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Digital Transformation in Supply Chain Planning: On Pace or at Risk?

Survey-based Research StudySeptember 2019

2019 Digital Transformation Survey Report2

EXECUTIVE SUMMARY

Digital transformation marks a radical rethinking of how an organization uses technology, people, and processes to improve business performance. With the potential benefits of digitization, what’s holding organizations back from embarking on the journey? What aspects of supply chain planning offer the greatest rewards from digitization? How will results be measured? Here is a look at our findings as companies formulate their digital strategies for 2020.

ToolsGroup, a leading provider of service-driven supply chain planning solutions, partnered with Spinnaker, a supply chain services company, to conduct a survey-based research study of North American supply chain professionals to understand where their organizations are in their digital transformation journeys, what’s driving them, what challenges they are facing, and what technologies they are investing in. Between April and July 2019, ToolsGroup and Spinnaker surveyed nearly 200 supply chain professionals from top CPG, Distribution/Wholesale, Food and Beverage, Manufacturing, and Retail companies as part of the study, titled: Digital Transformation in Supply Chain Planning: On Pace or at Risk?

Survey questions represented a variety of themes related to digital transformation in supply chain planning. We combined the response data with our extensive experience in supply chain planning technology and best practices to develop this insightful report.

How are supply chain planning leaders formulating their digital strategies for 2020?

3

SURVEY HIGHLIGHTSIncreasing supply chain complexity and uncertainty continues to test companies’ ability to react optimally to supply chain disruption. A staggering 89% of responding companies citing volatile demand and unpredictable customers as at least a moderate supply chain planning challenge. As a result, more companies are adopting new business models and technologies to enable this supply chain resiliency. Agility and better, faster decision-making that can come from planning digitization can help companies compete amid market and regulatory changes.

Talk of digitization is ubiquitous today, yet 58% of respondents are still in the Exploring or Evaluating phases. Many companies are still testing the waters, seeking the best use cases. This could be in part due to the extensive technology selection and implementation processes involved with multiple solutions. According to Gartner, most organizations are eager to capture the value of digitizing processes with technologies such as AI and IoT, but hit a roadblock when faced with a staggering number of applications to evaluate, as well as difficulty in developing and articulating a roadmap.2

While it’s not surprising that change management is required for digital transformation, the degree of aversion to change as a barrier to digital planning adoption is significant. Two of the biggest obstacles to transformation are fear of change and skills deficit. Thirty-one percent of companies are reinvesting in training existing staff to help plug the skills gap, which is a positive sign. Companies are recognizing that new talent can be hard and expensive to find, so investing in the employees they already have with training and internal growth opportunities presents an appealing option.

Digital transformation is often less about a radical rethinking of the business than about learning how to use digital tools to better serve customers.”1


TODAY’S SUPPLY CHAIN CHALLENGES+ Figure 1 How big of a challenge are these factors in your supply chain planning today?

Volatile demand/unpredictable customers (what, when, where)

Harder to predict where to position inventory in the network

Trade wars and tariffs driving up costs

Shorter product lifecycles/risk of obsolescence

Escalating fulfillment/delivery costs

SKU/product assortment proliferation (need more product options)

Reacting to new business models

30% 59% 11%

24% 54% 22%

20% 56% 24%

19% 53% 28%

19% 50% 31%

19% 47% 35%

18% 67% 15%

Not surprisingly, volatile demand and unpredictable customers top the list, with 89% of respondents identifying this as at least a moderate challenge. Ever since the last economic downturn made consumers more price and promotion driven, and multi-channel retail became the norm, it has become increasingly difficult for companies to predict what, when, and where customers will buy. This also relates to the escalating fulfillment/delivery cost challenge. Customers’ expectations for more delivery choices continue to escalate (with Amazon leading the way). Combined with how hard it is to predict where customers will shop and how they want their orders fulfilled, positioning inventory is harder than ever.

