Big data 2014 15-Summary Charts From Quantitative Study

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Lora Cecere

Summary of quantitative study on the adoption of big data concepts.

Business

Big Data Study
Summary Charts
May 2014 – January 2015

Supply Chain Insights LLC Copyright © 2015, p. 2
Agenda
 Study Overview
 Big Data Initiative
 Data Trends & Performance

Supply Chain Insights LLC Copyright © 2015, p. 3
Study Overview

Supply Chain Insights LLC Copyright © 2015, p. 4
Respondents Are Primarily Manufacturers or Retailers

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Respondents Are Spread Across Discrete,
Process, Retail and Other Industries

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Respondents Work at Companies with an
Average of 14K Employees and $3B Revenue

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Respondents Primarily Work in
Supply Chain, Sales/Marketing or IT Roles

Supply Chain Insights LLC Copyright © 2015, p. 8
The Most Common Respondent Role Is
Head of the Supply Chain Team

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Agenda
 Study Overview
 Big Data Initiative
 Data Trends & Performance

Supply Chain Insights LLC Copyright © 2015, p. 10
Most Respondents Are at Least Somewhat
Familiar with “Big Data”

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Over Half See Big Data as an OPPORTUNITY,
Especially Manufacturers, Those with Higher Revenue
and Those with a Big Data Initiative in Place

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Why Big Data Is an “Opportunity”
(Volunteered Responses)

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Why Big Data Is a “Problem”
(Volunteered Responses)

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Nearly One-Fifth Have a Big Data Initiative
and One-Quarter Plan to Have One

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Manufacturers, Those with Higher Revenue,
Those in a Discrete Industry and Those More Familiar with
Big Data Are More Likely to Have a Big Data Initiative

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Big Data Initiative Descriptions
(Volunteered Responses)

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IT Tends to Lead the Big Data Initiative,
Followed by a Multi-Discipline Team

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Top Techniques for Managing Big Data
Include Better Tools, Managed Services and
Predictive Analytics

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Top IT Systems to Benefit from Big Data
Strategies Include Demand Planning, Production Planning,
and Order Management

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Those with a Big Data Initiative Report That Production and
Demand Planning Are Most Likely to Benefit from Big Data

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Final Thoughts About Big Data
(Volunteered Responses)

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Agenda
 Study Overview
 Big Data Initiative
 Data Trends & Performance

Supply Chain Insights LLC Copyright © 2015, p. 23
Over One-Quarter See the Ability to Use Data
as Among the Top Elements of Business Pain

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Data Usage Is Bigger “Pain” for Retailers, Those with
Higher Revenue and Those Not in a Supply Chain Role

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One-Quarter Consider Big Data to be
Among the Top 3 Supply Chain Trends

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Big Data Is Seen as Bigger Trend by
Manufacturers, Those with Higher Revenue, Those with a
Big Data Initiative and Those More Familiar with Big Data

Supply Chain Insights LLC Copyright © 2015, p. 27
Product Traceability and Supply Chain Visibility
Are Most Important Types of Data

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Product Traceability and Supply Chain Visibility
Are the Best Used Types of Data

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Product Traceability and Supply Chain Visibility Have
Largest Gap in Performance Relative to Importance

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Opportunity with Types of Data Lies with
Geo-Location/Mapping, Internet of Things and Mobile Apps

Supply Chain Insights LLC Copyright © 2015, p. 31
Those with Big Data Initiative Are Better Able to
Use Over Half of the Types of Data Asked About

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Among Those with a Big Data Initiative,
Greatest Performance Gaps Are with Product Traceability
and Sentiment Data from Social Media

Supply Chain Insights LLC Copyright © 2015, p. 33
Among Those with a Big Data Initiative, Opportunity with Types
of Data Lies with Geo-Location/Mapping, Internet of Things,
Mobile Apps and Unstructured Data

Supply Chain Insights LLC Copyright © 2015, p. 34
One-Quarter of Those with a Big Data Initiative
Have a Database That Equals a Petabyte

