In few years only, Supply Chain Management became one of the trendiest topic for organizations facing globalized markets. But in parallel it also remained one of the foggiest topic for managers at every level. To develop Managers' level of understanding, let's review the main tendencies forging Supply Chains in 2017.

1. SUPPLY CHAIN WHITE PAPER
10 KEY TRENDS TO UNDERSTAND SUPPLY CHAIN MANAGEMENT
APRIL
2017
ALEXANDRE
GARNIER

2. Garnier.A
In few years only, Supply Chain Management
became one of the trendiest topic for
organizations facing globalized markets. But in
parallel it also remained one of the foggiest
topic for managers at every level. Sticking to
logistics origins we could stand our ground on
initial Supply Chain Management definition (a
system reaching all processes, flows and resources needed
to deliver the right product / service at the right place, in the
right timing, with the right quality, quantity and cost). But I
think the best way for Managers to keep an up to date vision
is to have a clear understanding of the main trends shaping
business environment. Through this exercise, we clearly see
how the essence of Supply Chain Management (systemic
approach, vision sharing, animation principles…) is essential
to face all challenges emerging.
ABOUT THE AUTHOR
CONSULTING MANAGER at KEPLER CONSULTING SHANGHAI
In consulting business since 2010
Former warehouse manager in retail industry
Business Master degree - KEDGE BS, 2009 - FRANCE
Master of Science in Transport and Logistics - KEDGE BS, 2009 - FRANCE
Expertise in Supply Chain Management, Lean operations, Purchasing Strategies
and Management of transformation plan / cost reduction plan
Missions led in various industries : Retail, FMCG, Pharmaceutical, Automotive,
Railway, Aeronautics…
SUPPLYCHAINWHITEPAPER|A.GARNIER|APRIL2017

3. 10 KEY TRENDS TO UNDERSTAND
SUPPLY CHAIN MANAGEMENT
STATEMENTS
TRANSFORMATION
AXIS
KEY
ENABLERS
1. Value chain schemes involve a growing
complexity for Business Management
2. Needs for Flexibility, Reactivity and
Coordination make older models obsolete
3. Technological revolution acts as a trend
amplifier
4. Operational Excellence forms a powerful
approach for transformation plan set up
5. Fully aligned business models are on top of
best practices
6. Refocus on green supply chain should / may
occur soon
7. Control of information / data is vital
8. Manager behaviors drive team understanding
and involvement
9. Misalignment of skill market and business
needs is impacting organization design
10/ TODAY’S SUPPLY CHAIN TRUTH WILL NOT BE APPLICABLE TOMORROW
SUPPLYCHAINWHITEPAPER|A.GARNIER|APRIL2017

4. #1 VALUE CHAIN SCHEMES INVOLVE A GROWING
COMPLEXITY FOR BUSINESS MANAGEMENT
Sources: 1: Global Survey, Mc Kinsey, 2010 / 2: Supply Chain Impact Survey, Cap Gemini, 2013
3: Future of Supply Chain, SCM World, 2016
It involves higher risks for business activities
KEY TOPIC?
COMPLEXITY
ELEMENTS OF UNDERSTANDING?
The complexity of a system is usually defined by the incapacity for a
given actor to correctly and entirely understand:
1/ The environment surrounding him
2/ Other actors’ understanding about this environment
3/ Nature and purpose of actions led by other actors
Complexity is now inherent to
every globalized organization
1.2 A complexity clearly
found in nature of
challenges that Supply
Chain Managers are
facing in execution of
daily operations. From
strategic to operational
layers, topics assessed
are pushing further SCM
discipline.
1.3 Knowing that Over last
decade, evolution of consumer
needs largely contributed to the
multiplication of those challenges
1.1 Globalization and international exchanges booming
turned Supply Chains into a giant juxtaposition of actors
more or less contributing to value creation for clients. A
simple mapping exercise reveals how complex SC became.
90% Of SC Managers think that
demand is fluctuating more
rapidly than 5-10 years ago 2
80% Of SC Managers think that
consumer expectation on OTIF
has increased since 5-10 years 2
1.4 Numerous actors involved and
interactions generated combined to
higher expectations at customer side
(BtoB and BtoC taken together) have
extended the exposition of globalized
Supply Chain to various risks
1.5 Among these risks, disruption scenario is the
most sensitive one according to SC Managers
Decrease
How supply chain risk 1…
% of respondents
… changed overs past few years?
… will change over next 5 years?
Increase No change
68 14 14
69 17 12
Key Supply Chain risk concerns 3
% of respondents
Concerned Not concernedNeutral
59
62
67
69
71
75
21
17
17
20
15
16
20
21
16
9
14
9Shipping / log. disruptions
Data security / IT incidents
Legal / regulatory issues
Supply shortage
Natural disaster affecting supplies
Financial failure of key supplier
24
24
25
27
28
35
22
25
30
24
32
27
TOP 6 Companies’ challenges in SCM 1
% of respondents
Over past 3 years
Over next 5 years
Increasing pressure
from global competition
Increasing consumer
expectations about OTIF
Increasingly complex
patterns of cust. demand
Increasing cost pressure
in logistics / transp.
Increasing volatility of
commodity prices
Increasing financial
volatility
SUPPLYCHAINWHITEPAPER|A.GARNIER|APRIL2017