SKU proliferation, more frequent replenishment, and extended supply chains are resulting in more items with intermittent, unpredictable or “long tail” demand. This

makes demand forecasting and inventory management more challenging. To add to the complexity, trade wars and tariffs are threatening to drive up costs and affect the bottom line. How much of this added expense and risk can or should be passed through to consumers?

The added complexity and uncertainty tests a company’s ability to react optimally to supply chain disruption without throwing cost and inventories into a tailspin. This agility is imperative for companies to emerge on top when market and regulatory changes occur. As a result, more companies are adopting new business models and technologies to enable this supply chain resiliency.

Companies with global supply chains should be prepared to evaluate national, organizational and cost challenges as part of any new solution, including much longer and more variable lead times, increases in inventory and possible impacts on service levels.”3

High Challenge Moderate Challenge Not a Challenge

5

THE DIGITAL TRANSFORMATION JOURNEY+ Figure 2 What stage of the supply chain planning digital transformation journey

would you say your organization is in?

With all the talk about digital transformation, it may seem surprising that 58% of respondents are still in the Exploring or Evaluating phases. However, digital transformation can involve selecting and implementing a number of different solutions which can vary based on where an organization is starting and the desired outcome. According to Harvard Business Review, “There is no single technology that will deliver ‘speed’ or ‘innovation’ as such. The best combination of tools for a given organization will vary from one vision to another.” 4 So having 27% in some stage of Executing shows many organizations are making good progress in selecting and deploying enabling technology.

With only 8% of respondents are Gaining Broad Organizational Support, it’s a possibility that some organizations are not spending adequate time in this critical stage, or skipping it altogether. This is concerning considering the success of the transformation may depend on successfully setting the organization up for change. Harvard Business Review found that this process is best led by insiders, even with little digital know-how, “because they understand how the business works, they have the relationships to get things done, and most importantly, they understand what they don’t know. They also understand when they need help: Smart insiders hire digital expertise into their team and then lead them to success based on their understanding of how to use digital to serve the business.” 1

With only 7% Reaping the Benefits, there is a long want to go for most to realize the full potential of digital transformation, but these businesses are in good company—for now.

Exploring - establishing the catalyst for change and ranking ideas by how well they fit business and existing supply chain strategies, organizational capabilities and the needs of the customer.

Evaluating – includes evaluation (including hands on), estimating costs, project phasing, etc.

Gaining Broad Organizational Support – once funding is secured gain broad support from the supply chain organization, set up steering committees, etc.

Executing – implementing and deploying technology while getting people to adopt the required processes and tools

Reaping the Benefits - continuous improvement projects to scale and capture the full benefits

32%

26%

8%

7%

27%


+ Figure 3 What are the key drivers of supply chain planning digital transformation in your organization?

+ Figure 4 Who is leading/driving supply chain planning digital transformation in your organization?

Gain operational efficiencies (e.g. productivity, working capital, cash flow)

42%

Evolving customer behaviors and expectations (product options, delivery speed and flexibility, omni-channel, etc.)

41%

Growth opportunities in new markets 35%

Improve customer service levels/order fill rate 39%

Need to support new business models and revenue streams 30%

Increased competitive pressures 22%

Drive business performance (e.g. revenue and profit) 37%

Move from legacy on-premise systems to cloud solutions solutions 28%

Declining or stagnant business performance 13%

* Other included Chief Supply Chain Officer, Chief Operating Officer and various other levels of supply chain executives (SVP, VP, etc.).

CEO 32%

Line of Business 19%

CIO / CTO 16%

Board of Directors 18%

CFO 12%

Chief Digital Officer 10%

A committee - no single owner 18%

Chief Innovation Officer 12%

Chief Experience Officer 4%

Other (please specify)* 10%

With 89% of survey respondents selecting volatile demand/unpredictable customers and 76% selecting escalating fulfillment/delivery costs as leading supply chain challenges (see Figure 1) it is logical that 41% would have evolving customer behaviors and expectations as a key driver of their supply chain digital transformation.

