Etude PwC sur la supply chain (2012)

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L’étude « Global Supply Chain Survey 2013 » du cabinet d’audit et de conseil PwC dévoile comment les entreprises sortent leur épingle du jeu en optimisant leur supply chain (chaîne d’approvisionnement).

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Etude PwC sur la supply chain (2012)

  1. 1. Global Supply Chain Survey 2013 This year’s global supply chain survey by PwC shows how Leaders are moving ahead of the pack. They’re tailoring their supply chains to customer needs and investing in next-generation capabilities while keeping the focus on supply chains that are both fast and efficient.Next-generationsupply chainsEfficient, fast andtailored www.pwc.com/GlobalSupplyChainSurvey2013
  2. 2. Contents Executive summary Successful management of extreme But even with this kind of innovation Executive summary 3 Macroeconomic cycles market and demand volatility has available to enhance efficiency, supply become the new mantra of supply chain executives everywhere face Introduction 6 of growth, contraction chain managers around the globe. some tough challenges. So, how are Detailed survey findings 8 and recovery have Macroeconomic cycles of growth, contraction and recovery have become they handling them? In this report we share the findings from our ninth and become erratic. Together erratic, making reliable end-to-end largest-ever global supply chain survey. Industry-specific dashboards 20 with natural disasters supply and demand planning increasingly challenging. Disruptions We’ve drawn on the insights of more than 500 supply chain experts in About the survey 32 that affect both caused by recent natural disasters Europe, North America and Asia, from Acknowledgements 33 operations and sales, have added to supply chain volatility. companies of all sizes and across a wide range of industries. We’ve also Related reading 34 they have made reliable In business-to-business relationships, picked out two groups of companies end-to-end supply and long-term loyalty and predictable order flow seem to have become relics of the and compared their performance. The Leaders, as we’ve called them, demand planning past. At the same time, customers are have consistently outperformed their increasingly challenging. tightening their requirements in terms of throughput time and perfect-order peers, while the Laggards have consistently underperformed — delivery while demanding continuous both financially and operationally. reductions in supply chain cost. The Leaders in our survey point to The increasing use of online channels the future. They have supply chains is driving the reduction of response that are efficient, fast and tailored — times and forcing supply chain a model that lets companies serve their managers to find new answers for customers reliably in turbulent market global micro-delivery of multiple conditions and that differentiates small-customer orders, instead of between the needs of different sets of the large-batch movements. customers. We’ve come up with six key More than 500 findings that point the way towards Maximising supply chain flexibility how they do it. participants from and managing multiple supply chain manufacturing configurations have become the new imperatives for today’s supply chain and service industries executives. In addition, radio- contributed to frequency identification (RFID) and other digital technologies lead to new this year’s survey, frontiers in supply chain transparency with data collected and process automation. Those technologies enable multiple supply from May to chain partners along the value chain July 2012. to seamlessly interact in the joint design, manufacture, delivery and service of complex customer orders.2 Next-generation supply chains: Efficient, fast and tailored Next-generation supply chains: Efficient, fast and tailored 3
  3. 3. Figure 1: 45% of the participants acknowledge that supply chain is seen as a strategic asset in their company [% of participants] 9% 9% Technology and Telecom 56 Automotive 50 Industrial Products 46 Six key findings from PwC’s Chemicals and Process 43 46% Pharmaceuticals 41 and Life Sciences 36% Global Supply Chain Survey 2013 Retail and Consumer Goods 40 Other 26 Our supply chain… … supports the company in constantly outperforming the market … is at an advantage to peers … is at parity with industry peers … is at a disadvantage to industry peers Source: PwC, Global Supply Chain Survey 2013 2 Leaders focus on best-in-class delivery, cost and flexibility to meet 1 3 increasingly demanding The Leaders have succeeded in coping But they keep core strategic functions Finding 6: Interest in next- You can have it all: One size does not fit all: companies that customer requirements Leaders tailor their with those challenges by focusing on such as sales and operations planning generation technologies and acknowledge supply supply chains to the three key drivers: perfect order (SOP), strategic procurement and sustainable supply chains is