2014 Talent Study - Summary Charts - 18 AUG 2014

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Executive Overview Ask any supply chain leader, “Is the management of supply chain talent important?” and you will get an overwhelming “Yes!” as a response. Yet, only 14% of companies rate themselves as doing better than their peer group when it comes to managing supply chain talent. Surprisingly, 43% of the survey respondents believe that they perform worse on the management of supply chain talent than their peers. The ratio is 3:1. Why the gap? There are many drivers, but the primary reasons are three: management support, recruitment, and staff development. The open-ended responses from the survey are shown in Figure 2.

Supply Chain Insights LLC Copyright © 2014, p. 1
Supply Chain Talent Study
Summary Charts
June-August 2014

Supply Chain Insights LLC Copyright © 2014, p. 2
Agenda
 Study Overview
 Talent Status & Issues
 Talent Solutions
 Talent Recruitment & Training

Supply Chain Insights LLC Copyright © 2014, p. 3
Study Overview

Supply Chain Insights LLC Copyright © 2014, p. 4
Most Companies Are Manufacturers;
Companies Have an Average of 14K Employees

Supply Chain Insights LLC Copyright © 2014, p. 5
Half of Respondents Work in a Process Industry

Supply Chain Insights LLC Copyright © 2014, p. 6
Respondents Are Primarily in a Supply Chain Role,
Have 14 Years in Supply Chain on Average
and 43% Are Director or Above

Supply Chain Insights LLC Copyright © 2014, p. 7
Respondents Are Primarily Based in the US or Canada

Supply Chain Insights LLC Copyright © 2014, p. 8
Most Have a Supply Chain Organization,
for 12 Years on Average

Supply Chain Insights LLC Copyright © 2014, p. 9
President or COO Is Most Common Supply Chain Leader

Supply Chain Insights LLC Copyright © 2014, p. 10
Most Common Definition of Supply Chain
Excellence Is “Right Product, Right Place,
Right Time at the Right Cost”

Supply Chain Insights LLC Copyright © 2014, p. 11
Agenda
 Study Overview
 Talent Status & Issues
 Talent Solutions
 Talent Recruitment & Training

Supply Chain Insights LLC Copyright © 2014, p. 12
46% Consider Supply Chain Talent to Be
One of Their Top 3 Elements of Business Pain

Supply Chain Insights LLC Copyright © 2014, p. 13
Two in Five Report Their Company Is Worse Than Its
Peers at Managing Supply Chain Talent

Supply Chain Insights LLC Copyright © 2014, p. 14
Companies Performing Worse Than Peers Due to a
Lack of Support, Poor Staff Development
and Poor Recruiting

Supply Chain Insights LLC Copyright © 2014, p. 15
Open-Ended Responses to Why Performing Better
Than Peers on Supply Chain Talent

Supply Chain Insights LLC Copyright © 2014, p. 16
Reluctance to Embrace New Ways
Is Top Supply Chain Talent Issue Today

Supply Chain Insights LLC Copyright © 2014, p. 17
Top Talent Issues Expected in 5 Years Include
Lack of Career Path, Changing Skill Needs,
and Lack of Executive Understanding

Supply Chain Insights LLC Copyright © 2014, p. 18
Talent Improvements Expected in Embracing New Ways,
Attracting Right People, Having Key Skills

Supply Chain Insights LLC Copyright © 2014, p. 19
New Challenges to Watch for Include Retirement of
Key People, Turnover, Lack of College Skills, Finding Talent
in Emerging Countries & Talent Being Pulled Away

Supply Chain Insights LLC Copyright © 2014, p. 20
For Supply Chain Positions, Respondents Report
Averages of 15% Turnover, 13% Open Positions
and Positions Open 4.5 Months on Average

Supply Chain Insights LLC Copyright © 2014, p. 21
Over Half Report That Middle Management
Has Greatest Shortage of Supply Chain Talent

Supply Chain Insights LLC Copyright © 2014, p. 22
The Easiest Supply Chain Positions to Fill:
Customer Service and Transportation

