Karen Butner from IBM Institute for Business Value on ‘The Smarter Supply Chain of the Future - IBM Chief Supply Chain Officer Study’
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Karen Butner from IBM Institute for Business Value on ‘The Smarter Supply Chain of the Future - IBM Chief Supply Chain Officer Study’

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Karen Butner from IBM Institute for Business Value on ‘The Smarter Supply Chain of the Future - IBM Chief Supply Chain Officer Study’ Presentation Transcript

  • 1. THE SMARTER SUPPLYCHAIN OF THE FUTUREIBM Global Chief Supply Chain Officer Study (C) 2008 asbl Atomium / Artists Rights Society (ARS), New York / SABAM, Brussels Photo Number: WC6D8959 © Copyright IBM Corporation 2009
  • 2. IBM Global Business Services We wanted to gain insight into the challenges facing supply chain executives around the world… to learn what strategies and initiatives they are undertaking.2 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 3. IBM Global Business Services Summary and overview The Top Five Supply The Smarter Building the Supply Chain Challenges Supply Chain Chain of the Future Visibility is vital Visibility is vital Instrumented Intelligent Risk must be managed systemically Risk must be managed systemically Customer input should permeate the supply chain Customer input should permeate the supply chain Flexibility will counteract cost volatility Flexibility will counteract cost volatility Interconnected Global supply chains require integration & optimization Global supply chains require integration & optimization Five trends define the Instrumented, Interconnected, A new role for the CSCO CSCO agenda & Intelligent and a map to the future3 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 4. IBM Global Business Services The collective insights from 400 Supply Chain Executives identify five major challenges that comprise the CSCO agenda 70% 60% 55% 56% 43% SUPPLY RISK INCREASING COST GLOBALIZATION CHAIN MANAGEMENT CUSTOMER CONTAINMENT VISIBILITY DEMANDS Based on responses of “to a very great extent” and “to a significant extent”4 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 5. IBM Global Business Services Visibility: Supply chain visibility leads the CSCO’s agenda To what extent have you adopted the following practices? 75% 70% As #1 Challenge – Why are we NOT integrating & collaborating 15% 18% more to increase visibility? Real-time information Event transparency inside management & and outside the alert notification enterprise Widely adopted Somewhat adopted How significant are the following barriers to visibility & collaboration? (respondents answered very to moderately significant) Organizational silos inhibit collaboration 75% Individuals are too busy to assist others across the organizational supply chain 75% Performance measures not aligned to reward individuals for collaboration 68% Technological tools do not effectively support visibility & collaboration 63% Collaboration not viewed as important 52% Concerns about intellectual property limit effective collaboration 31% Very Significant Greatly Significant Moderately Significant5 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 6. IBM Global Business Services Future Outlook: The Smart Supply Chain will require more connectivity, collaboration, and integrated processes to improve visibility among network partners as demonstrated by leaders Extent of implemented Integration Practices Leaders vs. Others 7% Largest gap Sum: 86% extensive & some 11% 19% 79% extent 72% 72% 1% 61% 63% 62% 53% Extensive 30% 16% 24% 19% 24% 9% 11% 16% Planning with Continuous Customer Shared, real- Suppliers Replenishment Inventory Planning time electronic with customers & Deployment data Leaders: Extensive Some Implementation Others: Extensive Some Implementation * Leaders determined based on respondents’ ranking in AMR Research Supply Chain Top 25 for 20086 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 7. IBM Global Business Services Risk Management: Managing risks, both operational and financial, is a top concern of supply chain executives world-wide What are the obstacles for implementing risk management programs? Process 46% Data 42% Enabling technology 34% Culture 26% Organization 23% Access/Process controls 15% Financial 6% 69% manage risk in some fashion, but the processes & tools are not integrated7 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 8. IBM Global Business Services Future Outlook: Leaders have more integrated risk management strategies and compliance programs What types of and risk management practices have/are you implementing? 96% 92% 82% 80% 79% 76% 72% 57% Integrating Incorporating risk Using supply chain Compliance process strategies and event management programs with controls in mitigation policies in techniques with suppliers and logistics and supply chain tolerances to monitor service providers operations planning disruptions Leaders Others Currently implemented/Implementing Currently implemented/Implementing Plan to implement in next 3 years Plan to implement in next 3 years* Leaders determined based on respondents’ ranking in AMR Research Supply Chain Top 25 for 2008 8 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 9. IBM Global Business Services Customer intimacy: Rising customer demands ranks as the third highest supply chain challenge Almost Half (47%) FAIL to Collaborate Extent of external demand collaboration with customers with Customers! Very great extent No extent What are the most significant Significant extent 5% challenges in bringing new products and services to market? 