Gaining operational efficiencies as the top driver is not unexpected as profitability and making better use of working capital have been top priorities for many years. And with a focus on trying to serve today’s unpredictable customers and build and retain a loyal customer base, it’s consistent that improving customer service levels/order fill rates would be a driver of transformation. We’re encouraged to see that growth is driving change over declining business performance or competitive concerns, which we would expect with the continued strength of the North American economy.

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CEOs are driving the largest percentage of supply chain transformation efforts. Given the importance of this transformation to the continued growth and success of companies, it’s encouraging to see that it is getting C-suite and board of director focus.

Most respondents indicated that more than one role is driving their efforts which is consistent with the importance and complexity of transforming. It takes a cross organizational effort to make big changes. According to Harvard Business Review, digital know-how isn’t actually at the top of the list of requirements for a digital transformation leader. No different than any other major operational initiative, it requires heavy emphasis on change management and support and buy-in from all functions and levels in the organization. 1

+ Figure 5 What obstacles stand in the way of implementing your supply chain digital transfor-mation plans?

Fear of change 30%

Data quality / lack of data 25%

Rigid technology infrastructure 22%

Risk aversion 24%

Disconnect between IT and the business 20%

Focus on cost cutting over investment to drive business objectives 18%

People / skills deficits 23%

No sense of urgency 18%

Lack of investment / digital transformation is viewed as a cost and not an investment

15%

Cannot prove the business case (ROI)

Nothing is holding our organization back

Obsession with a “big-bang” change

13%

11%

5%


Serious change management is required for digital transformation. On its own this is not surprising, however, the degree of aversion to change is significant, and often underestimated. Two of the biggest obstacles to transformation are fear of change and skills deficit. And no wonder: the skills gap is significant. Planners and other supply chain practitioners in the new digital world need skills in communication, decision making and change management on top of the standard technical skills. According to Gartner over 50% of CSCOs say no roadmap is the biggest roadblock to supply chain digitization 5 . Fear of change is powerful and limiting, and when compounded with an uncertain path to get there it’s an even greater obstacle. Businesses need to get started now with a phased digital vision that takes into consideration culture, talent, and customer desires as well as technology enablers.

A good place to start is helping internal stakeholders understand what the arguably overused term “digital transformation” really means. According to McKinsey, “leaders can address this by thoroughly defining and explaining what the digital transformation really means—for example, improving customer experience to become the number-one service in the category or radically improving productivity across the supply chain.” 6

Data challenges also rise to the top of the roadblock list. According to Forbes, while “the challenges posed by improving data quality can be daunting and obscure the benefits and possibilities that good-quality data enables, the costs of doing nothing are high. Neglecting the flow, quality and governance of data will inevitably negate any return on investment in technology and undermine digital transformation initiatives.” 7

+ Figure 6 What types of outcomes are you seeking to improve in the coming year?

Reduced costs 63%

Improved service levels 54%

Increased product assortment 22%

Faster delivery 42%

Greater product personalization 23%

Expected outcomes are consistent with the drivers of digital transformation (figure 3), with cost and service topping the list.

With 42% identifying faster delivery as a desired outcome of digitization, it’s clear that companies are still trying to navigate the service and cost balancing act. Not too many years ago, waiting a week or more for a delivery was expected. Now Amazon and others are offering same-day deliveries, which is the logistical nirvana for consumers—and the limit to what shipper supply chains can attain. What happens next? Many predict that production practices will transform in the coming years from supply chains to demand chains, where, according to Forbes, “instead of relying on centralized manufacturers to create products, companies will rely on machines producing goods autonomously at the precise location they’re needed.” 8

Another perspective is beginning to catch on, which offers customers the choice between faster delivery and, for example, a product discount. Fulfillment speed is also putting a strain

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Harvard Business Review attests that one reason many digital transformations fail is because “most digital technologies provide possibilities for efficiency gains and customer intimacy. But if people lack the right mindset to change and the current organizational practices are flawed, digital transformation will simply magnify those flaws.” 4