Supply Chain Insights LLC Copyright © 2014, p. 23
Team Work and Oral Communication Are Among Both
Most Important and Top Performing

Supply Chain Insights LLC Copyright © 2014, p. 24
Greatest Gap in Entry-Level Skills vs. Importance:
Analytical, Written, and Creative Thinking

Supply Chain Insights LLC Copyright © 2014, p. 25
Greatest Opportunity for Entry-level Skills:
Analytical, Written, Oral, Creative Thinking & Relationships

Supply Chain Insights LLC Copyright © 2014, p. 26
Agenda
 Study Overview
 Talent Status & Issues
 Talent Solutions
 Talent Recruitment & Training

Supply Chain Insights LLC Copyright © 2014, p. 27
Competitive Salary, Promoting from Within, and Corporate
Image Are Among the Most Important and Best Performing
Talent Solutions

Supply Chain Insights LLC Copyright © 2014, p. 28
Training and Salary Are the
Primary Gaps in Talent Solutions

Supply Chain Insights LLC Copyright © 2014, p. 29
Greatest Opportunity to Improve Talent Solutions
Lies in Training New and Existing Employees

Supply Chain Insights LLC Copyright © 2014, p. 30
Ideas for Attracting and Retaining Talent Include
Supply Chain Support, Work Value, and Development

Supply Chain Insights LLC Copyright © 2014, p. 31
Agenda
 Study Overview
 Talent Status & Issues
 Talent Solutions
 Talent Recruitment & Training

Supply Chain Insights LLC Copyright © 2014, p. 32
Nearly One-Third Report Having a Supply Chain
Human Resources Department

Supply Chain Insights LLC Copyright © 2014, p. 33
Two-In-Five Report That Middle-Management
Supply Chain Positions Are Filled from Within

Supply Chain Insights LLC Copyright © 2014, p. 34
Personal Referrals Are the Most Common Source and
Among Best Performing for Hiring Middle-Management

Supply Chain Insights LLC Copyright © 2014, p. 35
Best Sources for Middle-Management Include
Outsourced Recruiters and Personal Referrals

Supply Chain Insights LLC Copyright © 2014, p. 36
86% Offer Employee Training, but
Only 9% Increased Their Training Budget in 2014

Supply Chain Insights LLC Copyright © 2014, p. 37
Training Budgets Increase Primarily Due to
Changing Needs, Decrease Due to Lower Revenue

Supply Chain Insights LLC Copyright © 2014, p. 38
66% Have Cross-Functional Training,
but Only 23% Have Planned Training Program

Supply Chain Insights LLC Copyright © 2014, p. 39
Procurement Is Among Cross-Training
That Is Both Most Needed and Most Offered

Supply Chain Insights LLC Copyright © 2014, p. 40
Greatest Gaps in Cross-Training Are Reported in
Strategy and Sales

Supply Chain Insights LLC Copyright © 2014, p. 41
Greatest Cross-Training Opportunities Lie in
Sales and Strategy

Supply Chain Insights LLC Copyright © 2014, p. 42
Primary Benefits to Hiring In-Country Include
Operations, Cultural Knowledge and Language Skills

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Executive Overview Today data is everywhere: but, nowhere. The world’s per capita capacity to store information has doubled every 40 months since the 1980s; and as of 2012, every day globally, 2.5 exabytes of data are created . As a result, social and customer data piles on the doorstep of the corporation, and operational data sits in the creases and cracks between functions. While many companies invested in data warehouse technologies and advanced applications for optimization, a common complaint in qualitative interviews with business leaders is “I cannot get to my data.” One business leader likened it to a Hotel California where, “The data checks into the system, but does not check out.” In most companies with heterogeneous information technology landscapes, simple reporting is still a major problem. In the face of growing data, companies struggle with the basics. The question is, “Why pursue a big data and analytics strategy if the company cannot do basis reporting?” No doubt about it, the current state of analytics is a barrier to building supply chain excellence. It is hard to have a data-driven discussion if you can’t get access to data.