19% 15% 67% 28% 33% Little extent Moderate extent Correct identification of customer needs9 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 10. IBM Global Business ServicesFuture Outlook: The Smart Supply Chain will require further integration ofcustomer demands from inception to delivery – the entire global network focusedon the end consumer. To what extent do the following statements describe your planning process? 19% 96% 24% 81% 10% 77% Gaps 73% 10% 63% 63% 57% 53% 30% 18% 19% 11% 12% 4% 7% 5% Sales & Integrated Demand and External Supply External Demand Operations Planning Supply Planning Collaboration with Collaboration with Applications Suppliers Customers Leaders: Very great extent Significant extent Some extent Others: Very great extent Significant extent Some extent* Leaders determined based on respondents’ ranking in AMR Research Supply Chain Top 25 for 2008 10 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 11. IBM Global Business Services Cost containment: Constant cost containment pressures and fluctuating costs require a comprehensive view of the tradeoffs.11 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 12. IBM Global Business Services Future Outlook: Responding to new cost pressures will always be a challenge. What will tomorrow bring? Most have adopted these practices widely/comprehensively 89% 81% 81% 77% CSCOs create flexibility to control the cost equation where they can 37% 22% 22% 20% Agile Supply Chain Maximizing variable (Rapid Response to supply chain costs to be changes in market aligned with revenues conditions) Leaders: Extensively adopted Somewhat adopted Others: Extensively adopted Somewhat adopted * Leaders determined based on respondents’ ranking in AMR Research Supply Chain Top 25 for 200812 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 13. IBM Global Business Services Globalization: Low cost country sourcing and operations have caused lead time, cost, quality and service level issues What are the major challenges that you have in regard to global sourcing & global operations? Delivery issues and reliability of commitments 80% Lead times are greater than expectations 76% Quality issues 75% Capacity issues for new / unproven sources or 76% operations supply Difficulty evaluating / managing new sources 73% Regulatory / legal issues in sourcing or 65% manufacturing country contract Have experienced issues Future concern13 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 14. IBM Global Business Services Future Outlook: The positive advantages of globalization of markets & operations, outweigh the negatives Average percentage of direct materials sourced Central or South America 19% 13% 43% Africa Eastern Asia or Asia Europe 2% 6% Pacific 61% 20% United States, 38% Mexico, or Canada -15% 33% -30% Western Europe (EU 15) What is the anticipated three year change in sourcing to the following regions? Bar indicates respondents average response to increase or decrease14 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 15. IBM Global Business Services The Smarter Supply Chain We Must be Instrumented Intelligent Smarter Interconnected Instrumented, Interconnected, & Intelligent The smarter supply chain has three new characteristics. Firms across the globe are beginning to see the benefits of building a new vision of supply chain excellence.15 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 16. IBM Global Business Services The Supply Chain of the Future must be SMARTER...It will be Instrumented, Interconnected & Intelligent Automated Transactions & Smart Devices • Use of sensors, actuators, RFID, & smart devices to automate transactions: inventory location, shelf-level replenishment detection, Instrumented transportation locations & bottlenecks • Supports real-time data collection & transparency from POS to manufacturing to raw material • Sense-and-respond demand/supply signals allow “predict and act” Optimized Flows/Performance Management • System integration across the network. Standardized data and processes. Interconnected • Collaborative decision making through decision support and business intelligence – starting with the customer • C-Suite risk management programs for integrated financial controls with operational performance – monitored and measured Networked Planning, Execution & Decision Analysis • Simulation models to evaluate trade-offs of cost, time, quality, service and carbon and other criteria Intelligent • Probability-based risk assessment & predictive analysis • Networked planning/execution with optimized forecasts & decision support16 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 17. IBM Global Business Services Case study: Nuance optimizes inventory to serve customers on the move The Nuance Group is one of the world’s top airport retailers with operations spread across five continents. • Drastically reduced time required to replenish stock Business • Enabled more accurate demand forecasts What’s Results Next? • Realized inventory reductions of 10 to 15 percent • Increased sales.17 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 18. IBM Global Business Services Case study: At Airbus, it’s clear skies and high visibility Airbus is one of the world’s largest commercial aircraft manufacturers, producing over half of all new airliners with more than 100 seats. • Significantly reduced the incidence and severity of parts delivery errors – and the costs associated with correcting them. What’s Business Results • Increased the overall efficiency of its parts flow, cutting time spent Next? physically handling parts in its warehouses by 75 percent. • Reduced safety stock and avoid significant carrying costs.18 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009
  • 19. IBM Global Business Services The Smarter Supply Chain of the Future19 IBM Global Chief Supply Chain Officer Study – Executive Summary © Copyright IBM Corporation 2009