Accenture Tech Vision 2019 for Consumer Goods and Servicesaccenture
Each year, Accenture assesses the IT landscape to identify trends that will have the greatest impact on organizations in the years ahead. Here's what Accenture's 2019 Technology Vision study, found.
Accenture's Technology Vision 2021 details emerging technology trends that will help companies get back on track & build their future post COVID-19. Read more.
Supply Chain Metrics That Matter: A Focus on the Consumer Products Industry 2...Lora Cecere
Supply Chain Metrics That Matter will be a series of reports published intermittently throughout the year by Supply Chain Insights LLC. Within the world of Supply Chain Management (SCM), each industry is unique. To help companies understand differences, each report is a deep dive on a different industry.
While we find it useful to understand the evolution of supply chain excellence by comparing industries, we feel that the true stories of supply chain excellence can only be really understood by comparing what happened within a period by peer group. The goal of this series is to share these insights. These reports are intended for you to read, share and use to improve your supply chain decisions.
The average Consumer Products (CP) company is stronger in the execution of supply chain management practices than their retail or pharmaceutical counterparts, but as companies will see in later reports, CP progress has not been equal to that of High-tech and Electronics manufacturers.
CP companies (including both consumer packaged goods (CPG) and food & beverage companies) tend to be marketing-driven. They are struggling to understand the differences between new market-driven, and their well-oiled marketing-driven, supply chains. With a strong legacy in building persuasive marketing programs, the companies have leveraged a global “one-size-fits-all” push-based supply chain strategy. These traditional supply chain management (SCM) definitions have produced supply chains that respond, but don’t sense. They are efficient, but not adaptive. They tend to be long (greater than twenty weeks) with waste pockets between nodes.
The landscape of the industry has been greatly affected by mergers and acquisitions. In the past decade, 57 companies were absorbed into ten. The industry is still digesting this change. While most companies have 150 unique systems, the manufacturers in this industry will often have five times the industry average. Getting to the right data to improve decision making continues to be a challenge.
Accenture Tech Vision 2019 for Consumer Goods and Servicesaccenture
Each year, Accenture assesses the IT landscape to identify trends that will have the greatest impact on organizations in the years ahead. Here's what Accenture's 2019 Technology Vision study, found.
Accenture's Technology Vision 2021 details emerging technology trends that will help companies get back on track & build their future post COVID-19. Read more.
Supply Chain Metrics That Matter: A Focus on the Consumer Products Industry 2...Lora Cecere
Supply Chain Metrics That Matter will be a series of reports published intermittently throughout the year by Supply Chain Insights LLC. Within the world of Supply Chain Management (SCM), each industry is unique. To help companies understand differences, each report is a deep dive on a different industry.
While we find it useful to understand the evolution of supply chain excellence by comparing industries, we feel that the true stories of supply chain excellence can only be really understood by comparing what happened within a period by peer group. The goal of this series is to share these insights. These reports are intended for you to read, share and use to improve your supply chain decisions.
The average Consumer Products (CP) company is stronger in the execution of supply chain management practices than their retail or pharmaceutical counterparts, but as companies will see in later reports, CP progress has not been equal to that of High-tech and Electronics manufacturers.
CP companies (including both consumer packaged goods (CPG) and food & beverage companies) tend to be marketing-driven. They are struggling to understand the differences between new market-driven, and their well-oiled marketing-driven, supply chains. With a strong legacy in building persuasive marketing programs, the companies have leveraged a global “one-size-fits-all” push-based supply chain strategy. These traditional supply chain management (SCM) definitions have produced supply chains that respond, but don’t sense. They are efficient, but not adaptive. They tend to be long (greater than twenty weeks) with waste pockets between nodes.
The landscape of the industry has been greatly affected by mergers and acquisitions. In the past decade, 57 companies were absorbed into ten. The industry is still digesting this change. While most companies have 150 unique systems, the manufacturers in this industry will often have five times the industry average. Getting to the right data to improve decision making continues to be a challenge.
Top 5 strategy of b2b supply chains trends and opportunitiesglobaltradeplaza498
B2B supply chains are experiencing significant transformations. As companies strive to stay competitive and meet the demands of their customers, they must adopt innovative strategies and leverage emerging trends. Here are the top five strategies for B2B supply chains, highlighting the trends and opportunities that can drive success.
An Insight Report by the World Economic Forum’s System Initiative on Shaping the Future of Consumption prepared in collaboration with Accenture. Published January 2018
From Hindsight to Action: Control your Supply Chain using prescriptive analyticsEvery Angle
Bill Brazier, UK Country Manager, examines how prescriptive analytics can help supply chain managers improve their supply chain performance.
Many organizations are fascinated by the prospect of doing more with external, unstructured data; forgetting that highly accessible, highly strategic and highly valuable insights are trapped within their own four walls. Supply chains are one of the many business processes that are constantly inundated with complex data exchanges, which if properly utilized, will support and enable the execution of a company's long-term business strategy. But how do we unlock this hidden potential? The answer: prescriptive analytics.
"Procurement Leadership Agenda " is an insightful e-book that outlines the key strategies and priorities for procurement leaders in this year. It provides valuable insights into navigating the evolving landscape of procurement, including best practices, trends, and emerging technologies. This comprehensive guide equips procurement professionals with the knowledge and tools needed to drive innovation, efficiency, and value within their organizations. Whether you're a seasoned procurement leader or aspiring to take your procurement function to new heights, this e-book is an essential resource for staying ahead in today's competitive business environment.
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Orchestrating a Supply Chain Competitive EdgeCognizant
An effective supply chain is the key to creating business value. This paper will help you benchmark your performance today and take a methodical organizational approach to improving your supply chain effectiveness.
