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1、#GetTheFutureYouWantAugmented resilience,performance,and sustainability will allow organizations to take a customer-centric focus Introduction The supply chain is no longer an afterthought in business meetings.Supply-chain leaders are now significant figures in their respective industries and are at

2、 the heart of ongoing transformation efforts.Traditionally,supply-chain trade-offs have been driven by two recognized but nevertheless fast-evolving forces:a more connected,personalized,and real-time customer experience;and a global value chain that continuously optimizes the manufacturing and produ

3、ction costs of goods and services.Resilience and sustainability are topics that must also be considered carefully in any modern business plan.Sustainability is a priority for all stakeholders,who are putting pressure on organizations to reduce CO emissions and improve labor practices all along the s

4、upply chain.Resilience is essential for organizations to overcome the external,global black swan events such as the COVID-19 pandemic,the war in Ukraine,the recent blockage of the Suez Canal,and rising energy shortages which are becoming more frequent and severe,impacting both top and bottom lines.I

5、mperatives arising from consumer preferences and a societal push for localization are also exacerbating these issues.Over half(54%)of organizations acknowledge that their supply chains have altered significantly in the past two years.However,while 51%of organizations have already deployed an omnicha

6、nnel 54%of companies acknowledge that their supply chain has changed significantly in the last two years.2Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centr

7、ic focus.Introduction strategy,only 27%are implementing end-to-end supply-chain transformation that will integrate front and back offices.Our research found that 45%of companies absorb a significant portion of the cost increase due to resilience,sustainability,and customer-centricity efforts,while r

8、emaining unaware of their true end-to-end baseline.Also,35%find it difficult to balance objectives that may be ideologically complementary but often compete for resource,particularly in a period of high inflation.In this context,while supply chains have changed a lot under the pressure of events,the

9、 foundations from which to move forward are not yet in place.Organizations have an opportunity to build intelligent supply chains that are more efficient,resilient,and sustainable,allowing for a focused customer-centricity.In August 2022,we conducted an online survey of 1,000 organizations across th

10、e consumer products,retail,manufacturing,and life sciences sectors.We also conducted in-depth interviews with organizational leaders.In this research,we aim to answer the following key questions:What is the new supply-chain paradigm?Are organizations equipped to become part of an intelligent supply

11、chain?Is the move to an intelligent supply chain a holistic and stepwise transformation?What can be learned from the best-in-class intelligent supply chains?How can organizations overcome key challenges on the road to transformation?3Capgemini Research Institute 2022How greater intelligence could su

12、percharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Executive Summary One of the cumulative effects of the crises of the past three years has been to redefine supply-chain priorities.Operational efficiency/cost redu

13、ction,resilience,and agility to support new business models are the top three priorities,followed(at some distance)by customer experience and sustainability.While this seems like a significant burden on organizations,in practice and to put things in perspective,all these priorities interact with and

14、 complement each other;moreover,progress in this direction will see several benefits down the line:Getting supply chains in shape now will optimize resource consumption particularly important in a period of high inflation as well as enhance resilience,while significantly improving both sustainabilit

15、y and the customer experience.The smart and sustainable products to be launched in the next few years will progressively reshape the whole value chain,from sourcing through design,production,and recycling,transforming the customer experience in parallel.Greater resilience and sustainability will als

16、o drastically enhance brand reputation with all stakeholders,facilitating access to different sources of funding;improving working conditions;such qualities will give ethical credibility and a sense of purpose to organizations significant weapons in the ongoing war for talent.The main market trends

17、to be addressed consistently are the following ones:Customer experience:Online purchasing,faster order fulfilment,hyper-personalizationGlobalization and resilience:Secured market access(suppliers and customers),relocation,product platforming(hardware and software)Sustainability:CO reduction,sustaina

18、ble design/sourcing,supplier diversity4Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Executive Summary Fewer than 20%of organizations currently

19、 consider themselves to be equipped to handle those different challenges with consistent success.Industrial organizations are fully aware that moving toward a digital intelligent supply-chain model will require an holistic and stepwise transformation from supply-chain design and systemic-risk manage

20、ment,through forecasting and planning to execution and control as well as governance.Achieving this will entail constructing composable IS/IT architecture that combines a transactional backbone;best-of-breed solutions by industry;and data-sharing and collaborative platforms to break siloes and provi

21、de end-to-end visibility and traceability.In addition to technology,governance,capabilities,extended ecosystems,and collaboration will be key to progress,as well as a viable economic model.Over the next three years,organizations plan to increase their supply-chain transformation investments by 17%on

22、 average,and expect to double their business outcomes in terms of growth,profitability,and sustainability.A small group of companies about 10%of the sample have already laid the foundations,consolidated their investments,and begun to realize at least 20%higher benefits.Organizations could learn from

23、 the best practices of these front-runners.20%of organizations consider they are equipped in handling supply chain challenges consistently.5Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organiz

24、ations to take on a customer-centric focus.ORGANIZATIONS ARE STRUGGLING TO EMBRACE THE NEW SUPPLY-CHAIN PARADIGM 6Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a custom

25、er-centric focus.The crises of the last three years have produced a new paradigm and set of priorities for the supply chainSupply-chain trade-offs are no longer driven purely by the traditional forces of customer experience and the global value chain.Organizations must now consider two new forces:re

26、silience and sustainability.In our survey,45%of organizations state that their supply-chain cost base has increased over the past three years to accommodate the push to improve resilience,sustainability,and customer-centricity.However,these businesses do not feel in control of their end-to-end basel

27、ines.Customer experienceSustainabilityAgility to support new business modelsResilience Efficiency and continuous cost optimizationHighest ranked supply-chain priorities among organizations22%26%49%53%58%Fig.1Efficiency and continuous cost optimization,resilience,and agility are the highest supply-ch

28、ain priorities among organizationsSource:Capgemini Research Institute,Intelligent Supply Chain Research,AugustSeptember 2022,and Supply Chain Survey,AugustSeptember 2020;N=1,000 organizations for each.Note:Survey respondents were asked to rank the top five priorities of their organizations supply ch

29、ain,from 11 options.7Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.CONSUMER PRODUCTSRETAILMANUFACTURINGLIFE SCIENCESThe top two priorities of t

30、he manufacturing supply chain are localization/regionalization and resilience.Tesla has a dedicated responsible-sourcing program for three priority minerals in its battery supply chain,allowing it to engage directly with local suppliers,rather than relying on midstream companies.In addition,Tesla bu

31、ilds its own cells in its“gigafactories”and recently launched its 4680 battery in collaboration with Panasonic.The top two priorities of the life sciences supply chain are supporting new business models and localization/regionalization.Pfizer operates one of the most sophisticated supply chains in t

32、he industry,with over 40 owned sites and 200 suppliers globally,providing capacity as required.It successfully manufactured more than 3 billion doses of the Pfizer/BioNTech Covid-19 vaccine in 2021 and expects to manufacture 4 billion doses in 2022.The top two supply chain priorities of the consumer

