Voice of the Supply Chain Leader -- Supply Chain Insights Research Results (May 2012)

Voice of the Supply Chain Leader Quantitative Survey of 61 Supply Chain Leaders from 40 Companies 5/28/2012 By Lora Cecere Founder and CEO Supply Chain Insights LLC

Contents Research. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Research Methodology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Executive Overview.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 Supply Chain Leaders Speak . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Supply Chain Leaders Speak about Technology. . . . . . . . . . . . . . . . . . . . . . . 6 Supply Chain Insights Perspective: Future of Supply Chain Technologies. . . . . . . . . 10 The Definition of Supply Chain Excellence. . . . . . . . . . . . . . . . . . . . . . . . . 14 Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Appendix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 About Supply Chain Insights LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22 About Lora Cecere. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Copyright © 2012 Supply Chain Insights LLC Page 1

ResearchThis independent research was 100% funded by Supply Chain Insights and is published usingthe principle of open research.The Voice of Supply Chain Leaders Report will be published annually. It is intended for you toread, share and use to improve your supply chain decisions. The goal is to share year-over-yearinsights with the industry.All we ask for in return is attribution. We publish under the Creative Commons LicenseAttribution-Noncommercial-Share Alike 3.0 United States.Your trust is important to us. As such, we are open and transparent about our financialrelationships and our research process.Research MethodologyThis research was conducted during the period of March through April 2012 via an onlinequantitative study of 61 supply chain leaders. We protect our sources. Results are reported inaggregate and are not available for review by individual company. Companies participating inthe survey include:For additional demographic data on the respondents, please reference the appendix section ofthis report.Copyright © 2012 Supply Chain Insights LLC Page 2

Executive OverviewThe practices of supply chain management are now three decades old. Demand volatility isincreasing, growth is flattening and commodity costs are escalating. As a result, there is a shiftfrom vertical to horizontal processes, and from inside-out (from within the organization) tooutside-in (from the market back) practices. Most progress has been made within theenterprise. Connecting the extended supply chain from the customer’s customer to thesupplier’s supplier remains an aspirational goal.This report shares insights from a quantitative survey of sixty-one supply chain leaders. Theresults have three themes: • Today, the technology gaps for the supply chain leader are large, the largest within the last decade. Current technology definitions are not sufficient. We are on the verge of a revolution in supply chain technology. • Supply chain technology platforms are tangled and confusing with a multiplicity of systems and low usage. While this is frustrating to supply chain leaders, they need to go forward by realizing that continued investment in legacy applications has minimal returns. • While organizations have invested in supply chain teams and centers of excellence, it is not sufficient. Over 85% of companies are confused on supply chain strategy. This is hindering the development of horizontal processes and the connection of the extended value network.As a result, today there are few “best practices.” Instead, we have practices in flux. Someprocesses have matured, some are changing, but most are being redesigned. For most, thechange will be a revolution, not an evolution. Big data, mobility, and cloud computing aredrivers for change. Real-time data are improving supply chain sensing, and new forms ofbusiness analytics are driving learning systems. This report gives insights on these trends andrecommendations for business leaders.Copyright © 2012 Supply Chain Insights LLC Page 3

Supply Chain Leaders SpeakSupply chains are complex systems with complex business processes and increasingcomplexity. In the research for this report, we can clearly see the impact of growing businesscomplexity, and the increasing gap in the ability of existing technologies to meet these needs.However, we also see an even larger gap in leadership. This is twofold: executive leadership’sunderstanding and consulting expertise on how to craft the path forward.Solving the problems is not easy. The processes are steeped in traditional paradigms. Forleaders, supply chain is business; but for many organizations, the term “supply chain” ispolitically charged. Instead of a holistic business process that effectively connects the businessprocess from the customer’s customer to the supplier’s supplier, for the laggard it is aboutsupply, logistics, or distribution. The greatest tension on the definition of the process term is inEurope.Organizational IT landscapes are complex, supply chain networks are ever-changing andorganizational structures are tangled. Eighty-five percent of companies lack a clear definition ofsupply chain excellence. In the void, companies have implemented systems with a project-by-project approach managing them in isolated functional silos. As a result, most companies arenow struggling with multiple systems and organizational fiefdoms working in isolation.In the words of one supply chain leader, “We have made a lot of supply chain investments, andall the project teams report outstanding progress, but the overall progress in supply chainexcellence for my organization is stalled. I am to blame. We have outsourced the responsibilityfor crafting our supply chain vision to ill-prepared consultants and wrongly believed that wewould deliver supply chain excellence through an extended ERP project. Yes, we can nowbetter see and record transactions, but we have not improved our ability to sense and adapt tomarket changes. The ends of our supply chain are fragile. The fault lies with me and my lack ofvision for the organization. We will not make progress through this traditional piecemealapproach.” In short, while supply chains can be outsourced, and talent can be obtained throughnew ways of deployment, a lack of supply chain leadership and vision is the largest barrier toprogress.Copyright © 2012 Supply Chain Insights LLC Page 4