Supply Chain Insights LLC Copyright © 2015, p. 35
12% Have a ERP Live Instance That Is 6+ Terabytes;
10% Have 11+ Unique IT Systems

Supply Chain Insights LLC Copyright © 2015, p. 36
Those with a Big Data Initiative Are More Likely to Have
Larger ERP Live Instance and More IT Systems

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Sales and Operations Planning processes are now in their fourth decade of maturity. The processes are growing more complex. Progress is slow. The infographic below shows the current state of the union of sales and operations into S&OP processes. In this world of uncertainty, good planning matters. Complexity and volatility are escalating. Improving S&OP in a systematic approach, focused on goal evolution and systemic process governance, makes a difference; but, it requires education. A barrier to improvement is the executive team not understanding the supply chain as a complex system. It is the goal of this report to help alleviate this problem.

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Executive Summary No two supply chains are alike, but supply chain leaders across all industries face common challenges. The supply chain is becoming more strategic—an engine of growth and the driver of new business models—to drive new opportunities. For supply chain leaders, it is no longer just a discussion of cost and inventory management. However, frustration abounds. Companies struggle to improve balance sheet results in the face of rising complexity and slowing growth. While all companies have improved revenue per employee, this efficiency improvement has not translated into operating margin improvements; and while cash-to-cash cycles have improved, it is not due to improvements in inventory positions. Most companies feel stuck, as if they are being held hostage by traditional supply chain practices. Table 1. Industry Progress Across the Last Decade In this report, we highlight the current state of supply chains—the supply chain organization, technologies, and process evolution—to enable supply chain leaders to take the next step in their strategy development. This report reflects the current state of supply chains, and is designed as a foundational document for supply chain leaders to build their 2015 strategies. Understanding the Supply Chain Organization Improving corporate performance is the driver of today’s supply chain organization. Increasingly, supply chain leaders are adopting new business models—ecommerce, digital business, and growth in new economies—to drive the top line. Today, for the leader, it is about more than cost management. Instead, it is about the management of a portfolio of metrics to drive corporate performance. The supply chain is a complex system, with increasing complexity, and an increasing importance of driving balance sheet results. It is not easy. Improvement is hard work, and many are stuck. When we analyze financial balance sheet performance for the period of 2000-2013, we find that nine out of ten companies are stuck at the intersection of the two critical metrics of operating margin and inventory turns. Cash flow has been improved through elongating payables, and most companies are struggling to improve inventory in the face of complexity. This is an area of frustration and disappointment for business leaders who want to leverage supply chain technologies and processes to deliver both growth opportunities along with cash and cost savings to the organization. The reason why? Today, the supply chain organization is traditional, tactical and cautious (see Figure 2). Most leaders would like to have a supply chain that is more agile and proactive. This is not possible with the current state of technologies and processes. To make the shift, companies need to reinvent the supply chain. The processes need to be redesigned outside-in with open sharing through business networks. These new forms of business networks, with many-to-many data models supported by canonical infrastructure, a