33、 products organizations are efficiency and cost optimization and agility to support new business models.Unilevers eCommerce sales in India saw double-digit growth in 2021.Through direct-to-consumer platforms,Unilever is expanding its digital footprint.In 2021,Lakme,the most-followed Indian beauty br

34、and on Instagram,earned 30%of its revenue through digital channels.The top two priorities of the retailers are localization/regionalization(which includes the agility to adapt to severe disruption resulting from events such as,geopolitical crises)and resilience(including diversification,contingency

35、planning,etc.).Walmart has introduced automation to its existing facilities,improving the efficiency of transportation of products from distribution centers to outlets facilitating freight-handling at its regional distribution centers.Source:Unilever Annual Report 2021;Walmart Group,“Chain Reaction:

36、Were Partnering with Symbotic to Bring High-Tech Automation to Our Supply Chain,”July 2021;Tesla Group,Impact report 2021;Pfizer Group,“Expanding COVID-19 Manufacturing Efforts to Increase Global Vaccine Access,”2021.8Capgemini Research Institute 2022How greater intelligence could supercharge supply

37、 chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Thirty-five percent of organizations find balancing these(often conflicting)objectives difficult and only one in six considers itself well-equipped to handle this new paradigm in

38、practice.Below,we unpack the trends making an impact on supply chains and make our own assessment of how well-equipped organizations are to manage them.Five in six organizations feel ill-equipped to accommodate the new supply-chain paradigmOrganizations are poorly prepared to offer a more connected,

39、hyper-personalized real-time customer experience Overall,90 percent of organizations say growth in the volume of online purchases will impact them,but only 16 percent are well equipped to handle this(see Figure 2).Two related factors shorter order-fulfillment times and more personalized products and

40、 services are also impacting the supply chain.Seventy-four percent of organizations agree that shortening order fulfillment times will impact them but only Fig.2Customer experience trends across regions,and by industry.Source:Capgemini Research Institute,Intelligent Supply Chain Research,AugustSepte

41、mber 2022.Customer experience trends High business impact Ability to addressHyper-personalizationEnriched customer experienceCustomer collaboration(Product development,forecasting,and planning)Move from products to servicesPersonalized products and servicesFaster order fulfilment timeGrowth in frequ

42、ency of online ordering90%16%11%9%13%11%13%9%74%63%76%73%74%71%All IndustriesB2BB2C/B2B2C9Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.11 perc

43、ent are well equipped to do so.At the same time,63 percent of organizations agree that personalized products and services will impact them but only 9 percent are well equipped to handle this.Additional trends that business-to-business(B2B)organizations cited as likely to impact them but for which th

44、ey are not prepared include:The pivot from products to services(76 percent versus 13 percent)Collaboration with customers to improve product development,forecasting,and planning(73 percent versus 11 percent)Supply chain for mass product personalization(73%versus 12%)New digital services will drive s

45、ervitization and value creation,while impacting the supply chain in the following areas:development of digital apps to monitor personal goals;connected products and remote services;use of digital apps and handheld devices to collect usage data.Globalization and resilience:Distributed supply chain is

46、 the next frontier Over the past three years,the COVID-19 crisis has drastically exacerbated supply-chain fragility:three-quarters of organizations globally have been impacted by the closing down of facilities,supply disruptions,employee absences,and the imperative for remote work,while less than 20

47、 percent are well equipped to handle these changes.As many as 92 percent of organizations say the ongoing relocation of the global supply chain will impact them,but only 15 percent are well equipped to handle it(see Figure 3).Apart from under-capacity and mono-sourcing,de-risking is also an issue th

48、at 69 percent of organizations said will impact them but for which only 11 percent are prepared.Globalization trends impact and preparednessHigh business impact Ability to address92%15%9%11%10%16%17%12%12%67%69%77%75%73%73%71%All IndustriesB2BB2C/B2B2CDirect online and conveniencestorage pointsSuppl

49、y chain for mass productpersonalizationEnd-to-end systemic-risk management Collaboration across all tiers Data-driven supply chainUnder-capacity situations or de-riskingof mono-sourcingConnected and secure supply chain Relocation of global trade Fig.3Organizations are not equipped to address globali

50、zation trendsSource:Capgemini Research Institute,Intelligent Supply Chain Research,AugustSeptember 2022.10Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centr

51、ic focus.Organizations are shifting their supply chains to use more local suppliers and manufacturers.11Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric

52、 focus.Organizations are pivoting their supply chains towards more local regional and suppliers and manufacturers:between 2022 and 2025 the share of regional or local suppliers is set to increase from 43 percent to 57 percent and manufacturers from 43 percent to 56 percent.Houssam Hage,Senior VP of

53、Supply Chain,Stellantis,adds:“Strategic sourcing may be considered as local,to ensure there is no dependence on any war-constrained countries or vulnerability to supply-chain disruptions,such as the recent blockage of the Suez Canal.”Current In three years timeCurrent In three years time57%43%43%57%

54、57%44%43%56%Regional or Local Global Regional or Local Global Geographical distribution ofsupplier baseGeographical distribution ofmanufacturing baseFig.425%of global trade will relocate in the next three years Source:Capgemini Research Institute,Intelligent Supply Chain Research,AugustSeptember 202

55、2.12Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.90%of organizations say growth in the volume of online purchase will impact them13Capgemini R

56、esearch Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Resilience trends impact and preparednessHigh business impact Ability to addressEnable interoperability betw

57、een stock locationsAnticipate ecosystem members moving up anddown the value chainAnticipate end-market distortionsDevelop hardware and software platformsand the circular economyDeploy pandemic-proof,agile planningand executionBalance just-in-case resilience withjust-in-time efficiencySecure customer

58、 and suppliermarket access94%11%6%11%9%14%10%11%64%66%82%73%75%69%All IndustriesB2BB2C/B2B2CFig.5Organizations are poorly equipped to handle the impact of resilience on the global supply chainSource:Capgemini Research Institute,Intelligent Supply Chain Research,AugustSeptember 2022.Resilience:A mult

59、i-dimensional and long-term investmentResilience will impact operating models and improve proximity,reducing carbon footprints and non-cost competitiveness metrics such as quality levels and delays.Overall,94%of organizations say securing market access to withstand more frequent or severe disruption

60、s will impact them but only 11%are well-equipped to handle this(Figure 5).While balancing just-in-time and just-in-case supply strategies was cited as a key area of impact,only 6%are well-equipped to do so.Transition to a sustainable supply chain is not obstacle-free Organizations are implementing m

61、ultiple sustainability initiatives,including carbon-footprint mapping and reduction,sustainable design,and sustainability metrics.Over time,sustainability will reshape entire business models,from design though operations to product manufacturing and service delivery.This will require significant eff

62、ort and investment.Ninety-five percent of organizations say the push to reduce CO emissions across all tiers of the supply chain will impact them,but only 13%are well equipped to accommodate this.The move from a linear to a circular supply chain is also a key area of impact for 68%of organizations,b

63、ut only 10%are ready to implement it.Among B2B organizations,critical areas of impact include sustainable product development and end-to-end transparency and visibility;however,very few can manage this.Two other significantly affected areas are sustainable product development(77%affected versus 18%p