Figure 1: Current Supply Chain Pain PointsMany companies are digesting multiple acquisitions and projects. As a result, dirty data andproduct proliferation were listed as top supply chain pain points. Supply chain talent is alsobecoming more critical. As the first generations of supply chain pioneers retire, and the talentneeds in emerging economies grow, there just are not enough supply chain leaders to satisfyorganizational requirements. In the words of one manager from South Africa, “I looked at thesituation. Yes, the gaps in my team were large. One option was to just terminate them all.There was sufficient cause, but I had a problem. The issue was that the available candidates inthe market were no better than what I had on my team. As a result, I sucked it up and tookresponsibility to train the supply chain team.”While the initial investments in the first three decades of supply chain management wereprimarily in supply to reduce costs (with the definition of demand to improve replenishment), thenew focus is to better use the demand signal horizontally (network design, risk mitigationstrategies and commodity hedging). As a result, even companies that have never valueddemand systems are starting to rethink the value proposition. So while there is increasing painin supply (rising costs and product proliferation), 2012 is about demand.Copyright © 2012 Supply Chain Insights LLC Page 5

Supply Chain Leaders Speak about TechnologyDirty data. Multiple systems. Rising complexity. These are all common themes. Yet, they aresymptoms of the fragmented project-based approach. Today, companies are awash intechnologies, but usage remains low. Resolution of the problem is anything but simple. Like asnake swallowing and absorbing its supper, companies are struggling to digest the many anddiverse systems that they have inherited through many projects and the race for Y2K readiness.Despite the promise of packaged applications of a common system for global operations, asseen in figure 2, most companies have multiple systems, and struggle to rationalize the manytechnologies within the organization. For most, there are more systems than they use. ITstandardization remains an unfilled promise; and, in the face of the revolutionary change insupply chain processes and technologies on the horizon, it is not one worth pursuing.Figure 2: Complexity of Current Supply Chain SystemsMost supply chain leaders see the multiplicity of technologies as a mess. There is no perfectsolution. Companies will go forward by going forward. It will be the management ofcompromise. In the short-term, tensions will not dissipate. Within the organization, therecontinues to be a struggle with the lack of depth and industry-specific functionality withinCopyright © 2012 Supply Chain Insights LLC Page 6

Enterprise Resource Planning (ERP) systems. While deeper industry-specific best-of-breedsolutions of Advanced Planning Systems (APS) have better decision-support functionality, theygenerally lack the required IT rigor of role-based security, business intelligence extensibility anddata visualization. In moving forward, companies will just have to accept that there is nopanacea.The gaps in current systems are large. Today, they are the largest in the history of supply chainsolutions. As shown in figure 3, the greatest gaps are in demand management, productionscheduling, and Product Lifecycle Management (PLM). The highest satisfaction rates are in thesystems of logistics and warehousing. Supply Chain Execution (SCE) solutions have a higheracceptance rate than ERP or APS.Figure 3: Importance and Satisfaction of Current Supply Chain SystemsFor APS, the usability and depth of solutions remains an issue. In a review of the data in awebinar, we found that only 8% of companies hearing the survey results feel that they have the“what-if” capabilities that they need to manage the demand and supply variability of today’ssupply chain in S&OP. The focus on “tight system integration” and the lack of recognition of theneed for “what-if capabilities” has hampered the supply chain groups’ ability to do planning.Organizations have confused the buying criteria for the “system of record” with system criteriafor “decision support.”Copyright © 2012 Supply Chain Insights LLC Page 7

