Global Trade Management 2014-15 Summary Charts

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Executive Summary Global trade is essential to growth, and it is growing more complex. Global Trade Management (GTM) software makes it easier to become a global shipper and ensures regulatory compliance. Success with GTM requires the careful selection and use of both the software and trade compliance content. The average study respondent is a supply chain professional in North America working for a manufacturer with $4.5 billion in revenue. Over 90% of the respondents import and export goods; however, the software is only used to manage trade for 11 out of 19 of countries involved in exports. The top countries for the respondents to export and manage shipments from are the United States, China, Mexico, Germany, and England. In the average company, there is not one solution; instead, the average company has solutions from three different providers. Unlike other software, there is a high satisfaction rate with GTM. In the study, 67% of users were satisfied with their GTM software, reporting a Return on Investment (ROI) of thirteen months with 70% of respondents stating that they had achieved a ROI. In summary, GTM is a mature supply chain software with high satisfaction and a strong ROI. Here we share the results.

Supply Chain Insights LLC Copyright © 2015, p. 1
Global Trade Management
Software Study
Summary Charts
Nov 2014 – Feb 2015

Supply Chain Insights LLC Copyright © 2015, p. 2
Agenda
 Study Overview
 Imports and Exports
 Global Trade Management Software
 Trade Content

Supply Chain Insights LLC Copyright © 2015, p. 3
Study Overview

Supply Chain Insights LLC Copyright © 2015, p. 4
All Respondents Are Required to Be at Least Somewhat
Familiar with Global Trade Management Software

Supply Chain Insights LLC Copyright © 2015, p. 5
Most Respondents Are Manufacturers;
Average Revenue Is $4.5 Billion

Supply Chain Insights LLC Copyright © 2015, p. 6
Respondents Are Mostly in Discrete or Process Industries

Supply Chain Insights LLC Copyright © 2015, p. 7
Nearly Half of Respondents Work in a Supply Chain Role;
Most Are Based in the US or Canada

Supply Chain Insights LLC Copyright © 2015, p. 8
Top Elements of Business Pain for Respondents
Are Regulations and Talent

Supply Chain Insights LLC Copyright © 2015, p. 9
Those Who Export From More Countries Express More Pain
Around Talent and Globalization

Supply Chain Insights LLC Copyright © 2015, p. 10
Agenda
 Study Overview
 Imports and Exports
 Global Trade Management Software
 Trade Content

Supply Chain Insights LLC Copyright © 2015, p. 11
Nearly All Respondents Either Import or Export Products

Supply Chain Insights LLC Copyright © 2015, p. 12
On Average, Respondents Import Into 31 Countries
and Export From 19

Supply Chain Insights LLC Copyright © 2015, p. 13
On Average, Respondents Import Into 31 Countries and
From 19, and Export From 19 and Into 38

Supply Chain Insights LLC Copyright © 2015, p. 14
Respondents Import Into More Countries
Than They Export From

Supply Chain Insights LLC Copyright © 2015, p. 15
Respondents Import Into 31 Countries and Use Software
to Manage Imports for 14 of Them

Supply Chain Insights LLC Copyright © 2015, p. 16
US, Mexico, England, China, and Germany Are Most
Common Countries Imported Into

Supply Chain Insights LLC Copyright © 2015, p. 17
On Average, Respondents Export From 19 Countries
and Use Software to Manage Exports From 11 of Them

Supply Chain Insights LLC Copyright © 2015, p. 18
US, China, Mexico, Germany, and England Are Most
Common Countries Exported From

Supply Chain Insights LLC Copyright © 2015, p. 19
Agenda
 Study Overview
 Imports and Exports
 Global Trade Management Software
 Trade Content

Supply Chain Insights LLC Copyright © 2015, p. 20
Respondents Have 3 GTM Solutions on Average

Supply Chain Insights LLC Copyright © 2015, p. 21
Those with Lower Revenue Are More Likely to
Have Just One GTM Solution

Supply Chain Insights LLC Copyright © 2015, p. 22
Two-Thirds Are Satisfied with Their Primary GTM Software

Supply Chain Insights LLC Copyright © 2015, p. 23
Most Common Licensed GTM Application Capabilities
Are Restricted Party Screening and Export Management

Supply Chain Insights LLC Copyright © 2015, p. 24
Restricted Party Screening and Export Management
Are Also Most Likely Capabilities to Be Already Live

Supply Chain Insights LLC Copyright © 2015, p. 25
The Most Important and Top Performing GTM Capabilities
Are Import and Export Management

Supply Chain Insights LLC Copyright © 2015, p. 26
Import Management Is Among Most Important and
Top Performing GTM Capabilities

Supply Chain Insights LLC Copyright © 2015, p. 27
The Greatest Performance Gap for GTM Capabilities
Is for Global Transportation Management