64、repared)and end-of-life product management(72%versus 13%).14Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.“Strategic sourcing should be local t

65、o ensure there is no dependence on any war-constrained country or vulnerability to supply-chain disruptions,such as the recent blockage of the Suez Canal”Houssam HageSenior VP of Supply Chain,StellantisSustainability trends impact and preparednessHigh business impact Ability to address95%73%68%68%77

66、%72%73%70%10%13%13%18%8%10%10%13%All IndustriesB2BB2C/B2B2CReturns and management ofsecond life of productEco-sourcingEnd-of-life Product ManagementSustainable products development End-to-end transparency and visibility Circular supply chainsSupplier diversityCO2 reduction across all supply-chain ti

67、ersFig.6The transition to sustainable supply chain will be a long journeySource:Capgemini Research Institute,Intelligent Supply Chain Research,AugustSeptember 2022.15Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustain

68、ability will allow organizations to take on a customer-centric focus.MAKING SUPPLY CHAINS THE FOCUS OF GREEN INITIATIVESOrganizations are committing to greater sustainability of products and services as a central strategic imperative.However,such ambitions cannot be achieved without a strong focus o

69、n supply-chain sustainability,as supply chains account for over 90 percent of organizations GHG emissions.Historically,organizations have placed greatest emphasis(38 percent)on scope-1 emissions,which are from sources that the organization owns or controls directly.Less attention(22 percent)is given

70、 to scope-2 emissions(which are indirect,such as those created in generating electricity used by the organization)and scope-3 emissions(27 percent).Emphasis on scope-1 emissions is driven by the organizational goal of carbon neutrality.2 However,much of the supply chains carbon footprint is generate

71、d under scopes 2 and 3,especially within manufacturing organizations.Moreover,most organizations lack reliable scope-3 emissions data.Most scope-3 emissions arise from activities related to customers and the supply chain.Working with a wide range of suppliers and contractors makes it difficult to id

72、entify the discrete impact of the carbon footprint of each of these,but this task can be made easier through collaboration between supply-chain members.44%37%56%44%of organizations optimizing the following costs Carbon footprintSocial sustainability(labor conditions,healthand safety of workers)2020

73、2022Source:Capgemini Research Institute,Intelligent Supply Chain Research,AugustSeptember 2022,and Supply Chain Survey,AugustSeptember 2020,N=1,000 organizations each.Fig.7More organizations are optimizing social sustainability costs in 2022 than in 202016Capgemini Research Institute 2022How greater

74、 intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Only one in four organizations is scaling sustainability supply-chain initiatives In our research,we found that organizations are learning to

75、 optimize sustainability-related costs in their cost structure.While 56 percent of organizations were able to optimize costs on social sustainability in 2022 compared to 37%in 2020,this figure has remained the same,at 44 percent,for carbon footprints.One in four organizations has started scaling sus

76、tainability initiatives in their supply chains,most commonly in procurement and logistics.However,the most implemented use case of measuring the carbon footprint of purchased goods/services as well as customer usage is at only 24 percent.Similarly,only 18 percent of organizations have implemented a

77、robust supply chain for returns,and just 15 percent have embedded sustainability metrics and action plans for returnable packaging and reverse supply chains.22%17%25%19%24%21%18%15%Sustainability use cases in supply chain(%of organizations deploying at multiple sites)Embed sustainability metrics and

78、 action plan(such as returnable packaging,reverse supply chain for return of EV battery components,etc.)Robust supply chain for returns(including scarce materials)Closely collaborate with suppliers to improve theirsustainability ratingsMeasure carbon footprint from purchasedgoods/services,as well as

79、 end-customerusage/disposalSustainable design(green product/process)Mechanism to measure impact of technologyadoption(green AI)Measure sustainability credentials of products/services Identify emerging sustainability trends(such as product circularity,micro-plastics,divestment of carbon-intensive ass

80、ets,etc.)StrategyDesignProcurement&LogisticsReturnsSource:Capgemini Research Institute,Intelligent Supply Chain Research,AugustSeptember 2022,and Supply Chain Survey,AugustSeptember 2020,N=1,000 organizations each.1.CDP.Transparency to transformation:A chain reaction.2020 Global Supply Chain Report,

81、February 2021.2.Capgemini Research Institute,Sustainability in Manufacturing Operations,Business executives survey,FebruaryMarch 2021,N=480 businesses.Fig.8Fewer than one in four organizations is deploying sustainability use cases at scale17Capgemini Research Institute 2022How greater intelligence c

82、ould supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.In the past two years,organizations have focused on survival,neglecting cost reduction Supply-chain complexity has increased in recent years.An end-to-end s

83、upply chain can involve thousands of suppliers,while customers demand more tailored,sustainable products and more efficient order fulfillment.Disruptions of the kind the business world has seen in recent times can affect the most robust systems.In the past two days,owing to volatility in labor and c

84、ommodity markets,cost-optimization has come under pressure.The number of organizations optimizing raw-material costs has declined drastically in this time,from 61 percent in 2020 to 38 percent in 2022.Transportation and labor costs have spiraled out of control.A new focus on social sustainability is

85、 evident,as more organizations(56 percent)are optimizing these costs compared with those in 2020 (37 percent).Furthermore,we found that,while failing to get to grips with their end-to-end baselines,45 percent of organizations are absorbing a significant portion of increased supply-chain costs due to

86、 resilience and sustainability,with manufacturing(48 percent)suffering most in this respect,while life sciences(35 percent)organizations fare best.Supply-chain changes happen slowly Organizations understand that emerging trends and drivers could have a long-lasting,transformative impact on supply ch

87、ains,which,for 68 percent of them,are 45%of organizations are absorbing a significant portion of increased supply-chain costs18Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to tak

88、e on a customer-centric focus.“We have to increase the amount of data that we provide to our suppliers,as well as the data our suppliers provide to us,including long-term forecasting,production data,scheduling,stocktaking,etc.Currently,we have some information from suppliers,but we are not aware of

89、what is behind that supplier.We need to share the problem and find the solution together.”Federico BaioccoHead of Supply Chain,Iveco38%61%32%57%41%56%45%56%53%55%37%54%Share of organizations optimizing the following costs LaborOperations(Warehouse+Production)InventoryMaintenanceTransportationRaw mat

90、erials2022 2020Fig.9Cost-optimization has fallen away in recent timesCapgemini Research Institute,Intelligent Supply Chain Research,AugustSeptember 2022,and Supply Chain Survey,AugustSeptember 2020,N=1,000 organizations each.19Capgemini Research Institute 2022How greater intelligence could superchar

91、ge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.a key priority.Yet the pace of change is slow due to the multiple challenges faced by organizations.Only around half(54 percent)stated that their supply chains have chang

92、ed significantly over the past few years.Even fewer(27 percent)are implementing comprehensive supply-chain transformation programs.Less than 40 percent of organizations have adapted their IT infrastructures,adopted a data-driven culture,and established collaboration systems for suppliers,customers,a

93、nd other partners(Figure 10).Organizations have reported lower maturity in several different aspects of their supply chains than in the previous survey,due to shifting priorities during COVID-19.In 2020,for example,54 percent of organizations reported having a mature IT infrastructure to support dig