growing chain as a strategic needs of different delivery, cost reductions and supply research and development (RD) asset achieve 70% customer segments The existing suite of innovative supply higher performance chain flexibility. They’ve invested in in-house. chain technologies includes RFID and new tools and technologies, built They also manage most core strategic other digital capabilities, new visibility extensive supply chain networks functions centrally while steering more and statistical decision tools and to maximise the flexibility and than three-quarters of their manufac- technology to facilitate further process responsiveness of their supply chains turing and logistics activities regionally. automation and efficiency. Many and simplified their processes Regional manufacturing and distribu- companies aren’t yet taking advantage wherever possible. That’s helping tion give them greater flexibility and of all those possibilities. But that looks them respond to customers, whose make it easier for them to respond to set to change: more than half of all requirements are becoming local customer requirements. respondents say they’re implementing, increasingly demanding. or they plan to implement, new tools to Finding 5: Leaders in mature improve visibility and provide more Finding 3: One size does not fit and emerging markets invest more process automation. Those in the all: Leaders tailor their supply heavily in differentiating supply Pharmaceuticals and Life Sciences, Interest in Leaders outsource chains to the needs of different next-generation production and delivery chain capabilities Technology and Telecom and Retail 4 customer segments 6 technologies and sustainable supply chains is growing Leaders in mature and emerging markets but retain global control of core strategic functions The Leaders recognise that one size Most companies have implemented the basic capabilities required to deliver and Consumer Goods industries plan to make particularly significant 5 does not fit all. They’ve created investments in those areas over the invest more heavily in efficiently and cost-effectively. Leaders differentiating supply different supply chain configurations next couple of years. have gone much further than only chain capabilities for different customer segments by mastering the basics. They’ve also More than two-thirds of all using distinct processes and supply introduced differentiating processes, respondents also say sustainability will networks to offer different levels of such as integrated real-time demand- play a more important role in the service at different prices. They’re also Finding 1: You can have it all: line; the Leaders in our survey enjoy Finding 2: Leaders focus on and-supply planning with key suppliers supply chains of the future. A number more focused in the ways they go to companies that acknowledge supply average earnings before interest and best-in-class delivery, cost and and customers, effective supplier and of companies have already started market: 35% use only one channel, chain as a strategic asset achieve taxes (EBIT) margins of 15.6%, whereas flexibility to meet increasingly partner management or tax-efficient (1) investing in technologies to reduce whereas 80% of the Laggards have 70% higher performance the Laggards can manage only 7.3%. demanding customer requirements supply chains. their carbon dioxide emissions and more than one. Clear channel focus, That includes supply chain Leaders (2) excluding any supply chain Companies that beat the competition on But, surprisingly, only 45% of Supply chain executives are coping while configuring the supply chain from the emerging markets. They have partners that don’t adhere to the supply chain performance also achieve respondents say their companies view with a wide range of challenges, to meet the needs of individual rapidly adopted best-in-class practices highest ethical standards. significantly better financial results. the supply chain as a strategic asset, and with profitability and cost management customers, has proved to be a and avoided the painfully slow But such examples are not yet Supply chain Leaders deliver on time in just 9% say the supply chain is helping topping the list, followed by supply winning formula. development process used by many widespread — aspirations tend to full (OTIF) on 95.7% of occasions and them outperform their peers. That chain flexibility and the need to Finding 4: Leaders outsource exceed action unless there is a clear have an impressive 15.3 inventory needs to change, because better supply meet customer requirements. But of the traditional-market companies. production and delivery but cost reduction benefit or regulatory turns, while the Laggards achieve only chain efficiency has a measurable those represent just the tip of the And many emerging-market Leaders retain global control of core requirement being met. 3.8 turns. That means greater efficiency impact. Supply chain managers across iceberg — adapting to competitive are now leading the way by introducing strategic functions