Supply Chain Insights LLC Copyright © 2015, p. 28
On Average, GTM Software Required 4 Servers and
9 Full-Time Employees to Support It

Supply Chain Insights LLC Copyright © 2015, p. 29
On Average, GTM Solutions Were Implemented Five Years
Ago, Taking 14 Months to Implement

Supply Chain Insights LLC Copyright © 2015, p. 30
On Average, the Cost to Implement GTM Software Is 2 Times
the Cost of the Software, Taking 13 Months to ROI

Supply Chain Insights LLC Copyright © 2015, p. 31
Agenda
 Study Overview
 Imports and Exports
 Global Trade Management Software
 Trade Content

Supply Chain Insights LLC Copyright © 2015, p. 32
For Two-in-Five, the Primary GTM Provider Is Their
Source for Trade Content

Supply Chain Insights LLC Copyright © 2015, p. 33
Two-Thirds of Respondents Using Trade Content Are
Satisfied with Its Accuracy

Supply Chain Insights LLC Copyright © 2015, p. 34
Those Getting Trade Content from Primary GTM Provider
Are Most Satisfied with the Content

Supply Chain Insights LLC Copyright © 2015, p. 35
On Average, the Cost of Trade Content is 21% of
the Cost of the GTM Software

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Executive Summary Supply chain management it is now three decades old. The processes are maturing. With the increase in complexity in markets and new product launch, supply chain excellence matters more than ever. Manufacturing and distribution companies are looking for insights on how to parlay advances in supply chain management into balance sheet results. This is the goal of this report. This report is a summary of research conducted during 2015. It provides a short summary of the major insights gathered from six quantitative and four qualitative studies. For more in-depth analysis reference the full reports outlined in the appendix.

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The bricks and mortar retailer is being squeezed. Growth is slowing and margin is under pressure. With the rise of e-commerce, the role of the store is being redefined. It is about service and the customer experience. As a result, it is time to rethink the metrics that matter and focus outside-in on the shopper experience. In this report, we share insights on the current state of bricks and mortar retail and offer our suggestions. Brick & mortar retailers have weathered an intense decade with the persistent rise of e-commerce. The shopper has changed and recovery from the Great Recession is ongoing, but slow. Our previous Supply Chain Metrics That Matter: A Focus on Retail report focused on the broader industry trends affecting five different divisions of retailers and the challenges of multi-channel retail. This report narrows the focus to three segments of brick & mortar retailers struggling to adapt to the new world. A retailer is not a retailer. We believe that retailers should be compared by business model. We do not believe that one can throw all retailers together and identify the “most improved” or “best” supply chain. There are too many variables and circumstances affecting the retail landscape to make valid comparisons. In our research, we find that small and well-defined peer groups offer the best way forward for understanding both segment and industry specific trends. The industry segments analyzed in this report are grocery, mass and specialty. Grocery retailers are involved in the sale of perishable and non-perishable food stuffs. Mass retailers are larger companies focused on providing a comprehensive retail experience to their customers. Finally, specialty retailers are dedicated to specific customers, activities and goods. The companies in this analysis represent both American and global retailers. Our grocery peer group consists of Carrefour, Delhaize Group, Safeway and The Kroger Co. The mass retailer peer group includes Costco, Metro, Target and Walmart. The choice of specialty retailers was by far the most difficult because there are so many dedicated stores in this category. For this publication, our peer group includes Bed Bath & Beyond, Dick’s Sporting Goods, Foot Locker and Ross Stores. Additional information about all of these companies is presented in the Appendix.

Supply Chain Metrics That Matter: A Focus on Brick & Mortar Retail-18 FEB 2013

Supply Chain Metrics That Matter: A Focus on Brick & Mortar Retail-18 FEB 2013

Supply Chain Metrics That Matter: A Focus on Brick & Mortar Retail-18 FEB 2013

For the purposes of this report, downstream data is defined as data that originates downstream on the demand side of the value chain. It can include point-of-sale data, T-log data, distributor data, social and unstructured data sources, retail withdrawal data and retail forecasts. Integrated demand signal management is the use of this data in a more holistic and integrated demand management process. The use of channel data is evolving and this report is designed to give the industry an update on progress. Data for this report is based on two inputs: quantitative survey data from twenty-nine respondents (manufacturers) that use downstream data for integrated demand signal management, and qualitative input from attendees at an Integrated Demand Signal Management event that was attended by eleven manufacturers and four retailers. Data was collected in the fall of 2012. While the study demographic is a small number, the respondents represent an experienced panel group. In the study, 90% of the respondents were using downstream data. The average time of usage is four years.