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Conquering the Supply Chain Effective Frontier - A Handbook for the Value Chain Leader to Manage Trade-offs in Defining Supply Chain Excellence Supply chain practices are nearing their third decade of maturation. The term supply chain excellence is bandied about by leaders, consultants and technology providers, but there is no alignment on what it means. Conventional systems of measurement for supply chain excellence are problematic. In this report, we share insights gained during interviews with 75 supply chain pioneers. Based on their feedback we created a new framework, that we define here as the Supply Chain Effective Frontier, for supply chain leaders to use to determine supply chain excellence. This methodology is based on publicly available financial balance sheet data grouped into four sets of supply chain ratios: growth, profitability, cycle, and complexity. We believe that supply chain excellence is best defined as the alignment of the supply chain team to deliver results to meet and exceed the requirements of the business strategy. This requires a clear vision and cross-functional coordination and alignment over a multi-year road map. It needs to be holistic. A supply chain is a complex system with increasing business complexity. The analysis needs to facilitate a clear understanding of trade-offs embedded in day-to-day decision making. It is this clarity that we find missing in many teams that we work with, and it is for this reason we wrote this report.

Conquering the Supply Chain Effective Frontier

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

The Supply Chain Index: Evaluating the Healthcare Value Network

The Supply Chain Index: Evaluating the Healthcare Value Network

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How Do We Heal the Healthcare Value Chain? Over the last decade, as shown in figure 1, the hospital supply chain has been one of the few that has improved operating margin, reduced inventory and improved revenue/employee. In contrast, the manufacturing suppliers to the hospital organization have grown inventories and struggled to preserve margins. Across the value chain from the patient to the raw material suppliers, total inventories have grown and costs have escalated. With pending regulations, hospitals are being forced to rethink processes, redefine value and work more holistically to improve sourcing practices. The suppliers to the hospital systems are having to rethink their systems to rethink the customer (from selling to the physician to selling to a more formal buying organization based on patient outcomes) and adapt to the new processes within the hospital for value analysis. Supply chain processes within the hospitals have matured. Hospitals have made more progress on improving cash-to-cash cycles than their upstream manufacturing trading partners. They have reduced inventories and attempted to work with suppliers. As shown in figure 2, it is notable to see that this industry is one of the few where downstream trading partners have actually improved payable terms for their suppliers. The future lies before the healthcare provider. As the provider of patient care, they have the greatest potential to lead in the healthcare value chain’s redesign to improve value. They have come a long way, but the changes have been incremental. They have focused primarily on traditional sourcing techniques; not a redesign of the healthcare value chain from the outside in, and the redefinition of complex and antiquated processes.

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

The Global Supply Chain Ups the Ante for Risk Management

The Global Supply Chain Ups the Ante for Risk Management

The Global Supply Chain Ups the Ante for Risk Management

Packaging Artwork: An Important Value Chain Process-17 SEP 2012

Packaging Artwork: An Important Value Chain Process-17 SEP 2012

Packaging Artwork: An Important Value Chain Process-17 SEP 2012

For the supply chain leader, Big Data is a new concept. It is not one that is currently well understood. It will be overhyped and overpromised before the concepts reach mainstream adoption. However, it is here to stay. The goal of this report is to better educate and prepare the supply chain leader for this change. In this report, we define the concepts and share insights to help leaders better understand how Big Data concepts can help solve problems in today’s supply chain.

Big Data Report - 16 JULY 2012

Big Data Report - 16 JULY 2012

Big Data Report - 16 JULY 2012

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

S&OP 2015 Preliminary Summary Charts

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• Report Details: The research for this report was conducted via an online survey from February 20 - March 20, 2017. Surveys were conducted among all those working in or studying the supply chain industry -- including business, academia, and students (n=386). • Objective: To understand the generational differences among supply chain professionals in terms of what's important, where the gaps are, and satisfaction with their supply chain careers. • Highlight: While 70% of supply chain employees are satisfied with their careers, there are notable differences by generation in terms of job, satisfaction and what matters in their careers. For example, Generation X and Millennials want more work-life balance, fewer hours, and greater flexibility to work from home compared to Baby Boomers. In additional, Millennials are seeking more coaching and on-the-job training, suggesting an opportunity for employers seeking to recruit top talent. Check out the full report for more details, insights, and recommendations.