5. #2 NEEDS FOR FLEXIBILITY, REACTIVITY AND
COORDINATION MAKE OLDER MODELS OBSOLETE
KEY TOPIC?
FLEXIBILITY
REACTIVITY
COORDINATION
ELEMENTS OF UNDERSTANDING?
Facing 21st century stakes, the best Supply Chains are the ones able
to combine:
1/ The ability to efficiently face demand variabilities (flexibility)
2/ The ability to be responsive and shorten lead time (reactivity)
3/ The ability to raise / align each function on the exact same level
of operational excellence (coordination)
Answering modes used by older
models are clearly overstepped
That conception impacts process efficiency
and lowers Supply Chain performance
2.1 Potential contribution of Supply Chain
Management basics is still underestimated
2.2 This lack of vision at top management level is
penalizing implementation of rupture scenarios
49% Of SC Managers say that in their
company, SC is not understood by CEO
and executive Mngt as an “equally
important part of business success as
sales & marketing or R&D” 1
Sources: 1: Future of Supply Chain, SCM World, 2016 / 2: Global Supply Chain Survey, PwC, 2013
3: Supply Chain Impact Survey, Cap Gemini, 2013
2.3 And daily execution of processes
becomes a fire fighter job not allowing
to conceive performant and relevant
answers for business challenges
2 conceptions of QCD triangle
LEAD-TIME
● Corrective counter
measures
●Preventive
modes
VS
VS VS
●Cost driven
approach
●Just In Time
alignment
● Struggling
to avoid
delays
● Local
arbitrations
2.4 The comparison between overstepped models and top of
the breed actors demonstrates the consistent impact of under
performing Supply Chain on company's performance
2.5 It also involves a major risk of losing
the customers deceived by the service
73% Of consumer not able to find
desired item would purchase it
from a different store 3
89% Of consumers are less likely to
shop with a retailer who delivers
an item at least 1 day late 3
Supply chain performance assessment comparing
leading automotive companies to laggards from
various sectors 2
EBIT margin (%) Inventory turns (#) Delivery perf. (%)
5,7 10
Laggards Leaders
79 97
Laggards Leaders
6,1 18
Laggards Leaders
SUPPLYCHAINWHITEPAPER|A.GARNIER|APRIL2017
3,1 4,3
Laggards Leaders
How leaders adapt SC to customer segments2
SC configuration(#) Channels (#) Config/channel (#)
1,4 2,1
Laggards Leaders
2,3 2
Laggards Leaders
+50%