Integrated Demand Management-When Will We Start Using Downstream Data-7 Nov 2012

Integrated Demand Management-When Will We Start Using Downstream Data-7 Nov 2012

Integrated Demand Management-When Will We Start Using Downstream Data-7 Nov 2012

Executive Summary Unfortunately, supply chain disruptions are a fact of life for today’s global multinational company. The reasons are many. A risk management event can be triggered by natural events, geopolitical shifts, economic uncertainty and demand/supply volatility. Historically, the roots and genesis of risk management programs were based on attempts to reduce insurance costs. Today it is much, much more. The focus is on prevention, early sensing, and the execution of well-orchestrated plans to mitigate the impact of a disruption. Global supply chain leaders understand that designing and implementing a robust risk management practice is essential and fundamental to running a global business. The size of the bubble in Figure 2 indicates the relative level of risk today, and the colors correspond to the level of risk. Figure 2. Comparison of Risk Drivers for the Past Five Years and Future Five Years While product quality and supply chain visibility are declining but still important, the areas of operations complexity and the definition of globalization infrastructure is increasing. The areas of economic uncertainty, supplier reliability, along with demand volatility, are continued risk factors. Over time, as supply chains morphed from regional to global multinational organizations, globalization and regulatory compliance increased. As a result, procurement has shifted from traditional programs focused solely on contract management, price and term negotiations, and supplier scorecards to include the evolution of supplier development, to manage product quality and multi-tier supplier relationships, in and across value chain relationships. Today is a less certain world than a decade ago. Geopolitical shifts, economic uncertainty and demand/supply volatility are rising. In addition, to spur growth companies are quick to add products to the item master, but slow to rationalize the portfolio. The rising complexity of items sold decreases the organization’s ability to forecast, and the longer lead times across multiple tiers of sourcing and supply increases the Bullwhip Effect’s impact (distortion of the demand signal across multiple tiers of the value network). As a result, there is a greater need for supplier development and supplier sensing to reduce supply risk. Inventory management and supplier financial sensing grow in importance with the increase in uncertainty. Risk management is no longer narrowly focused: a technology, a response to a natural disaster, or improving supply chain visibility. Instead, it is more holistic with a focus on managing demand and supply variability cross-functionally and improving outcomes in an uncertain world. In this report, we share insights on the current state of risk management programs while providing recommendations on what defines excellence.

The Global Supply Chain Ups the Ante for Risk Management

The Global Supply Chain Ups the Ante for Risk Management

The Global Supply Chain Ups the Ante for Risk Management

Executive Overview Supply chain performance matters. It can make or break corporate performance. Now 30-years old, the practice of supply chain management is still evolving. While companies speak of best practices, and boast about improvements in operating margin, inventory levels and asset management in conference after conference, we do not see it in our analysis of balance sheet information for any industry. By their nature, supply chain leaders are competitive. They want to drive performance improvements and increase corporate value. Their goal is to outpace competitors. The rate of business change is intense and the personal stakes are high. Day after day, leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index by Supply Chain Insights, there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology, there now is a way to gauge improvement. While it is easy to say the term supply chain excellence, it is difficult to define. Many people think that they know the definition, but there is no agreed-upon standard. The lack of a clear definition, and a methodology to measure improvement, makes progress hard to quantify and track. The Supply Chain Index is designed to help. It is an objective measurement of supply chain improvement. It enables the comparison of companies’ progress within a peer group for a given time period. The Index is based upon financial performance of companies on four metrics integral to supply chain operations: Year-over-Year Revenue Growth, Return on Invested Capital, Inventory Turns, and Operating Margin. In building the Supply Chain Index, we had three goals: 1. Quantify Levels of Supply Chain Improvement. The Index is a composite metric based on the calculation of balance, strength and resiliency factors for a given time period. Each factor is measuring the pattern of performance over time. In the analysis, there is an underlying assumption that the companies that can sustain the best improvement in these three areas are driving the highest rates of supply chain improvement. The input metrics of Year-over-Year Revenue Growth, Return on Invested Capital, Inventory Turns, and Operating Margin were selected in part due to their high correlation to market capitalization. 2. Bridge the Gap between Finance and Supply Chain. Our second goal is to bridge the gap between the supply chain organization and the financial team...

The Supply Chain Index: Evaluating the Industrial Value Network - 18 AUG 2014

The Supply Chain Index: Evaluating the Industrial Value Network - 18 AUG 2014

The Supply Chain Index: Evaluating the Industrial Value Network - 18 AUG 2014

Putting Together the Pieces - The 2013 Guide to S&OP Technology Selection

Putting Together the Pieces - The 2013 Guide to S&OP Technology Selection

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Big data 2014 15-Summary Charts From Quantitative Study

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A Guidebook on How to Build a Market-driven S&OP Process For manufacturers and retailers, supply chain is business. The Sales and Operations Planning (S&OP) process aligns the organization to the business strategy. As companies have become more global and face rising complexity, volatility and uncertainty, the importance of S&OP has increased. However, business complexity has created a gap between what companies have and what is needed. From our research, here we cite examples of these gaps:

Market-driven S&OP Report - 16 July 2012

Market-driven S&OP Report - 16 July 2012

Market-driven S&OP Report - 16 July 2012

Is Mobile the New Answer to Propel Growth? A new battle wages to redesign the shopping experience. All retailers are turning to mobility, and the use of digital technologies, to capture market share. While mobile strategies offer great opportunities for the extended supply chain, from the shopper through supplier’s supplier, the current focus is on demand generation. It is early. The efforts are in test mode, but excitement abounds.