Most supply chain leaders are frustrated, some are angry and many have resigned themselvesto the fact that technology is not and will not be perfect. However, all know that the path forwardis not easy. Despite the promise of packaged applications to reduce costs, standardize IT,simplify and infuse best practices, and reduce risks, today the supply chain leaders findthemselves with many failed expectations. The only promise that has been fulfilled is thereduction of business risk with system continuity.While leadership teams can moan and groan over the gaps, the reality is that we are where weare. The past decade of packaged applications was too expensive, over-hyped and full of failedpromises. However, before we throw out the baby with the bath water, it is important to gain awider perspective. The reality is that without this era of technology evolution, companies wouldnever have been able to build global supply chains and embrace increasing businesscomplexity with product portfolios and changing customer requirements. Without today’ssystems, supply chains would never have been able to span the globe and the pace of today’sbusiness would not be possible. Yes, today’s supply chain leaders are faced with supply chaintechnology gaps; and yes, there are multiple systems and stalled projects, but the answer doesnot lie in doing more of the same. Instead, companies need to learn from the past and lookforward.Short term, over the course of the next two years, the focus will be on the redefinition of demandplanning. As companies map this future state, it will force the organization into defining outside-in processes and learning that the inclusion of channel data into supply chain systems requiresa re-implementation or a redeployment of existing systems. As companies start this definition,they will ask themselves how to: • Listen: The organization will want to include social listening data or unstructured customer sentiment, but will quickly learn that these processes are still new and evolving. This will push marketing to share digital data more widely organizationally. While companies will try to use the unstructured social data more widely in demand sensing, short-term they will reach a compromise. A compromise will be the use of ratings and review data into new product launch forecasting as a causal factor. We are at the beginning of the definition of technology systems for supply chain listening.Copyright © 2012 Supply Chain Insights LLC Page 8

• Use Channel Data: They will also quickly learn that in the use of channel, or downstream, data they must define the customer relationship to enable meaningful data sharing. This will require the rethinking of many distributor relationships. While many supply chains push product into the channel, it is hard to push a chain. The use of channel data will require the definition of pull-based systems with supply chain decoupling points. After getting the channel data, companies will find that they need a persistence layer to harmonize and cleanse the downstream data. This Demand Signal Repository (DSR) strategy will grow along with the need to improve demand planning. • Network Design. The advances in network design technologies are a welcome relief to the supply chain leader. While the first generation technologies for network design had limitations for complex modeling, advancements in these technologies in the past five years are closing the gaps.Copyright © 2012 Supply Chain Insights LLC Page 9

Supply Chain Insights’ Perspective: Future of Supply ChainTechnologiesIt is our recommendation for supply chain leaders to accept today’s situation for what it is. Whilethe gaps are a problem, we need to go forward and not make the same mistakes in theselection of the next evolution of technology. We feel that we are at a junction point intechnology evolution and that continued investments in traditional architectures is limiting. Newtechnologies based on social listening, mobility, cloud computing and big data are evolving. Inthe next five years, this will result in a step change in technology. The path forward will be arevolution not an evolution. The smallest change will happen in the applications of SupplyChain Execution (SCE).We predict that over the next five years, as companies focus on the deployment of cloud-basedservices, improve supply chain sensing and visualization and embrace the world of big datasystems, that the supply chain systems that we know today will become obsolete. As a result,companies should finish the implementation of ERP transactional systems for finance andhuman resources. They should also finish the work for Business Intelligence (BI) for globalreporting, but reduce the investments for tightly coupled decision support systems for CustomerRelationship Management (CRM), PLM and APS to ERP. Instead, these systems need to befocused on business requirements based on the company’s definition of supply chainexcellence. With rising volatility, there is a greater need for “what-if” capabilities than tightintegration.Copyright © 2012 Supply Chain Insights LLC Page 10