Research in Review - 2014

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Executive Summary Trust, but verify. During the recession of 2007, trust in the extended supply chain was broken. As companies throttled-back production to adjust to falling demand, many suppliers who thought that they were strategic were left “holding the bag.” Risk was pushed backwards in the supply chain violating the tenants of many strategic relationships. As a result, shipments were refused and orders canceled. Payments were delayed and trust was violated. Many supplier companies never recovered, tightening the supply of materials in discrete value chains like automotive and high-tech. As growth slowed over last five years, the supply chain focused on an agenda to reduce costs. Commodity price volatility increased and procurement pressures to reduce costs resulted in transactional buying (a focus to minimize price variance). In many companies, strategic sourcing and commodity management through category buying programs took a “back seat.” Supplier programs become more reactive. In this environment, as shown in Figure 2, supplier viability—an environment for a supplier to manage a successful business—became a pressing risk issue. Sitting four and five levels back in the value network, suppliers experienced a double-whammy—pressure to reduce price along with the lengthening of Days of Payables. Ironically, while technology in supply chain finance progressively improved to enable a quick transfer of funds across industries, Days of Payables increased 30 and 60 days. The second irony is the cost of capital. While brand owners have a lower cost of capital than their suppliers, few companies extend their brand capabilities in supply chain finance to their suppliers. While companies talk supply chain finance, squeezing suppliers is the market reality. In parallel, economic uncertainty and demand volatility increased, also putting pressure on the supplier base. While the adoption of demand-driven processes could improve supplier alignment, demand-driven process adoption is slow. Few companies are taking ownership of demand signals to their supply base. Traditional processes dominate. Companies are strongly wedded to supply-centric processes based on traditional forecasting processes using order patterns. With the lengthening of order latency, and the lengthening of the long tail of the supply chain, the synchronization of suppliers into the value network is out-of-step, creating waste and obsolescence.

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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.

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

Lora Cecere

The use of new forms of data is not an evolution. Instead, powering big data supply chains, and innovating through new forms of analytics, is a step change. New forms of data do not fit traditional architectures. Traditional supply chains were architected to use structured data with software using relational databases. The big data era will make many of the investments from the last decade obsolete. Big data offers the opportunity to redefine supply chain processes from the outside-in (from the channel back) and define the customer-centric supply chain. This is in stark contrast to the inflexible IT investments installed over the last decade to respond inside-out based on order shipments. These traditional investments in Enterprise Resource Planning (ERP), Advanced Planning Systems (APS) and traditional Business Intelligence (BI) for reporting, improved the supply chain response, but did not allow the organization to sense, shape or orchestrate outside-in. New forms of data (e.g., images, social data, sensor transmission, input from global positioning systems (GPS), the Internet of Things, and unstructured text from email, blogs and ratings and reviews) offer new opportunities. They also require new techniques and technologies. Big data offers new opportunities for the corporation to listen, test and learn, and respond faster. In this study, companies see the greatest opportunity to use big data for “demand” (to better know the customer and improve the response); however, actual investments are in “supply” not “demand.” Respondents view supply-centric projects like product traceability (involving product serialization and traceability), supply chain visibility and temperature controlled handling as important. Is big data a problem or a new market opportunity? Like the respondents of this survey, we believe that big data represents an opportunity for all. In the study, one-fourth of respondents currently have a big data initiative. However, interest is growing. Sixty-five percent have or plan to have a big data initiative in the future. Despite the hype, and the intensity of marketing rhetoric in the market, in our year-over-year studies on big data we see very little change in activity. Despite the fact that the IT group is more likely to see big data as a problem, 49% of those with a big data initiative report that it is headed by an IT leader. Big data represents a new opportunity, but seizing it requires a new form of leadership. It can ignite new business models and drive channel opportunities. However, it cannot be big data for big data itself. Instead, the initiatives need to be aligned to business objectives with a focus on small and iterative projects. It requires innovation. To move forward, companies need to embrace new technologies and redesign processes. It is not the case of stuffing new forms of data into old processes.

Big Data Handbook - 8 Juy 2013

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Big Data Survey/Handbook Summary Charts - 8 JULY 2013

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Executive Summary As growth slows, manufacturing companies struggle with rising complexity and increasing levels of demand error. The question is “Could companies decrease complexity and improve growth by building outside-in processes that are customer-centric?” We believe the answer to this question is a resounding “YES!” However, there is a problem. Across the industry there is no common definition of customer-centric supply chains. There is no clear and accepted methodology to build this core competency. As a result, most companies have forged their own paths. In this study, 80% of those surveyed have a customer-centric strategy; yet over half (54%) state that there is room for improvement to drive performance changes in their supply chain. Companies struggle to drive alignment and build constancy of purpose. The goal of this report is to fill this gap. State of the Industry Today 46% of respondents rate their supply chain as performing well on the delivery of a customer-centric supply chain strategy. The definition of a customer-centric supply chain used for this research is: one that is aligned with order management, product strategies and distribution processes to deliver/adapt to against customer segmentation strategies.