Retail Mobility Report -- 25 JUNE 2012

Retail Mobility Report -- 25 JUNE 2012

Retail Mobility Report -- 25 JUNE 2012

Executive Summary Trust, but verify. During the recession of 2007, trust in the extended supply chain was broken. As companies throttled-back production to adjust to falling demand, many suppliers who thought that they were strategic were left “holding the bag.” Risk was pushed backwards in the supply chain violating the tenants of many strategic relationships. As a result, shipments were refused and orders canceled. Payments were delayed and trust was violated. Many supplier companies never recovered, tightening the supply of materials in discrete value chains like automotive and high-tech. As growth slowed over last five years, the supply chain focused on an agenda to reduce costs. Commodity price volatility increased and procurement pressures to reduce costs resulted in transactional buying (a focus to minimize price variance). In many companies, strategic sourcing and commodity management through category buying programs took a “back seat.” Supplier programs become more reactive. In this environment, as shown in Figure 2, supplier viability—an environment for a supplier to manage a successful business—became a pressing risk issue. Sitting four and five levels back in the value network, suppliers experienced a double-whammy—pressure to reduce price along with the lengthening of Days of Payables. Ironically, while technology in supply chain finance progressively improved to enable a quick transfer of funds across industries, Days of Payables increased 30 and 60 days. The second irony is the cost of capital. While brand owners have a lower cost of capital than their suppliers, few companies extend their brand capabilities in supply chain finance to their suppliers. While companies talk supply chain finance, squeezing suppliers is the market reality. In parallel, economic uncertainty and demand volatility increased, also putting pressure on the supplier base. While the adoption of demand-driven processes could improve supplier alignment, demand-driven process adoption is slow. Few companies are taking ownership of demand signals to their supply base. Traditional processes dominate. Companies are strongly wedded to supply-centric processes based on traditional forecasting processes using order patterns. With the lengthening of order latency, and the lengthening of the long tail of the supply chain, the synchronization of suppliers into the value network is out-of-step, creating waste and obsolescence.

Supplier Development Study - Feb-May 2016 - Summary Charts

Supplier Development Study - Feb-May 2016 - Summary Charts

Supplier Development Study - Feb-May 2016 - Summary Charts

Supply chain management practices are thirty years old. Over the last decade, companies have invested in technology projects to improve financial outcomes (Technology investments over this period have averaged 1.7% of revenue). The ultimate goal was to reduce costs and improve inventory management. While many supply chain leaders believe that they delivered on these metrics, we find a less persuasive story. Through analysis of publically available balance sheet and income statement data, we find that 75% of companies in process industries lost ground on margins and only 5% of companies improved their positions on the number of days of inventory. The goal of this report is to answer the question “Why?” (For more on inventory and the Cash-to-Cash Cycle, see Supply Chain Metrics That Matter: The Cash-to-Cash Cycle.) To begin our analysis, we wanted to understand the general trends. In table 1, we share the differences in average values for the companies profiled in this report by industry for the period of 2000-2011. In general, we see a decline in operating margins (OM). There is an increase in selling, general & administrative Costs (SG&A) and revenue per employee performance. The industries have mixed results on return on assets (ROA).

