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- 1. © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
- 2. Successfully Transforming Your Business ….The End to End Demand-driven Value Network “The Business Operating Strategy” Is Your Supply Chain Strategy Panel Roddy Martin Steve Sigrist Newell Rubbermaid Vice President & Research Fellow Dov Shenkman OfficeMax George Morrison Honeywell Jim Matthews Research In Motion © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author> AMR Research
- 3. Consumers & Manufacturers In Synch – Consumers Led The Last Recession…..Need Visibility and Agility 120 PMI CS 100 80 60 40 20 0 1980 1985 1990 1995 2000 2005 Updated 10-16-09 © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
- 4. Functional Fragmentation - Disjointed End to End Collaboration Supply Demand Traditional Definition of Collaboration Supply Chain & Innovation Management customer & Manufacturing supplier Capabilities ? Product design partner © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
- 5. Reality …Traditional Supply Chains Lack Process & Visibility Suppliers Manufacturers Distributors Customers Consumers Partners Assemblers Wholesalers Users; Buyers New Product or Service Merges to the Base Supply Process Manufacturer Customers Programs Patients Suppliers Materials Distribution Consumers Manufacturing Risk Risk Mgmt & (Make-Pack) Risk Risk Distributors Risk Risk Risk “Integration” © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author> Architecture
- 6. A Framework for The Demand-driven Value Network Product & Service Innovation Segmented Demand Visibility Segmented Supply Visibility Customers , Buyers, Users, Integrated Strategy, Business & Suppliers & Partners Value Network Planning & Consumers Channel Reliable, User/ Demand Profitable Demand Consumer/ & Response from Translation Demand Demand Supply Based on & Insights Management Demand Trade Offs decoupling Pull Segments Push – Make – Supply Segments © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
- 7. Holistic End to End Scope ………………..A Leadership Journey ! Demand Supply External External collaboration collaboration partnerships partnerships Product External collaboration partnerships © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
- 8. 2009 1 Apple 13 The Coca Cola Company 2 Dell 14 Nike 3 Procter & Gamble 15 Tesco 4 IBM 16 Walt Disney 5 Cisco 17 Hewlett-Packard 6 Nokia 18 Texas Instruments 7 Wal-Mart 19 Lockheed Martin 8 Samsung 20 Colgate - Palmolive 9 PepsiCo 21 Best Buy 10 Toyota 22 Unilever 11 Schlumberger 23 Publix Super Markets 12 Johnson & Johnson © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author> 24 Sony Ericsson
- 9. Themes That Distinguish Leaders: Supply chains that are… • Outside-in focus • Predictable and reliable • Embedded innovation • Flexible • Extended supply chains • Balanced excellence Outcome …and have: • Attitude • Profitable demand response • Metrics • Sustainable growth • Supply chain talent • Satisfied customers © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
- 10. Anchored Change What Makes It “Sticky”? Change Leadership Continuous Measurement Improvement & Information Culture Aptitude Power “East-West” Through Value - Process Process (e.g. S&OP) Performance “North-South” Functional Goal Alignment © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
- 11. Roddy Martin VP & Research Fellow 125 Summer Street Boston MA 02110 617.542.6600 Cell 617 306 0029 www.amrresearch.com © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>