Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.

Elevate Every Decision with Intelligent Supply Chain Operations

Accenture's research shows how supply chain leaders need a digital-powered, data-driven operating model to increase their operational maturity levels. Read more.

  • Soyez le premier à commenter

  • Soyez le premier à aimer ceci

Elevate Every Decision with Intelligent Supply Chain Operations

  1. 1. From insights to action, the path to extraordinary value starts here. Elevate every decision with intelligent supply chain operations Fast-track to future-ready performance
  2. 2. Intelligent Operations | Supply Chain View of supply chain leaders say the pandemic was their greatest stress test. The pandemic exposed how much the supply chain can make or break a company’s success Copyright © 2021 Accenture. All rights reserved. 2 81% Hidden vulnerabilities were revealed that put Chief Supply Chain Officers (CSCOs) at the forefront of change – expanding their focus beyond cost management.
  3. 3. Intelligent Operations | Supply Chain View A new urgency has emerged to … Flex with fluctuating demand Redefine resilience Ground every decision in customer needs and environmental and social responsibility
  4. 4. Intelligent Operations | Supply Chain View Copyright © 2021 Accenture. All rights reserved. 4 Poor visibility across the value chain and resource, technology and funding constraints are limiting supply chain leaders’ ability to deliver on their new mandate. Focusing on operations maturity can help overcome these challenges. Intelligent Operations | Supply Chain View
  5. 5. Intelligent Operations | Supply Chain View Our research and experience reveals there are four levels of maturity: Operations on the move Copyright © 2021 Accenture. All rights reserved. 5 Each level is grounded in and enabled by progressively more sophisticated technology, talent, processes and data insights. Predictive Stable Future-ready Efficient of supply chain leaders report a high level of maturity as their current state; we call them future-ready. 4% of supply chain leaders expect to be future-ready by 2023. 34%
  6. 6. Intelligent Operations | Supply Chain View 1.7x higher efficiency levels for future- ready organizations.1 More efficient Advantages of being future-ready 2.8x boost in corporate profitability for future- ready organizations.1 More profitable 1 Future-ready organizations exhibited 6.4 pp higher profitability and 13.1 percent greater efficiency, on average Source: Accenture Research and Oxford Economics Intelligent Operations Survey, 2020 Intelligent Operations | Supply Chain View
  7. 7. Intelligent Operations | Supply Chain View Eight characteristics that measure operational maturity 70% 69% 69% 69% 65% 65% 63% 56% 54% 57% 62% 58% 66% 65% 63% 66% Business-technology collaboration Agile workforce Data Analytics Leading practices Automation Stakeholder experience AI Currently in wide use (Supply Chain Leaders) Currently in wide use (All Leaders) Supply Chain leaders are confident that their organizations are widely using all eight characteristics today.
  8. 8. Intelligent Operations | Supply Chain View Copyright © 2021 Accenture. All rights reserved. 8 Intelligent Operations | Supply Chain View If leaders believe their organizations are doing so well, why do only 4% think they are future-ready? The answer comes down to scale. Future-ready organizations move past wide use and scale the eight characteristics.
  9. 9. Intelligent Operations | Supply Chain View 03 02 01 Know how to leapfrog maturity levels Know the key steps Know the ultimate goal Three ways to become future-ready:
  10. 10. Copyright © 2021 Accenture. All rights reserved. Intelligent Operations | Supply Chain View Know the ultimate goal Think big with strategy at the forefront Collaborate across business and technology 01 10
  11. 11. Intelligent Operations | Supply Chain View Make relevancy, resiliency and responsibility the North Star to drive value at the “seams” and bridge the silos to deliver value beyond cost savings. 01 Know the ultimate goal Copyright © 2021 Accenture. All rights reserved. 11 Create a cohesive strategy
  12. 12. Intelligent Operations | Supply Chain View 01 Know the ultimate goal 10% of supply chain leaders say this collaboration is happening at scale today. Yet by 2023, half expect to see business and technology collaboration at scale. JUST Breakthrough the barriers by improving supply chain leaders’ technology quotient (TQ) and developing their CIO relationships. Focus on business- technology collaboration
  13. 13. Intelligent Operations | Supply Chain View Copyright © 2021 Accenture. All rights reserved. 13 01 Know the ultimate goal Intelligent Operations | Supply Chain View Building the strategy around customers A North American retailer’s promotional business is worth $9 billion a year—so getting inventory allocation right really matters. By advancing its supply chain operations maturity to future-ready, it can better predict the level of demand for items on promotion, ensuring that as many customers as possible can benefit. The new operating model is helping the retailer: • Achieve 98% in-store fill rate • Reduce inventory by 30% • Increase productivity by 33% Streamlined operations and improved performance, means the company can focus on what it does best: delighting its customers every time they visit its stores.