Supply Chain Metrics That Matter: Driving Reliability in Margins - 6 JAN 2013

Supply Chain Metrics That Matter: Driving Reliability in Margins - 6 JAN 2013

Supply Chain Metrics That Matter: Driving Reliability in Margins - 6 JAN 2013

Executive Summary No two supply chains are alike, but supply chain leaders across all industries face common challenges. The supply chain is becoming more strategic—an engine of growth and the driver of new business models—to drive new opportunities. For supply chain leaders, it is no longer just a discussion of cost and inventory management. However, frustration abounds. Companies struggle to improve balance sheet results in the face of rising complexity and slowing growth. While all companies have improved revenue per employee, this efficiency improvement has not translated into operating margin improvements; and while cash-to-cash cycles have improved, it is not due to improvements in inventory positions. Most companies feel stuck, as if they are being held hostage by traditional supply chain practices. Table 1. Industry Progress Across the Last Decade In this report, we highlight the current state of supply chains—the supply chain organization, technologies, and process evolution—to enable supply chain leaders to take the next step in their strategy development. This report reflects the current state of supply chains, and is designed as a foundational document for supply chain leaders to build their 2015 strategies. Understanding the Supply Chain Organization Improving corporate performance is the driver of today’s supply chain organization. Increasingly, supply chain leaders are adopting new business models—ecommerce, digital business, and growth in new economies—to drive the top line. Today, for the leader, it is about more than cost management. Instead, it is about the management of a portfolio of metrics to drive corporate performance. The supply chain is a complex system, with increasing complexity, and an increasing importance of driving balance sheet results. It is not easy. Improvement is hard work, and many are stuck. When we analyze financial balance sheet performance for the period of 2000-2013, we find that nine out of ten companies are stuck at the intersection of the two critical metrics of operating margin and inventory turns. Cash flow has been improved through elongating payables, and most companies are struggling to improve inventory in the face of complexity. This is an area of frustration and disappointment for business leaders who want to leverage supply chain technologies and processes to deliver both growth opportunities along with cash and cost savings to the organization. The reason why? Today, the supply chain organization is traditional, tactical and cautious (see Figure 2). Most leaders would like to have a supply chain that is more agile and proactive. This is not possible with the current state of technologies and processes. To make the shift, companies need to reinvent the supply chain. The processes need to be redesigned outside-in with open sharing through business networks. These new forms of business networks, with many-to-many data models supported by canonical infrastructure, a

Research in Review - 2014

Research in Review - 2014

Research in Review - 2014

This report is based on analysis of financial balance sheet and income statement data for the period of 2000-2012, quantitative survey research results, and interactions with clients in various industries in supply chain strategy sessions. We examine the performance of companies in a cross-section of industries on various metrics. We find that most companies and most industries are stuck in an environment of low results, with the exception of the hi-tech & electronics industry. Finally, we offer our perspective and advice on advancing supply chain excellence and moving the needle for better supply chain performance across company and industry lines. Highlights • A project-based approach has failed. Our gains are much lower than we believed in inventory management and a long-term perspective is needed to drive permanent and sustainable improvements. • The hi-tech industry is the only of the six industries profiled to drive sustained gains across most metrics considered during the time period. • The definition of supply chain excellence is still evolving as companies move through different maturity stages. Industrial and pharmaceutical companies are mainly stuck at low levels of maturity and could benefit greatly from applying lessons learned in other industries to their own supply chains. Research Results Full report

What Drives Supply Chain Excellence? A Look Back and a Look Forward

What Drives Supply Chain Excellence? A Look Back and a Look Forward

What Drives Supply Chain Excellence? A Look Back and a Look Forward

At one time, the physical store defined the retailer. It was the brand. Today, this has changed. Now the store is a part of a cross-channel experience. It is a combination of goods and services. The impact of the change is different by retail sector, but it is pervasive. While changes in other industries have happened incrementally through continuous improvement and process innovation, retail has been transformed by new business models. The pace is faster and the customer demands higher. Redefining the role of the store is critical. It requires partnerships of both retailers and manufacturers. It is for this reason that we wrote this report.

The Role of the Store - 8 July 2013

The Role of the Store - 8 July 2013

The Role of the Store - 8 July 2013

Executive Overview Third party logistics (3PL) providers fill a critical role in today’s global supply chains. With the rise in e-commerce, the growth of global markets, and the reshaping of the retail market, dependency on 3PLs is rising. It is an industry with fierce competition. Despite the promises of technology-driven differentiation, as of yet, no 3PL has successfully been able to differentiate and create significant brand loyalty. This is the market opportunity moving forward. Today, companies on average send 30% of goods through third party logistics (3PL) providers. The 3PL market is now $148 billion in size with single-digit annual growth. Hit hard by the Great Recession, the industry is still in recovery. The 3PL industry has matured over the last 50 years; but it operates at a low margin, struggling to balance what we term The Effective Frontier. The ongoing inability to drive resiliency on The Effective Frontier by managing tradeoffs of growth, profitability, cycle and complexity should be a concern for those working in, or working with, the 3PL industry. Comparable results from ten industries are shown in Table 1, ranked by average operating margin. 3PLs not only occupy the second lowest ranking, they have also seen the most significant drop in operating margin as a percentage since 2000. In this report, we look more closely at the current state of the industry.

Supply Chain Metrics That Matter: Third Party Logistics Providers-10 DEC 2013

Supply Chain Metrics That Matter: Third Party Logistics Providers-10 DEC 2013

Supply Chain Metrics That Matter: Third Party Logistics Providers-10 DEC 2013

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2017 Research in Review - report - 19 DEC

2017 Research in Review - report - 19 DEC

Report Details: The research for this report was conducted via an online survey from August 12 - October 14, 2016. Surveys were conducted among Manufacturers, Wholesalers/Distributors/Co-operatives and Third-Party Logistics Providers (n=56). Objective: To determine how companies build a customer-centric supply chain and how well it is working for them. Highlight: In this study, 80% of companies have a customer-centric strategy; yet the majority (54%) state that there is room for improvement to drive performance changes in their supply chain. Companies struggle to drive alignment and build constancy of purpose.

