Supplychainforesight 2015 embracing change for a sustainable future. Presented by Mark Cleeve-Edwards at the 37th annual SAPICS conference and exhibition held at Sun City from May 31 to June 2.
The Deloitte Global CPO Survey 2014 surveyed 239 chief procurement officers and company directors from 25 countries. The survey found that:
1) While economic growth is improving procurement sentiment, challenges remain in some markets and industries. 2) Procurement is being asked to do more to support growth initiatives and play a bigger role in business partnering. 3) A majority of CPOs feel their teams lack the necessary skills to deliver their procurement strategy, especially in areas like soft skills and analytics.
Mature food companies need to use aggressive cost reduction, portfolio simplification, and substantially new approaches to growth to deliver competitive returns.
The food and beverage industry is poised for growth globally as executives are again optimistic about increasing revenues and profits over the next year. However, to maintain profit margins amid rising costs, companies will need to focus on improving efficiency and reducing costs through automation and information technologies. While most companies expect to see revenue growth, they are more cautious about increasing employment and will look to control labor costs. Expanding exports also presents opportunities for growth, but companies will need to navigate complex regulations and competition in foreign markets. To capitalize on growth opportunities, many food and beverage businesses plan to invest in new plants and equipment, research and development, information technologies, and mergers and acquisitions.
Infosys Consulting Competition_ Karol Gornowiczkar-gore
The proposed new long-term selling strategy aims to help Copernicus overcome challenges to future growth, diversify revenue sources, and meet its goals. The key elements of the strategy include focusing on organic growth through hiring managers to expand non-F&A services like sourcing, customer services, and knowledge services. The strategy also involves limited use of joint ventures to help pursue large contracts. This approach is expected to generate higher margins, more large contracts, and increased brand recognition, while maintaining stable costs. If successful, the strategy would help Copernicus maintain double-digit growth, expand internationally, retain its workforce, and diversify its revenue sources in line with its targets.
This document provides an overview of Atoss's financial figures and key performance indicators for 2013 compared to 2012. Some of the key highlights include:
- Total sales increased 8% to €35.5 million in 2013 from €33 million in 2012. Software sales and maintenance revenues increased 8-9% year-over-year.
- EBITDA grew 10% to €9 million in 2013. EBIT increased 11% to €8.4 million.
- Net profit decreased 48% to €3 million due to a large one-time tax benefit in 2012 that inflated net profit that year.
- Cash flow more than doubled to €8.3 million in 2013 compared to €3
Capita - Putting innovation at the heart of RPOEmma Mirrington
What is the meaning of innovation in RPO and how can the market become more innovative? New research from Capita seeks to find out what innovation means to resourcing leaders. The research provides an in depth insight on how RPO models can be better configured to realise the benefits from innovation.
Research participants included HR directors and resourcing leaders from large enterprises, with the likes of Arup, BSkyB, The Cooperative Banking Group, Lockheed Martin, TalkTalk, Thales and Virgin Money, among others.
Most of the respondents felt that the sector needed to improve on how it engages with candidates and hiring managers, and improve its capabilities around candidate sourcing. There was a strong sense of a need for research-led RPO, which could help improve conversations with active and passive candidates as well as boost the development of talent pipelines and pools.
Some respondents reflected challenges back on themselves; for instance, respondents linked several shortfalls to their organisations’ tendency to contract on cost alone, a failure to challenge how resourcing was perceived as a business discipline within their own organisation, and a lack of both focus and investment in workforce planning and talent management.
The Innovation in RPO white paper proves to be an interesting and upfront read. Its frank and honest view of the state of RPO comes with recommendations for driving positive change.
This annual presentation summarized CTS Corp's performance in 2018. Key highlights include acquiring Venture 6 in 2017, achieving an AAA bond rating, and reaching $10 million in net profits in a single quarter in 2018. The presentation also reviewed the company's finances, operations, marketing, and human resources over the past three years, showing both successes and failures in each area. It concluded with a summary of the company's stock price increase over this period and a dividend issued to shareholders.
The Deloitte Global CPO Survey 2014 surveyed 239 chief procurement officers and company directors from 25 countries. The survey found that:
1) While economic growth is improving procurement sentiment, challenges remain in some markets and industries. 2) Procurement is being asked to do more to support growth initiatives and play a bigger role in business partnering. 3) A majority of CPOs feel their teams lack the necessary skills to deliver their procurement strategy, especially in areas like soft skills and analytics.
Mature food companies need to use aggressive cost reduction, portfolio simplification, and substantially new approaches to growth to deliver competitive returns.
The food and beverage industry is poised for growth globally as executives are again optimistic about increasing revenues and profits over the next year. However, to maintain profit margins amid rising costs, companies will need to focus on improving efficiency and reducing costs through automation and information technologies. While most companies expect to see revenue growth, they are more cautious about increasing employment and will look to control labor costs. Expanding exports also presents opportunities for growth, but companies will need to navigate complex regulations and competition in foreign markets. To capitalize on growth opportunities, many food and beverage businesses plan to invest in new plants and equipment, research and development, information technologies, and mergers and acquisitions.
Infosys Consulting Competition_ Karol Gornowiczkar-gore
The proposed new long-term selling strategy aims to help Copernicus overcome challenges to future growth, diversify revenue sources, and meet its goals. The key elements of the strategy include focusing on organic growth through hiring managers to expand non-F&A services like sourcing, customer services, and knowledge services. The strategy also involves limited use of joint ventures to help pursue large contracts. This approach is expected to generate higher margins, more large contracts, and increased brand recognition, while maintaining stable costs. If successful, the strategy would help Copernicus maintain double-digit growth, expand internationally, retain its workforce, and diversify its revenue sources in line with its targets.
This document provides an overview of Atoss's financial figures and key performance indicators for 2013 compared to 2012. Some of the key highlights include:
- Total sales increased 8% to €35.5 million in 2013 from €33 million in 2012. Software sales and maintenance revenues increased 8-9% year-over-year.
- EBITDA grew 10% to €9 million in 2013. EBIT increased 11% to €8.4 million.
- Net profit decreased 48% to €3 million due to a large one-time tax benefit in 2012 that inflated net profit that year.
- Cash flow more than doubled to €8.3 million in 2013 compared to €3
Capita - Putting innovation at the heart of RPOEmma Mirrington
What is the meaning of innovation in RPO and how can the market become more innovative? New research from Capita seeks to find out what innovation means to resourcing leaders. The research provides an in depth insight on how RPO models can be better configured to realise the benefits from innovation.
Research participants included HR directors and resourcing leaders from large enterprises, with the likes of Arup, BSkyB, The Cooperative Banking Group, Lockheed Martin, TalkTalk, Thales and Virgin Money, among others.
Most of the respondents felt that the sector needed to improve on how it engages with candidates and hiring managers, and improve its capabilities around candidate sourcing. There was a strong sense of a need for research-led RPO, which could help improve conversations with active and passive candidates as well as boost the development of talent pipelines and pools.
Some respondents reflected challenges back on themselves; for instance, respondents linked several shortfalls to their organisations’ tendency to contract on cost alone, a failure to challenge how resourcing was perceived as a business discipline within their own organisation, and a lack of both focus and investment in workforce planning and talent management.
The Innovation in RPO white paper proves to be an interesting and upfront read. Its frank and honest view of the state of RPO comes with recommendations for driving positive change.
This annual presentation summarized CTS Corp's performance in 2018. Key highlights include acquiring Venture 6 in 2017, achieving an AAA bond rating, and reaching $10 million in net profits in a single quarter in 2018. The presentation also reviewed the company's finances, operations, marketing, and human resources over the past three years, showing both successes and failures in each area. It concluded with a summary of the company's stock price increase over this period and a dividend issued to shareholders.
Staffing Industry M&A Landscape - October 2016Duff & Phelps
In the first nine months of 2016, 94 staffing industry M&A transactions were completed by 87 unique buyers. After a slow second quarter, staffing M&A activity reaccelerated in the third quarter of 2016 as sellers took advantage of favorable market conditions and the ample number of buyers interested in making acquisitions in the sector.
Staffing Industry M&A Landscape - July 2017Duff & Phelps
The second quarter of 2017 saw 34 staffing industry M&A transactions completed by 34 different buyers, a continuance of the strong M&A activity seen since the beginning of 2015. As the staffing industry maintains a positive operating environment across most industry sectors, an increasing number of owners are seeking to capitalize on their current strong performance by realizing value through either a sale or recapitalization transaction. Read the report for more detail on the staffing sector, transaction trends and market performance.
The document provides an overview of trends in the investment management industry in the first quarter of 2015 based on conversations with clients and candidates. Some of the key topics discussed include the impact of new regulations like AIFMD, positive bonuses and compensation, concerns around external market influences, growth in new product offerings and digital/data strategies. In operations, demand is high for candidates with broad experience, while technology and data management are focused on regulatory reporting, data governance, and implementing integrated reference data platforms. The year overall remains optimistic but cautious.
This document summarizes an IS assignment for the Ceylon Tobacco Company. It includes an analysis of the company's mission statement, PEST and SWOT analyses, and recommendations for the company's information systems and strategic model. Key points include recommending systems to improve productivity, growth, responsibility, and establishing the company as a winning organization. The document also discusses how information systems can help facilitate customer relationship management and addresses some ethical issues involving information systems and technology.
The document summarizes the findings of a survey on capital confidence and M&A outlook. Some key points:
- Executives are more confident in the stability of the global economy, improving M&A sentiment. Nearly half see the economy as stable.
- Deal pipelines and expectations for future deals have increased significantly over the past six months. Two-thirds expect further expansion.
- The vast majority (81%) are focused on middle-market deals below $1 billion to expand their core businesses, fueling the next wave of M&A activity.
- Appetite for M&A is at a three-year high, with 40% expecting to pursue acquisitions in the next
Your Company consolidated its 3rd position in terms of Revenue Market Share (RMS) as it improved RMS from 15.0% in Q4 FY 11-12 to 15.7% in Q4 FY 12-13. Given Idea’s excellent performance, I am delighted to report that after 16 years of the start of your Company’s operations, your Board has recommended its maiden dividend of 3 per cent. On the back of strong execution and a clear focused strategy keeping quality of service and consumers at its center, your Company’s management is confident that it will not only overcome any impending regulatory and market challenges but also come out a healthier and stronger operator, set to become a challenger to the incumbent leaders.
The document summarizes the findings of a quarterly survey of 238 M&A advisors regarding market conditions for small and lower middle market businesses. Key findings include:
1) Advisors expect increased deal volume and closings in 2014, with valuations remaining strong and more sellers coming to market.
2) The biggest hurdles in 2013 were valuation issues, financing issues, and deal fatigue, while the biggest mistakes sellers make is having unrealistic expectations.
3) The market remains polarized but is shifting toward more seller leverage, and retirement is the primary reason driving most sellers to market.
4) Median multiples stayed flat except increasing in the $5-50M market, and larger deals on
The document discusses how procurement functions need to reinvent themselves to remain relevant. It argues that procurement is currently trapped by outdated paradigms from the past that focus too heavily on cost reduction. However, the global economy has shifted towards services and innovation, which require different skills and strategies from procurement. The document provides a new framework for procurement to focus on sourcing solutions, services and innovation from suppliers in order to drive future value and competitive advantage for their companies. It advocates that procurement adopt a new paradigm where the goal is maximizing total value from suppliers rather than just cost savings.
The outlook for the Chinese tech sector is strong, with a large number of startups saying they expect more M&A opportunities. Access to talent and raising capital remain challenging. Compared to the US and UK, a higher percentage of Chinese startups have women in senior company roles and at least one woman on
the founding team.
For the 10th year, Silicon Valley Bank is proud to present
our Startup Outlook Report. The innovation economy has
expanded greatly in the US and abroad in the past decade,
and so has Startup Outlook. In our first report, we surveyed
300 people, most of them in California. The 2019 report
includes the perspectives of nearly 1,400 technology and
healthcare founders and executives primarily in major
innovation hubs across the US, the UK, China and, for the
first time, Canada.
Staffing Industry M&A Landscape Q3 2015Duff & Phelps
In the first nine months of 2015, 89 staffing industry M&A transactions were completed by 79 different buyers. The third quarter of 2015 generated the most staffing M&A activity since Q2 2007.
For the first time, SVB surveyed technology and life science entrepreneurs based in Canada. Like their counterparts in the US, UK and China, Canadian startups are optimistic about the year ahead even amid economic volatility. And while eager to hire and fundraise, they recognize the challenges they face. Most startups say Canadian government support of the innovation economy is having a positive impact. When it comes to gender parity, 60 percent of Canadian startups have at least one woman in an executive position. Looking ahead, we asked which technologies will have the most promise a decade from now: Canadian startups say AI and life science.
Presented by Nate Curran and Greg Bullock of the Center for Entrepreneurial Innovation (CEI), this presentation is the definitive resource for entrepreneurs and startups who want to know more about business incubators, accelerators and coworking spaces. It shares the differences and similarities as well as answers questions such as "how do I know what is right for my business" and "how do I maximize my experience." Download the full kit at http://info.ceigateway.com/phxsw2016.
Changing Landscape of Information TechnologyAbhinav Mishra
We are starting to witness signs of recovery from the recession
over the past few months. As the world looks at growth
opportunities, as with all cataclysmic events, there is a
realization that the past twenty four months have irrevocably
changed business operations.
Changes that started with the spurt in oil prices have been
aggravated by the recession. Businesses globally have
witnessed discretionary spends disappear, projects put on
indefinite hold and order-to-cash cycles stretched. In an effort to
improve their financial situation, many businesses have closely
reviewed operations and industry best practices. Our research
shows that companies are looking towards technology and
outsourcing to reduce costs, increase operating efficiencies and
improve customer satisfaction.