and customer satisfaction without the globe need to step up to their top pressures, volatility, skills gaps, new and innovative supply chain driving up working capital — management and claim their rightful sustainability — because the range of The Leaders typically outsource about practices to the global supply chain essentially, having it all. Those are place as one of the major elements in increasingly important trends that 60% of their warehousing and logistics community, especially in the areas metrics that really impact the bottom the success — or failure — of affect supply chain success is wide. activities and nearly 50% of their of supply chain flexibility and their company. manufacturing and assembly activities. cost efficiency.4 Next-generation supply chains: Efficient, fast and tailored Next-generation supply chains: Efficient, fast and tailored 5
  4. 4. Introduction In our ninth — and largest-ever — global supply chain survey, we heard from over 500 executives around the world which key trends they see reshaping the supply chain. The need to cope with a whole range and the Laggards are illuminating. of supply chain challenges is putting The most-successful companies have greater pressure than ever on supply configured their supply chains for chain executives. In our ninth — and specific customer segments, adopted largest-ever — global supply chain differentiating practices such as survey, we heard from over 500 collaborative planning with customers executives around the world which key and suppliers and reduced complexity. trends they see reshaping the supply chain. Coming from companies large The Leaders in our survey point to and small, across a wide range of the future. They have next-generation industries, our respondents shared supply chains that are fast, flexible details of their operating models and and responsive — a model that the practices their companies are enables companies to serve their using, outlined the ways they’re customers accurately and efficiently organising their supply chains and in turbulent market conditions and described the levers they’re pulling differentiates between the needs of to maximise the value of those different sets of customers. supply chains. We’ve discussed our main findings in We’ve supplemented this research with the following pages. We’ve also included a comparison of two distinct cohorts six dashboards with details of how of companies: those in the top quintile well the supply chains of companies in and those in the bottom quintile (per different industries perform, how those industry sector), measured in terms of supply chains are typically organised financial and operational performance. and the value drivers that matter most. The differences between those Leaders6 Next-generation supply chains: Efficient, fast and tailored Next-generation supply chains: Efficient, fast and tailored 7
  5. 5. Detailed survey findings Finding 1: Companies that focus on improving Perhaps more important, Leaders show Our analysis suggests that the Figure 2: Companies that focus on improving their supply chain performance You can have it all: their supply chain performance achieve that it’s possible to deliver orders very importance of the supply chain is consistently outperform their peers financially companies that acknowledge much better financial and operational efficiently without driving up still insufficiently recognised in the supply chain as a strategic results than their peers do. The top their working capital, which refutes boardroom. In fact, even supply chain Average EBIT margin (%) Average delivery Average inventory asset achieve 70% companies we surveyed deliver the still widely held belief that executives themselves usually don’t Opportunity performance (OTIF) (%) turns per year (#) Opportunity Opportunity higher performance OTIF at 96% compared with 89% on delivery performance is a function of realise the full value they bring to their average. In addition, they have 87% inventory. More than half of them organisations, or they don’t promote +30% +8% +87% more inventory turns per year than deliver OTIF more than 95% of the that value sufficiently to the C-suite. companies with average results do. time and have more than 15 inventory That’s because most supply chain That doesn’t just mean more satisfied turns a year — evidence that delivery executives are focusing on the customers. It directly affects the performance is the product of a day-to-day aspects of establishing and bottom line: Leaders also enjoy 30% mature supply chain set-up, processes managing an end-to-end supply chain higher EBIT margins than the average and systems. By contrast, 96% of the and fostering collaboration both with (see Figure 2). Laggards in our survey are supply other functions and within the supply 7 12 16 79 89 96 4 8 15 chain rookies. Their delivery chain itself. But taking the time to Laggards Average Leaders Laggards Average Leaders Laggards Average Leaders performance, inventory turns and EBIT promote the importance of the supply margins are much lower than those of chain can have significant benefits. Source: PwC, Global Supply Chain Survey 2013 the Leaders (see Figure 3). Once the C-suite recognises that a mature supply chain is truly a source of important competitive advantage, it Figure 3: Leaders deliver on time in full more frequently and simultaneously optimise will be easier to persuade executives to their working capital make the investments needed to bring supply chains up to the next level. 