Some executives may not be sure how to quantify the impact of supply chain planning digitization, or find it difficult to connect technology changes to business outcomes. Gartner analyst Paul Proctor in CIO recommended companies measure both digitization of current business models as well as outcomes from new digital strategies. His recommendations for best measuring the value of digitization include working with senior executives to quantify the extent to which their areas would benefit from digitalization, setting KPIs and goals that lay out the digital business journey and sharpen expected business outcomes, and measuring the progress of the digital journey and the business value it creates. 10

Forty-one percent of respondents expect more productive planners, and they won’t likely be disappointed. The planner’s role is being enhanced by AI and machine learning, which automates certain tasks and self-learns over time for better results. As a result, planners can increase productivity. Lennox Residential achieved 99.7% no-touch, computer-controlled planning and replenishment—planners have to intervene in only three out of every 1000 planning decisions. Just one full-time planner now handles all planning for the Absolut Vodka global brand. This allows more time for value-added work and exception management.

+ Figure 7 How will you measure the success of your supply chain’s digital transformation?

Increased sales 32%

Faster inventory turns 19%

Lower working capital needs 16%

Improved customer satisfaction and retention 18%

Improved planner productivity 18%

on sustainability efforts like packaging and transport. Gartner attests that this new concept “could have the effect of slowing down or even reversing consumer expectations, while providing transportation efficiencies and cost reductions for retailers, much of which could be passed onto consumers.” 9


SUPPLY CHAIN TECHNOLOGY ADOPTION TRENDS+ Figure 8 What are your investment plans for these disruptive and/or innovative technologies?

Internet of things

Digital assistants / conversational commerce

Robotics

Machine learning

Artificial intelligence

Augmented / virtual reality

Blockchain

Drones

Digital twins

Driverless delivery / transportation

21% 17% 15% 16% 31%

18% 19% 6% 16% 40%

16% 18% 14% 12% 40%

14% 19% 9% 14% 45%

14% 22% 16% 12% 35%

12% 12% 5% 14% 57%

12% 14% 12% 12% 51%

12% 7% 9% 7% 65%

10% 10% 12% 5% 63%

7% 12% 9% 12% 59%

Project underway Under consideration (no planned start date)

Within 12 to 24 months

Within next 12 months

Not planned at this time

While AI and machine learning are ubiquitous terms today, for many businesses it’s still more hype than actual adoption. According to Gartner, “most organizations are eager to capture the potential of AI, but stall at the overwhelming set of potential applications and confusion around which use cases are realistic. Recent surveys indicate that three of the top five reasons why organizations haven’t adopted AI are related to an inability to articulate a roadmap.” 2

Businesses are also exploring use cases for digital twins and blockchain, two very powerful technologies that also require a careful data strategy. Today huge companies like Amazon, Facebook, and Google benefit disproportionately from data because there has been no practical way to share data’s value without compromising privacy and security. Blockchain fundamentally changes this game. Ability to provide transparency while protecting data’s intrinsic security, veracity and above all, value, democratizes data. In supply chain, blockchain significantly increases the utility and value of data, especially in complex, highly regulated industries that need to share data throughout complex stakeholder networks without compromising security. The ability for more

planning stakeholders in the extended supply chain to view and access more complete data makes optimized supply chain planning easier and faster.

IoT and robotics continue to show strong investment and adoption. These newer technologies are helping companies to deliver faster and make better use of their human capital.

Three of the top five reasons why organizations haven’t adopted AI are related to an inability to articulate a roadmap.2

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+ Figure 9 How does machine learning fit into your supply chain digital transformation plans?

Business problems that leverage demand planning, including those related to demand forecasting, sensing, and shaping are prime candidates for using artificial intelligence to help automate supply chain processes. And for good reason: increasing forecasting complexity and rapidly shifting consumer demand are often exacerbated by seasonality, new product introductions, promotions, and myriad causal factors (e.g. weather, social media), making demand planning extremely complex. More businesses are using machine learning to address these processes than any other area of supply chain planning.

The high response rate of 40% for improving forecast accuracy reflects the focus on forecast accuracy as a driver of supply chain planning. As Tim Payne of Gartner explains, end users “want to get better, more accurate demand plans that do not involve absorbing masses of demand planner time to accomplish.” 11 Forecasting is also a logical place for the high level of automation which machine learning brings.