Driving a Customer-Centric Supply Chain - 7 NOV 2016

Driving a Customer-Centric Supply Chain - 7 NOV 2016

Driving a Customer-Centric Supply Chain - 7 NOV 2016

RESEARCH OVERVIEW: Report Details: This report is the result of six months of studying the emerging supply chain analytics technology market. This report is based on qualitative research completed in the period of January-July 2016. In this research effort, we interviewed thirty-five technology analytics providers to understand their solutions. This was followed by interviews with thirty innovative supply chain leaders. To support this research and take it one step further, we augment these qualitative insights with quantitative survey analysis collected in preparation for the Supply Chain Insights Global Summit. In this research, we share insights on the importance of supply chain analytics in Supply Chain 2030 strategies. Here we share these findings. Objective: To understand the changing role of supply chain analytics in supply chain strategy. Highlight: With the changing face of supply chain analytics companies have greater opportunities to drive insights and gain competitive advantage. This report is designed to help companies bridge traditional thinking on supply chain analytics while embracing emerging technologies. Executive Summary Supply chains are drowning in data, but are low on insights. While the cost of computing memory was once a barrier to executing an analytics strategy, this is no longer the case. The largest barrier is the understanding of new forms of analytics. Historically, the term supply chain analytics was used to describe reporting. This is no longer the case. Today there are more options and capabilities for supply chain analytics. There is a proliferation of new technologies flooding the market. Ironically, despite the explosion of options as shown in Figure 1, the supply chain operating team is more conservative. It is a skewed distribution. When it comes to decision support, the number of late adopters outnumber the early adopters three to one. The lack of early adopters, the rapid rate of change, and the conventional architectural definitions (primarily focused on Enterprise Resource Planning or ERP-based architectures) are barriers to the adoption of new forms of supply chain analytics.

Putting Together the Pieces: Supply Chain Analytics - 2 SEP 2017

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What Drives Supply Chain Excellence? A Look Back and a Look Forward

What Drives Supply Chain Excellence? A Look Back and a Look Forward

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S&OP Study Prelim Summary Charts used in the Why Is S&OP So Hard? report Executive Overview Sales and Operations Planning (S&OP), the cross-functional process to align the commercial processes of sales and marketing with the operational processes of supply and manufacturing, is having a renaissance. It is not a new process. Companies have worked on these processes for over 35 years; but today, only one out of two companies believes that their processes are effective. Why is it so hard? Answering this question is the goal of this report. Figure 3. Sales & Operations Planning Process Overview A mature S&OP process improves organizational agility and alignment; but, this requires focus and clear leadership over a period of at least three to five years. A higher level of success happens when the S&OP processes report to a profit center manager and decision making is aligned to the commercial processes. With one in two companies aligning S&OP to product line production, not to commercial processes, it is difficult to drive maturity. Ideally, the leader of the S&OP process understands both the commercial drivers, and the supply constraints, and can make the pivot; but this is seldom the reality. Today, due to popularity, companies have more than one S&OP process. In this research, a multinational company will have four to six separate and distinct S&OP processes with different maturity levels. While many will try to drive improvements with big technology initiatives, based on a decade of research on the topic, we recommend starting by tackling the change management issues. In this report, we share five barriers, and four misconceptions while giving supporting research to challenge change in the organization.

S&OP 2015 Preliminary Summary Charts

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Survey Details: The research for this report was conducted online from January 6 - September 14, 2015 by Supply Chain Insights. Surveys were conducted among Manufacturers and Wholesalers/Distributors/Co-operatives with $250M+ in revenue and who have at least one S&OP process (n=73). For the purpose of analysis, respondents were split between those with a self-reported "effective" S&OP (n=31) and those without (n=42). Objective: To understand the value proposition of an effective S&OP (Sales and Operations Planning) process. NOTE: An S&OP process was defined as a "tactical planning process to forecast sales and plan operations." Highlight: Companies with a more effective S&OP process are more aligned, agile and balanced, which leads to greater control and improved response.

What Is the Value Proposition of Sales and Operations Planning? Summary Charts

What Is the Value Proposition of Sales and Operations Planning? Summary Charts

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Tsunamis, terrorist attacks, hurricanes, and volcanic eruptions have impacted the global economy in the last 10 years. The effects of a “discontinuity event” such as a natural disaster, geopolitical shifts, economic uncertainty and demand/supply volatility to your business can be significant, impacting suppliers, vendors and customers. In our new report, Supply Chain Risk Management, we address the need for companies to proactively prepare for the worst to protect their business operations and weather the storm of unforeseen events.