Sewells Group released the results of their Automotive Dealer Confidence Index (ADCI) survey for India for the end of April-June 2015 quarter. The overall ADCI indicates a sharp swing from -3 at the end of Q1 2015 to +7 at the end of Q2 2015 indicating a significant shift in optimistic sentiment of automotive dealers across the country.
76% of executives in the U.S. innovation sector plan to grow their workforce in 2014, and 82% percent of executives say business conditions will improve in the coming year, according to Silicon Valley Bank's 2014 Innovation Economy Outlook study. These findings are based on Silicon Valley Bank's annual survey of more than 1,200 executives from software, hardware, cleantech and healthcare companiesin startup and growth stages of business in the US, UK and other global innovation hubs. In addition to the high rate of anticipated job creation, the study also reveals pervasive optimism, intent to access international markets for sales, and the ever-present challenge to obtain equity capital by some of the most innovative, high-growth companies in the world.
Silicon Valley Bank’s annual Startup Outlook survey provides insight into how startups in the UK, US and China are feeling about the year ahead. The 2016 report finds that while startups across the globe are eternally optimistic, they are preparing for a new reality.
Learn more about the Startup Outlook Report and view the US and China reports at www.svb.com/IEO.
Analysis of external communication media of the companyGeorgeDolezal
Wal-Mart uses various media to develop its reputation. It rates highly in visibility, transparency and consistency on its website which contains extensive company and product information. Its annual reports also score well by providing detailed financial and strategic information for shareholders. Wal-Mart aims to increase distinctiveness and transparency through targeted local TV ads and campaigns explaining its positive impact. It communicates regularly with shareholders through financial reports and investor-focused sections of its website and apps. Wal-Mart has been most successful engaging customers on Facebook and Twitter by frequently posting various content and responding to users.
This article provides an interview with Melanie Stack, President and GM EMEA of Yankee Candle Inc. Some key points:
- Stack is focused on transitioning Yankee Candle into a truly international organization by developing an understanding of cultural nuances in markets and constantly innovating products.
- Over the next 3-5 years, objectives include expanding across Europe through new distributor relationships and 'in country' operations in France and Italy. Yankee Candle is also leveraging synergies across its portfolio of brands.
- Yankee Candle is strengthening its marketing capabilities in Europe and developing its digital capabilities, especially around mobile, to raise brand awareness. It is bringing its websites under internal control after outsourcing
World Class Benchmarking: Puregold Price Club Incorporated (PGOLD PM)Andrew Stotz, PhD, CFA
Puregold Price Club Incorporated is the second-largest food retailer in the Philippines, catering to both end consumers and resellers. The company sells consumer goods through its 291 stores.
Leonardo Dayao has been the president of the company since 1998. In the last five-year period, both profitability and sales growth have remained high.
Learn more at: http://becomeabetterinvestor.net/blog/profitability-is-key-at-puregold-price-club/
Innovative Solutions for AREA Surveillance & Intrusion DetectionTristan Wiggill
The document discusses ST Electronics' integrated solutions for area surveillance and intrusion detection. It presents their portfolio of sensors and innovative products like AgilTrack radar and AgilFence perimeter intrusion detection system. Trial results show AgilTrack radar and AgilFence outperform competitors in detection probability, false alarm control, location accuracy, and resilience to tampering. The solutions address security threats across various critical infrastructure and transportation applications.
A presentation by Theresa Williams, director, SOS Maritime and Engineering Services, South Africa delivered during African Ports Evolution 2015, held in Durban, South Africa.
More like this on www.transportworldafrica.co.za
Staffing Industry M&A Landscape - October 2016Duff & Phelps
In the first nine months of 2016, 94 staffing industry M&A transactions were completed by 87 unique buyers. After a slow second quarter, staffing M&A activity reaccelerated in the third quarter of 2016 as sellers took advantage of favorable market conditions and the ample number of buyers interested in making acquisitions in the sector.
Staffing Industry M&A Landscape - July 2017Duff & Phelps
The second quarter of 2017 saw 34 staffing industry M&A transactions completed by 34 different buyers, a continuance of the strong M&A activity seen since the beginning of 2015. As the staffing industry maintains a positive operating environment across most industry sectors, an increasing number of owners are seeking to capitalize on their current strong performance by realizing value through either a sale or recapitalization transaction. Read the report for more detail on the staffing sector, transaction trends and market performance.
The document provides an overview of trends in the investment management industry in the first quarter of 2015 based on conversations with clients and candidates. Some of the key topics discussed include the impact of new regulations like AIFMD, positive bonuses and compensation, concerns around external market influences, growth in new product offerings and digital/data strategies. In operations, demand is high for candidates with broad experience, while technology and data management are focused on regulatory reporting, data governance, and implementing integrated reference data platforms. The year overall remains optimistic but cautious.
This document summarizes an IS assignment for the Ceylon Tobacco Company. It includes an analysis of the company's mission statement, PEST and SWOT analyses, and recommendations for the company's information systems and strategic model. Key points include recommending systems to improve productivity, growth, responsibility, and establishing the company as a winning organization. The document also discusses how information systems can help facilitate customer relationship management and addresses some ethical issues involving information systems and technology.
The document summarizes the findings of a survey on capital confidence and M&A outlook. Some key points:
- Executives are more confident in the stability of the global economy, improving M&A sentiment. Nearly half see the economy as stable.
- Deal pipelines and expectations for future deals have increased significantly over the past six months. Two-thirds expect further expansion.
- The vast majority (81%) are focused on middle-market deals below $1 billion to expand their core businesses, fueling the next wave of M&A activity.
- Appetite for M&A is at a three-year high, with 40% expecting to pursue acquisitions in the next
Your Company consolidated its 3rd position in terms of Revenue Market Share (RMS) as it improved RMS from 15.0% in Q4 FY 11-12 to 15.7% in Q4 FY 12-13. Given Idea’s excellent performance, I am delighted to report that after 16 years of the start of your Company’s operations, your Board has recommended its maiden dividend of 3 per cent. On the back of strong execution and a clear focused strategy keeping quality of service and consumers at its center, your Company’s management is confident that it will not only overcome any impending regulatory and market challenges but also come out a healthier and stronger operator, set to become a challenger to the incumbent leaders.
The document summarizes the findings of a quarterly survey of 238 M&A advisors regarding market conditions for small and lower middle market businesses. Key findings include:
1) Advisors expect increased deal volume and closings in 2014, with valuations remaining strong and more sellers coming to market.
2) The biggest hurdles in 2013 were valuation issues, financing issues, and deal fatigue, while the biggest mistakes sellers make is having unrealistic expectations.
3) The market remains polarized but is shifting toward more seller leverage, and retirement is the primary reason driving most sellers to market.
4) Median multiples stayed flat except increasing in the $5-50M market, and larger deals on
The document discusses how procurement functions need to reinvent themselves to remain relevant. It argues that procurement is currently trapped by outdated paradigms from the past that focus too heavily on cost reduction. However, the global economy has shifted towards services and innovation, which require different skills and strategies from procurement. The document provides a new framework for procurement to focus on sourcing solutions, services and innovation from suppliers in order to drive future value and competitive advantage for their companies. It advocates that procurement adopt a new paradigm where the goal is maximizing total value from suppliers rather than just cost savings.
The outlook for the Chinese tech sector is strong, with a large number of startups saying they expect more M&A opportunities. Access to talent and raising capital remain challenging. Compared to the US and UK, a higher percentage of Chinese startups have women in senior company roles and at least one woman on
the founding team.
For the 10th year, Silicon Valley Bank is proud to present
our Startup Outlook Report. The innovation economy has
expanded greatly in the US and abroad in the past decade,
and so has Startup Outlook. In our first report, we surveyed
300 people, most of them in California. The 2019 report
includes the perspectives of nearly 1,400 technology and
healthcare founders and executives primarily in major
innovation hubs across the US, the UK, China and, for the
first time, Canada.
Staffing Industry M&A Landscape Q3 2015Duff & Phelps
In the first nine months of 2015, 89 staffing industry M&A transactions were completed by 79 different buyers. The third quarter of 2015 generated the most staffing M&A activity since Q2 2007.
For the first time, SVB surveyed technology and life science entrepreneurs based in Canada. Like their counterparts in the US, UK and China, Canadian startups are optimistic about the year ahead even amid economic volatility. And while eager to hire and fundraise, they recognize the challenges they face. Most startups say Canadian government support of the innovation economy is having a positive impact. When it comes to gender parity, 60 percent of Canadian startups have at least one woman in an executive position. Looking ahead, we asked which technologies will have the most promise a decade from now: Canadian startups say AI and life science.
Presented by Nate Curran and Greg Bullock of the Center for Entrepreneurial Innovation (CEI), this presentation is the definitive resource for entrepreneurs and startups who want to know more about business incubators, accelerators and coworking spaces. It shares the differences and similarities as well as answers questions such as "how do I know what is right for my business" and "how do I maximize my experience." Download the full kit at http://info.ceigateway.com/phxsw2016.
Changing Landscape of Information TechnologyAbhinav Mishra
We are starting to witness signs of recovery from the recession
over the past few months. As the world looks at growth
opportunities, as with all cataclysmic events, there is a
realization that the past twenty four months have irrevocably
changed business operations.
Changes that started with the spurt in oil prices have been
aggravated by the recession. Businesses globally have
witnessed discretionary spends disappear, projects put on
indefinite hold and order-to-cash cycles stretched. In an effort to
improve their financial situation, many businesses have closely
reviewed operations and industry best practices. Our research
shows that companies are looking towards technology and
outsourcing to reduce costs, increase operating efficiencies and
improve customer satisfaction.
Sewells Group released the results of their Automotive Dealer Confidence Index (ADCI) survey for India for the end of April-June 2015 quarter. The overall ADCI indicates a sharp swing from -3 at the end of Q1 2015 to +7 at the end of Q2 2015 indicating a significant shift in optimistic sentiment of automotive dealers across the country.
76% of executives in the U.S. innovation sector plan to grow their workforce in 2014, and 82% percent of executives say business conditions will improve in the coming year, according to Silicon Valley Bank's 2014 Innovation Economy Outlook study. These findings are based on Silicon Valley Bank's annual survey of more than 1,200 executives from software, hardware, cleantech and healthcare companiesin startup and growth stages of business in the US, UK and other global innovation hubs. In addition to the high rate of anticipated job creation, the study also reveals pervasive optimism, intent to access international markets for sales, and the ever-present challenge to obtain equity capital by some of the most innovative, high-growth companies in the world.
Silicon Valley Bank’s annual Startup Outlook survey provides insight into how startups in the UK, US and China are feeling about the year ahead. The 2016 report finds that while startups across the globe are eternally optimistic, they are preparing for a new reality.
Learn more about the Startup Outlook Report and view the US and China reports at www.svb.com/IEO.
Analysis of external communication media of the companyGeorgeDolezal
Wal-Mart uses various media to develop its reputation. It rates highly in visibility, transparency and consistency on its website which contains extensive company and product information. Its annual reports also score well by providing detailed financial and strategic information for shareholders. Wal-Mart aims to increase distinctiveness and transparency through targeted local TV ads and campaigns explaining its positive impact. It communicates regularly with shareholders through financial reports and investor-focused sections of its website and apps. Wal-Mart has been most successful engaging customers on Facebook and Twitter by frequently posting various content and responding to users.
This article provides an interview with Melanie Stack, President and GM EMEA of Yankee Candle Inc. Some key points:
- Stack is focused on transitioning Yankee Candle into a truly international organization by developing an understanding of cultural nuances in markets and constantly innovating products.
- Over the next 3-5 years, objectives include expanding across Europe through new distributor relationships and 'in country' operations in France and Italy. Yankee Candle is also leveraging synergies across its portfolio of brands.
- Yankee Candle is strengthening its marketing capabilities in Europe and developing its digital capabilities, especially around mobile, to raise brand awareness. It is bringing its websites under internal control after outsourcing
World Class Benchmarking: Puregold Price Club Incorporated (PGOLD PM)Andrew Stotz, PhD, CFA
Puregold Price Club Incorporated is the second-largest food retailer in the Philippines, catering to both end consumers and resellers. The company sells consumer goods through its 291 stores.
Leonardo Dayao has been the president of the company since 1998. In the last five-year period, both profitability and sales growth have remained high.
Learn more at: http://becomeabetterinvestor.net/blog/profitability-is-key-at-puregold-price-club/
Innovative Solutions for AREA Surveillance & Intrusion DetectionTristan Wiggill
The document discusses ST Electronics' integrated solutions for area surveillance and intrusion detection. It presents their portfolio of sensors and innovative products like AgilTrack radar and AgilFence perimeter intrusion detection system. Trial results show AgilTrack radar and AgilFence outperform competitors in detection probability, false alarm control, location accuracy, and resilience to tampering. The solutions address security threats across various critical infrastructure and transportation applications.
A presentation by Theresa Williams, director, SOS Maritime and Engineering Services, South Africa delivered during African Ports Evolution 2015, held in Durban, South Africa.
More like this on www.transportworldafrica.co.za
A presentation by Andrew Robinson, head of transport, South Africa, Norton Rose Fulbright, South Africa. Delivered during African Ports Evolution 2015 in Durban, South Africa.
More like this on www.transportworldafrica.co.za
SmartWay Transport Partnership Leading the Way as Green Freight Goes Global Tristan Wiggill
By Pete Giorgianni, US Embassy Pretoria & U.S. Environmental Protection Agency. Delivered during the Road Freight Association's annual Convention in the Drakensberg. May 2016.
Port of Maputo Infrastructure and Operations updateTristan Wiggill
Presented by the Maputo Port Development Company (MPDC) at the MCLI Stakeholder Meeting in Nelspruit on 22 July 2015.
