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Organizational Alignment Study-Summary Charts-May 2013
 

Organizational Alignment Study-Summary Charts-May 2013

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Organizational alignment matters. There are 3 key techniques to improve alignment and combat supply and demand volatility: clear agility definition, sales and operations planning, and supply chain ...

Organizational alignment matters. There are 3 key techniques to improve alignment and combat supply and demand volatility: clear agility definition, sales and operations planning, and supply chain center of excellence.

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    Organizational Alignment Study-Summary Charts-May 2013 Organizational Alignment Study-Summary Charts-May 2013 Document Transcript

    • TM Organizational Alignment Study: Summary Charts May 2013
    • Supply Chain Insights LLC Copyright © 2013, p. 2 Agenda
    • Supply Chain Insights LLC Copyright © 2013, p. 3 Study Overview
    • Supply Chain Insights LLC Copyright © 2013, p. 4 Results from 3 Functional Roles: Supply Chain, Finance and IT
    • Supply Chain Insights LLC Copyright © 2013, p. 5 Respondents from a Mix of Discrete and Process Manufacturing Companies
    • Supply Chain Insights LLC Copyright © 2013, p. 6 Top Industries Represented Include Consumer Packaged Goods, Food & Beverage and High Tech & Electronics
    • Supply Chain Insights LLC Copyright © 2013, p. 7 Respondents in Supply Chain Roles Come from Companies with Higher Revenue, $4.4B on Average
    • Supply Chain Insights LLC Copyright © 2013, p. 8 Those in Supply Chain Are Mostly Directors+; Those in Finance and IT Tend to Come from Lower Roles
    • Supply Chain Insights LLC Copyright © 2013, p. 9 Those in Supply Chain Role Are More Likely Than Finance or IT to Have Open Design Network with Suppliers
    • Supply Chain Insights LLC Copyright © 2013, p. 10 Those in Supply Chain or IT Roles Are More Likely to Report Having Either a Supply Chain or Business Intelligence Center of Excellence
    • Supply Chain Insights LLC Copyright © 2013, p. 11 Those in Supply Chain or IT Are More Likely to Have Corporate Social Responsibility Goals
    • Supply Chain Insights LLC Copyright © 2013, p. 12 Agenda
    • Supply Chain Insights LLC Copyright © 2013, p. 13 Alignment between Manufacturing & Procurement Is Seen as Among the Most Important for All Three Roles
    • Supply Chain Insights LLC Copyright © 2013, p. 14 Alignment Is Most Apparent between Manufacturing & Procurement and Sales & Marketing
    • Supply Chain Insights LLC Copyright © 2013, p. 15 Gaps in Alignment Are Among the Highest for Sales & Operations and Sales & Marketing
    • Supply Chain Insights LLC Copyright © 2013, p. 16 For Supply Chain, the Largest Gap in Alignment Importance vs. Performance Is for Sales & Operations
    • Supply Chain Insights LLC Copyright © 2013, p. 17 For Finance, the Most Important Areas for Alignment Are Among the Least Aligned
    • Supply Chain Insights LLC Copyright © 2013, p. 18 For IT, Two of the Largest Gaps in Alignment Importance vs. Performance Are for Sales & Marketing and Manufacturing & Procurement
    • Supply Chain Insights LLC Copyright © 2013, p. 19 For Those in Supply Chain, Having a Center of Excellence Means Greater Alignment for Marketing & Finance and CSR & Operations
    • Supply Chain Insights LLC Copyright © 2013, p. 20 For Those in Supply Chain, Having a Mature Agility Definition Means Greater Alignment between Marketing & Finance
    • Supply Chain Insights LLC Copyright © 2013, p. 21 For Those in Supply Chain, Having Higher Agility Means Greater Alignment between Manufacturing & Procurement, Sales & Operations and Operations & IT
    • Supply Chain Insights LLC Copyright © 2013, p. 22 For Those in Supply Chain, Having a More Mature S&OP Goal Means Greater Alignment between Sales & Finance and Sales & Operations