  14. 14. Copyright © 2021 Accenture. All rights reserved. Intelligent Operations | Supply Chain View Know the key steps Automate at scale to augment human talent Create a “digital data thread” Scale cloud investments 02 14
  15. 15. Intelligent Operations | Supply Chain View 02 Know the key steps There has been a 4X increase in automation over the past three years. Automation increases efficiency, reduces manual tasks and frees up talent for critical customer centric and value-added activities. Automate at scale to augment human talent 38% of supply chain leaders say that their organization’s non- technical workforce is ready to leverage the technology tools that they are given. ONLY Which means leaders need to equip their people to make the most of the technology tools.
  16. 16. Intelligent Operations | Supply Chain View 61% of supply chain leaders say that their organizations’ operating model is designed based on data rather than on experience and intuition. 02 Know the key steps Use digital technologies and powerful analytics to enable access to data on every supply chain transaction—from where the raw materials are sourced to when an order lands on the customer's front porch. These new data-driven insights help organizations be more predictive, targeted and agile—viewing every decision through the lens of relevancy, resiliency and responsibility. Create a “digital data thread” across the value chain
  17. 17. Intelligent Operations | Supply Chain View 02 Know the key steps A cloud-first approach is a key tenet of digital supply chain transformation. It enables leaders to manage service levels and cost, build in resiliency, and create responsible operations. Scale cloud investments 5.9% or nearly 60 million tons of CO2 globally per year. Using public cloud decreases IT emissions by
  18. 18. Intelligent Operations | Supply Chain View Copyright © 2021 Accenture. All rights reserved. 18 Automating to support innovation and growth Following a period of extremely rapid organic growth, a leading semi-conductor company found its manual supply chain processes weren’t keeping pace. To meet evolving customer expectations, the company needed to shorten lead times, especially for spare parts. By moving to an intelligent supply chain operating model, that integrates data, digital technologies and talent, the company transformed its spare parts planning process—making planning more predictable while mitigating the risk of stockouts. Now with 75% of the repetitive spare parts planning processes automated, the company has added US $3M to the bottom line, increased efficiency and freed up teams to refocus on critical activities: creating innovative products. 02 Know the key steps Intelligent Operations | Supply Chain View
  19. 19. Copyright © 2021 Accenture. All rights reserved. Intelligent Operations | Supply Chain View Know how to leapfrog maturity levels Build ecosystem relationships 03 19
  20. 20. Intelligent Operations | Supply Chain View 03 Know how to leapfrog maturity levels Ecosystem partners are crucial for supply chain leaders to break through technology barriers and gain access to talent. These relationships make it possible to achieve leading capabilities at speed and scale and to extend innovation. For example, tapping into multiparty systems that enable shared data infrastructure between individuals and organizations, enable supply chain leaders to drive efficiency and build new business and revenue models. 62% of supply chain leaders say that they can only operate in the short term without multiparty systems. Build ecosystem relationships
  21. 21. Intelligent Operations | Supply Chain View Copyright © 2021 Accenture. All rights reserved. 21 03 Know how to leapfrog maturity levels Intelligent Operations | Supply Chain View Taking logistics operations to the next level A global chemical industry manufacturer needed to transform its decentralized and fragmented logistics operations to help it fulfill over one million orders in more than 20 countries annually. To save an estimated US $93.8M, the company is working with an ecosystem partner on a 5-year plan that revamps supply chain processes and leverages a new data-driven transport management system based on an intelligent operating model. This new model is helping the company move faster and be more responsive to its customers’ needs. Data and analytics are offering greater visibility into its transformation carriers’ performance—allowing it to benchmark and renegotiate rates that minimize delivery costs and save time.
