sustainable transports2 % of respondents
Consolidate less than truckload
Introduce energy storage or solar
Introduce returnable packaging
Install fuel saving equipment on private fleet
6.3 At this stage, cost savings frequently lie behind Green Supply Chain implementation explaining the relative lateness of concept implementation
Motivation behind green investment3 % of respondents
Right thing to do and financial playback No plans to invest
Right thing to do
18
32
37
41
43
65
28
50
44
26
34
24
54
18
19
33
23
11 Waste reduction
Sustainable water mngt
Renewable energy
Green products
Ethical sourcing
Circular economy
6.4 And nature of business relationships is not pushing further developments
How important are sustainable / green initiatives in purchasing decisions2 % of respondents
Extremely important
What is more important to your customer2 % of respondents
4 24 44
22 6
84 9 7
Not at all important
Not very important
Somewhat important
Very important
Don’t know
Improved Environmental
impact
Lower cost
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#7 CONTROL OF INFORMATION / DATA IS VITAL
KEY TOPIC?
INFORMATION ELEMENTS OF UNDERSTANDING? Daily Management of Supply Chains is pushing the need for a more transversal vision over business activities. Data handling become critical to capture this vision and take arbitration accordingly. KPI definition (calculation method, scope, target, top down cascading…) and dashboard set up are a basis to give Managers the right levers to drive SC efficiency.
Sources: 1:Supply Chain Impact Survey, Cap Gemini, 2013 / 2: Pain in the Supply Chain survey, DHL, 2013 3: Future of Supply Chain, SCM World, 2015 and 2016 / 4: Global Survey, Mc Kinsey, 2010
Manual and overpassed handling of data is still the norm for a major part of organizations
Whereas Information Systems are now fitted to build a full vision over SC efficiency
7.2 Economical actors are progressively investing on this axis (with various appetites) in order to catch up
7.3 Basic exercises and routines of SC Management are benefiting from automatization of data treatment
7.1 Supply Chain Managers are largely unsatisfied regarding the mode used for data handling in their organization. Lack of vision on activity is highly penalizing as it reduces the capacity to understand activity profiles, profitability conditions and develop answering modes for each upcoming scenario.
86% Of SC Managers “don’t feel strongly that their company has the right tools or resources in place to communicate effectively with executives about SC performance or decisions”1
79% Of SC Managers “report that they do not use advanced modeling techniques to inform business challenges or issues in SCM very often”1
76
63
72
52
Coming investments for healthcare sector2 % of respondents
Current investment Over next 5 years
Order Management system
Web ordering system
Disruptive aspect of cloud computing/sector3 % of respondents
51
55
56
75 Hi tech
CPG & retail
Industrial
Healthcare & pharma
7.4 Most advanced actors are using information to have a full understanding of performance before initiating actions
Data handling used per optimization area3 % of respondents
Automated analysis No analysis
Manual analysis
43
49
57
51
61
38
42
33
41
32
19
9
10
8
6 Network optimization
Cost to serve analysis
SC segmentation
Product lifecycle analysis
Global trade optimization
Level of analysis used for advanced analysis4 % of respondents
No tracking
SUPPLY CHAIN COSTS PER CUSTOMER
INCREMENTAL COSTS MANAGEMENT
30
31 15
11 12
32
21 26
10 12
Full details
Limited details
Some aggregated details
Details but not by customer
No analysis Full details
Qualitative knowledge only
Limited quantitative info.
Good quantitative info.
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#8 MANAGER BEHAVIORS DRIVE TEAM UNDERSTANDING AND INVOLVEMENT
KEY TOPIC?
MANAGER BEHAVIOR
ELEMENTS OF UNDERSTANDING? The right animation of Supply Chain (systemic approach, customer centricity, combination of right tools / mngt systems / performance tracking) entirely rest upon SC Managers capacity to: 1/ Create a strategical vision coming from business model and impacting Supply Chain implementation 2/ Align the organization on this strategical vision with an important focus on people understanding and commitment 3/ Set up and respect Management routines that will support performance tracking and business efficiency research
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Sources: 1: Future of Supply Chain, SCM World, 2015 / 2: Supply Chain Talent of the Future, Deloitte, 2015 3: Supply Chain impact survey, Cap Gemini, 2013 / 4: Global Survey, Mc Kinsey, 2010
SC Managers became the rare birds of modern organizations
Definition of a vision for Supply Chain at Top Management level is a powerful enabler
8.1 SC Managers need to constantly balance their job between strategic and operational levels, between profitability focus of steering committees and “hands on” arbitration requested by middle management. In terms on profile, it results in an interesting mix able to drive transformation plans that come ahead of Supply Chains.