    • Supply Chain Insights LLC Copyright © 2013, p. 23 For All 3 Groups, the Most Common Metrics Include Operating Margin, Cost of Goods Sold & Shipments
    • Supply Chain Insights LLC Copyright © 2013, p. 24 For All 3 Groups, 3 of the Top 5 Metrics Include Operating Margin, Shipments & Cost of Goods Sold
    • Supply Chain Insights LLC Copyright © 2013, p. 25 Those with a Supply Chain Center of Excellence Are Somewhat More Likely to Track Cost to Serve
    • Supply Chain Insights LLC Copyright © 2013, p. 26 Those with a Supply Chain Organization Are More Likely to Track Days of Inventory and Cost to Serve
    • Supply Chain Insights LLC Copyright © 2013, p. 27 Those with a S&OP Process Are More Likely to Track Operating Margin, Days of Inventory and Volume Sold
    • Supply Chain Insights LLC Copyright © 2013, p. 28 Supply Chain Respondents Report 5 Most Important Metrics Are Operating Margin, Shipments, Cost of Goods Sold, Days of Inventory & Volume Sold
    • Supply Chain Insights LLC Copyright © 2013, p. 29 For Supply Chain Respondents, the 5 Most Important Metrics Are Operating Margin, Shipments, Cost of Goods Sold, Days of Inventory & Volume Sold
    • Supply Chain Insights LLC Copyright © 2013, p. 30 Finance Respondents Report 5 Most Important Metrics Are Operating Margin, Cost of Goods Sold, Shipments, Return on Assets, Cash-to-Cash Cycle & Forecast Accuracy
    • Supply Chain Insights LLC Copyright © 2013, p. 31 Finance Respondents Report 5 Most Important Metrics Are Operating Margin, Cost of Goods Sold, Shipments, Return on Assets & Cash-to-Cash Cycle
    • Supply Chain Insights LLC Copyright © 2013, p. 32 IT Respondents Report 5 Most Important Metrics Are Operating Margin, Market Share, Cost of Goods Sold, Shipments & Forecast Accuracy
    • Supply Chain Insights LLC Copyright © 2013, p. 33 IT Respondents Report 5 Most Important Metrics Are Operating Margin, Market Share, Cost of Goods Sold, Shipments & Forecast Accuracy
    • Supply Chain Insights LLC Copyright © 2013, p. 34 Agenda
    • Supply Chain Insights LLC Copyright © 2013, p. 35 The Most Common Definition of “Supply Chain Agility” for All 3 Groups Is Adapting to Variations in Demand and Supply
    • Supply Chain Insights LLC Copyright © 2013, p. 36 All 3 Groups Believe That Supply Chain Agility Is Important
    • Supply Chain Insights LLC Copyright © 2013, p. 37 For All 3 Groups, Less Than Half Think Their Supply Chain Is Agile
    • Supply Chain Insights LLC Copyright © 2013, p. 38 Those in Supply Chain Report a Greater Gap in Supply Chain Agility Importance vs. Performance
    • Supply Chain Insights LLC Copyright © 2013, p. 39 Those in Supply Chain Are Somewhat More Likely to Report Increased Agility Than Those in Finance
    • Supply Chain Insights LLC Copyright © 2013, p. 40 For All 3 Groups, the Top Techniques for Improve Agility Include Improved Demand Forecasting and Lean Manufacturing
    • Supply Chain Insights LLC Copyright © 2013, p. 41 Agenda
    • Supply Chain Insights LLC Copyright © 2013, p. 42 Those in Supply Chain Are More Likely Than Finance and IT to Report Having a S&OP Process
    • Supply Chain Insights LLC Copyright © 2013, p. 43 Those More Likely to Have S&OP Process: Have Supply Chain Organization or Have Supply Chain Center of Excellence
    • Supply Chain Insights LLC Copyright © 2013, p. 44 Those in Supply Chain and Finance Are More Likely to Report Having Two or More S&OP Processes
    • Supply Chain Insights LLC Copyright © 2013, p. 45 For Those in Supply Chain, the Most Common S&OP Goal Is the Most Mature: Maximize Opportunity and Mitigate Risk
    • Supply Chain Insights LLC Copyright © 2013, p. 46 Nearly Half of Those in Supply Chain Report That Their S&OP Process Is Effective
    • Supply Chain Insights LLC Copyright © 2013, p. 47 Among Supply Chain Respondents, S&OP Performance Is Higher for Delivering Role-based Views and Running What-if Analyses