6. #3 TECHNOLOGICAL REVOLUTION ACTS
AS A TREND AMPLIFIER
Sources: 1: Supply Chain talent of the future, Deloitte, 2015 / 2: Future of Supply Chain, SCM World, 2016
KEY TOPIC?
TECHNOLOGICAL
REVOLUTION
ELEMENTS OF UNDERSTANDING?
Late technology developments are impacting Supply Chain
professions on two distinct axis:
1/ Information management (through digital revolution happening
on tools themselves and on data mastering with big data analytics
or block chain technology development for example…)
2/ Process revamping (mainly linked to democratization of
advanced technologies as robots, automatized …)
New technologies are at the center of high
expectations for SC managers
And they are contributing to shake
Supply Chain definition
3.1 Supply Chain Managers fully rely on newly developed
tools to support Supply Chain performance. These new
technologies are powerful to higher the level of animation
within SC (systemic approach, customer centricity,
management systems, performance tracking…).
3.2 Among all tools proposed,
some are particularly viewed as
rupture innovation
Top 10 technologies used in Supply Chain1
% of respondents
Currently used Expect to use
24
26
27
37
37
37
46
48
53
56
48
51
53
50
49
52
47
45
43
39
72
77
80
87
86
89
93
93
96
95Optimization tools
Demand forecasting
Integrated business planning
Supplier collab. and risk
analytics
In-memory computing
GPS and/or RFID
Real-time shipment
Control tower analytics and
visual.
Advanced robotics in mnfg
3D printing
3.4 New technologies
are offering to customer
a fully new access to the
offer generating in
return high variability
multiplying scenarios
and changing the way to
approach Supply Chains
3.3 Adhesion level varies in function of
business sectors and nature of existing stakes
(pressure on Quality, Costs or leaD time…)
Disruptive aspect of innovations for SC strategy2
% of respondents seeing named
technology as disruptive
Big data
analytics
Digital
Supply Chain
Internet
of things
81% 68% 64%
Disruptive aspect of Digital SC per sector2
% of respondents seeing DSC as disruptive
HI TECH75%
HEALTHCARE / PHARMA63%
INDUSTRIAL64%
CPG / RETAIL68%
Impact of e-commerce and mobile consumers2
% of respondents
Larger / smaller
assortments
No change on
assortments
IMPACT
ON SKU:
30
70
Larger / smaller
Distrib. Centers
No change on
Distrib. Centers
IMPACT
ON DCs:
45
55
SUPPLYCHAINWHITEPAPER|A.GARNIER|APRIL2017

7. #4 OPERATIONAL EXCELLENCE FORMS A POWERFUL
APPROACH FOR TRANSFORMATION PLAN SET UP
Sources: 1: Global Supply Chain Survey, PwC, 2013 / 2: International operational excellence survey, Eurogroup Consulting, 2013
KEY TOPIC?
OPERATIONAL
EXCELLENCE
ELEMENTS OF UNDERSTANDING?
Operational Excellence is the modern variation of Lean
Manufacturing designating the Continuous Improvement mindset
used to refocus activities on Value Added expected by customer.
Coming from automotive it’s articulated around 3 axis:
1/ Process stability (waste hunting, process reingineering…)
2/ Built in quality (standardization, mistake preventing systems…)
3/ Just In Time (continuous flow, closed loops, takt time mngt…)
SUPPLYCHAINWHITEPAPER|A.GARNIER|APRIL2017
Profitability is a major concern
within Supply Chain performance tracking
Operational Excellence methodology is now
largely spread to improve this profitability
86% Of SC Managers quote “Managing profitability of
SC” as a significant SC trend making it the first
topic (2nd topic quoted being “Reducing total SC
cost” with 85% of respondents)1
4.1 As a main contributor to
operating costs, Supply
Chain directly drives the
operating margin of
companies. Assessing,
challenging and reducing
these costs is now on a
daily preoccupation for
Managers.
90% Of SC Managers quote “Minimized costs” as a
Leading practice and SC value driver making it the
first topic (2nd topic quoted being “Maximum
delivery performance” with 87% of respondents)1
4.3 They mostly used OE as a turnkey
methodology to improve process efficiency and
introduce a new mindset regarding people
development
4.2 Major part of organizations have at least a
first awareness on Operational Excellence
toolbox. Most advanced ones are maintaining
a constant rhythm for new workshop
implementation.
4.4 Various axis of improvement can be
assessed using the Lean toolbox
76% Of organizations have “Experience with
operational Excellence initiatives”2
51% Of organizations consider has important the start
of “new initiatives in next few years”2
20%
21%
24%
36%
Business processes,
efficiency
People: behavior, motivation,
inspiration, interests
Organizational structure
IT systems
Operational Excellence focus for organizations2
% of respondents
1%
2%
4%
6%
9%
10%
15%
17%
17%
18%Measuring and acting
How Operational Excellence is defined2
% of respondents
Customer oriented working
Complexity reduction
Cooperation w/ supplier & cust.
Support process standardization
Standard processes automation
Shared serv. center for support
Outsourcing non core tasks
“IT islands” solutions
New sales channel