98 Delivery heroes Supply chain top performers Delivery performance (%) 1 18 0 53 Laggards Leaders Laggards Leaders 95 Supply chain rookies Working capital optimisers 96 3 3 26 Laggards Leaders Laggards Leaders 75 1 15 20 Inventory turns (#) % of Laggards % of Leaders Source: PwC, Global Supply Chain Survey 20138 Next-generation supply chains: Efficient, fast and tailored Next-generation supply chains: Efficient, fast and tailored 9
  6. 6. Figure 5: Leaders pull seven levers to maximise the value of their supply chains Complexity management Maximum delivery Supply chain value driver performance Maximum volume flexibility and Tax optimisation Minimised risks and efficiency responsiveness Minimised costs Sustainability PATH TO SUPPLY CHAIN VALUE CREATION Value creation Activated value drivers Source: PwC, Global Supply Chain Survey 2013 Finding 2: Supply chain executives see increasing Staying resilient is one way to cope Leaders focus on best-in-class the profitability of their companies’ with customer requirements. Nearly delivery, cost and flexibility to supply chain and reducing total supply two-thirds of supply chain executives meet increasingly demanding chains costs as their top priorities say they’ll need to build in greater customer requirements (see Figure 4). In addition, more than flexibility to respond to shifts two-thirds say it’s vital to meet the in volume. Here, too, the importance requirements of customers, who are will increase by 2015, which is Indeed, the war for talent is already in years to implement. But they provide volume flexibility in their internal becoming more demanding about the consistent with the shift we noted full swing. Nearly three-fifths of our much greater transparency and manufacturing or shift models, delivery performance, flexibility in our 2010-2012 trends report. survey respondents see the acquisition process automation throughout the improving supply-and-demand and service levels they expect. And or development of supply chain talent entire supply chain, so they can help balancing and collaborating closely awareness of the need to keep up with That’s only the beginning of the and skills as essential to their current reduce costs and increase efficiency. with their partners. They make sure customer demands is increasing; challenges supply chain executives face. success. Even more rate it as important Hence the fact that many supply chain their supply chains are responsive that number will jump to 78% by Respondents see a whole range of trends for 2013-2015. Some companies have executives now regard them as vital. and that volatility risks are shared 2015. As one respondent put it, “We’re as increasing in importance, from the responded by establishing dedicated with partners and suppliers. juggling multiple supply chain balls need to respond to competitive supply chain academies to train their So, in light of all these challenges, faster and faster and just hope that pressures and ensuring supplier own staffs. They’re also offering what priorities are Leaders setting to Once they’ve pulled those three levers, none of the efficiency or customer performance through to concerns over attractive compensation and benefits maximise the value of their supply the Leaders tend to focus on reducing satisfaction balls drops to the ground.” risk and skills (see Figure 4). packages to acquire and retain chains? As Figure 5 shows, many of risk and managing complexity. Just successful supply chain managers. them have focused on the same values how do they do it? One way is by (1) drivers, and it’s the first levers that working together with RD and sales Figure 4: Costs, profitability and increasingly demanding customers top the agenda Respondents say supply chains also provide the highest impact. executives to reduce the number of need to support demand growth in product platforms and variants and % increase by Significant1 supply chain trends in 2013 [%] In 2013-20152 [%] 2015 vs. 2013 emerging markets and be more The two levers that create the highest (2) consistently pruning obsolete sustainable. Most companies have so value are maximising delivery components. This results in lower Managing profitability of total supply chain 79 8 +10% far devoted relatively little effort to the performance and minimising supply inventories and reduced supply chain Reducing total supply chain cost 80 5 +6% idea of the sustainable supply chain, chain costs: 90% of all Leaders have complexity. In addition, the Leaders Meeting increasing customer requirements 69 10 +14% largely because their customers seem achieved a delivery