94、italization,compared with 31 percent currently.Data-sharing-culture and data-governance maturity fell from 64 percent and 54 percent to 41 percent and 35 percent,respectively.Some underlying reasons for this are greater localization and fragmentation of supply chains;ad-hoc 53%46%42%42%41%39%38%30%o

95、f organizations making significant changes to the below aspects of supply chainTransformation governance and benefits trackingData-driven practices and cultureEcosystem empowerment and extendedcollaboration with customers,suppliers,and partnersEnd-to-end cybersecurityData governanceEnd-to-end risk m

96、anagementBusiness and IT CollaborationSustainability-driven practices/culturesFig.10Foundations of intelligent supply-chain transformation are not yet in place Capgemini Research Institute,Intelligent Supply Chain Research,AugustSeptember 2022.20Capgemini Research Institute 2022How greater intellige

97、nce could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.arrangements put in place in response to unpredictable availability of inventories;or simply a more realistic self-assessment by organizations,recogniz

98、ing vulnerabilities in their supply chains.All of this has increased pressure for upskilling and reskilling employees in supply-chain management.Only 43 percent of organizations claim to possess a skilled workforce to deal with the changes,compared with 55 percent previously.Intelligent supply chain

99、:A holistic and stepwise transformation A successful intelligent supply-chain journey must consistently address new business and technological challenges,from supply-chain design and systemic-risk management,through forecasting and planning,to execution and control:Intelligent network design and ris

100、k management:Segment end markets and channels,differentiate service offerings,and design and set up an intelligent supply chain network enabling the best“resilience-performance-sustainability”compromise,while monitoring systemic risks over time39%44%35%54%31%54%43%55%41%64%43%69%of organizations cit

101、ing high maturity in the below aspects of the supply chain2020 2022Access to and use of near-real-time datafor decision-makingA culture of cross-functional collaboration anddata sharingSkilled employees(digital and soft skills,includinganalytics,technology,tools and applications,data-drivendecision

102、making,adaptive leadership style,etc.)IT infrastructure that supports supply-chaindigitalizationData governance(managing the availability,use,integrity,and security of data)Collaboration with external entitiessuppliers,distributors,retailers,etc.Fig.11Organizations are more realistic about their sup

103、ply-chain maturity than previously Capgemini Research Institute,Intelligent Supply Chain Research,AugustSeptember 2022.21Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a

104、 customer-centric focus.54%of organizations reported having a mature IT infrastructure to support digitalizationSmart forecasting and integrated business planning:Integrate end-customer data,sense the ecosystem,improve forecast accuracy and constantly ensure relevant and consistent planning across a

105、ll tiers to better serve customers while improving company performance360 sourcing analysis and supplier collaboration:Define and deploy“resilience-performance-sustainability”metrics to select suppliers and continuously fuel supplier collaboration and performance improvement Touchless and agile orde

106、r to delivery:Ensure a seamless,rewarding and efficient end-to-end omni-channel and personalized customer experience,including upcyclingSupply chain as a service:Leverage trusted partners to outsource while digitizing and automating supply chain processes and tasks to focus on higher levels of arbit

107、ration and innovation Supply chain control tower and end-to-end performance management:Ensure end-to-end visibility,traceability,responsiveness and transparency for end-customers while deploying a consistent performance management system across all stakeholdersComposable IS/IT architecture combining

108、 a transactional backbone/enterprise resource planning(ERP),best-of-breed solutions by industry(notably in relation to execution),22Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations t

109、o take on a customer-centric focus.80%76%75%74%74%73%73%23%11%9%13%14%11%17%Moving towards an intelligent supply chain requires a holistic and stepwise transformation 360 sourcing analysis and supplier collaborationSupply-chain-as-a-service Supply chain control tower and E2E performancemanagementTou

110、chless and agile executionData and AI foundation to break siloesSmart forecasting and integrated business planningIntelligent network design and systemicrisk managementHigh business impact Ability to addressFig.12Moving towards an intelligent supply chain requires a holistic,stepwise transformationC

111、apgemini Research Institute,Intelligent Supply Chain Research,AugustSeptember 2022.data-sharing and collaborative platforms to break siloes and provide end-to-end visibility and traceability will be required.Smart forecasting and integrated business planning are priorities for both original products

112、(79%)and aftersales(73%).The shift to an intelligent supply chain requires a holistic,stepwise transformation across multiple dimensions.Intelligent network design and systemic-risk management are essential to better balance the supplier network,considering the requirement for improved resilience an

113、d sustainability.Only 23%of organizations currently believe they have the ability to address this.23Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric foc

114、us.Micro-segmentation and service offerings differentiation of service offering Intelligent network design balancing resilience,performance,and sustainability“What if?”scenarios Demand and ecosystem sensing Smart forecasting and inventories Integrated business planning and faster S&OP Profit-optimiz

115、ed production planning Green packaging,3D printing Supplier visibility and collaboration:planning,quality,delivery Spend analysis 360 performance management:resilience,performance,sustainability E-commerce and online order tracking Touchless order management and available to promise(ATP)Cross-compan

116、y transport Augmented worker:AR/VR,Exoskeleton RPA:Good to person(G2P),existing routines automation Procurement:Sourcing and supplier qualification/assessment Planning:Inventory management,mid-and short-term planning Execution:Order management,order to cash Digital war room and automatic management

117、of usual events Progressive end-to-end visibility of stock,materials,flows,and delivery status Cross-function KPIs and incentives Cybersecurity Flow simulation and dynamic network configuration End-to-end risk management:mapping,prediction,mitigation End-to-end critical-sustainability path assessmen

118、t and optimization From supply chain planning to enterprise performance management Dynamic adjustments of supply-chain parameters(security stock,)Continuous,agile,and closed loop planning Yield management Supplier collaboration:product design Sustainability and resilience monitoring across all tiers

119、 Quick onboarding of new suppliers Dynamic routings:picking,delivery Real-time location and location-based services(track and trace,instructions)Predictive operations:recipes,shipment,Smart real-time resource allocation and planning/scheduling IPA:Flexible automation,IA-based automation Supply-chain

120、 control tower,alerting and usual event management End-to-end resilience and sustainability regular assessment E2E visibility and traceability Closed-loop learning/AI-based event monitoring Dynamic pricing Blockchain:Traceability,smart contract,Key TopicsINTELLIGENT NETWORK DESIGNAND RISK MANAGEMENT

121、SMART FORECASTING ANDINTEGRATED BUSINESSPLANNING360 SOURCING ANALYSIS ANDSUPPLIER COLLABORATIONTOUCHLESS AND AGILE ORDER TO DELIVERYSUPPLY-CHAIN-AS-A-SERVICESUPPLY CHAIN CONTROL TOWERAND E2E PERFORMANCEMANAGEMENT Short-term opportunities and challenges12-24 monthsMid-term opportunities and challenge

122、s24 monthsIntelligent supply chain:A holistic and stepwise transformationThe path towards an intelligent supply chain entails addressing critical use-case-driven challenges while architecting the future:24Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augme