8. #5 FULLY ALIGNED BUSINESS MODELS
ARE ON TOP OF BEST PRACTICES
Sources: 1: Global Supply Chain Survey, PwC, 2013 / 2: SC Management Benchmarking Series, PMG, 2000
KEY TOPIC?
BUSINESS
MODEL
ELEMENTS OF UNDERSTANDING?
A Business Model basically defines high level strategy to be
deployed by a brand to generate revenues. This model directly drive
the organization mindset and impact Supply Chain performance.
Most advanced actors (Amazon, Ikea, Zara...) demonstrate higher
performances thanks to business models integrating Supply Chain as
a structuring element of their DNA.
SUPPLYCHAINWHITEPAPER|A.GARNIER|APRIL2017
Best practices of Supply Chain all
developed a easily recognizable model
Fully aligned strategies allow Supply Chain
Management to express its full potential
Sector: Home furnishing retail
Position: “World’s leading multi
channel home furnishing retailer”
Sales 2016: 34.2b€
Employees: 164 000
Business model at a glance:
Built an entire model on customer
experience maximization within
furniture market (range rotation,
product practicality, good value for
money, creation of a shopping
experience). Became a case study
for marketing students worldwide.
Supply Chain alignment:
IKEA first succeeded in fitting the
item development within business
environment (short time to market,
design to logistics…) while capturing
changing expectation of customers.
Then SC has always supported both
business and profitability needs
(successful multi channel
implementation, pooling of sourcing
for key sub components…).
Sector: Garment retail
Position: “One of the world’s largest
distribution groups”
TO 2016: 23.3b€
Employees: 153 000
Business model at a glance:
Range management is at the center
of organization with rotation of
collections every 15 days and time
to market divided by 4 compared to
competitors (1 month vs 4). ZARA is
the creator of Fast Fashion approach
that is the origin of brand’s success
(only 18% of items needs to go
through sales vs the double for
competitors).
Supply Chain alignment:
Footprint is entirely designed to
meet time to market needs. Only
permanent collections have far
shore sourcing, high speed rotation
articles are sourced from near shore
suppliers (Spain in some cases).
Processes are fitted accordingly.
Sector: E-commerce
Position: “Largest internet based
retailer in the world”
Net sales 2015: 107b$
Employees 2015: 231 000
Business model at a glance:
Always seeking for innovation to
gain market share, test new markets
and/or drastically reduce prices for
customers. Started from book retail
in 1994 and spread progressively to
become one of Internet big 4 of
with Apple, Google, and Facebook.
Now in position of 1st non food
retailer in several major countries.
Supply Chain alignment:
Supply Chain is supporting cost
efficiency model by implementing
best of breed processes. Global
strategy is including needs regarding
logistics capacity extension. It leads
to most advanced inventory mngt
rules in warehouses, to drone
testing for transportation…
“Companies that acknowledge Supply Chain as a strategic asset achieve 70% higher performance”1
9,8
4,2
Average Top quartile
Total SC cost as % of revenue2
7 12 16
Laggards Average Leaders
Average EBIT margin 1
In %
In this chart “leaders”
are the actors having a
well established focus
on improvement of
their SC performance

9. ELEMENTS OF UNDERSTANDING?
Emerging from a global awareness around environmental concerns,
Green Supply Chain gathers all initiatives led to reduce impact of
business activities. As of today, 3 topics have consistent maturity:
1/ Gross reduction of carbon footprint for process
2/ Pooling of logistics resources used
3/ Modal transfer of transportation needs
#6 REFOCUS ON GREEN SUPPLY CHAIN
SHOULD / MAY OCCUR SOON
KEY TOPIC?
GREEN
SUPPLY CHAIN
Sources: 1: Global Survey, Mc Kinsey, 2010 / 2:Executive Survey on SC Sustainability, Alix Partners, 2013
3: Future of Supply Chain, SCM World, 2015
Green Supply Chain softly appears
among preoccupation list of SC Manager
But concrete applications are driven
by expected gains on economic side
6.1 Environment is still far from trendiest topic but
it’s regularly progressing since early 2000s following
customer expectation for a “greener” consumption.
16
29
12
41
3
25
30
61
LAST RANK
OVER 8 GOALS
Companies’ top goals for SCM 1
% of respondents
Over past 3 years Over next 5 years
Reducing
Operating costs
Reducing overall
inventory level
Improving quality of
products / services
Reducing carbon footprint
creating greener SC
TOP 3
6.2 Various areas of improvement have
been targeted by companies.
Optimization of physical flow is the
most promising one, being supported by
different types of initiatives.
24
24
34
42
42Expand raw mat. recycling program
TOP 5 decisions taken for sustainable transports2
% of respondents
Consolidate less than truckload
Introduce energy storage or solar
Introduce returnable packaging
Install fuel saving equipment on
private fleet
6.3 At this stage, cost savings frequently lie
behind Green Supply Chain implementation
explaining the relative lateness of concept
implementation
Motivation behind green investment3
% of respondents
Right thing to do and
financial playback No plans to invest
Right thing to do
18
32
37
41
43
65
28
50
44
26
34
24
54
18
19
33
23
11Waste reduction
Sustainable water mngt
Renewable energy
Green products
Ethical sourcing
Circular economy
6.4 And nature of business
relationships is not pushing
further developments
How important are sustainable / green
initiatives in purchasing decisions2
% of respondents
Extremely
important
What is more important to your customer2
% of respondents
4 24
44
22 6
84
9 7
Not at all
important
Not very
important
Somewhat
important
Very
important
Don’t
know
Improved
Environmental
impact
Lower
cost
SUPPLYCHAINWHITEPAPER|A.GARNIER|APRIL2017

