1 TAKING THE LEAD IN THE SUPPLY CHAIN CSC’s annual supply chain survey took a closer look at the key areas that are drivin...
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CSC Supply Chain Infographic


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CSC research shows that more and more supply chain officers are rising to the highest levels of their organizations. Our infographic explains why. Leading corporate supply chain operations are driving revenues and decreasing costs with three key capabilities – upstream and downstream visibility, powerful analytics and the flexibility to take action when needed. http://www.csc.com/insights/flxwd/82542-supply_chain_management_infographic_three_keys_to_excellence_by_csc

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CSC Supply Chain Infographic

  1. 1. 1 TAKING THE LEAD IN THE SUPPLY CHAIN CSC’s annual supply chain survey took a closer look at the key areas that are driving success and promotions in the supply chain. LEADING Our survey classified corporate supply chain operations in three groups: leaders ( ), followers ( ) and laggards ( ). BY EXAMPLE Leaders tend to have a more global view of supply chain management and are typically early adopters of new technologies. In this year’s survey, leaders influenced revenue gain at double the rate of laggards. They were also 33% more effective at cost reduction. SUPPLY CHAIN IMPACTCOSTREDUCTION LEADERS 8% 6% 5% 6% 8% LEADERS 11% FOLLOWERS LAGGARDS LAGGARDS FOLLOWERS REVENUEINCREASE SUPPLY CHAIN IMPACT With their unique ability to drive cost reduction and increase revenues, At what level in the company is the TODAY’S SUPPLY CHAIN OFFICERS ARE highest ranking supply chain official? WIELDING MORE INFLUENCE THAN EVER BEFORE. 23% 40% 24% 13% C-Level Senior VP/VP Director Other2 GAINING AN EDGE WITH VISIBILITY We asked respondents to tell us whether they had good visibility into each of 10 key ‘dimensions’ of the supply chain. The results show that many firms are lacking visibility in important areas – both downstream and upstream. WHO SEES WHAT BEST LOOKING BOTH WAYS Visibility into the 10 key supply chain dimensions varies greatly by industry. Amounts below represent the percentage of survey Total scores below are industry averages respondents who said they had visibility into each area. out of a maximum score of 10. UPSTREAM DOWNSTREAM MANUFACTURERS cost of supplies revenues from sales Dimensions Visible 3.3 Downstream : 1.5 Upstream : 1.8 SUPPLIER INVENTORY 52% 44% POINTRECORDS SALE OF WHOLESALERS MARKET SUPPLY 70% 56% DEMAND FORECASTS Dimensions Visible 3.9 Downstream : 2.0 Upstream : 1.9 10 83% OVERALL RETAILERS DIMENSIONS MARKET DEMAND OF VISIBILITY Dimensions Visible 4.1 Downstream : 2.1 Upstream : 2.0 54% LOCATIONGOODS FINISHED OF MANUFACTURING ORDER LEAD TIMES 80% 49% CUSTOMER PROMOTIONS RETAILERS Dimensions Visible 4.9 Downstream : 2.5 63% 44% CUSTOMER SHIPMENT Upstream : 2.4 NOTIFICATION INVENTORY3 OUTPERFORMING WITH ANALYTICS Getting reports on vital supply chain information has always been important, but what’s now equally important is having the analytics in place to interpret and act on that data.INSIGHTS HighTO GROW FASTER Visibility AVERAGE BUSINESSThe ability to analyze, visualize and interpret data from a wide variety GROWTHof sources is essential to gaining an advantage in today’s supply chain.ANALYTICS BY INDUSTRYWith an average analytics capability score of just 17 outof a possible 30, most firms have a ways to go inmaximizing their use of analytical tools and techniques. 3.75% 3.9% 3.7% Low High17/30 Auto 18/30 Retail Analytics 3.55% Analytics 14/30 Machine 17/30 Wholesale16/30 Chem/Pharm 16/30 Food 18/30 Elect 19/30 Non-Product17/30 Consumer 17 Mining/Petrol Low /3016/30 Other Mfg Manufacturing Service Visibility Our report shows that a firm that combines high visibility with high analytics capabilities is almost twice as likely to be a fast grower (top 20% of growth) than one that is below average in both skill areas.4 OUTMANEUVERING WITH FLEXIBILITYAGILITY TO SEIZE High VisibilityOPPORTUNITIESFlexibility means being able to act quickly when change is needed in products, AVERAGE INCREASE PROFITprocesses or your organization as a whole. Flexibility enables lower inventory, highercustomer service, and timely response to new threats, opportunities or trends. IN 4.1 High % Visibility AVERAGE BUSINESS GROWTH 3.25% 3.3% Low 3.1% High Flexibility Flexibility 3.3% 4.0% Low Visibility 3.4% Low High Flexibility 3.25% Flexibility Our survey indicates that, on average, companies that combined high visibility with high flexibility achieved Low significantly higher business growth and profits. Visibility THE BEST OF ALL WORLDS The CSC global supply chain survey included firms from 20 industries with annual sales from $250 million to well over a billion. VISIBILITY The results clearly indicate that taking the lead in the supply chain today requires high scores in visibility, analytics and flexibility. Leaders have numerous visibility systems in place, the analytical capabilities ANALYTICS to make sense of that data, and the flexibility to respond to challenges and FLEXIBILITY opportunities as they arise. To learn more, download our Ninth Annual Global Survey of Supply Chain Progress at csc.com. Source: CSC Ninth Annual Survey of Supply Chain Progress, 2012. © 2012 COMPUTER SCIENCES CORPORATION