Supply Chain Talent Study - MARCH 2017 - Preliminary Summary Charts

Supply Chain Talent Study - MARCH 2017 - Preliminary Summary Charts

Supply Chain Talent Study - MARCH 2017 - Preliminary Summary Charts

Executive Summary: Current State of Food and Beverage Industries Over the last decade, consumer confidence in the food and beverage industry supply chains has waned. Shopper distrust is high; and as a result, growth in many categories like carbonated beverages and cereals declined. While these two industries have similarities, there are different underlying dynamics in business drivers. The potential of the food supply chain is different than that of beverage. As a result, in this report, we share information on the two industries separately. For both industries, the last decade was a tough market. Despite attempts to stimulate demand through trade programs, new product launch, and product expansion into new continents, growth declined. In 2003-2006, growth in the food industry was 7% while in 2011-2014, year-over growth was 4%. In parallel, in 2003-2006, growth in the beverage industry was 22%; yet, in 2011-2014, it was 7%. As growth declined, supply chain maturity mattered more than ever. Most companies were not equal to the challenge. Traditional marketing tactics are not as effective in these two industries as they were a decade ago. To try to stimulate growth, 33% new items were introduced into the retail chain from these two industries. This rise in complexity reduced the effectiveness of the supply chain at a time of declining volumes. In Table 4, we profile the results in the food industry, while in Table 5 we portray the trends in the beverage industry. In both industries, operating margin declined despite improved productivity in revenue per employee. In parallel, despite multiple investments in technologies, inventory turns declined in the food industry. Companies were unable to balance metrics in times of declining volumes. The reason? Rising commodity costs and the slow development of supply chain skills. Companies that did the best in driving improvement in key metrics in times of declining volumes have seven characteristics: core competency in network design; strong capabilities in transportation management; a focus on inventory management; use of more advanced forms of supply chain planning; balance and understanding of the trade-offs of volume, price and mix; use of channel data; and continuity of leadership. Table 4. Progress on the Effective Frontier for Food Companies Table 5. Progress on the Effective Frontier for Beverage Companies When we compiled the Supply Chains to Admire Report in August 2014, two food and beverage companies—General Mills and ABInBev—made the list. To make the list, a company had to deliver performance (posting above-average results for the period of 2009-2013 when compared to their peer group on a portfolio of metrics including operating margin, inventory turns and Return on Invested Capital). They also had to drive supply chain improvement (based on the Supply Chain Index as defined in the Research Methodology section) faster than their peer group. We believe b

Supply Chain Metrics That Matter: A Focus on Food and Beverage Companies - 2015

Supply Chain Metrics That Matter: A Focus on Food and Beverage Companies - 2015

Supply Chain Metrics That Matter: A Focus on Food and Beverage Companies - 2015

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EDI: Workhorse of the Value Chain - 10 FEB 2014