10. #7 CONTROL OF INFORMATION / DATA IS VITAL
KEY TOPIC?
INFORMATION
ELEMENTS OF UNDERSTANDING?
Daily Management of Supply Chains is pushing the need for a more
transversal vision over business activities. Data handling become
critical to capture this vision and take arbitration accordingly.
KPI definition (calculation method, scope, target, top down
cascading…) and dashboard set up are a basis to give Managers the
right levers to drive SC efficiency.
Sources: 1:Supply Chain Impact Survey, Cap Gemini, 2013 / 2: Pain in the Supply Chain survey, DHL, 2013
3: Future of Supply Chain, SCM World, 2015 and 2016 / 4: Global Survey, Mc Kinsey, 2010
Manual and overpassed handling of data is still
the norm for a major part of organizations
Whereas Information Systems are now fitted to
build a full vision over SC efficiency
7.2 Economical actors are progressively
investing on this axis (with various
appetites) in order to catch up
7.3 Basic exercises and routines of SC
Management are benefiting from
automatization of data treatment
7.1 Supply Chain Managers are largely
unsatisfied regarding the mode used for data
handling in their organization. Lack of vision on
activity is highly penalizing as it reduces the
capacity to understand activity profiles,
profitability conditions and develop answering
modes for each upcoming scenario.
86% Of SC Managers “don’t feel strongly that their
company has the right tools or resources in place
to communicate effectively with executives about
SC performance or decisions”1
79% Of SC Managers “report that they do not use
advanced modeling techniques to inform business
challenges or issues in SCM very often”1
76
63
72
52
Coming investments for healthcare sector2
% of respondents
Current investment Over next 5 years
Order Management
system
Web ordering
system
Disruptive aspect of cloud computing/sector3
% of respondents
51
55
56
75Hi tech
CPG & retail
Industrial
Healthcare & pharma
7.4 Most advanced actors are using information to have a
full understanding of performance before initiating actions
Data handling used per optimization area3
% of respondents
Automated analysis No analysis
Manual analysis
43
49
57
51
61
38
42
33
41
32
19
9
10
8
6Network optimization
Cost to serve analysis
SC segmentation
Product lifecycle analysis
Global trade optimization
Level of analysis used for advanced analysis4
% of respondents
No tracking
SUPPLY CHAIN COSTS
PER CUSTOMER
INCREMENTAL COSTS
MANAGEMENT
30
31
15
11 12
32
21 26
10 12
Full details
Limited details
Some aggregated details
Details but not by customer
No analysis Full details
Qualitative knowledge only
Limited quantitative info.
Good quantitative info.
SUPPLYCHAINWHITEPAPER|A.GARNIER|APRIL2017