The presentation provides concession information, details the port's shareholder structure, gives information pertaining to the MPDC's main responsibilities, looks at the port's jurisdiction area for future developments, exposes the historical volumes handled, uncovers the main pillars of the Port of Maputo's Master plan, highlights projects in progress, gives an update on the expansion of the Chrome slab, provides an overview of the port expansion plan and construction of new access roads, showcases the dredging project and lists the critical success factors impacting the port.
A presentation by Beyers Theron, customs modernisation strategy and design executive, South African Revenue Authority, South Africa. Delivered during African Ports Evolution 2015 in Durban, South Africa.
More like this on www.transportworldafrica.co.za
The document outlines the proposed Road Freight Charter scorecard for measuring B-BBEE compliance. It includes scorecard elements for ownership, management control, skills development, enterprise/supplier development, and socio-economic development. Targets are provided for each indicator in the scorecards for both generic and qualifying small enterprises. Implementation and monitoring of scorecards will be overseen by the Transport Sector B-BBEE Charter Council.
Africa has the potential to be a major global food supplier, but its small farmers and traders are not well integrated into global supply chains. A lack of infrastructure and logistical difficulties have hindered Africa's ability to export its agricultural production. Developing cold storage facilities at container terminals could help Africa export the 5% of fruits and vegetables it currently ships overseas, tapping into growing global demand and creating lucrative opportunities for African farmers and traders.
The Richards Bay Industrial Development Zone provides economic opportunities in metals beneficiation, agro-processing, port operations, renewable energy, and ICT. It has an existing land portfolio of 237 hectares and plans to expand into additional zones identified through a 50-year master plan. Recent highlights include signing investment agreements totaling R4.8 billion and creating over 1,700 construction jobs. The zone aims to attract further investments in steel production, oil and gas infrastructure, and shipbuilding through initiatives like Operation Phakisa. It also signed a memorandum of understanding with a technical college to develop workforce skills.
Transnet National Ports Authority Strategic DirectionTristan Wiggill
The document provides an overview of Transnet National Ports Authority's (TNPA) strategic direction. It discusses TNPA's role in South Africa's integrated port system and its core functions. It outlines trends shaping the global ports and shipping industry, including increasing vessel sizes, supply chain integration, and sustainability. The document also summarizes TNPA's plans to invest over R56 billion in port infrastructure over the next 10 years to increase capacity and develop smart port cities. It emphasizes TNPA's focus on transformation, supplier development, and ensuring South African ports can accommodate future uncertainties and changes in the industry.
A collaborative industry and government partnership to addressing serious cri...Tristan Wiggill
The document discusses establishing a collaborative partnership between industry and government to address crime across the retail value chain, specifically truck hijackings. It proposes a framework for information sharing between stakeholders to enhance investigations and prosecutions of hijacking incidents. Membership in the proposed Transport/Logistics Forum is encouraged to improve cooperation between industry and law enforcement agencies with the goal of meaningfully reducing hijackings. The Consumer Goods Council of South Africa applauds efforts to establish this public-private partnership to deal with crime in a comprehensive manner.
A presentation by Mahesh Fakir, CEO of the Ports Regulator of South Africa at the 2nd annual Coal Transportation Africa Summit, held at the Indaba Hotel in Fourways, Johannesburg from 19-20 May 2015.
This document provides an overview of international maritime trade, infrastructure investment, and operational efficiency. It analyzes trends in global GDP growth, seaborne trade volumes, containerized trade, and the world fleet from 2008-2015. It also examines freight costs, port investments in Africa, sources of infrastructure financing, and strategies to improve port productivity including data sharing and terminal collaboration. The outlook for continued investment and efficiency gains in maritime transport is positive.
The document discusses food wastage and malnutrition. It defines food wastage as food loss during agricultural production, harvesting, and processing or food waste from consumers. A major cause of hunger is food loss during harvesting and processing in Africa due to infrastructure issues like lack of roads, rail, power and cold storage as well as bureaucracy, corruption, theft and lack of data. Reducing post-harvest loss by 20% could help close the calorie deficit and potentially save lives. Collaboration between producers, technology companies, supply chain partners, authorities and NGOs is needed to address the problem.
A presentation by Chris Bredenhann, southern African energy leader, PWC South Africa. Delivered during African Ports Evolution 2015 in Durban, South Africa.
More like this on www.transportworldafrica.co.za
Transforming big data into supply chain analyticsTristan Wiggill
- Descriptive analytics are used to measure past performance, report what happened and why, and plan for improvement. They provide feedback to enhance predictive analytics.
- Examples of descriptive analytics reports include standard reports on forecast accuracy, bias, and hit rates at different levels, as well as exception reports highlighting areas needing attention.
- Descriptive measures like MAPE, MPE, and coefficient of variation are calculated to assess forecast accuracy and test for forecastability to inform supply chain decisions.
Bienvenue sur le Guide “Du débutant à l’expert” sur les options binaires d’anyoption. Ce guide est conçu pour les personnes ne connaissant pas les options binaires afin de leur apprendre, étape par étape, comment devenir des traders connaisseurs et experts. Dans ce manuel nous vous guiderons dans un voyage allant des bases du trading sur options binaires vers un niveau d’expertise plus avancé.
Lorsque vous aurez terminé le guide “Du débutant à l’expert”, vous serez équipés des connaissances et de la compréhension vous permettant de trader les options binaires comme un pro.
The document discusses reasons to choose the Beira Corridor for transporting goods to and from Southern Africa. Reason 1 is location and costs, as the port of Beira has shorter distances and lower costs than alternatives like Durban. Reason 2 is safety and security, as Beira has strict access controls and surveillance. Reason 3 is connectivity, as Beira has shipping lines to Asia and will have more after dredging. The corridor serves landlocked countries like Zimbabwe, Zambia, and DRC. Major investments are occurring in roads, railways, mining, ports, and dry ports to support the corridor. Cargo volumes through Beira are forecast to significantly increase between 2000 and 2015.
The industry standard qualitative research study into South Africa’s supply chains.
supplychainforesight is the industry standard qualitative research study into South Africa’s supply chains. Conceived, initiated and proudly sponsored by Barloworld Logistics since 2003, supplychainforesight is an independent study conducted by Frost & Sullivan.
The study collates the views of South Africa’s business leaders and is viewed as a critical thought leadership piece on business strategy and supply chains in South Africa.
Now a regularly referenced benchmark study, supplychainforesight takes a view each year on the burning issues in South Africa’s industry supply chains, analysing insider industry views on everything from the economic crisis to green supply chains.
It includes a trend analysis of objectives and challenges for the country’s supply chains, as well as CEOs views, and, alongside the overall freely published report, separate reports on supply chain issues in key industries.
Companies are increasingly focused on high-quality strategic transactions, with less time spent on investigating peripheral opportunities, according to our annual tracker of business leader M&A intentions.
Fuzje i przejęcia - Global M&A snapshot 2015Grant Thornton
Global M&A activity is increasing as companies focus on strategic acquisitions. The survey found that 43% of businesses seriously considered an acquisition in the last year, up from 39% in 2013. Additionally, 33% plan to use M&A for growth in the next three years, up from 28% two years ago. Vendor confidence is also rising as 14% expect a change in ownership, up from 11% last year. Finally, bank financing is becoming more available as 57% of companies plan to use debt financing for M&A, up from 48% in the last two years.
Li & Fung reported on its 2015 annual performance. It continued strengthening its position as the world's leading global supply chain manager for consumer goods despite macroeconomic headwinds. Key highlights included maintaining revenue while growing trading business volumes, robust growth in logistics, and the success of the new Vendor Support Services program. The report also discussed industry trends like e-commerce growth, sustainability efforts, and the company's focus on organic growth, simplification, and building a sustainable business over the long term.
The document discusses trends in corporate sustainability reporting based on WBCSD's analysis of 163 company reports from 2016 and 113 reports from 2013 to 2016. Some key findings include:
- 80% of reporters in 2016 used the GRI G4 guidelines, up from 25% in 2014.
- Reporting is improving over time, with 76% of companies increasing their overall score since 2013 and 40% improving materiality disclosures.
- Integrated reporting is becoming more common, with 13% of 2016 reports classified as integrated reports, up from 8% in 2013.
- Human rights reporting is an emerging issue as frameworks like the UK Modern Slavery Act and the Corporate Human Rights Benchmark take effect.
GT Events & Program Guide: ForwardThinking August/September 2017Grant Thornton LLP
ForwardThinking is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
CFOs in Southeast Asia are more optimistic about the economic outlook compared to the previous quarter, though there are still concerns about external factors like a slowing Chinese economy. The CFO role has expanded to focus more on risk management due to increasing regulations. According to the survey, 72% of CFOs are more involved in risk management than 12 months ago. Their top areas of focus are regulatory compliance, operational risk, and internal controls. While external factors continue to cause uncertainty, CFOs are working to strengthen risk management in order to reduce risks and support strategic decision making.
This, the most recent Agency Food report
compiled by The Agency Works with the
highest level of response to the industry survey
we’ve had to date, gives a detailed insight into
Agencies in the Creative sector, looking at the
outlook and current perception of their trading
landscape in Q1 2016, versus Q1 2015.
This report summarizes the results of a survey of UK creative agencies conducted in Q1 2016 by The Agency Works. It finds that while most agencies see their performance remaining stable or improving over the next quarter, increasing new business leads and recruiting talent remain key challenges. Compared to Q1 2015, more agencies cite talent recruitment, decreasing client budgets, and increased competition as difficulties. The report also analyzes differences between agencies focused on B2B versus consumer clients, finding they operate in different sectors and have varying financial models.
Our 2018 Responsibility Report is the fourth annual account of our progress in meeting the commitments we have made to operate our business responsibly and to address challenges we have encountered in doing so.
China Business Report 2013-14 Highlights by AmCham ShanghaiJuha Moilanen (莫寒)
The document summarizes key findings from the 2013-2014 China Business Report by AmCham Shanghai. It finds that China's economy is increasingly oriented toward services, accounting for over half of U.S. company revenue. While growth remains strong, costs and regulatory challenges like bureaucracy continue to hinder business. Amid a more competitive environment, companies are focusing on strengthening operations, better understanding customers, and integrating China into global strategies.
201401 Banking Industry Outlook: Repositioning for GrowthFrancisco Calzado
The document provides an outlook on the 2014 banking industry. It discusses how banks will need to focus on repositioning for growth in a challenging regulatory environment. Key points include:
- Banks will need to improve agility to take advantage of ongoing uncertainty and pivot toward growth while strengthening infrastructure and supporting growth.
- Competition and consolidation in the industry will intensify as large banks specialize in core businesses and geographies with the highest returns, while smaller banks face challenges from high compliance costs.
- Banks will seek to differentiate the customer experience, leverage data for improved reporting and capital efficiency, and build organizational agility to adapt to changing market conditions.
The document provides salary figures for a variety of jobs in Hungary, organized by industry. It lists salary ranges for positions in accounting and finance, banking and insurance, human resources, executive support, and engineering. The salary ranges are given in Hungarian Forint (HUF) per month. The document aims to provide guidance on typical salary levels in Hungary to help with recruitment and retention of talent.
Financial services firms are struggling to adapt to the new competitive landscape in the post-crisis environment. Many are still relying on outdated leadership styles and business models from before the crisis. Research shows that financial services leaders heavily rely on a coercive leadership style, demanding specific actions rather than empowering employees. This has led to a lack of employee engagement and focus on customers. Fewer than two-thirds of financial services employees feel engaged and able to do their job effectively. Additionally, only about two-thirds see their organization as customer-focused, compared to nearly 80% for the world's best performing companies. The prevailing leadership approaches are holding back renewal and sustainable performance improvement in the sector.
Through multiple waves of changing
consumer behavior, what did 2013 teach us about how contact centers are changing? More importantly, where will 2014 take the contact center and customer service
industries?
Conquering the Supply Chain Effective Frontier - 27 NOV 2017 - ReportLora Cecere
Executive Overview
Over the course of the last decade, retailers made more progress on costs and inventory turns than manufacturers. In the rush for technology adoption, we commonly find companies overstating what is possible because they are not clear on the historical trends, and often mistakenly coached to overcommit by industry consultants to justify technology investments.
In studying supply chain metrics, we find that each industry has a definitive pattern. Few are linear. To set reasonable goals, the definitions need to be very industry specific. That is the goal of this report.
In developing supply chain strategy, one of the first objectives is defining what is possible. This involves delineating the metrics, establishing reasonable targets, and rates of improvement. In the review of strategy documents for clients, we find that most companies are not clear on any of these critical sets of assumptions. This report is designed to help. We start with the definition of metrics and then share industry progress for the period of 2006-2016. This report ends with recommendations and conclusions.
• Report Details: This report is based on the analysis of orbit chart charts showing year-over-year supply chain performance at the intersection of operating margin and inventory turns for twenty industries for the period of 2006-2016. The goal is to help supply chain leaders to understand what is possible.
• Objective: As supply chain leaders attempt to define supply chain excellence, they need guidance on industry supply chain performance and overall trends for benchmarking. The goal is to help supply chain leaders make better decisions.
• Hypothesis: Each industry is unique and a good supply chain has different characteristics based upon the specific industry it is in, the product it creates and the customers it serves. Our aim is to help supply chain leaders understand relative industry performance. As shown in this report, each individual industry is charting a unique path on supply chain performance.
Capital Markets Survey: Growth Capital EditionKenneth Cowan
The survey summarizes the responses from 27 leading growth capital providers representing over $50B in invested capital. Key insights include an increased supply of deployable capital compared to 2013 and rising deal multiples/leverage due to high demand. Most management teams need improvement in strategic planning, accounting/finance, and sales/marketing. Respondents were neutral on the economy but saw increased regulation as the biggest threat to middle-market businesses. Proper planning and preparation were emphasized as critical for a successful transaction.
2017 Taiwan Business Climate Survey Full ReportGordon Stewart
This document provides a summary of the 2017 Taiwan Business Climate Survey results. Some key findings include:
- Current profitability remains relatively or very profitable for over two-thirds of companies surveyed over the last 7 years.