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Organizational Alignment Study-Summary Charts-May 2013

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Sales & Operations Planning - The State of the Union - 10 June 2013

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Executive Overview Growth is slowing and the complexity in today’s supply chain is unprecedented. No two centers of excellence are the same, and no two supply chains are alike. There are different drivers and obstacles to building and running a Center of Excellence. However, if done right, the organization rates itself as more aligned, proactive and agile. The high-level results from our study are shown in Figure 2. Figure 2. Centers of Excellence Infographic Based on our qualitative interviews with clients, we find that these seven drivers to build a Center of Excellence: • Increase in the Importance of Supply Chain Management. As growth slows, and the global multinational organization matures, more and more companies are interested in driving supply chain excellence. The reasons are many; but, at the top of the list is improving reliability in the face of volatility. How so? Demand volatility is increasing and supplier viability is growing more fragile. Driving reliability in global operations in the face of these challenges is fundamental to defining and executing supply chain excellence. • Building of Global Teams and the Development of Supply Chain Talent. With the shortage of students from academia, and the retirement of the first- and second-generation supply chain pioneers, more and more companies are developing and executing programs to build supply chain talent. There is a shortage of mid-management talent with pressure on planning job retention. There is a limited supply of supply chain knowledge workers: leaders that are technologically savvy, analytical problem solvers, and astute in business processes. • Continuation of Work on Enterprise Resource Planning (ERP). When companies complete a large ERP project, there is a strong impetus to get the value from the investment and ensure technology usage. The focus of the Center of Excellence often becomes an extension of the global implementation team. • Metrics and Implementation of Analytics. While the management of supply chain excellence sounds easy, it is not. The management of order-to-cash and procure-to-pay processes and the supply chain execution processes are easier because they are well-defined. Most companies struggle with the definition of planning and the use of new forms of analytics. • Network Design and the Orchestration of Flows. Most companies start on their supply chain design journey to save costs in logistics. With the increasing cost of transportation, and the fragility of freight networks, network design for transportation and logistics networks is paramount. One client likened it to “minting money.” • Testing of New Technologies. Cloud technologies. Supply chain operating networks. The Internet of Things. 3D Printing. New forms of analytics. The list of technology and process disruptors could go on and on. While most companies feel stuck in their existing, and more traditional, processes they want to understand and explore technology

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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.

Big Data and Analytics: The New Underpinning for Supply Chain Success? - 17 F...

Lora Cecere

RESEARCH OVERVIEW: Report Details: This report is the result of six months of studying the emerging supply chain analytics technology market. This report is based on qualitative research completed in the period of January-July 2016. In this research effort, we interviewed thirty-five technology analytics providers to understand their solutions. This was followed by interviews with thirty innovative supply chain leaders. To support this research and take it one step further, we augment these qualitative insights with quantitative survey analysis collected in preparation for the Supply Chain Insights Global Summit. In this research, we share insights on the importance of supply chain analytics in Supply Chain 2030 strategies. Here we share these findings. Objective: To understand the changing role of supply chain analytics in supply chain strategy. Highlight: With the changing face of supply chain analytics companies have greater opportunities to drive insights and gain competitive advantage. This report is designed to help companies bridge traditional thinking on supply chain analytics while embracing emerging technologies. Executive Summary Supply chains are drowning in data, but are low on insights. While the cost of computing memory was once a barrier to executing an analytics strategy, this is no longer the case. The largest barrier is the understanding of new forms of analytics. Historically, the term supply chain analytics was used to describe reporting. This is no longer the case. Today there are more options and capabilities for supply chain analytics. There is a proliferation of new technologies flooding the market. Ironically, despite the explosion of options as shown in Figure 1, the supply chain operating team is more conservative. It is a skewed distribution. When it comes to decision support, the number of late adopters outnumber the early adopters three to one. The lack of early adopters, the rapid rate of change, and the conventional architectural definitions (primarily focused on Enterprise Resource Planning or ERP-based architectures) are barriers to the adoption of new forms of supply chain analytics.

