Supply Chain Insights' Infographic Summary 2012-2015

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Infographics convey complex information in a simple format. We see that supply chains are getting increasingly complex and want to help you understand the results of our research quickly. We have created a series of infographics to help you better utilize the insights in our research to improve the performance of your supply chain. Click through the presentation below to review all our infographics and reach out to us if you have any questions on how to apply the results.

Serviceleistungen Business

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Supply Chain Insights
Infographics
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2012 Infographics

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Executive Summary Teams claim that they are building end-to-end supply chain processes; but we do not find that this is true. Despite the growing need to automate the extended supply chain, the focus of most companies is on enterprise automation. The process flows of the extended supply chain are dependent on spreadsheets and Electronic Data Interchange (EDI). It is not sufficient. Companies want better supply chain visibility. The gaps in current supply chain capabilities are large. While EDI is effective in moving transactional data, it is point to point lacking community interaction. Companies are seeking new and deeper forms of supply chain visibility through business networks. It takes many forms. It is foundational to deliver on the promise of agility. They want to be more agile and the current IT architectures are not meeting this need. High level survey findings are: • Outsourcing is a Reality. It is here to Stay. For the average company, outsourcing of manufacturing and transportation is a reality. In the study, approximately ninety percent of respondents report having some level of outsourcing. Thirty percent outsource forty percent or more of their manufacturing and fifty-five percent outsource at least forty percent of their logistics on a volume basis. • Supply Chain Visibility has Many Forms. Few are Being Delivered Well. The term supply chain visibility is a nebulous term with many meanings. There is no standard definition. In this report, we share insights on the forms of visibility and the issues with each. Visibility within the company is being addressed by current IT architectures; but B2B architectures to support emerging supply chain visibility requirements are evolving. • The Gaps in Supply Chain Visibility are Large. The Satisfaction with EDI is high. The Confidence in ERP to Close the Gap is Low. The average company with ERP has seven different ERP instances and forty-nine percent of respondents report ERP spending plays a major role in their IT budget. However, as shown in this report, the gaps for supply chain visibility are high and the confidence that ERP implementations can close the gaps is low. As a result, the extended supply chain runs on EDI and spreadsheets. In the words of one supply chain leader that we interviewed, “Today, it is much like chewing gum, bailing wire and a shoestring.” In this report, we give an overview of the current state of supply chain visibility--the different forms and the state of each-- and share insights on current levels of importance and performance. We then look critically at current efforts of IT investment/focus and give recommendations on how business users can work with IT teams to close these gaps.

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

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

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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.

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Retail Scorecards Study 2014 - Summary Charts

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How to get one of those Open Source jobs

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A case study presentation by Michael Hill on their recent global commerce rollout and a market update by Amblique. Today’s shopper assumes you know who they are, what they want, how they like to shop and that you will be able to follow, service and support them whenever and however they like. Overseas retailers, the media and even movies and TV have combined to change the expectations of today’s shoppers who are now after newness, experiences, meaningful interaction, on the spot advice and support. James Johnson will discuss the challenges that come with launching on an international scale as well as tactics to maintain a customer centric approach to online using key integrations and interactive features. Justus Wilde will explore what retailers around the globe are seeing and what is available to help retailers redefine the shopping experience wherever their customer chooses to shop.

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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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