EDI: Workhorse of the Value Chain - 10 FEB 2014

Passing the Baton: Insights on Supply Chain Talent

Passing the Baton: Insights on Supply Chain Talent

Passing the Baton: Insights on Supply Chain Talent

Supply chain excellence_Dan Hansen

Supply chain excellence_Dan Hansen

Supply chain excellence_Dan Hansen

Supply Chain Metrics That Matter: A Focus on Medical Device Companies – 2016

Supply Chain Metrics That Matter: A Focus on Medical Device Companies – 2016

Supply Chain Metrics That Matter: A Focus on Medical Device Companies – 2016

Conquering the Supply Chain Effective Frontier

Conquering the Supply Chain Effective Frontier

Conquering the Supply Chain Effective Frontier

Supply Chain Visibility in Business Networks - Summary Charts - 11 MAR 2014

Supply Chain Visibility in Business Networks - Summary Charts - 11 MAR 2014

Supply Chain Visibility in Business Networks - Summary Charts - 11 MAR 2014

The Supply Chain Index: Evaluating the Healthcare Value Network

The Supply Chain Index: Evaluating the Healthcare Value Network

The Supply Chain Index: Evaluating the Healthcare Value Network

Healthcare Study - Feb-Apr 2013 - Healthcare Provider Summary Charts

Healthcare Study - Feb-Apr 2013 - Healthcare Provider Summary Charts

Healthcare Study - Feb-Apr 2013 - Healthcare Provider Summary Charts

The Global Supply Chain Ups the Ante for Risk Management

The Global Supply Chain Ups the Ante for Risk Management

The Global Supply Chain Ups the Ante for Risk Management

Packaging Artwork: An Important Value Chain Process-17 SEP 2012

Packaging Artwork: An Important Value Chain Process-17 SEP 2012

Packaging Artwork: An Important Value Chain Process-17 SEP 2012

Big Data Report - 16 JULY 2012

Big Data Report - 16 JULY 2012

Big Data Report - 16 JULY 2012

S&OP 2015 Preliminary Summary Charts

S&OP 2015 Preliminary Summary Charts

S&OP 2015 Preliminary Summary Charts

Supply Chain Talent Study - MARCH 2017 - Preliminary Summary Charts

Supply Chain Talent Study - MARCH 2017 - Preliminary Summary Charts

Supply Chain Talent Study - MARCH 2017 - Preliminary Summary Charts

Supply Chain Metrics That Matter: A Focus on Food and Beverage Companies - 2015

Supply Chain Metrics That Matter: A Focus on Food and Beverage Companies - 2015

Supply Chain Metrics That Matter: A Focus on Food and Beverage Companies - 2015

Similar to 2014 Talent Study - Summary Charts - 18 AUG 2014

Executive Overview Retail scorecards are now more than a decade old. The companies in this study had an average of more than five years of experience using retail scorecards. Buyers and suppliers now manage multiple scorecards simultaneously (in the same relationship) in trading partner communications. The most common scorecards are focused in the areas of supply chain. As with any relationship, there is always a carrot and a stick. A carrot, or an incentive to do better, is a positive reward system given to affirm good behavior; while a stick is a punitive action for an unwanted behavior. Today, in the administration of retail scorecards, they are more focused on deductions and the withholding of payment. The primary value of the retail scorecard is the improvement of on-time and in-full shipments. Both parties have the opportunity to use the scorecard to improve assortment and reduce total costs. Today, these opportunities are aspirational. Here we share the insights from the study and end with recommendations for both trading partners.

Retail Scorecards Study 2014 - Summary Charts

Retail Scorecards Study 2014 - Summary Charts

Retail Scorecards Study 2014 - Summary Charts

Executive Summary Today, the performance of an organization hinges more than ever on the effectiveness of flows between, and amongst, trading partners. It is not easy. The supply chain is not linear, and the relationships extend across geographic borders and industry sectors. Outsourcing relationships have grown in the last decade; however, the automation of these networks has not kept pace. In the words of one respondent interviewed for this report in a facilitated workshop to review the data, “Today, we connect trading partners through spreadsheets, email, phone and fax. It is antiquated. I liken it to baling wire, chewing gum and duct tape. I need solutions that can synchronize and harmonize data across trading partners in real-time. My operating committee does not think that it is sexy to invest in B2B solutions, but it is needed. Today, it is almost impossible for us to understand the manufacturing status of purchase orders, and have accurate information readily on supply chain visibility of in-transit shipments. As a result, we make the wrong decisions, and have unnecessary wait times to get information.” These comments echo the findings in this study. Respondents operate value networks, but they struggle to get to the data they need. The outsourcing of logistics is greater than manufacturing. Eighty-one percent of companies outsource logistics. The volume of outsourced logistics is 48% on average. In contrast, 66% of companies outsource manufacturing. The outsourced volume manufacturing volume varies, but averages 15%. While the networks are complex, and the goals are many, progress is hard to track. This leads many supply chain leaders to ask, “What is the current state? What is the opportunity?” Answering these questions is the goal of this report. Let’s start with the current state. As seen in Figure 2, the average respondent in this report believes that the supply chain today is more controlled and global than compared to two years ago. While they have made improvements in agility and proactivity, there is much more left to do. The largest challenges are in the use of outside-in data to improve channel sensing and reduce risk. While the supply chain today has made progress in transactional efficiency, companies are less competent at sensing opportunities and mitigating risks.