    • Supply Chain Insights LLC Copyright © 2013, p. 48 For Supply Chain Respondents, the Top S&OP Challenges Are Not Having Technologies or Executive Support
    • Supply Chain Insights LLC Copyright © 2013, p. 49 Supply Chain Respondents Report Wanting a Higher Frequency for S&OP Processes
    • Supply Chain Insights LLC Copyright © 2013, p. 50 Nearly Two in Five Supply Chain Respondents Report That Their S&OP Plan Is Executed Most or All of the Time
    • Supply Chain Insights LLC Copyright © 2013, p. 51 Collaborative Decision Making and Central View of Data Are Top Ways S&OP Technology Supports Supply Chain Agility
    • Supply Chain Insights LLC Copyright © 2013, p. 52 Nearly Two in Five Report the S&OP Group Has Responsibility for S&OP Technology Budget, Primarily Joint Responsibility
    • Supply Chain Insights LLC Copyright © 2013, p. 53 Agenda
    • Supply Chain Insights LLC Copyright © 2013, p. 54 Most Supply Chain Respondents Report Having a Formal Supply Chain Organization, but Less Than One-Third Have Chief SCO
    • Supply Chain Insights LLC Copyright © 2013, p. 55 Nearly Half of Supply Chain Respondents with a Supply Chain Organization Have Had One for Over 10 Years
    • Supply Chain Insights LLC Copyright © 2013, p. 56 Supply Chain Planning, Transportation and Inventory Are Top Functions Reporting Through the Supply Chain Organization
    • Supply Chain Insights LLC Copyright © 2013, p. 57 Most Supply Chain Leaders Report to the CEO, COO or President
    • Supply Chain Insights LLC Copyright © 2013, p. 58 Demand and Supply Volatility Are Among Top Supply Chain Pain for All Three Groups
    • Supply Chain Insights LLC Copyright © 2013, p. 59 While Those with a S&OP Process Report More Pain About the Speed of Business, Those Without it Report More Regulations Pain
    • Supply Chain Insights LLC Copyright © 2013, p. 60 Over One-Third of Those in Supply Chain Report Having a Supply Chain “Center of Excellence”
    • Supply Chain Insights LLC Copyright © 2013, p. 61 Those More Likely to Have Supply Chain Center of Excellence: Process Industry, Have Supply Chain Organization, or Have S&OP Process
    • Supply Chain Insights LLC Copyright © 2013, p. 62 The Most Common Definition of Supply Chain Excellence Is “Right Product, Right Place, Right Time at Right Cost”
    • Supply Chain Insights LLC Copyright © 2013, p. 63 Most Important Functions of Supply Chain Center of Excellence Are Planning, Identifying Best Practices, and Strategy
    • Supply Chain Insights LLC Copyright © 2013, p. 64 Top Performing Functions of Supply Chain Center of Excellence Are Planning, Goals, Identifying Best Practices and Strategy
    • Supply Chain Insights LLC Copyright © 2013, p. 65 Facilitation of Horizontal Processes and Inventory Strategies Are Functions with Low Performing Relative to Importance
    • Supply Chain Insights LLC Copyright © 2013, p. 66 Over Half of Those with a Supply Chain Center of Excellence Report It Is Effective
    • Supply Chain Insights LLC Copyright © 2013, p. 67 Agenda
    • Supply Chain Insights LLC Copyright © 2013, p. 68 Top Operational Finance Goal Is Maximizing Profitability
    • Supply Chain Insights LLC Copyright © 2013, p. 69 For Most, Operational Finance Goals Are Limited to the Company Only
    • Supply Chain Insights LLC Copyright © 2013, p. 70 Global Goal Setting and Regional Planning Are Equally Common for Operational Finance
    • Supply Chain Insights LLC Copyright © 2013, p. 71 Half Report Company Success At Meeting Operational Finance Goals
    • Supply Chain Insights LLC Copyright © 2013, p. 72 Agenda
    • Supply Chain Insights LLC Copyright © 2013, p. 73 One-Third of Those in IT Report Having IT Members with Career Through Line of Business Roles
    • Supply Chain Insights LLC Copyright © 2013, p. 74 IT Respondents Report IT Role Is Focused on Keeping IT Safe and Driving Innovation