Putting Together the Pieces: Supply Chain Analytics - 2 SEP 2017

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Executive Overview The evolution of Electronic Data Interchange (EDI) standards and the evolution of Business-To-Business (B2B) connectivity processes are now four decades old. Most executives see the progress as slow and expensive. They are frustrated. They question the value. Companies want to power value networks. They want to connect with trading partners. They want to make the process both faster and easier. As a result, many are asking, “Does EDI use really matter? Is there value in the automation of B2B/EDI connectivity to power value networks?” Increasingly, companies are looking for the truth. This report attempts to answer these questions. Companies want to build value networks and connect with trading partners. In our work with manufacturing clients, we see that nine out of ten companies want to build a more effective end-to-end value network. There is a growing understanding that the enterprise-centric endeavors over the last decade have plateaued, and that there are significant costs and waste improvements to be had with the building of effective connectivity for the extended supply chain. However, most companies see EDI, and the exchange of documents through established protocols, as old- school processes. They are looking for “a better mousetrap.” In the last decade, many techniques evolved and they were overhyped. Early in the decade there were claims that XML was going to make EDI outdated. Similarly, the use of business portals and business networks, sometimes termed trading partner exchanges, were touted as better ways of improving trading partner connectivity. The promise was lower cost, faster onboarding, and greater partner penetration. However, today EDI is the predominate method for B2B connectivity. No company studied uses just one method for B2B connectivity. Connectivity between trading partners is usually a mix of portal, business network, and manual processes. While companies have invested in portals, trading exchanges, and automated business networks, the adoption is low. Portals are one-way communication. The use of portals is too passive and companies struggle to synchronize the many changes that occur in sales and purchase order processing through this passive form of connectivity. Likewise, the adoption of business networks in the establishment of B2B connectivity has been too slow. The networks require a mass of partners connected as a community, and this development has been too slow. Among the EDI/XML users surveyed for this report, EDI is used nearly six times more frequently in the connection of trading partners than portals, and eight times more frequently than the use of business networks (e.g., trading exchanges or specialized industry hubs). We also find that the process of sales order management is more mature, and better automated, than those of procurement. EDI/XML is the workhorse of the extended supply chain. Maturity in EDI/XML matters.

EDI: Workhorse of the Value Chain - 10 FEB 2014

Lora Cecere

Maximizing the ROI in Supply Chain Planning - Insights from Quantitative Stud...

Lora Cecere

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.

What Is the Value of a Retail Scorecard? - 21 OCT 2014

Lora Cecere

The basis of this report is publicly available information from corporate annual reports from the period of 2006-2014 for publicly-owned companies in the chemical industry. The methodology to understand supply chain performance and improvement is based on three years of data mining of supply chain financial ratios. In Table 1, we share the supply chain ratios we analyzed to understand the trends in the Supply Chain Metrics That Matter report series Table 1. Financial Ratios Considered in the Development of the Supply Chain Index While there are other measurements which we believe are important in the determination of supply chain excellence—forecast accuracy, case fill rate, carbon footprint, and inventory write-offs—we cannot find a reliable and consistent source of data for these metrics that covers all industries and the years studied. While these metrics are valuable, we find that the industry data sources are spotty and largely inaccurate due to the self-reporting of data. Without a consistent data source across the industries, we cannot include these factors even though we believe that they are important. The Supply Chain Index methodology was built on the belief that the supply chain is a complex system with increasing complexity. We believe it is the supply chain leader’s role to build and manage supply chain performance to drive year-over-year improvements which are balanced, strong and resilient. We find that most companies throw the system out of balance and are able to drive progress only on a single metric, not a metrics portfolio. To illustrate this point, in the development of the Supply Chains to Admire Report, we studied public manufacturing and retail companies for the period of 2006-2013, and we found that only 21 of the companies in the study group performed better than their peer group on the portfolio of metrics of operating margin, inventory turns and Return on Invested Capital (ROIC). In our review of the data in this report with supply chain leaders, we found that most companies are not aware of how they rate relative to their peer group, and many have driven a singular metric as opposed to a balanced portfolio. In the management of the supply chain, there are many metrics. In fact, we find that most supply chain leaders measure too many, which drives confusion. Our first goal in the research was to determine which metrics should be tracked in the portfolio analysis. To understand the relationship between supply chain performance and market capitalization, we calculated the correlation of seven years of financial ratios (based on quarterly reporting) to market capitalization (the number of outstanding shares multiplied by the share price) on a quarterly basis. The results of this study on the correlation to market capitalization are presented in Table 2. Our goal was to select a portfolio of metrics that could be meaningful to all industries.