State of Business Networks in Process Industries 2014 - Summary Charts

State of Business Networks in Process Industries 2014 - Summary Charts

State of Business Networks in Process Industries 2014 - Summary Charts

Talent 2014 Webinar

Talent 2014 Webinar

Talent 2014 Webinar

• Report Details: The research for this report was conducted via an online survey from February 20 - March 20, 2017. Surveys were conducted among all those working in or studying the supply chain industry -- including business, academia, and students (n=386). • Objective: To understand the generational differences among supply chain professionals in terms of what's important, where the gaps are, and satisfaction with their supply chain careers. • Highlight: While 70% of supply chain employees are satisfied with their careers, there are notable differences by generation in terms of job, satisfaction and what matters in their careers. For example, Generation X and Millennials want more work-life balance, fewer hours, and greater flexibility to work from home compared to Baby Boomers. In additional, Millennials are seeking more coaching and on-the-job training, suggesting an opportunity for employers seeking to recruit top talent. Check out the full report for more details, insights, and recommendations.

Supply Chain Talent Study - July 2017 - FINAL Summary Charts

Supply Chain Talent Study - July 2017 - FINAL Summary Charts

Supply Chain Talent Study - July 2017 - FINAL Summary Charts

Organizational Alignment Study-Summary Charts-May 2013

Organizational Alignment Study-Summary Charts-May 2013

Organizational Alignment Study-Summary Charts-May 2013

Market Trends Study | OPTIMUS 2015 Atlanta

Market Trends Study | OPTIMUS 2015 Atlanta

Market Trends Study | OPTIMUS 2015 Atlanta

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

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

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

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

When we think about ‘outsourcing’ we think about losing jobs, losing control of our internal protocols, or increasing costs in exchange for solving problems we cannot solve. The reality is that RPO partners provide valuable subject-matter-expertise that helps keep your organization at the cutting edge of how the sands of the workforce are shifting. In this 30-presentation, Zach Chertok, principal industry analyst for the human capital management practice at Aberdeen, and Lamees Abourahma, President of the Recruitment Process Outsourcing Association talk more in depth about the benefits of working with an RPO partner as an extension of your internal talent acquisition efforts. You will hear about the key trends and findings we are seeing as we determine and analyze the practices that Best-in-Class companies are using to achieve their results.

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Rpoa aberdeen webinar final

Rpoa aberdeen webinar final

Recruitment Process Outsourcing Association

Webinar slides healthcare versus2

Webinar slides healthcare versus2

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Report Details: The research for this report was conducted via an online survey from January 16 – April 3, 2017. Surveys were conducted among a mix of manufacturers, retailers, and wholesalers/distributors/co-operatives (n=56). Objective: To understand the role of supply chain finance in determining supply chain strategy and gaining competitive advantage towards supply chain excellence. Highlight: Managing costs is a struggle for most companies. While 88% of companies have implemented Enterprise Resource Planning (ERP), the hard work of process evolution and maturity continues. In this report we share the current state of supply chains in managing costs, and then take a look at the processes and organizational design factors to evaluate the impact on cost management.

Supply Chain Finance study - 25 APR 2017 summary charts

Supply Chain Finance study - 25 APR 2017 summary charts

Supply Chain Finance study - 25 APR 2017 summary charts

LinkedIn India recruiting trends for 2015!

LinkedIn India recruiting trends for 2015!

LinkedIn India recruiting trends for 2015!