Figure 4: Technology Trends that Companies are Excited About TodayAs government compliance increases, growth flattens, margins tighten and costs soar, thetraditional systems of CRM, PLM, ERP, APS and SCE will not be sufficient. Solving theseproblems will require the use of new forms of data that have increased variety, volume andvelocity. This will usher in the world of big data supply chains. New platforms will evolve toenable business management (operational decision making based on flexible IT enabledbusiness rules) and to better manage trading relationships. We predict that these will becomeencapsulated into future architectures and will look more like those depicted in figure 5.Copyright © 2012 Supply Chain Insights LLC Page 11

Figure 5: A Future State of Supply Chain ApplicationsThis will be a shift from enterprise to value-network solutions and from an industry approach tovalue-based outcomes powered through trading networks. Processes will be mapped outside-in.The emphasis will be on horizontal processes. Revenue management and systems ofcommerce will evolve and mature. It will not happen overnight. Instead, organizations will findthemselves pulled in the direction and evolution of a new definition of supply chain architectures(reference figure 5). These will be radically different from the traditional systems deployed todayin eight areas: • Analytics to Improve. New forms of pattern recognition, predictive analytics and learning systems will surround today’s transactional systems. This will be for both structured and unstructured data. It will include text mining, rules-based ontologies and more advanced optimization. These new forms of analytics will power deeper analytics on wider data sets with less latency. • Enterprise Collaboration. These applications will include a collaborative layer (e.g., an enterprise social application) that will enable a new form of partner collaboration. We can see the beginning evolution of this type of functionality in SAP StreamWork and the new releases by INFOR. The inclusion of social technologies in enterprise applications of ERP and APS will outpace the use of enterprise social technologies like Yammer,Copyright © 2012 Supply Chain Insights LLC Page 12

Socialcast and Salesforce Chatter or social community technologies like Jive or Lithium. Enterprise collaboration will become a requirement in enterprise solutions. • Inter-enterprise Adaptors. Today’s supply chains respond. They do not sense. The response is not based on market shifts. Instead, it is based on a historic rote response based on the history of the enterprise. As companies build systems to sense demand and supply shifts, demand signal and supply signal repositories (DSR and SSR) will evolve to enable the harmonization and normalization of information about products and calendars for category management, and also terms and conditions for contract management. The traditional applications of Customer Relationship Management (CRM) and Sourcing Relationship Management (SRM) will slowly become legacy applications as companies realize that they are not the right adaptors for the definition of inter- enterprise relationships. • Evolution of Inter-enterprise Systems of Record. Today, business rules change daily through posts to portals. The tracking of these changes is difficult because there is no inter-enterprise system of record to capture and record compliance requirements at the time of the transaction (e.g., order capture, order shipment, payment systems, etc.). As companies build safe and secure supply chains, and work to reduce costs, an inter- enterprise system of record will evolve. • Cloud-based Services. Companies currently operating inter-enterprise data models will start to include services for real-time benchmarking, content management and event monitoring. While the excitement about cloud-based computing will start an effort to find a better way to solve a business problem (e.g., supply or demand visibility), or improve inter-enterprise analytics, the power will come from new forms of services. • Will Win on Analytics. Slowly companies will evolve to embrace the fact that analytics means more than rows and columns. The evolution of systems for visualization, learning and decision support will spawn a new generation of best-of-breed solutions.Copyright © 2012 Supply Chain Insights LLC Page 13

• Master Data Management Redefined. Text mining and search technologies in the evolution of big data systems will transform the traditional thinking about master data management. Increasingly, companies will realize that they do not have “dirty data.” Instead, there will be an awakening that they have “different” and “changing” data that needs to be normalized, harmonized and interpreted. A semantic layer within the predictive analytics technologies will make the conventional views of hard coding master data obsolete. For most, this cannot happen fast enough. • Ease of Use. While the current technologies were based on the assumption that “tight integration” drives supply chain excellence, these systems will be built based on a new standard of data visualization, “what-if analysis,” and simulation.The Definition of Supply Chain ExcellenceWhile companies are confused and disappointed in technology, they continue to makeorganizational commitments to building supply chain excellence. In the survey, 64% ofcompanies had a center of excellence. As seen in figure 6, the organizational charters of thecenters are very similar. The centers have a common agenda to focus on defining bestpractices, metrics, planning, inventory and the development of horizontal processes. The focusis primarily on the center of the supply chain (manufacturing, logistics and distribution). Salespolicies and procurement decisions are still operated in functional silos. The ends of the supplychain are more fragile than the center.The organization is eight times more likely to have a center of excellence than six years ago;however, the progress is slow. Most organizations are struggling with how to drive progress.We wanted to know more, so we asked “Why?”Copyright © 2012 Supply Chain Insights LLC Page 14