- Forecasts have stabilized in the past two years but the 5-year trend is still declining.
- Issues negatively impacting businesses include governmental bureaucracy, China-Taiwan relations, unclear labor laws, and political turmoil in Taiwan.
- China-Taiwan relations saw the most regression compared to last year's survey.
- Taiwan is generally not viewed as a high priority market globally but remains the primary focus for most companies surveyed.
2017 Taiwan Business Climate Survey Full ReportGordon Stewart
This document provides a summary of the 2017 Taiwan Business Climate Survey results. Some key findings include:
- Current profitability remains relatively or very profitable for over two-thirds of companies surveyed over the last 7 years.
- Forecasts have stabilized in the past two years but the 5-year trend is still declining.
- Issues negatively impacting businesses include governmental bureaucracy, China-Taiwan relations, unclear labor laws, and political turmoil in Taiwan.
- China-Taiwan relations saw the most regression compared to last year's survey.
- Taiwan is generally not viewed as a high priority market globally but is the primary focus for most companies surveyed.
The document provides the results of a survey of 253 professionals in the facilities management industry in the Middle East. Some key findings from the survey include:
- Respondents were optimistic about business prospects, with a majority expecting increases in turnover, budgets, and workforce size over the next 12 months.
- Demand for facilities management services is expected to grow as more functions are outsourced. However, attracting and retaining skilled staff is seen as a major challenge due to competition.
- Most respondents saw opportunities to expand their business in areas like training and adopting new technologies, though views on how technology is currently being utilized differed.
- Overall the survey indicates positive confidence in the facilities management industry across the Middle East region
Business Fleet Africa is an innovative and target market-focused digital magazine aimed at one of the most important vehicle buying sectors in the local market, be they users of cars, vans, light commercials, medium and heavy trucks.
Business Fleet Africa is the ideal route to connect with senior executives and decision-makers in the South African business vehicle and fleet operations environment.
It is the first and only magazine of its kind in South Africa that focuses solely on vehicles and the manner in which they are used for business purposes.
Business Fleet Africa is an innovative and target market-focused digital magazine aimed at one of the most important vehicle buying sectors in the local market, be they users of cars, vans, light commercials, medium and heavy trucks.
Business Fleet Africa is the ideal route to connect with senior executives and decision-makers in the South African business vehicle and fleet operations environment.
It is the first and only magazine of its kind in South Africa that focuses solely on vehicles and the manner in which they are used for business purposes.
Business Fleet Africa is an innovative and target market-focused digital magazine aimed at one of the most important vehicle buying sectors in the local market, be they users of cars, vans, light commercials, medium and heavy trucks.
Business Fleet Africa is the ideal route to connect with senior executives and decision-makers in the South African business vehicle and fleet operations environment.
It is the first and only magazine of its kind in South Africa that focuses solely on vehicles and the manner in which they are used for business purposes.
Business Fleet Africa is an innovative and target market-focused digital magazine aimed at one of the most important vehicle buying sectors in the local market, be they users of cars, vans, light commercials, medium and heavy trucks.
Business Fleet Africa is the ideal route to connect with senior executives and decision-makers in the South African business vehicle and fleet operations environment.
It is the first and only magazine of its kind in South Africa that focuses solely on vehicles and the manner in which they are used for business purposes.
Business Fleet Africa is an innovative and target market-focused digital magazine aimed at one of the most important vehicle buying sectors in the local market, be they users of cars, vans, light commercials, medium and heavy trucks.
Business Fleet Africa is the ideal route to connect with senior executives and decision-makers in the South African business vehicle and fleet operations environment.
It is the first and only magazine of its kind in South Africa that focuses solely on vehicles and the manner in which they are used for business purposes.
Business Fleet Africa is an innovative and target market-focused digital magazine aimed at one of the most important vehicle buying sectors in the local market, be they users of cars, vans, light commercials, medium and heavy trucks.
Business Fleet Africa is the ideal route to connect with senior executives and decision-makers in the South African business vehicle and fleet operations environment.
It is the first and only magazine of its kind in South Africa that focuses solely on vehicles and the manner in which they are used for business purposes.
The October 2022 issue of Business Fleet Africa.
Business Fleet Africa is an innovative and target market-focused digital magazine aimed at one of the most important vehicle buying sectors in the local market, be they users of cars, vans, light commercials, medium and heavy trucks.
Business Fleet Africa is the ideal route to connect with senior executives and decision-makers in the South African business vehicle and fleet operations environment.
It is the first and only magazine of its kind in South Africa that focuses solely on vehicles and the manner in which they are used for business purposes.
Delivered by Mr Coenie Vermaak, CEO of the Electronic Toll Collection company at a transport forum session in South Africa on road funding and economic development.
The document discusses the establishment and functions of the Gauteng Transport Authority (GTA) in South Africa. Key points include:
- The GTA was established through legislation to integrate and regulate public transport services in Gauteng province.
- Its objectives are to consolidate transport functions, integrate the transport system, foster cooperation between operators, and improve public transport planning and services.
- The GTA's responsibilities include developing a long-term strategic transport plan, regulating fares, providing infrastructure and services, and collecting transport data and statistics.
- It will be governed by a board of directors representing government and transport specialists and will work to better coordinate planning, operations, enforcement and funding of public transport.
Delivered by acting CEO of the Road Freight Association, Gavin Kelly during a ‘Road Funding in South Africa - Feedback from Operators’ event held in Midrand, Johannesburg.
Road funding from a freight forwarding and logistics perspectiveTristan Wiggill
Heavy vehicles contribute significantly to road damage and congestion but do not adequately contribute to road funding through taxes. This increases freight transportation costs and air pollution. Freight forwarders argue that the fuel levy tax model does not account for differences in fuel efficiency between vehicles and that freight is a major economic contributor that is punished under the current system. Buses receive subsidies for using roads while freight does not, despite freight's greater economic impact. The government could help by creating a sustainable freight infrastructure funding system, improving operator training, reducing inefficient freight transport costs, and reducing affiliation fees for regulatory compliance.
E-tolls: The Impact on Development in GautengTristan Wiggill
The document discusses the impact of e-tolls on development in Gauteng, South Africa. It summarizes that e-tolls were implemented to fund the Gauteng Freeway Improvement Project (GFIP) which upgraded roads to support economic growth. The GFIP reduced congestion and improved access, benefiting commercial and residential development. Studies found the GFIP created jobs and increased GDP, and that e-tolls provided savings through reduced travel costs and times that outweighed toll fees. The conclusion is that while e-tolls have some negative costs, the GFIP and tolls overall benefit the Gauteng economy.
Transport and the economy: Understanding the relationship...and the dangersTristan Wiggill
A presentation by Professor Stephan Krygsman. Delivered during a Transport Forum Special Interest Group 'Roads and the Economy' event in Johannesburg, South Africa on 14 February 2019.
A presentation by Peter Copley, transport engineer and member of SARF. Delivered during a Transport Forum Special Interest Group 'Roads and the Economy' event in Johannesburg, South Africa on 14 February 2019.
The Future of National Roads: The 2030 Roads Plan and a Sustainable Funding M...Tristan Wiggill
Presented by Louw Kannemeyer, engineering executive at SANRAL. Delivered during a Transport Forum Special Interest Group 'Roads and the Economy' event in Johannesburg, South Africa on 14 February 2019.
Beneficiaries of an optimally designed transportation system Tristan Wiggill
Presented by Mr. Francois Meyer, General Manager Long-Term Planning, Transnet SOC Ltd during the Roads and Economy Transport Forum held on 14 February 2019.
A presentation by Mr Stefan Neubrech, principal of Infrastructure Advisory at Aurecon, South Africa. Delivered during a Transport Forum Special Interest Group event in Pretoria on 6 December 2018.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
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Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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2. Everybody has accepted by now that change is
unavoidable. But that still implies that change is
like death and taxes — it should be postponed as
long as possible and no change would be vastly
preferable. But in a period of upheaval, such as
the one we are living in, change is the norm.
Peter Drucker, Management Challenges for the 21st Century
3. Page 9
Page 1
Page 23
Page 51
Page 69
Page 81
Overview
Part 1: Objectives and constraints
Part 2: The age of change
Part 3: Managing change
Part 4: Megachange
Summary and assessments
Contents
2015
supplychainforesight
EMBRACING CHANGE FOR A SUSTAINABLE FUTURE
5. 2
Welcome to the 2015 supplychainforesight report.
I would like to personally extend my thanks to all of you who
participated in, and responded to, this year’s survey. Your views
and thoughts enable us to gain a better understanding of our
future and how best to manage it. My thanks also go to the
many companies and individuals who attend and participate in
our presentations for your valuable insights and contributions.
Steve Ford,
CEO Barloworld Logistics
6. Since the inception of the supplychainforesight programme, we have recognised that
supply chains are integral to commercial, industrial and national strategies. They affect our
economic well-being and in turn our competitiveness. The aim of the supplychainforesight
reports is to help countries, companies and individuals determine the strategies and tactics
needed to adapt and respond effectively to changing market dynamics.
While change is nothing new, the rate and pace has reached new heights. In order to
manage change and its implications on our businesses, we need to have insight into real
and potential changes and foresight to capitalise on opportunities. It’s the only way to
manage potential threats and ensure our businesses remain relevant well into the future.
3
Over the last eleven years, Barloworld Logistics’ annual
supplychainforesight surveys and reports have accurately
tracked the emerging, unexpected and dramatic trends
that have fundamentally changed the world in which we
live and work. We are pleased to say that the relevance
of our surveys into each of these topics have been fully
justified, helping create the changes needed to remain
relevant in a globalised, ever-changing world.
7. 4
With the only certainty about the future being uncertainty, this year’s survey focused
on understanding how South African companies are dealing with change under the title
‘Embracing Change for a Sustainable Future’. In the report, we highlight key megatrends
affecting global economies, and whether or not companies understand the impact they
will have on our country, our businesses and our supply chains. We uncover whether or
not these trends and changes are seen as threats or opportunities, and how ready we are
to meet these challenges.
Whilst we have provided our own insights and interpretations of the survey data, we
encourage you to view the data from your own perspective and question what it means
to you and your business.
Should you wish to engage us further on these topics, please contact the Barloworld
Logistics supplychainforesight team, who are more than willing to provide assistance
or discuss and debate issues that affect you directly. The team will also provide
personalised presentations to companies or teams, should this be of interest to you or
your industry sector.
I hope you find the report insightful and useful. I would like to thank our research
partners, Frost & Sullivan, as well as our own internal team for delivering such a thought
provoking report.
Regards
Steve Ford
CEO Barloworld Logistics
8. 5
SupplyChainDirector/Exec.
14%
LogisticsManager/Exec.
GeneralManager
9%
Marketing/Sales
8%
Manager
8%
OperationsDirector/Exec.
15% 10%
CEO/MD
12%
Respondents’ profile by job title
The number of respondents to the survey continued to increase
with over 370 professionals representing companies across
South Africa, providing a statistically accurate representation
of South Africa’s businesses, industry leaders and supply chain
practitioners.
More than two thirds (66%) of the respondents to this year’s
survey hold a director level position, demonstrating the relevance
and integral nature that supply chains play in business today.
The widespread industry representation and the variety of
senior roles and positions of respondents also show how the
supply chain is no longer seen merely as a support function,
but as the backbone of business.
The number of respondents whose job functions do not
correlate to traditional titles listed in the survey, reflects and is
indicative of a change in structures, roles and responsibilities
in the market.
10. Logistics
FMCG
Automotive
Chemicals,Oil&Gas
IT&Communication
ProfessionalServices
9%10%11%18% 7% 7%
Retail
5%
PublicSector
6%
Building,Construction
&Engineering
6%7%
Other
14%
Respondents’ profile by industry
Views of respondents from a broad cross-section of traditional industry sectors were
received. There was a noticeable growth from respondents in the Other category,
representing new and emerging industries such as solar energy, waste management
and humanitarian sectors. This in itself highlights our changing environment.
The widespread representation of respondents across all industries is an indication
that supply chains continue to play an increasingly integral role in virtually all types
and sizes of businesses.
Respondents from a broad cross-section of
traditional industry sectors were complemented
by new and emerging industries, highlighting
our changing environment.
Mining&Steel
7
11. Size of respondents’ companies by annual turnover
8
Respondents to this year’s survey represented a broad variety of companies by size ranging
from those turning over R1bn or more per annum, right through to smaller entrepreneurial
businesses with a yearly turnover of less than R50m; thus providing good insight into views
and opinions across the spectrum. This is relevant as it provides a holistic insight into the
mindset of businesses in South Africa.
Respondents represented a wide cross-
section of South African companies
providing good insight into views and
opinions across the spectrum.
R500m - R749m
5%
R1bn - R5bn
19% 6%
R100m - R249mR250m - R499m
7% 19%
<R50m Don’t knowR50m - R99m
5%
R5bn or more
26%
R750m - R999m
4% 9%
13. Year-on-year the supplychainforesight report tracks strategic business and supply
chain objectives and constraints in South African organisations. By surveying and
comparing business and supply chain strategies over the medium term we are able
to gain a view from respondents as to what market conditions, opportunities and
challenges they expect to encounter in the future.
We also gain insight into how aligned the supply chain objectives are to the strategic
business goals, which indicates the understanding companies have of the strategic
value of their supply chains.
10
14. 11
Strategic business objectives
Increasing flexibility, agility and responsiveness
Growth and expansion into new markets
Identifying and managing change
Sustaining existing areas of financial returns
Introducing new products and services
Using supply chain as more of a competitive advantage
Investment in business intelligence
Enhance social and environmental sustainability
Diversification
Acquisitive growth
Irrelevant or
highly irrelevant
Highly relevant
or relevant
Undecided
89% of respondents ranked identifying and
managing change as their top business objective.