performance of manage key suppliers more Preparing supply chain for up/downwards volume flexibility 64 9 +14% unwilling to pay for it. But the more than 96%, thanks to integrated professionally, automate supply chain Responding to competitive pressures 61 11 +18% importance is now rising sharply — supply chain planning, throughput/ processes that can be automated and Acquiring and developing supply chain talent and skills 58 11 +19% one-third more respondents say cycle time reductions and optimisation switch from make-to-stock to make- sustainability will play a major role of their buffer stocks. Many of them are to-order whenever possible. Finally, Ensuring supply and supplier performance 60 9 +15% in 2013-2015 compared with now. also using best-cost country sourcing the Leaders turn to reorganising their Implementing techniques to automate and increase transparency 52 14 +26% and lean management techniques and supply chains to minimise Supporting demand growth in emerging markets 52 10 +19% All of these challenges present a lot are simplifying their processes in order tax exposure. Managing supply chain security and risk 46 14 +31% to deal with at one time, but the to cut costs. Making the supply chain more sustainable 42 14 +34% introduction of digital technologies such The result? The Leaders consistently as RFID and process automation tools Maximising volume flexibility and achieve above-average supply chain Responding to changing regulatory requirements 36 4 +12% is likewise rising up the agenda. responsiveness comes next: 75% performance and financial results, Importance increase by: 20% 10% and 20% 10% Top 4 supply chain trends Such technologies require massive of Leaders regard it as important. while the Laggards get bogged down Source: PwC, Global Supply Chain Survey 2013 Remaining supply chain trends investment and typically take several They’re creating value by increasing by ever-increasing supply chain costs, Notes 1 % participants who judge trend as critical or significant in 2013. complexities and inefficiencies. 2 % participants who say that trend is significant, critical or moderately important in 2013 and who say it will increase by 2015, or who think that trend is critical or significant in 2013 and believe it will stay the same for the next two years10 Next-generation supply chains: Efficient, fast and tailored Next-generation supply chains: Efficient, fast and tailored 11
  7. 7. Clear channel focus, while configuring the supply chain to meet the needs of individual customers, has proved to be a winning formula. Finding 3: More than 83% of all Leaders configure Of course, many organisations recognise That’s not the only difference between Figure 6: Leaders configure their supply chains for different customer segments One size does not their supply chains for different customer that different customers have different the Leaders and the rest of the survey fit all: Leaders tailor their segments. And, on average, they use needs — and hence different supply population, though. The Leaders also # supply chain configurations # channels # configurations per channel supply chains to the needs of 55% more configurations per channel chain requirements, too. But it’s only have a clearly defined go-to-market different customer segments than the Laggards do (see Figure 6). the Leaders that have started using approach: 35% focus on only one +40% -10% +55% In other words, the Leaders recognise the concept of configuration to design channel versus 20% of the Laggards, that one size doesn’t fit all. The demands their supply chains from the outside in. and on average, they generate 66% imposed on a supply chain are as much This enables them to provide optimal more revenue per channel than a function of the channel the supply services for a wide range of customers the other companies in our sample. 3.1 4.3 2.3 2.0 1.4 2.1 chain serves and of the requirements by making the best trade-offs between This suggests that critical mass is a Laggards Leaders Laggards Leaders Laggards Leaders of the customers who use that channel, delivery performance, cost and prerequisite for creating tailored as they are of the products a company flexibility to satisfy each customer supply chain configurations. Leaders operate Leaders are more focused Leaders operate up to sells and the technologies the company segment (see Figure 7). So, supply more supply chain than Laggards because they 50% more configurations per configurations operate in fewer channels channel than Laggards uses. Each combination results in a chain configurations are major different set of customer needs that elements in achieving superior supply Source: PwC, Global Supply Chain Survey 2013 require a tailored solution. chain performance. Figure 7: With different supply chain configurations, companies can make the best trade-offs to satisfy each customer segment What is a supply chain configuration? Market characteristics Supply chain requirements Supply chain architecture A supply chain configuration is a version of the supply chain