Skills needed for executive profile in 20201 % of respondents
Essential Not part of SC Nice to have
48
58
64
71
72
84
87
90
91
44
40
33
28
26
14
12
9
8
8
2
3
1
2
2
1
1
1 Functional knowledge of core SC funct.
Communication and influence
Business strategy
Change Management
Financial acumen
Analytics
Customer service / sales
Technology enablement
New product development & launch
35
41
42
44
48 Locating high value added activities into Centers of Ecellence
TOP 5 likelihood to change SC operating model2 % of respondents
Increased outsourcing of low VA activities
Segment SC strategies and offerings
Align physical network with evolving customer footprint
Increased outsourcing of high VA activities
8.2 General awareness of Top Management regarding Supply Chain stakes is now globally good. But vision on applicable scenarios and understanding of sensitivities is still weak.
69% Of SC Managers “say executives and business decision makers are concerned about SC issues impacting revenue and profitability”3
34% Of SC Managers “believe executives in their company have a great deal of understanding of the performance of the company’s SC”3
No / limited interactions
CEO involvement in managing Supply Chain4 % of respondents
Sets strategic direction for business including SC strategy, lets other execute
Actively develop SC strategy with ops team, and let them execute
Actively develop SC strategy with ops team, and work with them to ensure execution 21
18
34
21
10
12
37
38
Today Over next 5 years
Sources: 1: Supply Chain Talent of the Future, Deloitte, 2015 / 2: Supply Chain impact survey, Cap Gemini, 2013 3: Future of Supply Chain, SCM World, 2015
#9 MISALIGNMENT OF SKILL MARKET AND BUSINESS NEEDS IS IMPACTING ORGANIZATION DESIGN
KEY TOPIC?
SKILLS ELEMENTS OF UNDERSTANDING? Looking at all the functions and positions involved in a Supply Chain, the Human Resource Management is inevitably a complex puzzle. Ignored for a while by management education world, the needs for logistics competencies is not fully matched today. A situation fed by the changing environment and the new challenges appearing regularly for SC people.
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Resources of Supply Chain form a combination of several different natures of competencies
And talent acquisition is a challenging exercise
9.1 Know-hows and soft skills are both part of the package needed by leaders driving Supply Chains (for middle Management to operational levels)
65
74
54
68
64
43
43
47
47
51
Top 5 management skills for SC resources1 % of respondents
Excellent / Very good Become more important
Ability to negotiate and collaborate with value chain partners
Ability to collaborate across functions
Ability to drive or support diversity and inclusion
Strategic thinking and problem solving
Ability to manage global / virtual teams 67
58
58
59
62
46
49
50
51
58
Top 5 technical skills for SC resources1 % of respondents
Excellent / Very good Become more important
Compliance / regulatory expertise
Sourcing and procurement practices
Planning and scheduling practices
Logistics and distribution practices
Analytics
18% Of SC Managers “agree strongly that their company has the ability to attract and retain the right talents for Supply Chain Management”2
9.2 Facing difficulties to identify and keep Supply Chain talents, organizations adapt their fishing approach
9.3 An adaptation quickly needed as job creations are increasing in Supply Chain field for most of the markets worldwide
46%
47%
47%
48%
49%
49%
49%
49%
53% Non tradit. recruitment methods
Talent acquisition tendencies over 5 next years1 % of respondents
New career paths
Informal development programs
Collaboration oriented metrics
Workforce analytics
Virtual workplace practices
Non traditional talent pools
Increasing diversity
Formal development programs
Formal development programs
80
69
90
81
65 US
Supply Chain job creation balance3 % of respondents per country
China
India
Brazil
Singapore
Job removal Job creation
20
31
10
19
35