123、nted resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Only one-third of organizations have scaled intelligent supply-chain transformation initiatives Two in three organizations are still in the initial stages of deployment or are yet to deploy su

124、pply-chain transformation initiatives.On average,organizations have scaled only 11 percent of relevant supply-chain initiatives across multiple sites.Supply-chain-as a-service(39 percent),followed by 360-degree sourcing analysis and supplier collaboration(36 percent)and process automation(36 percent

125、)are the most commonly deployed(single and multi-site deployment)use cases.Across sectors,the picture is consistent with this overall trend in terms of deployed use cases.When comparing across regions,we see EU and UK organizations having the greatest share of scaled deployments(38%),while the APAC

126、region took the lowest share(30%).Some organizations are implementing multiple-process automation initiatives.The BMW Groups Mobile 3D laser scanners1 create photorealistic panoramic images,floor plans,and scatter plots for all vehicle plants.Production planning can integrate the virtual product int

127、o a virtual factory at an early stage,reducing planning effort and capital expenditure,and ensuring processes are more efficient and stable PepsiCo is working on workflow automation2 for managing search-marketing strategies by creating a sales-intelligence platform.The platform combines retailer dat

128、a with PepsiCos supply-chain data to predict when items will go out of stock and prompt restocking to avert supply issuesAround half of organizations must attain greater business and technical maturity Among business capabilities,organizations rate sustainability monitoring and implementation(50 per

129、cent)and e-commerce and order-management systems(46 percent)as the areas in which they are most mature,while they see planning and ecosystem collaboration as the least mature.Federico Baiocco,Head of Supply Chain at Iveco Group,emphasizes the importance of ecosystem collaboration:“We have to further

130、 increase the amount of data that we provide to our suppliers,as well as the data our suppliers provide to us,including long-term forecasting,production data,scheduling,stocktaking,etc.Currently,we have some information from suppliers,but we are not aware of what is behind that supplier.We need to s

131、hare the problem and find the solution together.”Unilever improved its partner experience through a new integrated supplier helpdesk,3 with a single point of contact and faster query-resolution times BMW and Brilliance Auto Groups joint venture4 has established a closed loop for the reuse of raw mat

132、erials from the batteries used in electric vehicles(EVs);a battery-tracing system enables traceability of batteries throughout their life-cycles 17%of organizations plan to increase their investments in the supply chain over the next three years25Capgemini Research Institute 2022How greater intellig

133、ence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Looking at technical capabilities,organizations are most mature in data and artificial intelligence(AI)as well as execution systems(43+percent).Organi

134、zations consider the metaverse,digital twins,and collaborative platforms to be the least mature areas.Unilever has set up a Virtual Ocean Control Tower,5 which provides real-time data related to cargo location,estimated arrival,etc.,helping the organization to minimize delays and increase cross-bord

135、er efficiency Johnson&Johnson has harnessed machine learning(ML)6 and the technologies that underlie it to create an engine that can accurately predict demand in real time Reinforcing governance and performance is mandatory to succeed Organizations are not well prepared to monitor supply-chain impro

136、vements over time.Only 49%of organizations say their supply-chain leader reports directly to the board.Just 42%of the organizations claim that supply-chain key performance indicators(KPIs)are aligned with the companys broader objectives.42%46%49%48%48%46%Share of organizations prepared to monitor su

137、pply chain improvements%of preparationSupply chain KPIsaligned withcompanysbroader objectivesConsistent KPIsand incentivesall along thesupply chainSustainabilityKPIs at parwith otherbusiness KPIsSustainabilityleader inputsare consideredcriticalDedicatedsupply chaintransformationofficeSupply chainlea

138、der reportsdirectlyto the boardFig.13Less than half of companies are well prepared to monitor supply-chain improvements over timeCapgemini Research Institute,Intelligent Supply Chain Research,AugustSeptember 2022.26Capgemini Research Institute 2022How greater intelligence could supercharge supply ch

139、ains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Only one-third of organizations have scaled intelligent supply-chain transformation initiatives.27Capgemini Research Institute 2022How greater intelligence could supercharge supply c

140、hains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Empowering an extended ecosystem is a key success factor moving forwardSupply-chain excellence will also require an empowered,extended ecosystem if it is to translate into operation

141、al excellence.According to organizations,hyperscalers for harnessing the full power of data and cloud,contract manufacturers and insurance firms are the top contributors who help transform/improve the performance of their organizations supply chain.Insurance and finance companies could mitigate supp

142、ly chain losses and implement innovative financing solutions,while energy and utilities companies can secure business continuity.Challenges around economic models and trajectory are sizingThe drive for sustainability can reshape the entire business model of an organization,while resilience will main

143、ly impact its operating model.In both cases,the degree of effort and size of financial investments will be very important over time and should be proportionate to the scope and intended business impacts.Particularly in periods of high inflation,optimizing the cost of operations is mandatory to suppo

144、rt sustainability and resilience transformations.Data-driven operations are the main lever for boosting performance,deploying a virtual model before undertaking physical development;remote work before in-situ;in-situ but augmented;and finally closed-feedback loop.It will significantly contribute to

145、sustainability objectives by doing right the first time every time while optimizing key resources consumption.In addition,specific sustainable projects will optimize energy mix and consumption all along the supply chain as well as supplier sustainability Third-partylogistics firmsEnergy andutility p

146、rovidersBusiness servicescompaniesContractmanufacturersInsurance firmsHyperscalersTop partners for operational excellence62%51%47%38%32%22%of top 5 ranksFig.14Empower an extended ecosystem:top partners for operational excellence Source:Capgemini Research Institute,Intelligent Supply Chain Research,A

147、ugustSeptember 2022.28Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.54%53%19%18%11%10%9%9%Companies will spread investment across new technolog

148、ies,capabilities and change management,and the ecosystemNew operatingmodelData and AIIoT andconnectivityIS/IT integrationAutomation,robotizationDigital and cloudSkills and changemanagementCollaboration with ecosystemFig.15Top transformation investments areasSource:Capgemini Research Institute,Intell

149、igent Supply Chain Research,AugustSeptember 2022.At the same time,resilience improvement will usually increase proximity,reduce transport distance and CO emissions.Greater resilience and sustainability will also drastically enhance brand reputation with all stakeholders,facilitating access to differ

150、ent sources of funding and improving working conditions.Such qualities will give ethical credibility and a sense of purpose to organizations significant weapons in the ongoing war for talent.Cost and non-cost competitiveness,sustainability,and resilience will impact each other more profoundly as ope

151、rational complexity deepens as well as the customer experience.Each individual benefit case must assess the impacts within those different specific dimensions.Designing the most effective economic model and trajectory for an industry or a company will be the key to future success.Such a comprehensiv

152、e approach and model will require multi-disciplinary collaboration and extensive investment.Organizations will increase supply-chain investment to boost business outcomes On average,organizations are planning to increase their investments in the supply chain by 17 percent over the next three years.C