Supply Chain Metrics That Matter - A Focus on Chemical Companies - 28 May 2015

Lora Cecere

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

Lora Cecere

Executive Overview When we ask companies to imagine the supply chain of the future, they have to start with what they have today. Most companies today are stuck, and find it hard to conceive the supply chain of the future. To free their thinking they have to learn from the past, to unlearn what they believe is a world of best practices, and establish methodologies to imagine the supply chain of the future. Changing traditional paradigms is a starting point. For most, the journey is not easy. As shown in Figure 1, the terms most commonly used to describe the supply chain today are traditional, tactical, and cautious. Today there is significant room for improvement, with only one in three supply chain leaders feeling that what they have now is working well. Most of the supply chain processes are inside-out which is a barrier to sensing demand and building demand-driven or market-driven processes. The incentive to change lies in balance sheet performance. When we analyze financial balance sheet performance for the period of 2006-2013, we find that nine out of ten companies are stuck at the intersection of the two critical metrics of operating margin and inventory turns. Publicly-held companies are unable to power improvements in both metrics for more than two consecutive years. For most, improvement has become an OR condition with companies making improvements in one of the two metrics, but not both together. This is an area of frustration and disappointment for business leaders that want to leverage supply chain technologies and processes to deliver both cash and cost savings to the organization. As growth slows, this shift is more important. In this report, we share highlights on the research gathered for our recent conference, Supply Chain Insights Global Summit.

Imagine the Supply Chain of the Future - 21 OCT 2014

Lora Cecere

Supply chain management practices are thirty years old. Over the last decade, companies have invested in technology projects to improve financial outcomes (Technology investments over this period have averaged 1.7% of revenue). The ultimate goal was to reduce costs and improve inventory management. While many supply chain leaders believe that they delivered on these metrics, we find a less persuasive story. Through analysis of publically available balance sheet and income statement data, we find that 75% of companies in process industries lost ground on margins and only 5% of companies improved their positions on the number of days of inventory. The goal of this report is to answer the question “Why?” (For more on inventory and the Cash-to-Cash Cycle, see Supply Chain Metrics That Matter: The Cash-to-Cash Cycle.) To begin our analysis, we wanted to understand the general trends. In table 1, we share the differences in average values for the companies profiled in this report by industry for the period of 2000-2011. In general, we see a decline in operating margins (OM). There is an increase in selling, general & administrative Costs (SG&A) and revenue per employee performance. The industries have mixed results on return on assets (ROA).

Supply Chain Metrics That Matter: Driving Reliability in Margins - 6 JAN 2013

Lora Cecere

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

Lora Cecere

Tendances (20)

S&OP and Agility Study- Summary Charts - May 2013

Research in Review - 2014

Improving Supplier Reliability -15 June 2016 - Report

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

Big Data Handbook - 8 Juy 2013

Big Data Survey/Handbook Summary Charts - 8 JULY 2013

Customer-Centric Study 2016 - Summary Charts

Organizational Alignment Study-Summary Charts-May 2013

Sales & Operations Planning - The State of the Union - 10 June 2013

Supply Chain Centers of Excellence Study - Summary Charts - 2014 - 2015

Big Data and Analytics: The New Underpinning for Supply Chain Success? - 17 F...