that has been optimised to meet the needs of a specific customer group. For example, ts Differentiated offering Geography/Country os Supply chain configuration 1 a manufacturer might have two different supply chain configurations: performance C one for complex/high-end products and one for standard products. Each Leaders: Delivery Supply chain configuration 2 configuration might serve the same customers and source from the same suppliers by using different production locations and even, perhaps, different Supply chain configuration 3 distribution networks. Similarly, a manufacturer might have two different Flexibility/Responsiveness transportation and logistics configurations: one with fast delivery times and a higher cost for top customers and one with lower performance for price- Market/ Demand conscious customers. ts os One-size-fits-all performance C Laggards: One-size-fits-all Delivery supply chain configuration Product/ Channel/ Technology Market Flexibility/Responsiveness Source: PwC, Global Supply Chain Survey 201312 Next-generation supply chains: Efficient, fast and tailored Next-generation supply chains: Efficient, fast and tailored 13
  8. 8. Interesting to note is that on average, Finding 4: As a rule, the Leaders in our survey recognising that lead times are parts of only 36% of manufacturing and assembly Leaders outsource production manage core strategic activities such as the total cost of ownership. But both and delivery but retain strategic procurement, SOP and new Leaders and Laggards use very similar is being outsourced, indicating that global control of core product development globally while organisational models, suggesting that functions like manufacturing and sourcing strategic functions positioning production and delivery organisational models alone are not regionally (see Figure 8). This allows main elements in higher performance. remain cores of the supply chain and them to maintain control over standards It is, rather, a company’s practices and keys to achieving tighter supply and maximise synergies while capabilities that determine how well remaining flexible and responsive the company’s supply chain operates. chain integration. to local needs. While the outsourcing of supply chain Many Leaders also use near-shoring functions has grown rapidly in the past to keep prices competitive. And the years, our 2013 survey indicates that most-advanced companies are the percentage of value creation participants do outsource are confined Figure 9: Leaders and Laggards alike are very wary about outsourcing all functions switching from low-cost country achieved by partners has reached a primarily to the areas of manufacturing but their manufacturing and distribution sourcing to best-cost country sourcing, plateau. The activities that survey and distribution, and even then, they’re very selective. Due to global % of supply chain activities outsourced 0 25 50 disasters in past years, some companies Demand planning 5% have actually brought some supply Plan SOP 2% chain activities back, close to home, to Figure 8: Leaders manage strategic functions globally and execute functions regionally reduce risks. Strategic procurement 5% Source Operational procurement 6% Leaders’ organisational model Leaders’ geographic organisation Both Leaders and Laggards outsource Manufacturing and assembly 36% 100% half of their transportation and Make 22% 46 76 New product development 70 30 Service warehousing activities, regarding them Strategic procurement 66 34 as commodities that can be handled by 11% Customer order desk 45% Supply chain centre of excellence 60 40 a partner. But they keep the customer Deliver Warehousing SOP 49 51 order desk in-house to maintain control Inbound and outbound logistics Manufacturing and assembly 38 63 over interaction with customers. And 12% 49% New product development they outsource only 36% of their Enabler Demand planning 34 66 Supply chain centre of excellence manufacturing and assembly activities, 7% Customer order desk 24 76 suggesting that many companies still 54 24 Source: PwC, Global Supply Chain Survey 2013 Leaders Laggards Service 24 76 see manufacturing as a core component Strategic Execution functions functions Operational procurement 22 78 of the supply chain and one of the vital Warehousing 20 80 elements in achieving closer supply Global Regional Inbound and outbound logistics 18 82 chain integration (see Figure 9). • Strategic functions: Demand planning, SOP, % of global and regional functions Strategic procurement, New product development, Supply chain centre of excellence Global Regional • Execution functions: Operational procurement, Customer order desk, Inbound and outbound logistics, Regional: Regional and local functions Manufacturing and assembly, Service Global: Global business unit (cross regional and cross enterprise) Source: PwC, Global Supply Chain Survey 201314 Next-generation supply chains: Efficient, fast and tailored Next-generation supply chains: Efficient, fast and tailored 15

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