153、urrently,organizations on average invest 2 percent of their revenue in supply-chain transformation programs.The top areas of investment include collaboration with the ecosystem(54%)and skills and change management(53%).The top three broad areas of investment are planning,sales and marketing,and qual

154、ity.In terms of specific investment areas,organizations plan to focus on change management and skills,collaboration with ecosystem players(customers,suppliers,and peers),automation and robotization.29Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented

155、resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Houssam Hage at Stellantis confirms the importance of collaboration to skills development:“Today,in terms of supply chain,we are training la demande.So,when I have an issue,I train up,I fix the iss

156、ue,and I move on.We would need a global plan.An intelligent supply chain is about collaboration with the company,with the consultant company,or with the internal team,to define the training plan and implement it in real time.”Other organizations are implementing multiple automation initiatives:J&J h

157、as added capabilities7 such as track-and-trace devices with GPS signals and temperature monitoring to address issues such as theft and counterfeiting BMW has installed an AI application8 that prevents unnecessary movement of empty containers on conveyor belts.It also uses image data to recognize whe

158、ther a container needs to be lashed onto a pallet or if additional securing is required for large and unstable boxes As a consequence,expected business outcomes are projected to double over the next three years according to the organizations we surveyed.Business benefits in 2022 Business benefits ex

159、pected in 2025Growth inrevenuesMarket shareimprovementGrowth inoperatingprofitNet promoterscoreimprovementReductionin operatingcostsRelease ofworkingcapitalReductionin CO2 emissionsEase ofaccess tocapital11.4%22.0%11.1%11.3%11.3%11.3%11.3%11.7%9.6%23.3%17.2%17.0%22.1%21.8%21.6%24.0%Fig.16Business ou

160、tcomes are projected to double over the next three yearsSource:Capgemini Research Institute,Intelligent Supply Chain Research,AugustSeptember 2022.30Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allo

161、w organizations to take on a customer-centric focus.THE MANY BENEFITS OF REVISITING SUPPLY-CHAIN ARCHITECTURE 31Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer

162、-centric focus.What can organizations learn from Supply-chain Masters?In this section,we will discover how certain organizations are mastering the new supply-chain paradigm in practice and gaining higher benefits across dimensions as a result.Supply-chain Masters are organizations that demonstrate t

163、he ability to meet multiple demands on their supply chains.We rated our respondents on the steps they had taken to strengthen the six key aspects of supply chains.Organizations with high cumulative implementation scores across all of the above emerged as Supply-chain Masters.Overall,9.5 percent(95 o

164、f 1,000 organizations)satisfied the criteria.In Figure 18,we compare the scores of Masters with those of other organizations.Masters,on average,heavily outperformed the other organizations in vision and leadership,efficiency,resilience,customer-centricity,sustainability,and ecosystem empowerment.Asp

165、ectCharacteristics for scoringSteer and deliver a holistic and stepwise transformation,leadership commitment,investing in capabilities,and communicating the vision across internal and external ecosystems Optimize costs and working capital all along the supply chain and balancing with priorities such

166、 as service offerings differentiation and service levels improvementDeploy a powerful omnichannel strategy and seamlessly integrate front and back office while managing the end-to-end value chain,due to a customer-centric composable IS/IT architectureConsider sustainability KPIs alongside other busi

167、ness KPIs and collaborate closely with supply-chain partners to improve sustainability all along the product life cycleRebalanced geographical footprint to secure market access,customers and suppliers,and deploy a just-in-time supply chain within the past three years,and reoriented their supplier ba

168、se to ensure continuity of supplyVision andleadershipEfficiency andcontinuous costoptimizationCustomer-centricitySustainabilityResilience and globalizationEmpower an end-to-end and extended ecosystem to securely enrich and personalize products and services at speed.Setup close collaborative platform

169、s with customers,suppliers,and other partners in the value chain EcosystemempowermentFig.17Key attributes of Supply-chain MastersSource:Capgemini Research Institute analysis.32Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,a

170、nd sustainability will allow organizations to take on a customer-centric focus.Masters vs others across six aspects key of supply chain4.224.254.774.224.143.76Masters OthersEcosystem empowermentVision and leadershipResilience and globalizationEfficiencySustainabilityCustomer-centricity2.102.721.422.

171、101.852.13Fig.18Supply-chain Masters maturity matrixSource:Capgemini Research Institute,Intelligent Supply Chain Research,AugustSeptember 2022.Others Supply chain MastersChange in key supply-chain metrics following implementation of initiativesGrowth inrevenuesReduction inCO2 emissionsMarket shareim

172、provementGrowth inoperating profitReduction inoperating costsNet promoterscore improvement11.1%24%13.8%11.1%11.1%11.5%13.7%13.4%13.3%10.9%12.8%9.5%10.9%24%21%15%17%15%Fig.19Supply-chain Masters derive 20%greater benefits compared to othersSource:Capgemini Research Institute,Intelligent Supply Chain

173、Research,AugustSeptember 2022.33Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.50%share of organizations that say that their business teams are

174、either not at all equipped or only slightly equipped to use emissions data to drive business decisions 34Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centri

175、c focus.Supply-chain Masters on average garner 20 percent greater benefits across key business metrics High scores are translating into strong performance by Masters versus the rest,as depicted in Figure 19.For example,Masters reported incremental revenue growth nearly 15 percent greater than that o

176、f other organizations.Similarly,they derive a 15 percent higher market share,on average.Supply-chain Masters have invested significantly in overhauling their technology infrastructure.They are already mature in various technologies,affording them a better understanding of market dynamics,risks,and v

177、ulnerabilities,and providing the flexibility to adjust quickly.In terms of specific technologies,Supply-chain Masters focus on the following five areas:Supply-chain Masters OthersDeployment level of technologies and execution systems68%42%74%35%76%31%62%41%69%29%74%41%82%40%48%23%83%32%Leverages the

178、 full power of our ERP platform/software providerIntegrates specialized or industry-specific executionsystems with ERP platformHas an API and microservices-based supply-chain architectureImplements cloud-based solutions to address specificsupply-chain needs or pain pointsHas access to data platforms

179、 with consistent,clean datasetsfor decision-makingLeverages cloud-enabled collaborative platforms to empowerecosystems:customers,suppliers,third partiesUses a robust control-tower solution to managesupply-chain performanceUses AI,bots,and process-mining intelligence to constructwhat if?scenariosHas

180、deployed end-to-end cybersecurity tools and methodsFig.20Supply-chain Masters are mature in leveraging the full power of a composable architectureSource:Capgemini Research Institute,Intelligent Supply Chain Research,AugustSeptember 2022.35Capgemini Research Institute 2022How greater intelligence cou

181、ld supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Execution systems(warehouse-management,transport management,order management,etc.)Cloud Cybersecurity Data and AI Blockchain Supply-chain Masters identify cha

182、nge management and skills development as top investment areas.While technology upgradation is an ongoing process,Masters pinpoint areas where they see maximum potential incremental value,aligned with overall business objectives.Making the data work harderCorporate supply chains generate huge amounts

183、 of internal and external data.What differentiates Masters from the rest is how fast and accurately they aggregate,analyze,and act upon that data.US-based industrial-products manufacturer Honeywell has digitized over 200,000 customer and supplier contracts,allowing it to apply a granular pricing sys

