Elevate with Intelligent Supply Chain | SlideShare | Accenture

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

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.

A new urgency has emerged to …
Flex
with fluctuating
demand
Redefine
resilience
Ground
every decision in
customer needs and
environmental and
social responsibility

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.

Our research and experience reveals there are
four levels of maturity:
Operations on the move
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%

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

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.

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.

03
02
01
Know how
to leapfrog
maturity levels
Know the
key steps
Know the
ultimate goal
Three ways to become future-ready:

Copyright © 2021 Accenture. All rights reserved.
Know the
ultimate goal
Think big with strategy at the
forefront
Collaborate across business
and technology
01
10

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
Create a cohesive
strategy

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

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.

Know the
key steps
Automate at scale to
augment human talent
Create a “digital data thread”
Scale cloud investments
02
14

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%
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.

61%
of supply chain leaders say that
their organizations’ operating
model is designed based on
data rather than on experience
and intuition.
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

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

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.

Know how
to leapfrog
maturity levels
Build ecosystem relationships
03
19

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%
that they can only operate
in the short term without
multiparty systems.
Build ecosystem
relationships

03 Know how to leapfrog maturity levels
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.

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

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:

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.

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.
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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
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understanding of our clients’ industries,
our team of 300 researchers and analysts
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About Oxford Economics
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forecasting and quantitative analysis.
Our worldwide client base comprises
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