Respondents’ ranking of key Strategic Business Objectives over the next 5 - 10 years
80% 17%
79% 17%
79% 14% 7%
74% 18% 8%
64% 26% 10%
59% 26% 15%
53% 24% 23%
89%
88%
87%
9%
9%
11%
5% or less is not shown
15. 12
The continued focus on increasing flexibility, agility and responsiveness and
introducing new products and services to the market indicates that previous
themes of customer centricity and creating a sustainable advantage are still
top-of-mind agenda items for company executives.
Sustaining existing areas of financial returns highlights the importance
companies are placing on having a solid foundation in place from which
to pursue new opportunities. Implementing change in a business requires
the balance between introducing and developing new opportunities whilst
retaining the ability to sustain current incomes. Such a balance is more
readily achieved in an environment of flexibility, agility and responsiveness.
Implementing change
successfully requires finding the
balance between introducing and
developing new opportunities
and remaining financially viable.
Change is firmly on the radar with respondents selecting identifying
and managing change as the top ranking strategic business objective
for 2015. Growth and expansion into new markets ranked second, and is
a continuing theme from last year’s report. While opportunities at home
have become more complex and constrained, opportunities in Africa
and abroad have become potentially more lucrative with diversification
considered a more prudent strategy.
Industry specific results show that pharmaceutical, chemicals, oil and
gas, FMCG and retail companies in particular are planning expansion
into select African markets.
The top ranking objectives highlight South
African companies’ need and desire to
leverage, manage and control the elements
of change more efficiently.
16. 13
It is encouraging to see in this year’s report that a much higher percentage of
respondents ranked using the supply chain as more of a competitive advantage.
This indicates their understanding of the strategic nature supply chains play in
enabling the effective execution of the business strategy.
The lower ranking business objectives also paint an interesting picture. The focus
on investment in business intelligence is a growing need which has moved further
up the ranks when compared to previous years’ surveys, and is a higher ranking
focus area for supply chain strategies. Capturing, integrating and converting data
into business intelligence is proving to be a major competitive advantage for
those companies that are getting it right.
The convergence of technologies and industries taking
place globally through connectivity and the use of data is
disrupting many industries and companies. This in turn has
led to the creation of new companies and services, such as
space based solar power, autonomous cars or smart home
hubs. Similarly the convergence or sharing of resources to
create greater efficiencies is seen as a growing competitive
strategy for South African companies.
A much higher percentage of respondents
ranked using the supply chain as a
competitive advantage, indicating the core
role supply chains play in business strategies.
17. 14
Even though respondents ranked the focus on enhancing social and
environmental sustainability lower than other objectives, it is still a
rising requirement both from a consumer and legislative perspective. It
appears companies are finding it challenging to develop and implement
the appropriate business cases to fulfil this requirement unless driven by
market forces, legislation or profit. The emergence of new companies
and industries offering services in this area highlights the rising need for
environmental solutions and other specialised niche activities to measure,
monitor and reduce a company’s impact on the environment.
The need to invest in capturing, integrating
and converting data into business intelligence
is gaining ground and is proving to be an
essential element in business today.
It would appear that companies
are embracing environmental
sustainability but are potentially
hindered by solutions lacking
economic value.
18. Strategic business constraints
15
Changing market dynamics
Enhancement of services and products
Macroeconomic uncertainty
Currency volatility
Lack of relevant skills/talent
Ability to anticipate change and adapt quickly
Cost of doing business
Rising competition
Predicting customer demand
Political instability
Lack of appropriate infrastructure
Labour unrest
Ability to change fundamentals
New sources of competition
Over-investment in fixed assets
Irrelevant or
highly irrelevant
Highly relevant
or relevant
Undecided
8%
12%
19%
15%
73%
73%
10% 15% 75%
7% 16% 77%
22%
24% 72%
9% 20% 71%
8% 21%
25%
71%
14% 61%
67%
53%
23%21% 56%
16%
16%
17%
31%
11% 24% 65%
37% 31% 32%
71%15% 81%
73%
Respondents’ ranking of key Strategic Business Constraints over the next 5 – 10 years
5% or less is not shown
19. 15
16
Many of the other highly ranked constraints such as currency
volatility, macroeconomic uncertainty and changing market
dynamics are external factors which are generally beyond
our control.
It is interesting to note that nearly all respondents rated the
constraints at a high level in all but one of the options stated.
It is evident from these constraints that South African
companies are dealing with a broad range of challenges
which leads to a shorter term, tactical focus as opposed to a
longer term, strategic approach.
The cost of doing business is the top ranked constraint by respondents, up from
second place in last year’s survey. With most input costs increasing, high levels
of uncertainty, competition from low cost producing nations and a relatively flat
economy, companies are focusing on cost effectiveness to remain competitive.
Business costs fall into two main categories, costs that can be controlled, and
those which businesses have little or no ability to influence. Managing controllable
costs is a key factor in creating and sustaining a competitive advantage and
remains top of most companies’ focus areas.
Respondents ranked the ability to anticipate change and adapt quickly as their
second biggest constraint. This coupled with the highest ranking business
objective of identifying and managing change, clearly highlights the disruptive
power of change.
The lack of relevant skills and
talent dropped down from last
year’s top ranked constraint,
but remains a major constraint
for respondents.
South African businesses are
dealing with many constraints
simultaneously, potentially leading
to a shorter-term business focus.
20. Strategic supply chain objectives
17
Irrelevant or
highly irrelevant
Highly relevant
or relevant
Undecided
Improving visibility in the supply chain
Lowering procurement costs & reducing order lead times
Improving the flow of business intelligence
Integration of technology
Improving service levels to customers
84%
94%
81% 13% 6%
81% 12%
79% 13% 8%
78% 13% 9%
76% 12%
12%
12%
75% 13%
14%
14%70% 16%
67% 19%
60% 21% 19%
19%55% 26%
11%
Aligning with key players in the supply chain
Improving inventory deployment across supply chain
Optimising inbound and outbound transportation
Warehousing and distribution optimisation
Streamlining our supplier base
Reducing the environmental impact of supply chain operations
Outsourcing functions for cost and service improvement
7%
Respondents’ ranking of key Strategic Supply Chain Objectives over the next 5 – 10 years
5% or less is not shown
21. 18
Forming smart partnerships with selected companies can increase speed to
market, provide access to specialised skills and capabilities, balance risks and
enable businesses to focus on their core purpose.
Respondents’ low ranking of outsourcing functions for cost and service
improvement may reflect the view that ownership of various business functions
and activities should be retained as they are key to that business. This is
counter to the general reason for outsourcing – which is to be able to focus
on core business while gaining access to specialised skills and capabilities to
reduce costs or improve efficiencies.
Aligning with key players across
the supply chain reflects a greater
understanding of the value of
forming smart partnerships.
The top three objectives ranked by respondents in this section are consistent
with last year’s survey. Improvement of service levels to customers remains a key
supply chain objective and stands out as the highest. The integration of technology,
improving the flow of business intelligence, and lowering procurement costs and
reducing order lead times are also focus areas and all support the main objective of
anticipating customer needs and servicing these more efficiently.
In line with strategic business objectives, reducing the environmental impact of
supply chain operations remains a lower priority for established businesses and
industries. It is however, clearly a growth area for many new industries and will
increasingly form part of business strategies.
A much higher percentage of respondents ranked aligning with key players in
the supply chain and streamlining our supplier base as a supply chain objective,
reflecting the strategic view of the value of relationships across the supply chain.
The top three objectives ranked by
respondents are consistent with last
year’s survey and theme, indicating
the importance of customer centricity.
22. Strategic supply chain constraints
19
Efficiency of ports, harbours and borders
Labour unrest
Internal and external silo-based mentality
Reactive vs. proactive approach
Supply chain information and intelligence
Willingness to change/breaking old habits/relationships
64% 21% 15%
65% 22% 13%
68% 18% 14%
64% 18%
63% 16% 21%
62% 25% 13%
62% 22%
25%
16%
62% 13%
19%
24%
26%59% 15%
59%
54%
22%
22%
55% 23% 22%
46% 25% 29%
30%44% 26%
71% 17% 12%
Available supply chain skills
Inadequate processes, systems, people
Lack of intuition / skills
Ease of doing business in SA
Inadequate relationships with customers, suppliers and service providers
Finance availability
Lack of overall supply chain strategy and tactics
Need to reduce environmental impact
Lack of transportation options Irrelevant or
highly irrelevant
Highly relevant
or relevant
Undecided
18%
Respondents’ ranking of key Strategic Supply Chain Constraints over the next 5 – 10 years
5% or less is not shown
23. 20
The high level of challenges may well reflect the current economic climate
and degree of frustration reflected elsewhere in the survey, resulting in a
shorter term focus rather than visionary and expansive focus.
Respondents ranked the top supply chain challenge as the willingness to
change/breaking old habits/relationships which is invariably a leadership
and communication issue.
It would appear though, that it is less about the willingness to change but
rather the identified and articulated need to do so. The issue may well be
identifying the need to change before being forced by circumstances to do
so which relates to the role of seeking change for continuous improvement.
The second ranking challenge of supply chain information
and intelligence aligns to both the business and supply
chain objectives of using data and information to enhance
competitiveness. The real challenge is converting the
information to business intelligence which companies can
use to better anticipate and respond to their environments
and make smarter business decisions.
Sources of data are growing rapidly both
within and outside organisations. Turning
data into business intelligence enables
more informed, faster decision making,
creating a serious competitive advantage.
Almost all supply chain constraints were ranked
highly relevant or relevant to their business by
over 50% of respondents, demonstrating a very
challenging environment for SA businesses.
24. 2121
It is interesting to note that seven out of the top ten ranked supply chain
challenges relate to people. Historically, physical and functional aspects
of the supply chain such as road infrastructure, inventory levels or
warehousing and distribution were seen as challenges in the supply chain.
This shift in perception of the supply chain highlights the vital role people
play in executing the business strategy.
The return on investment in state-of-the-art facilities, infrastructure and
sophisticated systems will not be realised fully if people do not understand
the vision, strategies and tactics required to achieve their objectives, or
do not have the relevant skills and capabilities to leverage the tools and
opportunities at hand.
The shift to a more connected environment and more integrated business
structures means the softer skills of communication, collaboration and
employee engagement are becoming powerful competitive weapons for
the future.
These respondents’ views support the fact that change is hard and the
greatest challenge is to change people. Leaders are required to create
the context and environment for change to effect change properly. This
challenge relates directly back to the top business constraints of having
the ability to anticipate and manage change.
It is interesting to note that seven out of the
top ten ranked supply chain challenges relate to
people, highlighting the vital role people play in
determining and executing the business strategy.
25. 22
Due to the pressure of short term performance and the high level of
constraints requiring close management, leaders in all aspects of life
are struggling to focus on the longer term need for a clear vision –
be it for a country, industry, company or group of people.
The development of strategies and tactics to achieve objectives
invariably requires change, and the support of people through
communication, motivation and involvement appears to be a rising
element for success in a fast changing world.
Change is high on the agenda for businesses and supply chains.
The broad spread of constraints and challenges highlight more than
ever, the need for companies to identify, accommodate and manage
change effectively.
Of all the themes that have emerged from this year’s
supplychainforesight survey, the consistent message in a changing
environment is the important role leadership must play in harnessing
the power of all employees to enable effective change.
22
A consistent message in this year’s
survey indicates the important role
leadership plays in determining vision
and strategies as well as empowering
employees to facilitate effective change.
27. 24
The age of change is happening; right here, right now. The ever present, cumulative
and accelerating rate of change is evident on all fronts. ‘The Certainty of Uncertainty’,
‘Business Unusual’ and ‘No Normal’ accurately describe the seismic changes taking place.
The fast-paced speed of change has brought degrees of disruption to conventional and
traditional ways of doing business, while at the same time opening up new opportunities
for future growth and development.
In today’s world, change requires constant recognition, analysis, strategies and tactics in
order to determine the reality or likelihood of threats or opportunities.
In the first section of the report, we established that change is high on the list of
objectives and constraints for companies and supply chains, and that the right leadership
and people is important to effectively drive change. In this section of the report, we
sought to understand how respondents define change, their view of and attitudes to
change, what was causing the most disruptive change along with their ability to identify
and respond to change.
28. 25
CHANGE IN THE ORGANISATION
Respondents’ definition of change in a business environment
Continuous adaptation and
refinement to constantly
adjusting market conditions
(Adaptive)
Organisational transformation
aligned with a clear vision
(Planned)
The means to the realisation
of new strategic objectives
(Strategic)
Managed responses
to disruptive events
(Responsive)
Short term operational
adjustment needed to maintain
a competitive position
(Operational)
50% Adaptive
Planned
Strategic
Responsive
Operational
25%
22%
2%
1%
The Oxford dictionary describes
change as; an act or process through
which something becomes different.
29. 26
Organisations that let change happen to them are invariably not predicting
changes adequately and developing plans to react to, and take advantage of,
the opportunity to change for a competitive advantage. This tactical, reactive
rather than visionary approach to change could be due to the many constraints
and objectives which are forcing companies to adopt a short term focus.
In order to explore how change is affecting organisations in South
Africa, we first sought to understand the respondents’ understanding
of change within a business context. The bulk of respondents believe
change is about constantly adjusting to market conditions, which is
an adaptive, tactical approach rather than a visionary, proactive and
innovative approach.
Only 22% of respondents viewed change as strategic with the retail
industry being the most strategic. The risk attached to change being
driven by necessity rather than opportunity lies in being overtaken by
the more creative or innovative organisations who gain market share
and potential dominance.
50% of respondents define change
as continuous adaption to constantly
changing market conditions.