184、tem across its 38 business units,providing some insulation against rising inflation and ensuring that demand is not affected by generic price rises.“We have tools that automatically update our ERP systems.We identified 600,000 SKUs on which we needed to take price action.And we were able to do that

185、across 38 businesses globally in about two days Previously,that would have taken us eight weeks,”states Sheila Jordan,Chief Digital Technology Officer,Honeywell International.9 Conagra Brands is in the process of digitally connecting its manufacturing operations.The first pillar is connecting all eq

186、uipment on production lines to the internet,providing a constant cross-functional flow of data.The second pillar is the connected worker,who is able to collect data on a mobile device.The third pillar is yield management(understanding and influencing customer behavior to yield maximum revenue),which

187、 allows teams to improve material efficiency(minimizing the amount of materials used)and supplier quality,and ensure adherence to the standards required to produce consistent,repeatable products and minimize waste.Lastly,it is creating dashboards and alerts for its frontline teams and site leadershi

188、p,to allow them to take timely action on high-priority events.The initiative is expected to deliver$300 million in manufacturing savings over the next three years.1036Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustai

189、nability will allow organizations to take on a customer-centric focus.Supply-chain Mastersreported incremental revenue growthnearly 15 percent greater than that of other organizations37Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,perf

190、ormance,and sustainability will allow organizations to take on a customer-centric focus.AN INTELLIGENT SUPPLY CHAIN WILL DELIVER A SUSTAINABLE AND PROFITABLE GROWTH An intelligent supply chain consists of key factors including an optimized customer experience,sustainability,global connectivity,and r

191、esilience,which enable smart forecasts,strong network design,integrated business planning,predictive ability,and timely insights.Successful organizations will balance adjustments to their geographical footprint with securing and nurturing an ecosystem of partners that will increase network resilienc

192、e;deploy just-in-time efficiency;set up end-to-end risk management;and centralize planning and decentralize execution in a coordinated manner.Organizations will be able to access ecosystems to provide end-to-end visibility and deploy harmonized performance-management and incentives.Fast-food restaur

193、ant organization,Yum China Holdings,rolled out an application of the Internet of Things(IoT)to its entire value chain,from suppliers to food preparation,allowing it to track over 90 percent of inventory accurately,in real time.This helps it to monitor in-store and warehouse stock levels,reducing was

194、tage.22Organizations will be able to enrich,personalize,and integrate customer journeys through the entire product life cycle,improving demand-forecast accuracy and reducing order-fulfillment times.Carrefour,a French retailer,is working on an automated system that will determine 80 percent of the st

195、ock assortment in a store without human intervention,as well as comparing customer buying behaviors across stores.24 Organizations will be able to make efficiencies and monitor performance while deploying a circular supply chain and recycling rare resources,bringing end-to-end transparency and trace

196、ability to product and material flows,and implementing ongoing sustainability metrics.J&Js MedTech business is partnering with customers on a program that allows hospitals to recycle metal and plastic components from its single-use surgical instruments,while also digitally capturing and communicatin

197、g the environmental impact of salvaging materials.The pilot program is now expanding to hospitals across Germany and other European countries.2538Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow o

198、rganizations to take on a customer-centric focus.Legend:New forces|Traditional forces RESILIENCEINTELLIGENT SUPPLY CHAINSUSTAINABILITYGLOBAL SUPPLY CHAINWell balance geographical footprint and secure an ecosystem of partnersDeploy just-in-time efficiency and just-in-case resilienceSet up E2E risk ma

199、nagement and insure supply chain losses Deploy pandemic-proof and integrated planning and operations while centralizing planning and decentralizing executionIntegrate circular supply chain and recycle rare resourcesBring end-to-end transparency and traceability to product and material flowsFuel and

200、leverage collaboration with suppliers and cross-enterprise synergiesDeploy continuous sustainability metricsConnect ecosystems to provide end-to-end visibilityDeploy harmonized performance management and incentivesAnticipate evolving worldwide regulationsEnsure end-to-end cybersecurityCUSTOMER EXPER

201、IENCEMicro-segment the market and differentiate service offerings Enrich,personalize,and integrate the customer journey along product life cyclesSense the ecosystem and improve forecast accuracy to anticipate and optimize Reduce order-fulfillment timeSource:Capgemini Research Institute Analysis.39Ca

202、pgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Fig.21From traditional to intelligent supply chain:complementary challenges HOW TO OVERCOME OBSTACL

203、ES ON THE ROAD TO SUPPLY-CHAIN TRANSFORMATION40Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Organizations will need to achieve transformation

204、to create future-ready supply chains.In the survey,we segregated the organizations into two segments:Supply-chain Masters and the rest.We analyzed the practices of Masters and found they differentiated themselves across multiple dimensions,overcoming challenges in planning and execution through targ

205、eted investments and maintaining long-term strategic focus.Based on our analysis and insights from industry leaders,we recommend that organizations follow the guidelines below to enable them to overcome challenges in implementing an intelligent supply-chain network(Please refer to Fig.21:From tradit

206、ional to intelligent supply chain:complementary challenges):REASSESS THE FUTURE READINESS OF YOUR SUPPLY CHAIN TO EMBRACETHE NEW SUPPLY CHAIN PARADIGM IN ACTION Start by analyzing the impact of emerging trends on your supply chain and assess your readiness to capture any benefits Recognize missed op

207、portunities over the past few years and test areas of vulnerability to measure progress Embrace technology and automation as part of your organizations operational cultureBUILD A DATA-DRIVEN AND COLLABORATIVE CULTURE ACROSS BOTHINTERNAL AND EXTERNAL ECOSYSTEMS Create data-driven supplier and custome

208、r relationships Reassess relationships across the supply chain through both resilience and sustainability lens Empower an extended ecosystemBUILD CAPABILITIES AND SCALE TECHNOLOGIES AS A PART OF ACOMPOSABLE AND INTEGRATED ARCHITECTURE Incorporate integrated control tower and digital twins into your

209、supply-chain management systems Invest in skills and capability building Clearly define roles and responsibilities to balance multiple demands Fig.22Guidelines to move towards an intelligent supply chain Source:Capgemini Research Institute analysis.41Capgemini Research Institute 2022How greater inte

210、lligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Reassess your organizational future-readiness to allow adoption of the new supply-chain paradigm Supply chains of large global organizations have

211、undergone numerous changes over the past 23 years.Large retailers,for example,are re-evaluating their distribution and manufacturing footprints to personalize the customer experience and drive e-commerce profitability through omni-fulfillment(selecting,picking,packing,and delivering products across

212、various channels,involving data-driven synchronization)and automated warehouses.To position themselves to cope with future demand,organizations must start by assessing how ready they are to capitalize on the emerging trends that have a bearing on their supply chains.The Supply-chain Masters in our s

213、urvey have done exactly that:71 percent have stress-tested their supply chains(using“what if?”scenarios)compared with only 35 percent of the rest.As they reassess their supply chains resilience to future shocks and design new customer experiences,they have made significant adjustments:87 percent of