Putting Together the Pieces: Supply Chain Analytics - 2 SEP 2017

EDI: Workhorse of the Value Chain - 10 FEB 2014

Maximizing the ROI in Supply Chain Planning - Insights from Quantitative Stud...

What Is the Value of a Retail Scorecard? - 21 OCT 2014

Supply Chain Metrics That Matter - A Focus on Chemical Companies - 28 May 2015

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

Imagine the Supply Chain of the Future - 21 OCT 2014

Supply Chain Metrics That Matter: Driving Reliability in Margins - 6 JAN 2013

State of Business Networks in Process Industries 2014 - Summary Charts

Similaire à Big data 2014 15-Summary Charts From Quantitative Study

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

Lora Cecere

Race for Supply Chain 2020: Insights on S&OP and Agility

Lora Cecere

Survey Details: The research for this report was conducted from February 12 – October 8, 2015. Surveys were conducted among Manufacturers, Retailers, and Wholesalers/Distributors/Co-operatives with $250M+ in revenue and who use (and are familiar with) inventory optimization software (n=64). Respondents were evenly split between those using basic (ERP or ERP+APS) and advanced (software in addition to ERP/APS) software. All surveys were conducted by Supply Chain Insights. Objective: To understand the impact of inventory optimization software on supply chain excellence. NOTE: inventory optimization software was defined as “any form of ERP (Enterprise Resource Planning), APS (Advanced Planned Software), or sophisticated inventory planning tools.” Highlight: Companies who use advanced software are more likely to be satisfied with their software, to be effective at making inventory decisions and to drive a return on investment for their software.

What Drives Inventory Effectiveness in a Market-Driven World? Summary Charts

Lora Cecere

Inventory Optimization 2015 Preliminary Summary Charts

Lora Cecere

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.

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

Lora Cecere

Report Details: The research for this report was conducted via an online survey from October 24 – December 12, 2017. Surveys were conducted among a mix of business users (manufacturers, retailers, and wholesalers/distributors/co-operatives, n=56) and vendors (software providers, consultants, and third-party logistics providers, n=53), and others (academics, analysts, unemployed, and others, n=28). The analysis focuses primarily on users and vendors. All respondents were required to be at least a little familiar with analytics strategies. Objective: To understand current analytics strategies and where companies are investing. NOTE: analytics strategies (technologies and tactics) include the Internet of Things (IoT), cognitive computing, Hadoop, Blockchain, data visualization, text mining, data lakes, software robots, unstructured data mining, sentiment analysis, and drones, etc. Highlight: New forms of analytics offer great potential and opportunities. The greatest value will happen when companies consciously test and learn and redefine processes based on new capabilities. Core to this journey is the alignment of IT and business with a focus on value and business outcomes.

Analytics Strategies Study - 2017 Survey summary charts

Lora Cecere

Risks are higher in a global supply chain. To deal with these potential hazards, risk management has evolved beyond dealing with an issue when it’s about to happen to focus on prevention, early sensing, and coordinated execution to respond to an event. There are new strategies and technologies that can proactively formulate a plan to protect your business and operations from the storm of unforeseen events. But how do you get started? At Supply Chain Insights, it’s our mission to help you improve your operations. We tackled this issue in a panel based webinar on November 18, 2015 featuring Lora Cecere and Pierre Mitchell from Spend Matters to give you their perspective and answer your questions on how to include an effective risk management strategy. We are sharing the slides used as the foundation for this discussion between two distinguished experts to educate you about why this is important to your operations and how to prepare for an unknown future to safeguard your business from risk using business alignment and risk management tools.

Supply Chain Risk Management Study slide deck - 18 NOV 2015

Lora Cecere

Analytics & Customer Engagement

TrustRobin

We don't have a big data problem. We have a big data opportunity. Our challenge is to change our mental models to embrace clouds, streams and lakes. Today, we are too encased in the world of relational database models and inside-out processes. Here I share my research on Big Data in Supply Chain and encourage the audience to participate in our 2014 study on the adoption of Big Data in Supply Chain.