30. 27
Respondents’ views and attitudes towards change
Only focusing on short term survival will result in
South African Industries losing ground in global markets
Government must do more to join with industry in
creating a vision for the future
Companies need dedicated structures and processes
to anticipate change and its potential impact
In today’s climate companies are more focussed on
short term challenges over long term opportunities
Knowing how to respond to change is more important
than trying to create change
Government has clear support initiatives to help companies
capture opportunities created through market changes
Identifying future change is impossible and amounts
to guesswork
93%
89% 7%
83% 9% 8%
72% 16% 12%
61% 18% 21%
17% 15% 68%
11% 18% 71% Disagree/
strongly disagree
Strongly agree/
agree
Undecided
5% or less is not shown
31. 28
Creating a forward thinking environment
and the necessary skills and structures in a
company to implement and manage change
are major themes identified as essential in
the respondents’ attitudes towards change.
93% of respondents believe only
focusing on short term survival will
result in South African industries
losing ground in global markets.
It is positive that 71% of respondents
acknowledge that identifying future
change, is possible.
The top three responses indicate a focused view from respondents
that South Africa cannot afford to only be focused upon short term
issues. South Africa needs the government to provide visionary
plans, which determine the success of the country and its people to
achieve agreed goals, objectives and targets. Supporting this is the
need for the public and private sector to engage and play a larger
role in facilitating South Africa’s ability to succeed.
To achieve clear aims and objectives for the future, companies are
required to establish the appropriate processes and responsibilities
to identify the need for change and develop the strategies, plans
and tactics necessary to do so.
32. Respondents’ perceptions of change in their organisations
29
Does the prospect of change cause you stress?
72% 27% 1%of all respondents
are not stressed
by the prospect of
change
of all respondents
feel stressed by the
prospect of change
of all respondents
cannot tell
Does the pace of change cause you stress?
63% 35% 2%of all respondents
are not stressed by
the current pace of
change
of all respondents
feel stressed by
the current pace of
change
of all respondents
cannot tell
Respondents are more
stressed by the pace of
change than change itself.
33. 30
The number of respondents not
stressed by change is surprisingly
high when you consider the top
business objective was identifying
and managing change, while the
second biggest constraint was the
ability to anticipate change and
react quickly.
The mining industry is most stressed about change; this could
be due to the recent challenges in the industry. The public
sector is the least stressed about change and the pace of
change, which is surprising with the amount of service delivery
protests and the violent nature of these protests. The fast paced
logistics industry is the most stressed about the pace of change.
Few industries will remain unchanged by
technological innovation. In a recent survey,
60% of respondents agreed that their main
vertical market will bear little resemblance
in 2020 to how it looks today.
Agent of change: The future of technology disruption in business,
The Economist
There is a possible gap between companies’
ability to identify change and their ability to
manage and implement the change, which is
indicative of a short term tactical focus.
34. Respondents’ view of their organisation’s ability to anticipate and respond to change
31
Level of capability
to anticipate shifts
in industry
Level of capability
to respond to
shifts in industry
11% 47% 36% 5% <1%
10% 48% 34% 7% <1%
Average
Poor
Very poor
Excellent
Good
The extent to which leadership created an environment that facilitates effective change
Environment which
facilitates effective
change 11% 36% 38% 14% <1%
Moderately well
Not well at all
Don’t know
Extremely well
Well
35. 32
The good, average and below par organisations all
run the risk of falling by the wayside as shifts in the
industries in which they operate and the related
changes to their businesses, may force them out
of existence or into levels of poor and diminishing
performance.
Respondents’ perceptions were that
there are very few organisations
that are excellent at anticipating and
responding to change. Only excellent
companies will thrive.
The survey indicates that in general there is a positive culture towards
change in organisations, but there is a clear need for improvement in the
current levels of capabilities to anticipate change, respond to change
and in the creation of an environment which facilitates effective change.
36. Has a vision for change been created and communicated in your organisation?
33
Whilst 78% of respondents say that a vision for change has
been created and communicated, this does not appear to be
fully supported in other sections of the survey where a clear
vision and the involvement, understanding and support of
employees appears inadequate.
The automotive industry ranked the highest and the IT
& communication and public sectors ranked the lowest
for creating and communicating a vision for change.
Communicating the vision for change is identified as a key
element of the change process together with the necessity
of involving people in the process.
78%
20%
No
Yes
Don’t know
There is an apparent gap between
respondents’ views and employees’ views
as to whether or not a vision for change
has been created and communicated.
5% or less is not shown
37. Do you have an upward-downward culture of knowledge sharing?
34
Only 32% of respondents said there is a good culture of upward-
downward communication of sharing knowledge, intelligence and
ideas within their organisations. Without an effective mechanism
to harvest and share ideas, organisations do not know what skills
and knowledge exist in the organisation and run the risk of losing
many valuable contributions from employees. In today’s social and
business environment the inclusion of employees is seen as an
essential method to develop and sustain growth and success, whilst
simultaneously identifying talent and skills.
32%
58%
9%
Partly, needs
improvement
Yes
No
Don’t know
The responses indicate that many
organisations are not adequately
leveraging the skills and knowledge that
already exists within their businesses.
5% or less is not shown
38. 35
Does the Board / Senior Management align targets with expected changes?
42% Yes Partly to an extent45% Not in touch at all10% Don’t know3%
Respondents’ rating of company’s ability to capture and leverage employee ideas
Excellent
9%
Good, could be improved
49%
Average
27%
Poor
13%
Don’t know
Don’t know
2%
Respondents’ view of employees’ alignment to company’s vision and strategy
Completely aligned
27%
Partially aligned
51%
Not aligned
(but working towards it)
15%
Not aligned at all
5% 2%
Respondents’ view of employees’ understanding of own role and responsibility
Understand well
32%
Partly understand
59%
Do not understand
8%
Don’t know
1%
39. 36
Over 50% of respondents indicate
partial understanding or alignment
within their organisations, while only
27% believe management and staff
are completely aligned with the
company’s vision.
Only 9% of companies are excellent at
leveraging the ideas of their employees.
A company’s ability to leverage and capture ideas of employees ranks poorly
amongst all respondents with only 9% indicating excellence in this activity.
It would seem that improving on upward-downward communication and
company-wide involvement can help address this for the benefit of all parties.
Only 27% of respondents believe their management and staff are completely
aligned with the company’s vision. This is a very low score and could be
increased by better upward-downward communication and the alignment of
employees’ targets to the company vision.
A vision has no value or support unless people fundamentally believe it and
understand their role in achieving it.
Less than half of the respondents indicated that their board and
senior management have aligned targets with expected changes.
This could indicate that even if companies have predicted a change
and developed a response to the change, they face problems with
the implementation of the change. If employees’ targets are not
aligned with expected changes, a company will more than likely not
achieve its objectives. The development and alignment of targets
is seen as a leadership role and imperative in ensuring the entire
organisation is geared to deliver on set goals.
The alignment of employees to the company goal, and an
employee’s understanding of their own roles and responsibilities,
reflect significant room for improvement with over 50% of
respondents indicating only partial understanding or alignment
existing in their organisations.
40. Respondents’ ranking of most disruptive changes in their organisation
37
Regulatory change
Changing competitive landscape
Higher operating costs
Changes in the labour market
Changing customer needs
New organisational culture
Technology and innovation
New business models
Data availability
New markets
New logistics platforms and solutions
15% 18% 18%
10% 11% 13%
17% 9% 8%
9% 12% 12%
8% 11% 10%
12% 7% 7%
8% 5% 7%
6% 8% 5%
5% 5%
5% 6%
5% 5%
51%
34%
34%
33%
29%
26%
20%
19%
14%
13%
12%
Consolidated
top 3 rank score
Rank 1 Rank 2 Rank 3
41. 38
Whilst higher operating costs are seen as being disruptive, this is
a known change and invariably well anticipated with established
procedures of how to manage this already in place. Such changes
are easily understood by the company and subsequently well
communicated. This form of change differs considerably from
the types of changes required from unanticipated or unforeseen
circumstances.
Respondents ranked data availability low as a source of disruptive
change. This is surprising as the availability of data has shifted
power into the hands of the customers and consumers, as well as
enabled companies to understand, profile and anticipate their buying
behaviours better.
New logistics platforms and solutions is also ranked surprisingly low
as these new evolving platforms will have a significantly disruptive
effect on current logistical activities and how businesses procure
global and local logistics services in the future. Such change will
invariably impact and directly influence supply chain visibility, costs
and controls.
Of all the potential changes a company may face, regulatory change is ranked
by respondents as the most disruptive change affecting an organisation. The
pace of new regulations that are being passed, and the perceived limited
involvement of the private sector in the drafting and approval of these changes
could explain why this is the top ranked disruptive change.
New regulations need to assist with the development of a creative environment
to enable the alignment of all segments of society in making South Africa an
attractive and competitive business destination.
Regulatory change is ranked by
respondents as the most disruptive
change affecting an organisation.
To manage the process of anticipating and dealing
with unexpected change, companies need to
think and act differently, develop new models and
strategies that embrace change effectively.
42. 39
High level constraint Moderate level Low level No constraint Don’t know
Respondents’ ranking of organisational constraints to respond to change
Inadequate senior leadership and poor communication of vision
Lack of creative and forward thinking capability
Poor skills and capabilities to identify and implement change 48% 37% 12%
48% 36% 11%
47% 30% 14% 9%
36% 41% 18%
36% 41% 17%
29% 48% 18%
32% 44% 20%
27% 49% 19%
28% 40% 25% 7%
23% 45% 27%
26% 41% 25%
27% 39% 26%
85%
84%
77%
77%
77%
77%
76%
76%
68%
68%
67%
66%
Poor integration of internal business functions
Fear of change – due to economic and financial uncertainty
Focus on short term challenges
Lack of support structures to help identify opportunities
and manage change
Cost of implementing change
Inadequate local technology infrastructure
Competition from other global markets
Inadequate collaboration in South Africa /
lack of potential partners
Inadequate local physical infrastructure
6%
6%
7%
5% or less is not shown
Consolidated
top 2 rank score
43. 40
Internal organisational capability to identify and implement change
ranks as a moderate to high constraint with over 80% of respondents
indicating this, to which is linked the lack of creative and forward
thinking capability. These responses are supported by respondents
identifying poor skills, and inadequate leadership and communication in
the organisation as top constraints.
Whilst the issue of the lack of skills has been a key element of concern
expressed in past and current supplychainforesight reports, the
response this year indicates that the concerns regarding skills shortages
could be related to the lack of visionary leadership and need for change
management skills, and not purely on the vocational skills of the work-
force and lower level management as previously envisioned.
The secret to successful
hiring is this: look for
the people who want to
change the world.
Marc Benioff, Salesforce CEO
85% of respondents ranked poor
skills and capabilities to identify and
implement change as a moderate to
high constraint in their business.
44. 2141
When adding the responses received for moderate and high level constraints,
inadequate senior leadership, poor communication, fear of change, poor
integration of internal business functions and focus on short term challenges all
score 77%, which indicates a broad based agreement on these inhibiting issues.
Poor integration of internal business functions and focus on short term
challenges support the view that companies appear to be focused primarily
on operational and tactical issues.
In the current operating environment, it would appear companies are not
spending enough time in the strategic realm to identify what changes could
disrupt the environment in which they are operating.
In the end, a vision without the ability
to execute it is probably a hallucination.
Steve Case, AOL co-founder
45. 22
The ‘engine room’ needs to run well to keep the business
moving forward in a chosen direction. Not choosing a
direction to move in is a choice in itself, albeit a choice with
a very limited chance of success.
Respondents clearly view that there is a broad range of
constraints in responding to change. This supports the view
that change is hard but with strong leadership and effective
communication, change can be embraced for the benefit of
the organisation and its people.
42
If internal business functions are not
well coordinated and communicated,
an organisation’s ability to respond to
change is invariably compromised.
46. 43
CHANGE IN THE SUPPLY CHAIN
Supply chains have been transformed from support functions to being
fundamental parts of business with the ability to differentiate companies from
their competitors and play a key part in the achievement of business strategy.
How has supply chain strategy evolved over the past 5 years?
Thorough planned and
deliberate processes
It has evolved organically, over
time in response to changing
customer requirements
It has not really evolved over
the past 5 years
Don’t know
36%
47%
13%
4%
47. 44
These responses may suggest that the supply chain and
overall strategic leadership functions of organisations
are somewhat disconnected, and reflects a lower level
of strategic importance to the supply chain function.
Alternatively, this could indicate that many supply chains
are not being used as a strategic tool to drive change but
rather one that responds to change.
When viewing change in the supply chain, 36% of respondents said there
is a controlled and deliberate process to managing change in their supply
chains, whilst the remaining 64% said their companies either react or
change when required to respond to market needs or when they see little
or no development potential of their supply chains.
In some companies, supply
chains are not being used
enough as a strategic tool to
drive change but rather one
that responds to change.
It is concerning that only 36% of
respondents adopt a proactive
approach to change, while 64%
react only when required.
48. 45
Internal resistance to change in the supply chainExternal resistance to change in the supply chain
No resistance Moderate levels of resistance High levels of resistance Don’t knowLow levels of resistance
7%
35%
42%
11%
7%
25%
52%
13%
5% or less is not shown
49. 46
The charts reflect there is resistance
to change across the supply chain
both internally and externally.
Driving change internally within supply chains is
difficult as highlighted by respondents in last year’s
supplychainforesight report. Getting alignment
can be difficult when the change strategy is not
clear and not communicated effectively. This
has been identified by the respondents as a key
responsibility of leadership in the organisation and
the respondents indicate the need for enhanced
visionary and change management skills.
Respondents from most industries indicate an element of high to
moderate levels of both internal and external resistance to effecting
changes in their supply chains. This could indicate silo based
mentalities remain prevalent in their own companies, and a lack of
smart partnering and cooperation with external parties.
These responses suggest a need for a better understanding of the
aims, ambitions and benefits to be derived from enhancing supply
chains and the issue of the need for enhanced communication and
cross-functional involvement as highlighted in the previous section.