Figure 6: Current state of Supply Chain Centers of ExcellenceIn discussions of the data with supply chain leaders, we find that the centers of excellence arecurrently experiencing a backlash. While companies have established “global” teams, thedefinition of “global” is different by industry and within an organization. The lack of definitivegovernance policies and clear definitions of supply chain excellence is a limitation for thesesupply chain centers of excellence to move forward.Across organizations, global is not global. In the survey, 43% of companies are operating asmultinational organizations with the regions having most of the power. In organizational design,there is no one “right answer,” but it does need to be consciously defined. In working withorganizations, we find that they state that they are global, but fail to adequately define the role ofglobal planning and regional execution or regional planning and global oversight. This lack ofdefinition drives organizational confusion. To move forward, companies need to consciouslydefine these relationships and the governance for supply chain processes.Copyright © 2012 Supply Chain Insights LLC Page 15

Figure 7: Current Definition of Global Supply ChainsWhile companies began the journey believing that process was the starting point, they arequickly finding that process in the absence of supply chain strategy results in confusion.Confusion on supply chain strategy is the norm, not the exception. Over 85% of companies areconfused on their definition of supply chain excellence.There are two primary issues: the lack of clear definition and the lack of metrics alignment.While terms like “agility,” “responsiveness,” and “flexibility” are bandied about in annual plans, inmost organizations they lack sufficient definition to make them actionable. Instead, the supplychain organization is largely measured on cost. While leaders understand that the supply chainis a driver of value, not just cost arbitrage, in most organizations there is not this realization. Inthese organizations, it is all about cost mitigation.The building of the extended supply chain from the customer’s customer to the supplier’ssupplier is still a goal, but there has been little progress. The largest stumbling block lies in thereward systems. While the sales organization is typically rewarded on volume, not value, andmarketing is rewarded on market-share, not profitable growth, and the interaction with thecustomer is the most critical opportunity for the definition of opportunities for the extendedCopyright © 2012 Supply Chain Insights LLC Page 16

supply chain, the supply chain leader is struggling for a seat at the table. While the customerwants to talk about value-based outcomes, supply chain leader to supply chain leader, only theenlightened company realizes the opportunity. To maximize value, these outside-in processdefinitions need to be defined relationship by relationship.Slowly, bit by bit, companies are trying to turn the supply chain on its ear and invest in thebuilding of outside-in, horizontal processes. These are designed to enable both the global andthe extended supply chain. However, as shown in figure 8, companies are more satisfied withthe evolution of “vertical” processes within the centers of excellence (traditional functions ofdeliver, make and source) than the horizontal processes of S&OP, revenue management andsupplier development. In interviews, the gap is largely one of leadership. Horizontal processexcellence is dependent on a clear definition of supply chain excellence.Figure 8: Gaps in Importance Versus Performance of Focused Efforts by the Centers of Excellence.Copyright © 2012 Supply Chain Insights LLC Page 17

RecommendationsThe supply chain leader is frustrated. Progress is slow, tough and often thankless. The gaps intechnology are a handicap. The process evolution is a journey. We move forward by movingforward: • Clearly Define Supply Chain Excellence. The most effective supply chain may not be the most efficient supply chain. Analyze how many supply chains you have and define the supply chain response. There is no “easy button.” The definition of supply chain strategy needs to precede process. It is a critical link to connect business strategy to supply chain process definition. Without a clear definition of strategy, supply chain teams do not know how to make the trade-offs in planning and supply chain execution. So instead of aimlessly looking for supply chain best-practices, focus on how to define the supply chain strategy that drives supply chain excellence for your organization. In figure 9, we share a framework that has helped many customers.Figure 9: A Framework to Define Supply Chain Excellence.Copyright © 2012 Supply Chain Insights LLC Page 18