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GlobalRecruiting Trend 2016

GlobalRecruiting Trend 2016

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Global Recruiting Trends 2016

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Tendance de recrutement 2016

Tendance de recrutement 2016

Tendance de recrutement 2016

Nacime Bensizerara

To truly influence business decisions, you need to understand where the industry is going. This 5th annual report uncovers worldwide recruiting trends that will move your organization forward, and help position you as a strategic business partner. What’s more interesting is a renewed emphasis on relationships, which is a critical factor in talent acquisition. Learn how this theme ties into the top priorities, upcoming challenges and opportunities ahead in 2016 and beyond.

Global Recruiting Trends 2016

Global Recruiting Trends 2016

Global Recruiting Trends 2016

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GRT16_GlobalRecruiting_100815

GRT16_GlobalRecruiting_100815

Global Recruiting Trend for 2016

Global Recruiting Trend for 2016

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To truly influence business decisions, you need to understand where the industry is going. This 5th annual report uncovers worldwide recruiting trends that will move your organization forward, and help position you as a strategic business partner. What’s more interesting is a renewed emphasis on relationships, which is a critical factor in talent acquisition. Learn how this theme ties into the top priorities, upcoming challenges and opportunities ahead in 2016 and beyond.

Global recruiting trends 2016 by LinkedIn

Global recruiting trends 2016 by LinkedIn

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Supply Chain Talent Study - July 2017 - FINAL Summary Charts

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Market Trends Study | OPTIMUS 2015 Atlanta

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

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

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

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2014 Talent Study - Summary Charts - 18 AUG 2014

1. Supply Chain Insights LLC Copyright © 2014, p. 1 Supply Chain Talent Study Summary Charts June-August 2014

2. Supply Chain Insights LLC Copyright © 2014, p. 2 Agenda  Study Overview  Talent Status & Issues  Talent Solutions  Talent Recruitment & Training

3. Supply Chain Insights LLC Copyright © 2014, p. 3 Study Overview

4. Supply Chain Insights LLC Copyright © 2014, p. 4 Most Companies Are Manufacturers; Companies Have an Average of 14K Employees

5. Supply Chain Insights LLC Copyright © 2014, p. 5 Half of Respondents Work in a Process Industry

6. Supply Chain Insights LLC Copyright © 2014, p. 6 Respondents Are Primarily in a Supply Chain Role, Have 14 Years in Supply Chain on Average and 43% Are Director or Above

7. Supply Chain Insights LLC Copyright © 2014, p. 7 Respondents Are Primarily Based in the US or Canada

8. Supply Chain Insights LLC Copyright © 2014, p. 8 Most Have a Supply Chain Organization, for 12 Years on Average

9. Supply Chain Insights LLC Copyright © 2014, p. 9 President or COO Is Most Common Supply Chain Leader

10. Supply Chain Insights LLC Copyright © 2014, p. 10 Most Common Definition of Supply Chain Excellence Is “Right Product, Right Place, Right Time at the Right Cost”

11. Supply Chain Insights LLC Copyright © 2014, p. 11 Agenda  Study Overview  Talent Status & Issues  Talent Solutions  Talent Recruitment & Training

12. Supply Chain Insights LLC Copyright © 2014, p. 12 46% Consider Supply Chain Talent to Be One of Their Top 3 Elements of Business Pain

13. Supply Chain Insights LLC Copyright © 2014, p. 13 Two in Five Report Their Company Is Worse Than Its Peers at Managing Supply Chain Talent

14. Supply Chain Insights LLC Copyright © 2014, p. 14 Companies Performing Worse Than Peers Due to a Lack of Support, Poor Staff Development and Poor Recruiting

15. Supply Chain Insights LLC Copyright © 2014, p. 15 Open-Ended Responses to Why Performing Better Than Peers on Supply Chain Talent

16. Supply Chain Insights LLC Copyright © 2014, p. 16 Reluctance to Embrace New Ways Is Top Supply Chain Talent Issue Today

17. Supply Chain Insights LLC Copyright © 2014, p. 17 Top Talent Issues Expected in 5 Years Include Lack of Career Path, Changing Skill Needs, and Lack of Executive Understanding