  22. 22. Intelligent Operations | Supply Chain View Copyright © 2021 Accenture. All rights reserved. 22 The supply chain is the lifeline of every organization and the customers it serves. Although supply chain leaders will face uncharted challenges, there is a silver lining—the opportunity to create a relevant, resilient and responsible supply chain that delivers for all stakeholders. The choice to change Intelligent Operations | Supply Chain View
  23. 23. Intelligent Operations | Supply Chain View Copyright © 2021 Accenture. All rights reserved. 23 Learn more at: Accenture.com/FutureReadySupplyChain Think Scale Enhance Foster Build big and go beyond incremental change to capture value at the "seams" in siloed supply chain organizations. automation and analytics, AI and integrated solutions with leading practices to drive the full benefits of obtaining and cleansing diverse supply chain data. intuition with the highest-quality, diverse data and integrate structured as well as unstructured data to drive superior supply chain outcomes. a specialized human + machine workforce to strike the optimal balance between people and technology in operating the supply chain. complementary third-party and ecosystem relationships to continually innovate across the supply chain. Now is the time to make your move to intelligent operations. Here’s how: Intelligent Operations | Supply Chain View
  24. 24. Intelligent Operations | Supply Chain View Appendix Four levels of operations maturity: Predictive Concentrate mostly on core process improvements and on improving quality and compliance controls. Stable Future-ready Efficient More productive, they incorporate tested methods, such as Lean Six Sigma and process standardization and deploy automation technologies. Focus on how automation can support and augment human ingenuity. They deploy technologies and leading practices with that goal in mind. See increased efficiency and profitability, improved stakeholder experiences and better business outcomes. They are more agile and resilient than others.
  25. 25. DISCLAIMER: This document is intended for general informational purposes only and does not take into account the reader’s specific circumstances, and may not reflect the most current developments. Accenture disclaims, to the fullest extent permitted by applicable law, any and all liability for the accuracy and completeness of the information in this presentation and for any acts or omissions made based on such information. Accenture does not provide legal, regulatory, audit, or tax advice. Readers are responsible for obtaining such advice from their own legal counsel or other licensed professionals. About Accenture Accenture is a global professional services company with leading capabilities in digital, cloud and security. Combining unmatched experience and specialized skills across more than 40 industries, we offer Strategy and Consulting, Interactive, Technology and Operations services—all powered by the world’s largest network of Advanced Technology and Intelligent Operations centers. Our 537,000 people deliver on the promise of technology and human ingenuity every day, serving clients in more than 120 countries. We embrace the power of change to create value and shared success for our clients, people, shareholders, partners and communities. Visit us at www.accenture.com About Accenture Research Accenture Research shapes trends and creates data-driven insights about the most pressing issues global organizations face. Combining the power of innovative research techniques with a deep understanding of our clients’ industries, our team of 300 researchers and analysts spans 20 countries and publishes hundreds of reports, articles and points of view every year. Our thought-provoking research—supported by proprietary data and partnerships with leading organizations such as MIT and Harvard— guides our innovations and allows us to transform theories and fresh ideas into real-world solutions for our clients. Visit us at www.accenture.com/research About Oxford Economics Oxford Economics is a leader in global forecasting and quantitative analysis. Our worldwide client base comprises more than 1,500 international corporations, financial institutions, government organizations, and universities. Headquartered in Oxford, with offices around the world, we employ 400 staff, including 250 economists and analysts. Our best-in-class global economic and industry models and analytical tools give us an unmatched ability to forecast external market trends and assess their economic, social and business impact. Copyright © 2021 Accenture. All rights reserved. Accenture and its logo are registered trademarks of Accenture.

    Soyez le premier à commenter

Accenture's research shows how supply chain leaders need a digital-powered, data-driven operating model to increase their operational maturity levels. Read more.

Vues

Nombre de vues

92

Sur Slideshare

0

À partir des intégrations

0

Nombre d'intégrations

52

Actions

Téléchargements

2

Partages

0

Commentaires

0

Mentions J'aime

0

×