Supply Chain Risk Management 2015 Summary Charts

Supply Chain Risk Management 2015 Summary Charts

Supply Chain Risk Management 2015 Summary Charts

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San Diego Center for International Trade Development

Executive Overview Growth is slowing and the complexity in today’s supply chain is unprecedented. No two centers of excellence are the same, and no two supply chains are alike. There are different drivers and obstacles to building and running a Center of Excellence. However, if done right, the organization rates itself as more aligned, proactive and agile. The high-level results from our study are shown in Figure 2. Figure 2. Centers of Excellence Infographic Based on our qualitative interviews with clients, we find that these seven drivers to build a Center of Excellence: • Increase in the Importance of Supply Chain Management. As growth slows, and the global multinational organization matures, more and more companies are interested in driving supply chain excellence. The reasons are many; but, at the top of the list is improving reliability in the face of volatility. How so? Demand volatility is increasing and supplier viability is growing more fragile. Driving reliability in global operations in the face of these challenges is fundamental to defining and executing supply chain excellence. • Building of Global Teams and the Development of Supply Chain Talent. With the shortage of students from academia, and the retirement of the first- and second-generation supply chain pioneers, more and more companies are developing and executing programs to build supply chain talent. There is a shortage of mid-management talent with pressure on planning job retention. There is a limited supply of supply chain knowledge workers: leaders that are technologically savvy, analytical problem solvers, and astute in business processes. • Continuation of Work on Enterprise Resource Planning (ERP). When companies complete a large ERP project, there is a strong impetus to get the value from the investment and ensure technology usage. The focus of the Center of Excellence often becomes an extension of the global implementation team. • Metrics and Implementation of Analytics. While the management of supply chain excellence sounds easy, it is not. The management of order-to-cash and procure-to-pay processes and the supply chain execution processes are easier because they are well-defined. Most companies struggle with the definition of planning and the use of new forms of analytics. • Network Design and the Orchestration of Flows. Most companies start on their supply chain design journey to save costs in logistics. With the increasing cost of transportation, and the fragility of freight networks, network design for transportation and logistics networks is paramount. One client likened it to “minting money.” • Testing of New Technologies. Cloud technologies. Supply chain operating networks. The Internet of Things. 3D Printing. New forms of analytics. The list of technology and process disruptors could go on and on. While most companies feel stuck in their existing, and more traditional, processes they want to understand and explore technology

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It’s an exciting time to be in manufacturing. Revenues are on the rise, employment is up, and with potential for increased profits, today’s manufacturing CFOs understand that their role goes beyond the bottom line. A fall 2014 Grant Thornton LLP survey of 350 CFOs explored some of these burgeoning possibilities. This infographic identifies C-level insights about how to make the most of them. Find out more about our survey at grantthornton.com/valueaddCFO.

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Tech CEOs are optimistic about the global economy and both near term and future revenue growth. They view strategic alliances, including partnering with competitors, as a primary means to grow their businesses. We invite you to explore the analysis and contact us to discuss how we can help your business capitalise on the new - but challenging - opportunities for growth. Learn more http://pwc.to/1DaolqY Website: http://www.pwc.com/gx/en/ceo-survey/2015/industry/technology.jhtml

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A recent IBM study of 337 CFOs and senior finance executives found that about 90% are implementing analytics solutions. However, analytics adoption is happening in pockets and isn’t pervasive across finance activities. With investment in analytics poised to double in the near term, how can Finance better capitalize on these new capabilities? To answer that question, we looked at the most effective Finance organizations and learned three important lessons from their success.

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Travel and Entertainment (T&E) expenses—second only to payroll as the largest business expense—are becoming increasingly more difficult to control as companies expand across borders and grow through acquisitions. Therefore, effective budgeting, planning, and management of T&E expenses is critical for companies of all sizes in 2015 and beyond. How does your company’s overall T&E spending, as well as spending within key categories, compare with other companies? How are companies leveraging automation to better understand and control how employees are spending the company dime? Join us for an hour-long discussion about the best practices to reduce T&E spending and simplify expense management processes in 2015.

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A critical look at three years of supply chain disruption. Using quantitative and qualitative research, Lora Cecere, Founder of Supply Chain Insights, looks critically at the factors within companies that drove resilience and the factors less successful. Companies that won were aligned, used market signals, decreased process latency, used scenario planning, and implemented descriptive analytics. Those that fared worse, had tight integration of supply chain planning to ERP, were not aligned, and were focused on a digital transformation strategy.