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U.S. Data Privacy Report - Patchy preparation for GDPR shows U.S. businesses ...

Ebiquity

From Innovation To Execution: Best Practices For Retailing In The Age Of The ...

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This is why supply chain analytics matters: Every day, every hour and every minute, countless packages and shipments are being moved around the world within never-ending flows of supply chains. These supply chains serve as the backbone of the world economy and, in truth, are what keeps the world moving. But consider for a moment the amount of data, information, and decisions that are required to make a supply chain not only operate but to do so effectively. While the end goal is to get the package from A to B as quickly and efficiently as possible, there’s a lot more going on behind the scenes that make it all work.

The Power of Data: Understanding Supply Chain Analytics

Xeneta

World Wide Web has completely changed the dynamics and conventional meaning of operating and managing a business. It has opened new avenues through seamless interaction between consumers and business houses. In the process it has flooded The World Wide Web with unimaginable volumes of data, for instance according to an estimate the average volume of data created in a single day is easily around 2.5 quintillion bytes.

What is Big Data? - Business Plans

Our Business Ladder

Data - Its a big deal

Subarna Gupta

Tsunamis, terrorist attacks, hurricanes, and volcanic eruptions have impacted the global economy in the last 10 years. The effects of a “discontinuity event” such as a natural disaster, geopolitical shifts, economic uncertainty and demand/supply volatility to your business can be significant, impacting suppliers, vendors and customers. In our new report, Supply Chain Risk Management, we address the need for companies to proactively prepare for the worst to protect their business operations and weather the storm of unforeseen events.

Supply Chain Risk Management 2015 Summary Charts

Lora Cecere

2015 BigInsights Big Data Study

BigInsights

Data about users is all around us and, more and more, we're being asked to utilize that data when architecting information, designing experiences and creating content. But, what is the right way to utilize all the data we have to understand our users? Watch video of Matthew Edgar, web consultant at Elementive, delivering this presentation at IA Summit 2016. https://blueprintdigital.com/ia-summit-2016/matthew-edgar/

Using Data to Inform Information Architecture and User Experience

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Analytics Strategies Study - 2017 Survey summary charts

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Plus de Lora Cecere

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.

2023 Reset Report v3.1.pdf

Lora Cecere

Submission to Journal of Logistics

Lora Cecere

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Lora Cecere

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Welcome to my Personal Brand Exploration Presentation! In this engaging and insightful presentation, I take you on a journey to discover the essence of my professional identity as a digital marketer. Through a blend of visual storytelling and strategic insights, I showcase the key elements that define my personal brand and highlight my unique value proposition in the digital marketing realm. In this presentation, you will: Gain an understanding of the objectives and significance of personal branding in the digital age. Explore the core values, strengths, and passions that shape my professional persona. Witness the creative process behind developing a cohesive visual identity and brand narrative. Learn how I leverage my skills, experiences, and aspirations to create meaningful connections with my audience and stakeholders. Discover the strategic approach I take in aligning my personal brand with industry trends, market demands, and future career goals. Whether you're a fellow digital marketer, a potential employer, or simply curious about the power of personal branding, this presentation offers valuable insights and inspiration. Join me as we delve into the world of personal branding and unlock the potential of crafting a compelling professional identity in today's competitive landscape.

Uneak White's Personal Brand Exploration Presentation

uneakwhite

An Investor Pitch Deck is a brief presentation, often created using PowerPoint, used to provide your audience with a quick overview of your cannabis business plan. You will also use your pitch deck during face-to-face or online meetings with your partners and co-founders. We offer a '70% ready to go' professional Cannabis Edibles Investor Pitch Deck Template. The template is completely open and editable, and all you have to do is add your company information. https://cannabusinessplans.com/product/cannabis-investor-pitch-deck-template-edibles/

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