11. #8 MANAGER BEHAVIORS DRIVE TEAM
UNDERSTANDING AND INVOLVEMENT
KEY TOPIC?
MANAGER
BEHAVIOR
ELEMENTS OF UNDERSTANDING?
The right animation of Supply Chain (systemic approach, customer
centricity, combination of right tools / mngt systems / performance
tracking) entirely rest upon SC Managers capacity to:
1/ Create a strategical vision coming from business model and
impacting Supply Chain implementation
2/ Align the organization on this strategical vision with an important
focus on people understanding and commitment
3/ Set up and respect Management routines that will support
performance tracking and business efficiency research
SUPPLYCHAINWHITEPAPER|A.GARNIER|APRIL2017
Sources: 1: Future of Supply Chain, SCM World, 2015 / 2: Supply Chain Talent of the Future, Deloitte, 2015
3: Supply Chain impact survey, Cap Gemini, 2013 / 4: Global Survey, Mc Kinsey, 2010
SC Managers became the
rare birds of modern organizations
Definition of a vision for Supply Chain at Top
Management level is a powerful enabler
8.1 SC Managers need to constantly balance their job between strategic and operational levels, between profitability
focus of steering committees and “hands on” arbitration requested by middle management. In terms on profile, it
results in an interesting mix able to drive transformation plans that come ahead of Supply Chains.
Skills needed for executive profile in 20201
% of respondents
Essential Not part of SCNice to have
48
58
64
71
72
84
87
90
91
44
40
33
28
26
14
12
9
8
8
2
3
1
2
2
1
1
1Functional knowledge of core SC funct.
Communication and influence
Business strategy
Change Management
Financial acumen
Analytics
Customer service / sales
Technology enablement
New product development & launch
35
41
42
44
48Locating high value added
activities into Centers of Ecellence
TOP 5 likelihood to change SC operating model2
% of respondents
Increased outsourcing of low VA activities
Segment SC strategies and offerings
Align physical network with
evolving customer footprint
Increased outsourcing of high VA activities
8.2 General awareness of Top
Management regarding Supply Chain
stakes is now globally good. But vision on
applicable scenarios and understanding of
sensitivities is still weak.
69% Of SC Managers “say executives and business
decision makers are concerned about SC
issues impacting revenue and profitability”3
34% Of SC Managers “believe executives in their
company have a great deal of understanding
of the performance of the company’s SC”3
No / limited interactions
CEO involvement in managing Supply Chain4
% of respondents
Sets strategic direction for business
including SC strategy, lets other execute
Actively develop SC strategy with ops team,
and let them execute
Actively develop SC strategy with ops team,
and work with them to ensure execution 21
18
34
21
10
12
37
38
Today Over next 5 years

12. Sources: 1: Supply Chain Talent of the Future, Deloitte, 2015 / 2: Supply Chain impact survey, Cap Gemini, 2013
3: Future of Supply Chain, SCM World, 2015
#9 MISALIGNMENT OF SKILL MARKET AND BUSINESS
NEEDS IS IMPACTING ORGANIZATION DESIGN
KEY TOPIC?
SKILLS
ELEMENTS OF UNDERSTANDING?
Looking at all the functions and positions involved in a Supply Chain,
the Human Resource Management is inevitably a complex puzzle.
Ignored for a while by management education world, the needs for
logistics competencies is not fully matched today. A situation fed by
the changing environment and the new challenges appearing
regularly for SC people.
SUPPLYCHAINWHITEPAPER|A.GARNIER|APRIL2017
Resources of Supply Chain form a combination of
several different natures of competencies
And talent acquisition is a challenging exercise
9.1 Know-hows and soft skills are both part of the package needed by leaders
driving Supply Chains (for middle Management to operational levels)
65
74
54
68
64
43
43
47
47
51
Top 5 management skills for SC resources1
% of respondents
Excellent / Very good Become more important
Ability to negotiate and collaborate
with value chain partners
Ability to collaborate
across functions
Ability to drive or support
diversity and inclusion
Strategic thinking and
problem solving
Ability to manage global /
virtual teams 67
58
58
59
62
46
49
50
51
58
Top 5 technical skills for SC resources1
% of respondents
Excellent / Very good Become more important
Compliance / regulatory expertise
Sourcing and procurement practices
Planning and scheduling practices
Logistics and distribution practices
Analytics
18% Of SC Managers “agree strongly that their
company has the ability to attract and retain the
right talents for Supply Chain Management”2
9.2 Facing difficulties to identify and keep
Supply Chain talents, organizations adapt
their fishing approach
9.3 An adaptation quickly needed
as job creations are increasing in
Supply Chain field for most of the
markets worldwide
46%
47%
47%
48%
49%
49%
49%
49%
53%Non tradit. recruitment methods
Talent acquisition tendencies over 5 next years1
% of respondents
New career paths
Informal development programs
Collaboration oriented metrics
Workforce analytics
Virtual workplace practices
Non traditional talent pools
Increasing diversity
Formal development programs
80
69
90
81
65US
Supply Chain job creation balance3
% of respondents per country
China
India
Brazil
Singapore
Job removal Job creation
20
31
10
19
35