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1. Supply Chain Insights LLC Copyright © 2015, p. 1 Global Trade Management Software Study Summary Charts Nov 2014 – Feb 2015

2. Supply Chain Insights LLC Copyright © 2015, p. 2 Agenda  Study Overview  Imports and Exports  Global Trade Management Software  Trade Content

3. Supply Chain Insights LLC Copyright © 2015, p. 3 Study Overview

4. Supply Chain Insights LLC Copyright © 2015, p. 4 All Respondents Are Required to Be at Least Somewhat Familiar with Global Trade Management Software

5. Supply Chain Insights LLC Copyright © 2015, p. 5 Most Respondents Are Manufacturers; Average Revenue Is $4.5 Billion

6. Supply Chain Insights LLC Copyright © 2015, p. 6 Respondents Are Mostly in Discrete or Process Industries

7. Supply Chain Insights LLC Copyright © 2015, p. 7 Nearly Half of Respondents Work in a Supply Chain Role; Most Are Based in the US or Canada

8. Supply Chain Insights LLC Copyright © 2015, p. 8 Top Elements of Business Pain for Respondents Are Regulations and Talent

9. Supply Chain Insights LLC Copyright © 2015, p. 9 Those Who Export From More Countries Express More Pain Around Talent and Globalization

10. Supply Chain Insights LLC Copyright © 2015, p. 10 Agenda  Study Overview  Imports and Exports  Global Trade Management Software  Trade Content

11. Supply Chain Insights LLC Copyright © 2015, p. 11 Nearly All Respondents Either Import or Export Products

12. Supply Chain Insights LLC Copyright © 2015, p. 12 On Average, Respondents Import Into 31 Countries and Export From 19

13. Supply Chain Insights LLC Copyright © 2015, p. 13 On Average, Respondents Import Into 31 Countries and From 19, and Export From 19 and Into 38

14. Supply Chain Insights LLC Copyright © 2015, p. 14 Respondents Import Into More Countries Than They Export From

15. Supply Chain Insights LLC Copyright © 2015, p. 15 Respondents Import Into 31 Countries and Use Software to Manage Imports for 14 of Them

16. Supply Chain Insights LLC Copyright © 2015, p. 16 US, Mexico, England, China, and Germany Are Most Common Countries Imported Into

17. Supply Chain Insights LLC Copyright © 2015, p. 17 On Average, Respondents Export From 19 Countries and Use Software to Manage Exports From 11 of Them

18. Supply Chain Insights LLC Copyright © 2015, p. 18 US, China, Mexico, Germany, and England Are Most Common Countries Exported From

19. Supply Chain Insights LLC Copyright © 2015, p. 19 Agenda  Study Overview  Imports and Exports  Global Trade Management Software  Trade Content

20. Supply Chain Insights LLC Copyright © 2015, p. 20 Respondents Have 3 GTM Solutions on Average

21. Supply Chain Insights LLC Copyright © 2015, p. 21 Those with Lower Revenue Are More Likely to Have Just One GTM Solution

22. Supply Chain Insights LLC Copyright © 2015, p. 22 Two-Thirds Are Satisfied with Their Primary GTM Software

23. Supply Chain Insights LLC Copyright © 2015, p. 23 Most Common Licensed GTM Application Capabilities Are Restricted Party Screening and Export Management

24. Supply Chain Insights LLC Copyright © 2015, p. 24 Restricted Party Screening and Export Management Are Also Most Likely Capabilities to Be Already Live

25. Supply Chain Insights LLC Copyright © 2015, p. 25 The Most Important and Top Performing GTM Capabilities Are Import and Export Management

26. Supply Chain Insights LLC Copyright © 2015, p. 26 Import Management Is Among Most Important and Top Performing GTM Capabilities

27. Supply Chain Insights LLC Copyright © 2015, p. 27 The Greatest Performance Gap for GTM Capabilities Is for Global Transportation Management

28. Supply Chain Insights LLC Copyright © 2015, p. 28 On Average, GTM Software Required 4 Servers and 9 Full-Time Employees to Support It

29. Supply Chain Insights LLC Copyright © 2015, p. 29 On Average, GTM Solutions Were Implemented Five Years Ago, Taking 14 Months to Implement

30. Supply Chain Insights LLC Copyright © 2015, p. 30 On Average, the Cost to Implement GTM Software Is 2 Times the Cost of the Software, Taking 13 Months to ROI

31. Supply Chain Insights LLC Copyright © 2015, p. 31 Agenda  Study Overview  Imports and Exports  Global Trade Management Software  Trade Content

32. Supply Chain Insights LLC Copyright © 2015, p. 32 For Two-in-Five, the Primary GTM Provider Is Their Source for Trade Content

33. Supply Chain Insights LLC Copyright © 2015, p. 33 Two-Thirds of Respondents Using Trade Content Are Satisfied with Its Accuracy

34. Supply Chain Insights LLC Copyright © 2015, p. 34 Those Getting Trade Content from Primary GTM Provider Are Most Satisfied with the Content

35. Supply Chain Insights LLC Copyright © 2015, p. 35 On Average, the Cost of Trade Content is 21% of the Cost of the GTM Software