Current practices, even in the so-called best
companies, focus on technology, infrastructure,
hard assets, processes, and the like. But they fail
to recognise the critical importance of human
behaviour and decision making throughout the
supply chain. At least 50% of the activity in
enterprise supply chains is driven by humans
making choices and decisions.
Professor John Gattorna, CSCMP’s Supply Chain Quarterly,
Quarter 4, 2009
50. Ranking of most influential drivers of the need to change in your supply chain?
47
Availability of new technologies/innovations
Focus on reducing costs
Customer demands, needs and expectations
Willingness of suppliers and customers to collaborate
Competition from existing players
Diversification of client base/geographies
Improved data availability
Competition from new entrants
Availability of better transportation options
Out-dated practices
Following best practice of competitors
Government incentives/programmes
68%
62%
30%
24%
22%
17%
15%
15%
14%
13%
Rank 1 Rank 2 Rank 3
36% 19% 13%
26% 20% 16%
8% 12% 10%
9% 11%
5% 8% 9%
6% 9%
5% 7%
5% 6%
8%
6%
6%
5%
6% 10%
8%
Consolidated
top 3 rank score
51. 48
The constant battle to
balance current costs with
future earnings continues
to challenge respondents.
Respondents rated customer demands, needs and expectations as the
strongest response for driving the need for change in the supply chain,
supporting the concept of customer centricity. This is closely followed
by the need for cost reduction as a major driver of supply chain change
and is consistent with previous surveys.
The gap between the above mentioned drivers and the rest is
significant; stressing the importance placed on customer centricity and
cost control.
Respondents rank competition from new entrants as low here, however
later in the report, they identify the rise of Asian economies as their top
ranked threat.
The chart reflects one of the key aims of
supply chain management which is to meet
customer demands in the most efficient way.
52. 49
Respondents’ ranking of greatest potential future return
Increased visibility from supplier and customer
Internal and external alignment and integration
Improved partnerships
Improved data management systems
New geographic markets
New product markets
Niched/specialised product or service markets
New mobility solutions
Increased use of outsourcing specialists and partners
Outsourcing
Location based technologies
16% 16% 15%
13% 14% 19%
13% 16% 12%
18% 11% 9%
9% 10% 13%
9% 13% 7%
11% 8% 7%
7%
5%
Improved partnerships, greater integration and alignment,
as well as increased visibility from supplier to customer
were seen as areas of greatest potential future returns.
47%
46%
41%
38%
32%
29%
26%
15%
12%
8%
6%
Consolidated
top 3 rank score
Rank 1 Rank 2 Rank 3
53. 50
As the speed of change has accelerated, it has brought degrees of disruption
to conventional and traditional ways of doing business. The purpose of this
section of the report was to determine perceptions of change and how it affects
respondents as well as their strategic business objectives and constraints.
The ability of any organisation to embrace change invariably depends on its
leadership, its people and its culture. The nature of an organisation will determine
whether it is proactive or reactive, whether it is innovative and far sighted and the
extent to which it embraces all of its resources, both internally and externally, to
effect changes necessary to meet the needs of customer centric markets.
Change requires constant recognition,
analysis, strategies and tactics in
order to determine the reality or
likelihood of threats or opportunities.
The most favoured supply chain approaches to generate higher returns are
more tactical than strategic, but in each instance need to have clearly defined
objectives and the allocation of the resources necessary to achieve the
implementation and attainment of the stated objective.
As previously identified by respondents, new geographic markets ranks as the
most favoured opportunity for enhanced returns and with it may be the need
for improved or new partnerships and relationships.
The gathering of data and information for business intelligence was ranked
highly by respondents as a generator of enhanced returns, signifying the
importance of investing in these skills and capabilities for the future.
It is somewhat surprising that respondents ranked outsourcing lower as a
means to enhancing returns. Outsourcing can provide flexibility, specialisation
to cope with changes, and resolve internal and external skills shortages. All
of these elements were highlighted as challenges by respondents. The low
ranking could be due to a reluctance to effect changes in existing relationships.
Timing, perseverance, and ten
years of trying will eventually make
you look like an overnight success.
Biz Stone, Twitter co-founder
55. 52
For organisations and supply chains to manage
change, they need to identify and anticipate change.
The purpose of this section is to determine what
functions, tactics and strategies are being adopted
to deal with change, the resistance experienced
when implementing change, as well as identifying
the critical elements to change management.
In an IBM survey into the success/failure rates of
change management projects, only 40% of projects
met schedule, budget and quality goals. The biggest
barriers to success were changing mindsets and
attitudes (58%), corporate culture (49%) and a lack
of senior management support (32%).
Making change work, IBM
56. 53
MANAGING CHANGE IN AN ORGANISATION
Managing change is a strategic process requiring a strong
sense of visionary leadership, a clear picture of the objective
and reasons, and a strong process of communication and
involvement.
The function of change management in many organisations
is a team established to implement pre-determined changes
and invariably is not involved in the monitoring of the need
for change or the vision of what needs to change and why.
Managing change is an executive role requiring the support
of all those affected by it.
Change is more than having a dedicated function/
structure to predict game changing trends, it is also
about creating a process supported by the right
environment for change. Overall more than half of
the respondents said they did not have a dedicated
function/structure to predict game changing trends,
which further supports previous data that many
respondent companies mostly focus on short term
and operational issues.
Does your company have a dedicated function to predict game changing market trends?
Don’t know
Yes
No
48%
41% 48%
11%
Respondents from the Information Technology & Communication
and Public Sectors ranked the highest for having dedicated
functions to predict game changing trends but ranked the lowest
for communicating a vision for change.
57. 54
The importance of external advisors to develop and implement strategic plans
Over half of the respondents believe external advisors
are important or very important to support the
development and implementation of strategies to deal
with change. This indicates this is a specialist skillset
where many companies look for help.
Respondents in the logistics industry rate the
importance of external advisors as being of highest
importance, with the retail industry showing the least
need for external support.
Moderately important
Not important
Don’t know
Important
Extremely important
14% 39% 32% 15% 1%
More than 50% feel collaboration with
external specialists is important or
extremely important to manage change.
Only 8% feel outsourcing specialist skills
is an important source of future revenue.
58. How does your company perform on some of the critical elements of change management?
55
Creating short-term wins/setting KPIs
Setting clear vision, strategy and objectives for change
Diagnosing current position and need for change 65%
64%
59%
57%
51%
45%
43%
42%
39%
Ensuring change is implemented and sustainable
Keeping at it/resilience
Supporting change with training and learning sessions
Build a guiding coalition to manage change
Empowering action
Communicate extensively throughout change
Average PoorExcellent Good
14% 51% 28%
22% 42% 27% 9%
7%
16% 43% 29% 12%
16% 41% 33%
13% 38% 34%
13% 32% 39%
7% 36% 41%
9% 33% 42%
12% 27% 45% 16%
10%
15%
16%
16%
16%
Consolidated
top 2 rank score
59. 56
Investment in the skills development of employees was also
ranked as one of the top areas to invest in for long term gain.
Organisations will need to align their investments of time
and money into the areas that respondents have identified as
having the biggest positive impact on achieving a sustainable
future. This is seen as an area of clear intent, but a lack of
implementation.
Is average and good, really good enough
in the highly competitive age of change?
Steve Ford, CEO Barloworld Logistics
In identifying the performance of their companies’ critical elements
to manage change, the respondents ranked their organisation’s
ability to set a clear vision, strategy and objectives as the highest
area of performance with 22% rating this as excellent and 42%
ranking this as good. However, this high ranking of visionary ability
and creation of clear strategies conflicts with previous responses in
the survey.
The need for improvement is again present where respondents
rated their performance of many of the other elements of change
management as being good or average. Of particular note is
that the empowerment of action and the ability to communicate
reveals areas of concern as these are arguably some of the most
important aspects of effective and successful management and
implementation of change.
55% of respondents ranked their companies
as average to poor at supporting change
with training and learning sessions, which
is a concern as the lack of relevant skills
and talent was identified as one of the top
constraints to achieving strategic business
objectives.
60. 57
Respondents’ evaluation of company’s capabilities to implement changes effectively
Only 7% of respondents believe the
capabilities within their organisation
to effect change are extensive and
comprehensive.
Not formally structuredAverageExtensive and comprehensive Well executed but needs improvement Poorly executed
45% 9% 1%38%7%
61. 58
As long as you’re going to be
thinking anyway, think big.
Donald Trump, The Trump Organisation President
The general consensus on capabilities to implement change in the
organisation is that 45% of respondents believe it is well executed
but needs improvement and only 7% responded that it is extensive
and comprehensive. With these activities being vital to the success
and sustainability of businesses in today’s environment, mediocrity
or the lack of high levels of competence is an area of concern.
62. 59
Respondents’ ranking of top 3 approaches to long term company gains
Investing in continuous innovation
Improved supplier and customer collaboration
Investment in skills development of employees
Targeting new, evolving customer groups
Embracing new technologies to deliver better value
Using data to better understand customers and deliver solutions
Adopting new business models
Establishing better international collaborations
Adoption of niched/specialised products/services
Higher customisation of products and services
49%
42%
42%
36%
30%
28%
23%
17%
16%
14%
18% 16% 15%
16% 16% 10%
15% 13% 14%
10% 11% 15%
9% 12% 9%
8% 9% 11%
8% 8% 7%
7%
6%5% 6%
6%5%
Consolidated
top 3 rank score
Rank 1 Rank 2 Rank 3
5%
63. 60
Respondents ranked the top approach within the organisation to
focus on delivering the most gains as being the investment in skills
development of employees. Before investing in skills, organisations
need to understand what trends will impact them, understand
what skills they already have in the organisation and invest in the
skills they need that will position them to take advantage of the
applicable future trends.
Identifying the skills required now and in the
future defines the necessary skills development
programmes organisations are being required
to pursue. Continual training and development
of management and staff is a necessity and no
longer a nice-to-have.
The need for skills appears to refer to
leadership and management skills as a
growing opportunity and necessity. The
need for skills should no longer only be
identified with trade or functional roles
of employees.
Innovation, collaboration and skills
development are seen as essential
elements in achieving long-term gains.
64. 61
The extent to which your company has embraced strategies to improve market position
Embraced aggressively Planning to embrace Not embraced Don’t knowPartially embraced
Improve supplier and customer collaboration
Invest in continuous innovation
Embrace technology to deliver better value 75%
73%
72%
70%
69%
68%
66%
64%
61%
57%
49%
Increase customisation of products and services
Target new, evolving customer groups
(geographic, demographic, social)
Use data to better understand customers and deliver solutions
Establish better international collaborations
Adopt new business models
Introduce green innovation
Explore new mobility solutions
Leverage E Commerce
31% 44% 15% 8%
27% 46% 14% 12%
29% 43% 21% 6%
30% 40% 17% 11%
24% 45% 15% 13%
28% 40% 19% 12%
26% 40% 17% 14%
20% 44% 20% 13%
22% 39% 18% 19%
21% 36% 20% 19%
14% 35% 25% 20% 6%
5% or less is not shown
Consolidated
top 2 rank score
65. 62
The adoption of strategies will naturally differ from
industry to industry. This response reflects there is
no particular strategy that is being, or plans to be,
embraced by all or most respondents.
The low ranking of e-commerce by respondents may
reflect the early stages of readiness of South Africa in
adopting technologies and mediums which are already
the source of enormous growth and change in other
developing regions.
Respondents saw the use of technology
and data, targeting of new customer
groups and improving customer and
supplier collaboration as aggressive
strategies to improve market position.
75% of repondents are embracing
technology and its many applications
to improve market position.
Never before in history has
innovation offered promise of so
much to so many in so short a time.
Bill Gates, Microsoft founder
66. 63
MANAGING CHANGE IN THE SUPPLY CHAIN
How far ahead do you predict the changes in your supply chain?
This reflects the recognition that changes are prevalent in
the business environment, and the need to retain flexibility,
agility, and responsiveness requires a longer term vision
supported by shorter term strategies and tactics that will
be adapted to meet the market and industry changes as
they are identified.1 to 2 years
5 to 10 years
2 to 5 years
Don’t know
6 months to 1 year
Less than 6 months
40%
12%
20%
12%
7%
9%
When asked how far ahead respondents
project changes in their supply chains,
79% of respondents said their company’s
prediction window was less than 5 years.
67. 64
It’s all a risk. Always. That’s not true, actually. The only
exception: it’s a certainty that there’s risk. The safer
you play your plans for the future, the riskier it actually
is. That’s because the world is certainly, definitely, and
more than possibly changing.
Seth Godin, Author of Tribes: We Need You to Lead Us
68. 65
Does your supply chain
function data enable
a quick response to
changing conditions?
Can data create a competitive advantage?
Almost two thirds of respondents use data from their supply chains to predict significant changes in the
markets in which they operate. This is positive and demonstrates that guesswork and hunch predictions
are less commonplace. One of the key questions coming through in the survey is to what extent
are organisations changing data into information, and are they using the information effectively to
determine strategies and tactics necessary to capitalise on the opportunities and/or threats identified?
Does your company use
supply chain generated
data to predict changes?
Yes
Somewhat
No, but we are
working on it
No
Don’t know
20% 18%
42% 43%
16% 22%
17% 12%
5% or less is not shown 5% or less is not shown
69. 66
Do your supply chain partners monitor trends and changes to the same extent as you do?
It is very positive to see that 71% of respondents said
their partner organisations were applying a degree of
focus on monitoring changes that affect the supply
chain processes, but only 14% of respondents felt they
did so at the same level as their companies.
In the retail industry there is a much higher degree of
comfort from respondents that partners in the supply
chain are monitoring change well. Respondents from
the retail sector in general have displayed a more
structured and disciplined approach to change and
change management compared with other sectors.