Improve forecast accuracy 40%

Sense demand 28%

Not in use - but investigating

Promotion forecasting

21%

19%

New product introductions 23%

Not a part of current plans

Derive demand “signal” from noise (filtering data)

23%

19%

IT ALL COMES DOWN TO PEOPLE+ Figure 10 How are you investing in people to cope with digital transformation?

Hiring individuals with strong analytical skills 48%

Internal growth / promotion 41%

Retraining existing staff for new roles

Not reinvesting in individuals who leave

31%

7%

Hiring individuals with established supply chain backgrounds 38%

Hiring new college graduates to train into roles

Investigating ways to reduce human capital and maintain operations

32%

18%

We’re encouraged to see hiring both experienced and new college graduates at the top of the investment approaches being taken. However, given the current low unemployment and the scarcity of skilled resources with strong analytical skills, this strategy may slow down the digital transformation of some organizations. It may also lead to more job hopping and higher salaries which any impact continuity and budgets.


Workers will need to adapt to technology at a more rapid pace, have the ability to use real-time tools to collaborate, and make better decisions and be comfortable with advanced analytics and artificial intelligence (AI).”14

The 31% who are reinvesting in training existing staff is also a positive sign. Companies are recognizing that new talent can be hard and expensive to find, so investing in the employees they already have with training and internal growth opportunities may be the best option for many.

Reducing the need for human capital is almost near the bottom of the strategies. This is somewhat surprising given the number of companies investing in planning and operational automation. The percentage may be low as many companies that free up resources through automation invest those resources into more high-value activities versus reducing overall headcount.

IN SUPPLY CHAIN PLANNING DIGITIZATION, SIZE DOES MATTER+ Figure 11 Stage of the supply chain planning digital transformation

+ Figure 12 Key drivers of supply chain planning digital transformation

Exploring 33% 25% 17% 22%

29% 20% 17% 18%

8% 6% 9% 4%

8% 22% 35% 41%

7% 2% 13% 8%

Evaluation

Executing

Gaining Broad Organizational Support

Reaping the Benefits

Annual revenue< $100mm

Annual revenue$100 to $500 mm

Annual revenue$500 to $1b

Annual revenue> $1b

Gain operational efficiencies 25% 24% 35% 53%

28%

19%

29%

20%

26%

22%

45%

33%

33%

8%

18%

20%

35%

30%

39%

43%

24%

13%

24%

20%

22%

22%

47%

19%

32%

4%

29%

10%

22%

17%

25%

18%

Evolving customer behaviors and expectations

Need to support new business models and revenue streams

Drive business performance

Increased competitive pressures

Improve customer service levels/order fill rate

Move from legacy on-premise systems to cloud solutions

Growth opportunities in new markets

Declining or stagnant business performance




Annual revenue> $1b

13

+ Figure 13 What obstacles stand in the way of implementing your supply chain digital transfor-mation plans?

+ Figure 14 How will you measure the success of your supply chain’s digital transformation?

Increased sales 46% 22% 39% 35%

26% 33% 48% 39%

19% 33% 30% 33%

35% 37% 26% 27%

29% 20% 26% 43%

Faster inventory turns

Improved customer satisfaction and retention

Lower working capital needs

Improved planner productivity




Annual revenue> $1b

Fear of change 25% 14% 35% 27%

14%

14%

18%

16%

10%

8%

13%

17%

17%

33%

10%

22%

15%

8%

11%

10%

12%

18%

30%

13%

30%

27%

10%

12%

13%

10%

14%

18%

10%

8%

26%

0%

4%

25%

8%

25%

17%

8%

14%

10%

2%

14%

13%

4%

17%

27%

8%

14%

Data quality / lack of data

Lack of executive buy-in

Disconnect between IT and the business

People / skills deficits

Nothing is holding our organization back

Focus on cost cutting over investment to drive business objectives

Risk aversion

Cannot prove the business case (ROI)

No sense of urgency

Rigid technology infrastructure

Obsession with “big-bang” change

Lack of investment / digital transformation is viewed as a cost and not an investment




Annual revenue> $1b

Company size appears to be an influencing factor on the stage of supply chain digitization. An average of 14.9% of smaller companies (<$500mm) say they are currently executing, compared to 41% of the large companies (>$1b). In general, the greater the size of the company, the further advanced in the digitization journey.