• Define the Terms to Make the Strategy Actionable. Make the supply chain strategy actionable. Focus on the definition of commonly-used terms that do not have an industry-standard definition. This includes terms like agility, demand-driven, global, efficiency, outside-in, resilience, and responsive. • Focus Horizontally and Outside-in. As you prepare for the next generation of applications, plan for the next generation of solutions that will be horizontal and outside- in. Define how social/mobile and digital technology convergence can enable new capabilities through the reduction of data latency. Challenge your teams to think about the impact of using new forms of data analytics. • Let the Past Go. Focus forward. Learn from the past. Yesterday’s technology investments are history. Look forward. We can do it better next time. The gaps in current technology platforms are real. Companies scrambled to respond to global market pressures and Y2K. What we have today does not represent emerging best practices. We are entering into a time of redefinition where the existing definitions of ERP and APS will become obsolete. As a result, if you are in the middle of a multi-year ERP roll-out, consider scaling it back to ensure that the organization is well prepared to absorb this next technology wave. • Embrace New Technology. In 69% of companies, the center of excellence is evaluating new technologies. Focus this effort on the use of technology to drive a process step change. Ask yourself five questions: o How could we use mobility? When we do, how will we embrace real-time data (versus being handicapped with near real-time data)? o How will big data change our supply chains? What types of data can we use now that were not available before? How could this change our process? o As new forms of predictive analytics evolve, how will we take advantage of this new and valuable form of technology? o Cloud computing offers the promise to connect the extended supply chain. How will we take advantage of not only the software capabilities, but also the content and benchmarking that will evolve with these systems? How will we use these new forms of technology to build effective business networks?Copyright © 2012 Supply Chain Insights LLC Page 19

o How do we use new forms of data to sense? To listen? To test and learn? Today’s supply chains respond; they do not sense. The promise of new technologies to improve sensing and drive a test-and-learn response is promising, but can only be actualized if we change traditional supply chain thinking. • Don’t Confuse the Systems of Record with the Systems of Business Support. As companies purchase technologies, they often will apply the rigid requirements of “systems of record” to technologies that are designed to improve decision support. Recognize the difference and purchase for ease of use, data model validity and “what-if” capabilities.ConclusionAs we close the first three decades of supply chain management, the future lies before us. Newtechnologies will drive new capabilities for those that can learn from the past and move forwardto the future. Leaders will realize that the practices of the past—often referred to as “bestpractices”—are no longer sufficient and they will work within their companies to define newpractices based on new technologies. It is time to be bold. It is a revolution, not an evolution, ofprocesses and technologies.Copyright © 2012 Supply Chain Insights LLC Page 20

AppendixReport demographics of survey participants:Supply chain organizations do not have a common definition. For the purposes of this study, therespondents defined their supply chains as:Copyright © 2012 Supply Chain Insights LLC Page 21

About Supply Chain Insights LLCSupply Chain Insights LLC (SCI) is a research and advisory firm focused on reinventing theanalyst model. The services of the company are designed to help supply chain teams improvevalue-based outcomes through research-based Advisory Services, a Dedicated Supply ChainCommunity and Web-based Training. Formed in February 2012, the company is focused onhelping technology providers and users of technologies improve value in their supply chainpractices.About Lora Cecere Lora Cecere (twitter ID @lcecere) is the Founder of Supply Chain Insights LLC and the author of popular enterprise software blog Supply Shain Shaman currently read by 4500 supply chain professionals. Her book, Bricks Matter, publishes in the fall of 2012. With over eight years as a research analyst with AMR Research, Altimeter Group, Gartner Group and now as a Founder of Supply Chain Insights, Lora understands supply chain. She has worked with over 600 companies on their supply chain strategy and speaks at over 50conferences a year on the evolution of supply chain processes and technologies. Her researchis designed for the early adopter seeking first mover advantage.Copyright © 2012 Supply Chain Insights LLC Page 22

Voice of the Supply Chain Leader -- Supply Chain Insights Research Results (May 2012)

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Voice of the Supply Chain Leader -- Supply Chain Insights Research Results (May 2012) Document Transcript

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