Don’t know
No, they don’t apply
the same level
Yes, they apply the
same level of focus
To a certain extent
14%
57%
13%
16%
70. 67
The extent to which supply chain partners are integrated in your company’s change process
The high levels of integration
in the automotive and logistics
sectors are consistent with the
relative importance these sectors
place on external advisors and
partnerships, as identified in the
survey. Sometimes confidential
data about strategic moves
to make an organisation more
competitive needs to be shared
with partners to make them part
of the change process, and thus
keep the supply chain competitive.
24%
54%
15%
7%
Consult and
integrate very well
On core issues
Do not consult
Don’t know
71. 68
This section highlights a number of issues with regards to
dealing with change. It would appear that there is a lack of clear
vision and strategy. This reflects on a lack in leadership abilities
to communicate. Furthermore, creating an environment which is
conducive to change appears to be more effective than setting
up a dedicated structure to predict change.
The use of data and business intelligence along with further
integration and involvement of supply chain partners, are all
seen as ways to anticipate and manage change more effectively.
Companies’ abilities to implement change need
to be improved. Technology continues to play an
increasing role in equipping business and supply
chains with a competitive advantage.
It is more important to create an
environment/culture which is conducive
to change than to set up a dedicated
structure or function to predict change.
73. 70
Megachanges, or megatrends, are changes we expect, predict and
anticipate to happen on a large scale. They will impact businesses,
economies, societies, cultures and lives by changing the world in which
we live and work in the years to come. They are the things we know to
expect, like an aging population or increased urbanisation. And things
we are expected to know, like how these changes affect future markets
and customer needs. They are our knowledge of a probable future.
Megachanges, by definition, are changes that will cause mega
disruptions. Like all disruptions, they will be seen as either platforms
for innovation or catalysts for distress. How companies identify,
anticipate, respond and leverage the opportunities of change will be
the difference between future success and future failure.
Throughout the report, we have assessed how respondents feel about
change, the pace at which it is happening, and their ability to respond
to change as an organisation. In the next part of the report, we look at
how respondents view the megachanges disrupting markets and supply
chains in a very real way, and the threats or opportunities they pose to
their businesses.
You jump off a cliff and you assemble an airplane on the way down.
Reid Hoffman, LinkedIn co-founder
“
“
74. In a recent survey into Asian women by The Economist, nearly half of
women polled (49%) say they prefer shopping online to doing so in
stores. The figure is as high as 69% in mainland China. Most women
point to cost savings (62%) and time savings (60%), but they also feel
that online retailers can be relied upon to have the products they want
to buy in stock (59%) and that online shopping offers a broader range
of choices (56%). On the rise and online, The Economist, 2014
Remote shopping, while entirely feasible,
will flop – because women like to get out
of the house, like to handle merchandise,
like to be able to change their minds.
Time Magazine, 1966
71
75. 762222
Gartner, Inc. forecasts that 4.9 billion
connected things will be in use in 2015,
up 30 percent from 2014, and will reach
25 billion by 2020. Gartner, 2014
There is no reason anyone would
want a computer in their home.
Ken Olson, Digital Equipment Corp, 1977
72
76. 73
The extent to which megatrends represent an opportunity or threat
Strong/Moderate Opportunity Strong/Moderate Threat
New, creative business models
Rise of African economies
Technology innovation
Device connectivity and Big Data
Logistics technology platforms
E Commerce
New Mobility Solutions
Urbanisation
Demand for environmental/
green credentials
94%
15%
15%
29%
12%
12%
16%
15%
26%
23%
93%
88%
88%
86%
85%
83%
79%
78%
Rationalised logistics functions
Hub and spoke logistics models
Changing demographics
Mass collaboration
Industry convergence
Robots and robotics
The rise of Asian economies
3D/4D printing and copying
78%
26%
14%
11%
47%
24%
19%
19%
19%
77%
77%
72%
71%
61%
58%
49%
77. 74
This chart reflects an optimistic view
of these megatrends. Finding the right
skills and abilities to convert these
opportunities into viable business
strategies will be the big challenge.
The first observation is that all the megatrends are viewed as
opportunities and less so as threats. This could speak to the generally
positive nature of South Africans who have undergone large-scale change.
A key issue with megatrends is the degree of understanding and the
relativity of that trend to each person, company, industry or country.
The depth of knowledge or exposure to each of the stated trends for
respondents is likely to have been somewhat limited. This creates an
opportunity for greater exposure and understanding of each trend and
its potential impact and recognition of the changes likely to affect South
Africa in the near or distant future.
The marginally greatest perceived opportunity is from technology
innovation and the greatest threat is seen as the rise of Asian economies.
The low ranking of 3D/4D printing and copying as an
opportunity and also as a low ranking threat, supports the
perceived view that the implications of this technology have
not been fully appreciated from a supply chain and logistics
perspective. This trend has the potential to disrupt supply
chains with the possible future of consumers not having to
go to a retail outlet to purchase certain types of product
that traditionally would have been manufactured in a factory,
stored in a warehouse and transported by road, rail, sea or
air. They will simply print the product at a place of choice,
including their homes.
Today knowledge has power. It controls
access to opportunity and advancement.
Peter Drucker
78. 75
Medical advances in general are extending people’s average
lifespan. This has massive repercussions for disposable
income and costs of caring for an unemployed aging
population. The associated products and services that they
will purchase will open up new opportunities, as well as
changes to current practices and activities.
Robots and robotics ranked low as both an opportunity
and a threat. Yet there is a lot of literature about the impact
robots and robotics will have on jobs in the future. It is
foreseen that many labour intensive roles will be performed
by robots far more effectively and efficiently, creating a
competitive advantage to those countries, industries and
companies who embrace their usage. This major trend
requires a review of employment and the levels of education
and skill sets required in the future robotic enhanced world.
Countries, industries, companies
and individuals need to understand
and assess which future trends
are most applicable to them, and
develop detailed plans to prepare
for and take advantage of them.
79. 76
The breakdown of respondents by position and by industry
show they identified the biggest perceived threat to be the
rise of Asian economies, particularly for large and medium
companies. This could be indicative of their higher risk
from competitive Asian companies and the growth of their
markets. Large companies and some medium sized ventures
are typically already extensively trading in Asia. Small
companies are possibly better positioned to react quickly to
changes and develop and implement niche offerings to the
local markets.
Interestingly the threat of Asian economies was perceived as
the highest threat by supply chain executives and the lowest
threat by CEOs. This could indicate a need for a degree of
consensus in order to embrace a strategy to be developed for
such an opportunity or threat.
From an industry perspective, the construction and
engineering companies rated the Asian economies megatrend
as a high perceived threat, perhaps indicating the influence
Asian countries are having on infrastructure development
projects, especially in East Africa.
The rise of Asian economies – the megatrend that represented the biggest threat
Strong/Moderate Opportunity Strong/Moderate Threat
Logistics manager
Supply chain executives
CEO
General manager
Operations manager
Marketing & sales director
Large companies: R5bn or more
Medium companies: R99m – R5bn
Small companies: Up to R99m
48%
52%
64%
53%
64%
50%
60%
55%
56%
60%
57%
34%
45%
43%
45%
57%
48%
40%
80. 77
The extent to which organisations anticipate game changing shifts or events
With the current speed of change and rising trends, this
response supports the view that most companies do
not yet see the need to raise the profile of managing,
predicting and creating change. Or they are too busy
with existing challenges to take the time to do so,
leading to a short-term, tactical focus rather than
strategically anticipating and planning for the future.
Respondents ranked the retail industry highest (56%) in
its ability to anticipate change, which could be linked to
the fact that the retail industry was the highest ranked
when viewing change as strategic. This suggests retailers
are either better at extracting themselves from the
day-to-day running of the business to focus on game
changing trends, or are being more directly affected by
current changes than other industries.
42% of respondents said their organisations are constantly in
touch with anticipated shifts in the market and predicting game
changing trends which creates the opportunity to develop and
implement strategies to take advantage of them.
Don’t know
Rarely
Intermittently
Constantly
Never
42%
40%
13%
5% or less is not shown
81. 78
Respondents’ perceived risk of changing global structures and transformative technologies
A high rate of 68% of respondents believe that the health of their
companies is at risk in the face of current and potential changes in
global market structures and transformational technologies. This is a
worrying statistic that over two thirds of respondents are concerned
about the sustainability of the organisations for which they work.
The cost of not being able to identify or respond to change is huge.
30% of respondents do not feel that their organisation is at risk
from market and technology transformations, which means they
have either strategised to deal with the threat of change, or do not
understand or believe that the changes are likely to impact them.
Yes, at risk
No, not at risk
Don’t know
Somewhat
22%
46%
30%
5% or less is not shown
82. 79
Respondents ranking of game changing megatrends for supply chains
Improved business intelligence and data analytics
Technology innovation
New, creative business models
New infrastructure development
The rise of African economies
E commerce
The rise of Asian economies
Changing demographics
Demand for environmental/green credentials
Mass collaboration
Industry convergence
Device connectivity
New mobility solutions
Urbanisation
40%
39%
35%
29%
22%
20%
19%
14%
19%
13%
17%
8%
16%
7%
14% 14% 12%
15% 14% 10%
12% 12% 11%
11% 9% 9%
9% 7% 6%
8% 6% 6%
8% 7%
10%
6% 5% 8%
8%
5%
5%
5%
5%
5%
Rank 1 Rank 2 Rank 3
Consolidated
top 3 rank score
83. 80
It is positive that respondents view technology innovation and new
creative business models as the most influential drivers for change in
the supply chain. This is already happening and having a big impact on
company strategies and supply chains.
A concerning response is the very low ranking of urbanisation and device
connectivity. These are two megatrends that are expected to impact
supply chains in Africa in a profound way in the future. Either South
African organisations do not see or understand what changes are taking
place in towns and cities in terms of growth and structural change, or they
have not understood the likely impact this will have on their supply chains.
South African companies may be unaware of the risks
and possibilities of these major trends, or are deterred by
the potential investments needed to take advantage of
these opportunities or guard against the threats.
Megatrends are a reality and understanding them is
important for South African businesses wanting to sustain
a competitive advantage, and stay ahead of the curve.
Organisations appear to need to be
more in touch with anticipating shifts in
the market and developing appropriate
strategies to take advantage of the
opportunities or counter the threats.
The growth and proliferation of connected
devices places an extensive amount of data
in the hands of customers and organisations
about products and buying behaviours, which
opens up numerous risks and opportunities
for supply chain management.
85. 82
In the 12th annual supplychainforesight report, respondents reflect the changing nature of our economic and business landscape.
The intensity and pace of change is firmly on the radar for South African companies, and this is reflected in the identification and
management of change being ranked as the top business objective for the years ahead. It is also apparent in the responses from
previously unidentified job functions, and several new emerging industry sectors.
The responses to the survey questions indicate that whilst there is recognition of the importance and extent of change affecting
business processes, methods, products and services, there is a perceived shortcoming in the ability to anticipate such changes.
The majority of respondents indicated they are by nature responsive to changes as they occur, rather than adopting a proactive
approach with a visionary view of the future and clear plans and strategies put in place to effectively manage the change process.
A further indication of the motivation for a responsive rather than proactive approach appears to lie in the high level of constraints
South African organisations believe they currently face, inhibiting a more aggressive action oriented culture coming to fruition.
A factor influencing respondents’ ability to creatively embrace and implement change appears to have its origins in the observation
that many South African companies presently have an operational and tactical focus.
The shortage of leadership, visionary and change management skills are seen as contributing factors creating challenges faced by
some organisations when implementing changes.
Respondents perceive themselves as the recipients of change rather than being agents of change and change innovators.
There is a clear and urgent need for companies to strategically look at the environments they operate in and identify what future
changes could materialise that will affect their sustainability.
The ability to identify, create, and embrace change needs to be embedded into the culture of an organisation. Key to the successful
implementation and management of change is the ability to engage the hearts and minds of the people responsible for, or affected
by the change. Improving upward-downward communication and creating an environment that facilitates effective change has
been clearly identified as a means to help address these gaps and shortcomings.
86. 83
In all previous supplychainforesight reports the lack or shortage of skills has been seen as a major business constraint, it is the
first time that a lack of necessary leadership and visionary skills has been identified as a skills gap at managerial level.
With the investment in skills identified as one of the best approaches for long term gains it is important for organisations to
identify what skills they have in their organisations, understand the trends that will impact the organisation and then identify the
types of skills and abilities they will need to create and sustain their future.
The understanding of the impact of megatrends cannot be underestimated. Such identified trends indicate a change process
already in motion that is likely to have a significant impact on all South Africans.
As a nation we are generally positive in nature and this was reflected by the megatrends being seen as significant opportunities
and less of a threat. However such an optimistic view could be an indication that there is not a complete understanding of the
megatrends and the impact they could have on companies, industries and our people.
Clearly a better understanding of not just megatrends but all potential market changing factors needs to be instilled into every
organisation in South Africa and effectively managed and communicated.
A notable aspect of this year’s survey is the perceived low level of excellence in many of the areas surveyed. Very few
respondents ranked their companies or their industries as excellent. In today’s rapidly changing business climate only the
organisations that are excellent at the right things will have a sustainable future.
With the continuing pace and scope of change being driven by customer centricity, globalisation and new technologies, the
ability of countries, governments, industries and business enterprises to prosper in this new world will be driven by their ability to
adapt to changing demands.
Fundamental to any organisation’s success will be ensuring that their people, supply chains and business partners are aligned to
these objectives and are well equipped and agile enough to deliver on them quickly.
Companies are looking to the public sector to assist in creating the right macro environment for change, and it remains important
that all segments of society are aligned to create South Africa as a competitive and compelling investment destination.
We need to embrace change for a sustainable future.
87. If you always do what you always did,
you will always get what you always got.
Albert Einstein, noted theoretical physicists and Nobel Physics Prize winner