Key drivers of digitization of supply chain planning vary significantly by company size. Only 8.3% of small companies mention the move from legacy to cloud solutions, compared to 41% reported by the largest companies surveyed. For the largest companies the need to react to evolving customer behaviors and expectations is the highest; importance of gaining operational efficiencies also increases along with company size. Driving business performance is more than twice as often a key driver for big companies than for any other size group.

Success rates also vary by company size. According to McKinsey, at organizations with fewer than 100 employees, respondents are 2.7 times more likely to report a successful digital transformation


than are those from organizations with more than 50,000 employees. 12

It’s important to remember that digital transformation doesn’t mean the same thing for every company. The goals and challenges of each company are what determine what form the digital transformation takes. Businesses

of every size considering digitization of planning should consider their threats and opportunities, including comparable industry players’ offerings and whether customers are demanding options the company isn’t able to provide today.1 3

Rather than wait for market influences to force their hands, businesses should proactively pursue digital transformation to stay ahead of the game. 13

RESEARCH DEMOGRAPHICS + Figure 15 Revenue

+ Figure 16 Organizational Role

< $100 million 36%

$100 million - $500 million 26%

$500 million - $1 billion 12%

> $1 billion 26%

Supply chain 41%

Finance 14%

Logistics 16%

Purchasing/procurement

IT

11%

18%

15

+ About ToolsGroup

+ About Spinnaker

ToolsGroup is a global provider of service-driven supply chain planning and demand analytics software. Our customers overcome demand volatility and supply chain complexity for outstanding service levels with reduced inventory. ToolsGroup’s service-driven planning platform features probability forecasting and stock mix optimization enhanced by machine learning automation for highly intelligent data-driven decision-making. ToolsGroup solutions include Demand Planning & Sensing, Inventory Optimization, Allocation & Replenishment, Demand & Supply Collaboration, Promotions Planning and S&OP.

Founded in 2002, Spinnaker is a supply chain services company that helps clients grow, manage risk, reduce costs, and improve customer service by developing world-class supply chain capabilities. Our services help clients develop the right supply chain strategy for their business challenges and implement the process and technology solutions to improve Demand/Supply Planning, Procurement and Sourcing, Logistics and Warehousing, and Reverse Logistics business performance. Spinnaker offers a unique service delivery model that combines the strength of deeply experienced management and technology consultants with a seasoned team of business process outsourcing (BPO) and 3rd-party logistics (3PL) professionals. Founded in 2002, Spinnaker has offices in Boston, Columbus, Denver, Houston, Memphis, Pittsburgh, London, and Singapore.


RELATED RESOURCES

Endnotes

EBook: Why You Need to Adopt a Service-Driven Supply Chain Strategy

Why You Need to Adopt a Service-Driven Supply Chain StrategyThe next evolution in supply chain planning is all about service to your customers—but reduced inventory and productivity boosts make your business the big winner

toolsgroup.com

EBook: Six Tips for Success Using Machine Learning for Demand Planning

Six Tips for Success Using Machine Learning for Demand PlanningImportant points every supply chain organization should

consider before diving into a machine learning project

toolsgroup.com

Brochure: Service Optimizer 99+ Service-Driven Supply Chain Planning Platform

Service-Driven Supply Chain Planning Software ToolsGroup SO99+ calculates optimal plans by orchestrating

all your planning variables using advanced algorithms and self-learning AI technology. You specify the service level and relax knowing you’ll reach the service levels your customers expect at the lowest possible cost.