Similar to Signaling the Future for Supply Chain Success (20)
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Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
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Signaling the Future for Supply Chain Success
1. Signaling the Future for
Supply Chain Success
BUSINESS FUTURES 2021
From insights to action, the path to extraordinary value starts here.
#BusinessFutures2021
2. Supply chain executives today face a difficult reality. The past year has revealed new opportunities and
led to previously unimaginable transformations—particularly in the supply chain. Now supply chain
leaders must determine how to use the supply chain to help their organization capitalize on today’s
changes and opportunities for future success.
Accenture research has identified six Signals of business change for 2021 that are most critical to
understand and act upon to build a supply chain that enables the business to seize the future and
thrive.
For Business Futures 2021, nearly 250 Chief Supply Chain Officers (CSCO) provided their perspectives
on the importance of these Signals to their organization and when they’ll have the greatest business
impact. CSCOs who understand the Signals and their significance to their operations are best-
positioned to build the capabilities that are critical to driving profitable growth.
2
3. Six Signals stood out as essential to the future success of
organizations
Pushed to
the Edge
Sustainable
Purpose
Supply
Unbounded
Real
Virtualities
The New Scientific
Method
3
Learning from
the Future
Decentralize
decision-making.
Move from
purpose-focused
to purpose-run.
Break physical
limits of
fulfillment.
Redefine reality
and place.
Become a scientific
company.
See change before
it happens.
4. Rather than focus on the past for insights, leading supply chains
use data analytics and artificial intelligence (AI) to make
decisions and define strategies that better anticipate and “learn
from” the future.
Learning from the future can open up new growth
opportunities. New sources of data and AI-driven models can
be applied across companies’ product development, supply
chain and sales lifecycles to give them greater confidence that
they are on the right path to growth. At the same time, learning
from the future can help companies prepare for risks.
Signal 1:
Learning from
the Future
4
83%
of CSCOs said that using more forward-
looking data sets and analytic approaches to
better predict and respond to future events
will be important to their success.
5. Supply chain executives are pushing decision-making authority to people at the “edges,” relying on highly
networked teams to act with speed and agility.
Organizations expect trade to become further regionalized in the years ahead. At the same time, consumer-
loyalty dynamics have shifted. Today, the challenge for the supply chain organization isn’t just that customer
preferences are uncertain; it’s also that preferences are changing differently in different markets. Supply
chains that push decision-making authority to the edges will be best positioned to understand and meet
these ongoing changes in demand.
Signal 2:
Pushed to the Edge
5
46%
81%
of CSCOs believe the world is
fragmenting and…
believe that centralized business
governance is outdated.
6. Responding to the call for businesses to serve stakeholders broadly, organizations are
building sustainability into the fabric of their supply chain operations—and making
social responsibility sustainable.
The supply chain has enormous potential to impact sustainability, in terms of both its
operations and its supplier base. Supply chains will be expected to help build a better
business by proactively solving ESG (environmental, social and governance) issues
such as carbon emissions, energy usage, material waste, and child labor across the
value chain.
Signal 3:
Sustainable Purpose
6
97%
51%
of CSCOs say one of the biggest
barriers to generating value for
stakeholders is balancing their
interests, but…
will measure and track the impact
of their organization on all
stakeholders within the next three
years.
7. To meet growing customer needs for fast, flexible, cost effective,
and sustainable order fulfillment, companies are restructuring their
supply chains and moving production to the point of demand.
Breaking the physical limits of supply chains enables organizations
to do more with less, and thereby meet customers’ growing
expectations for order fulfillment in a cost-efficient and sustainable
way. Fulfilling more orders traditionally requires covering more
miles, but new technologies—and the business models they
enable—can minimize the impact of distance and borders on
business.
Signal 4:
Supply Unbounded
7
91%
of CSCOs are taking steps to move
inventory storage closer to end
customers.
8. As virtual environments enhance our physical worlds and redefine our sense of place, innovative supply chain
organizations create new ways for people to work, consume, and socialize.
Virtual goods are becoming a real source of economic value. Virtual realities can also help companies meet
sustainability targets: Remote experiences mean less travel, less congestion and lower carbon emissions. In
addition, creating realistic 3D images of virtual prototypes could eliminate waste across supply chains and
manufacturing.
Signal 5:
Real Virtualities
8
94%
88%
of CSCOs report that their
organizations are investing in
technologies to create virtual
environments and……
plan to invest further.
9. As scientific disruption enables the creation of better, cheaper, and more sustainable
products and services, leading companies will become scientific companies—and apply
science to tackle the world’s fundamental challenges.
The “new scientific method” allows organizations to put breakthroughs into real-world
use much faster by using digital technologies to accelerate the design-build-test-learn
cycle. The next wave of disruption holds the potential for a different outcome—resulting
in products and services that are simultaneously better, cheaper and more sustainable.
Signal 6:
The New Scientific Method
9
98%
83%
of CSCOs agree that increased
scientific capability is critical to the
future competitiveness of
organizations, and…
say their organization is using digital
technologies to accelerate scientific
advances.
10. Assess
what the Signals mean for
the business as a whole
and the supply chain in
particular;
Design
a supply chain strategy that
will enable you to effectively
respond to the Signals,
aligning on and
communicating a plan for how
you’ll build your future supply
chain;
Reinforce
by putting in place clear
measurements and
incentives to encourage
change and ensure that it
sticks.
10
Respond
to the Signals through swift
execution—and consistent
iteration—of the strategic
plan; and,
Using the Signals
11. The past year has clearly shown how vital the supply chain is—and what can
happen when unforeseen developments completely disrupt it.
Understanding the Signals of change can help supply chain executives build a
more resilient, relevant and responsible supply chain that prepares companies
for what’s next so they can thrive in the future.
11