18. Supply Chain Insights LLC Copyright © 2014, p. 18 Talent Improvements Expected in Embracing New Ways, Attracting Right People, Having Key Skills

19. Supply Chain Insights LLC Copyright © 2014, p. 19 New Challenges to Watch for Include Retirement of Key People, Turnover, Lack of College Skills, Finding Talent in Emerging Countries & Talent Being Pulled Away

20. Supply Chain Insights LLC Copyright © 2014, p. 20 For Supply Chain Positions, Respondents Report Averages of 15% Turnover, 13% Open Positions and Positions Open 4.5 Months on Average

21. Supply Chain Insights LLC Copyright © 2014, p. 21 Over Half Report That Middle Management Has Greatest Shortage of Supply Chain Talent

22. Supply Chain Insights LLC Copyright © 2014, p. 22 The Easiest Supply Chain Positions to Fill: Customer Service and Transportation

23. Supply Chain Insights LLC Copyright © 2014, p. 23 Team Work and Oral Communication Are Among Both Most Important and Top Performing

24. Supply Chain Insights LLC Copyright © 2014, p. 24 Greatest Gap in Entry-Level Skills vs. Importance: Analytical, Written, and Creative Thinking

25. Supply Chain Insights LLC Copyright © 2014, p. 25 Greatest Opportunity for Entry-level Skills: Analytical, Written, Oral, Creative Thinking & Relationships

26. Supply Chain Insights LLC Copyright © 2014, p. 26 Agenda  Study Overview  Talent Status & Issues  Talent Solutions  Talent Recruitment & Training

27. Supply Chain Insights LLC Copyright © 2014, p. 27 Competitive Salary, Promoting from Within, and Corporate Image Are Among the Most Important and Best Performing Talent Solutions

28. Supply Chain Insights LLC Copyright © 2014, p. 28 Training and Salary Are the Primary Gaps in Talent Solutions

29. Supply Chain Insights LLC Copyright © 2014, p. 29 Greatest Opportunity to Improve Talent Solutions Lies in Training New and Existing Employees

30. Supply Chain Insights LLC Copyright © 2014, p. 30 Ideas for Attracting and Retaining Talent Include Supply Chain Support, Work Value, and Development

31. Supply Chain Insights LLC Copyright © 2014, p. 31 Agenda  Study Overview  Talent Status & Issues  Talent Solutions  Talent Recruitment & Training

32. Supply Chain Insights LLC Copyright © 2014, p. 32 Nearly One-Third Report Having a Supply Chain Human Resources Department

33. Supply Chain Insights LLC Copyright © 2014, p. 33 Two-In-Five Report That Middle-Management Supply Chain Positions Are Filled from Within

34. Supply Chain Insights LLC Copyright © 2014, p. 34 Personal Referrals Are the Most Common Source and Among Best Performing for Hiring Middle-Management

35. Supply Chain Insights LLC Copyright © 2014, p. 35 Best Sources for Middle-Management Include Outsourced Recruiters and Personal Referrals

36. Supply Chain Insights LLC Copyright © 2014, p. 36 86% Offer Employee Training, but Only 9% Increased Their Training Budget in 2014

37. Supply Chain Insights LLC Copyright © 2014, p. 37 Training Budgets Increase Primarily Due to Changing Needs, Decrease Due to Lower Revenue

38. Supply Chain Insights LLC Copyright © 2014, p. 38 66% Have Cross-Functional Training, but Only 23% Have Planned Training Program

39. Supply Chain Insights LLC Copyright © 2014, p. 39 Procurement Is Among Cross-Training That Is Both Most Needed and Most Offered

40. Supply Chain Insights LLC Copyright © 2014, p. 40 Greatest Gaps in Cross-Training Are Reported in Strategy and Sales

41. Supply Chain Insights LLC Copyright © 2014, p. 41 Greatest Cross-Training Opportunities Lie in Sales and Strategy

42. Supply Chain Insights LLC Copyright © 2014, p. 42 Primary Benefits to Hiring In-Country Include Operations, Cultural Knowledge and Language Skills