/ Tackle the Long-Tail Demand ChallengeProduct proliferation is causing demand buckets to get smaller, creating more alternatives and shorter replenishment cycles. That results in increased demand variability and hurts supply chain effectiveness. Uncertainty modeling in SO99+ is uniquely capable of handling intermittent or “long tail” demand patterns.

/ Decode Demand UncertaintySO99+ incorporates uncertainty modeling across a range of supply chain planning functions, from demand forecasting to inventory and replenishment. SO99’s probability-based forecasting identifies a range of outcomes and the probability of each of those outcomes occurring, so it can calculate optimal inventory targets.

Embrace a Service-Driven Strategy with SO99+

In a market of growing demand volatility and higher service expectations, too many planners find themselves caught in a cycle of inaccurate forecasts, excess and obsolete inventory and “firefighting.” ToolsGroup offers a fundamentally different approach: make that supply chain uncertainty work for you instead of against you, with service-driven planning powered by Service Optimizer 99+ (SO99+).

The SO99+ service-driven planning platform automates and optimizes supply chain planning tasks to meet target service levels. It’s uniquely capable of addressing the challenges of today’s complex supply chains, like:

• Intermittent demand• Poor forecast accuracy• Out-of-stocks and lost sales• Global inventories out of line with working capital goals• Too many “exceptions” causing constant expediting• Missing the service levels your customers expect

SO99+ solves these problems with powerful demand analytics and multi-echelon inventory optimization.

Significantly Better Planning Results—Even Amid Increasing Complexity and Risk

1. https://hbr.org/2019/08/dont-put-a-digital-expert-in-charge-of-your-digital-transformation

2. Gartner: Laying the Foundation for Artificial Intelligence and Machine Learning: A Gartner Trend Insight Report. Published: 20 September 2018 ID: G00373110

3. Gartner: Supply Chain Brief: Growing Tariff Tensions Between China and the U.S. Strain Global Supply Chains. Published 6 June 2019 - ID G00414528

4. https://hbr.org/2019/03/digital-transformation-is-not-about-technology

5. Source: Gartner, CEO Survey: CIOs Should Guide Business Leaders Toward Deep-Discipline Digital Business, 2018

6. https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/a-ceo-guide-for-avoiding-the-ten-traps-that-derail-digital-transformations

7. https://www.forbes.com/sites/forbestechcouncil/2019/01/17/the-role-of-data-in-the-age-of-digital-transformation/#3ff0094a4509

8. https://www.forbes.com/sites/samantharadocchia/2019/01/18/why-consumer-demand-for-faster-shipping-will-force-supply-chains-to-change-strategies/#2d5f7320375f

9. Gartner: How Offering Consumer Discounts Could Transform Retail Last-Mile Fulfillment. Published 20 November 2018 - ID G00377367

10. https://www.cio.com/article/3236446/digital-kpis-your-keys-to-measuring-digital-transformation-success.html?upd=1565975865093

11. Gartner: Current Use Cases for Machine Learning in Supply Chain Planning Solutions. Published: 19 May 2018 ID: G00349854

12. https://www.mckinsey.com/business-functions/organization/our-insights/unlocking-success-in-digital-transformations

13. https://www.entrepreneur.com/article/324016

14. Gartner: Future Supply Chain 2028: Four Factors to Watch. Published 23 November 2018 - ID G00375469

https://www.toolsgroup.com/resources/ebooks/why-you-need-to-adopt-a-service-driven-supply-chain-strategy/

https://www.toolsgroup.com/resources/ebooks/why-you-need-to-adopt-a-service-driven-supply-chain-strategy/

https://www.toolsgroup.com/resources/ebooks/six-tips-for-success-using-machine-learning-for-demand-planning/

https://www.toolsgroup.com/resources/brochures/service-optimizer-99/

toolsgroup.com

This report is the result of primary research performed by ToolsGroup and Spinnaker. Unless otherwise noted, the entire contents of this report are copyrighted by ToolsGroup B.V. and may not be reproduced, distributed, archived or

transmitted in any form or by any means without priorwritten consent by ToolsGroup. © 2019 ToolsGroup B.V. All rights reserved.

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