214、Supply-chain Masters stated that their supply chain had changed significantly in the past two years.Almost 89 percent of Masters have mature supply-chain network-design practices,versus 39 percent of the rest.This reflects the Masters understanding that it is necessary to balance the traditional dem

215、ands of efficiency and high levels of customer service with efforts to meet sustainability requirements,ensure business continuity,and nurture resilience to geopolitical shocks.Mara Fernanda Fornells,Senior Director Supply Chain,Haleon states:“Integrating design,and then understanding what changes a

216、re expected and how those changes could improve the business,is important.We need a 360-degree approach for consumers,our internal stakeholders,and the people that will do the job.”42Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,perfor

217、mance,and sustainability will allow organizations to take on a customer-centric focus.Organizations can take the following steps to refashion their supply chains to meet these new demands.Start by analyzing the impact of emerging trends on your supply chain and assessing your readiness to capture an

218、y benefitsSixty-four percent of Masters have aligned their supply-chain objectives with broader business goals,compared with only 40 percent of the rest.Mara Fernanda Fornells comments:“First,determine what you would like to achieve as a business,and the critical success factors.Next,take small step

219、s,trying to collect all the required pieces and build up an organization-wide scope.Third,ensure the solution is appropriate to the company.There are a lot of ostensibly attractive solutions,but you need to understand what is going to create a competitive advantage,and focus on that.”US food company

220、 Mondelez is a case in point.The organization revisited its supply-chain network with a view to making it more customer-centric(as opposed to manufacturer-centric).It analyzed the implications for the consumer of its processes at each stage of the supply chain.In 2021,the organization introduced a d

221、esign-to-consumer value approach to realize cost efficiencies,while providing the elements that matter most to the consumer.The organization over-delivered by 50 percent on its goals for the year and has plans to improve on that going forward.11Recognize missed opportunities over the past few years

222、and test areas of vulnerability to measure progress Masters focus their efforts on improving quality,planning,and sourcing to generate maximum incremental value.Amid global uncertainties,organizations face restrictions on the movement of goods across borders.In response to this threat,many have take

223、n steps to strengthen relationships with top suppliers to secure an uninterrupted supply of critical parts.Rolls-Royce,a UK-based aerospace and defense organization,reduced its reliance on titanium supply from Russia by securing a long-term agreement with a US-based titanium supplier.It also achieve

224、d a 10-percent cost reduction on parts by consolidating spend with four high-performing suppliers.12 Organizations should revisit core and non-core activities in their supply chains to increase resiliency.For example,should transportation be considered as a core competency,given rising freight costs

225、,freight disruptions,and labor shortages?It should also be noted that greater localization of products requires organizations to build relationships with regional transport providers.Similarly,organizations need to adapt their operating models in response to new trends.Consumer products(42 percent),

226、retail(39 percent),manufacturing(42 percent),and life sciences(41 percent)organizations have cited the emergence of new operating models(such as omnichannel fulfillment and remote working)as a key challenge.Mara Fernanda Fornells at Haleon confirms:“What weve seen is the incredible impact of the e-c

227、ommerce platforms,where our consumers buy directly.I think Amazon and Netflix have created this mindset of instantaneous service and gratification.So,customers want products to be delivered right now.Customers are also moving towards 43Capgemini Research Institute 2022How greater intelligence could

228、supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.“What weve seen is the incredible impact of the e-commerce platforms,where our consumers buy directly.Customers want products to be delivered right now.Customers

229、 are also moving towards self-service patterns.They dont want to call anyone and want quick answers.So,omnichannel communication is key.”Mara Fernanda FornellsSenior Director Supply Chain,Haleon44Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resi

230、lience,performance,and sustainability will allow organizations to take on a customer-centric focus.self-service patterns.They dont want to call anyone and want quick answers.So,omnichannel communication is key.”Embrace technology and automation as part of your organizations operational culture Organ

231、izations should automate processes to generate efficiencies and redeploy resources to value-adding aspects such as customer interactions,analysis,and decision-making.Organizations in retail(52 percent),manufacturing(45 percent),life sciences(44 percent),and consumer products(40 percent)have cited fe

232、derated and siloed data lakes as a current challenge.Organizations that lead in terms of technology uptake report less downtime,even during severe disruptions.Automotive supplier Aptiv built a digital twin of its supply chain,allowing it to plan scenarios and respond to change quickly.In 2021,floodi

233、ng in Belgium and Germany impacted the organizations connector business and movement of some of its raw-materials supplies.Using real-time information the organization was able to work with suppliers in the area,gauging potential impact,and sourcing alternatives.Within days,the organization had secu

234、red orders for components with suppliers outside the impacted region.26Build capabilities and scale technologies as part of a composable and integrated architectureBuild and deploy a composable,integrated,and customer-centric architecture,combining a transactional backbone,ERP,best-of-breed industry

235、 solutions(notably for execution),as well as data-sharing and collaborative platforms to break down siloes and enable end-to-end management,from simulation to AI-based event monitoring.Build and deploy a composable customer-centric architecture,control tower,and digital twinsAlthough control towers

236、have been around for more than a decade,implementation has been patchy.Often,organizations have different control towers for different parts(outbound logistics,for example)of their supply chain.There is a need to upgrade the control-tower model into an integrated and connected solution that provides

237、 improved visibility for the entire supply chain.Yum China Holdings has developed a supply-chain control tower to link data from its otherwise siloed system to allow integrated management reporting and intelligent decision support.It created various dashboards,including:1)details of supplier perform

238、ance and food-safety sampling test results;2)supply and demand planning,with details of demand and inventory forecast accuracy by segment and by brand;3)for logistics centers,with details of inventory level by product category.The organization is customizing this report for mobile devices 77 percent

239、 of Supply-chain Masters collaborate with external entities versus 35 percent of others.45Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.improve

240、 them,but also predict how they will perform in different scenarios.For instance,home-improvement retailer Lowes created a digital twin of one of its stores to help its associates improve efficiency of operations and better serve customers through accessing and interacting with the stores digital da

241、ta.In the future,the digital twin will enable new ways of viewing sales performance and customer traffic;for example,it can simulate the act of customers or associates picking up items often bought together to enable time-saving proximate positioning of those products in stores.14 Invest in skills a

242、nd capability building Supply-chain Masters plug capability gaps by developing in-house talent(82 percent);adding new talent through mergers and acquisitions(76 percent);and partnering with business or IT service providers(74 percent).The future-fit supply chain needs future-fit people.Eighty-one pe

243、rcent of Masters have skilled employees(with digital and soft skills,including analytics,technology,tools,applications,data-driven decision-making,adaptive leadership skills,etc.)who can respond to a dynamic environment,compared with only 39 percent of others.Attaining consistently game-changing lev

244、els of execution in the supply chain requires masterful use of digital technologies at the grassroots level,backed up by organization-wide understanding and commitment.For example,organizations treating demand-planning as a strategic priority can prioritize investment in continued upskilling of dema

245、nd planners and foster a knowledge-sharing community across different to increase accessibility and connectivity,as well as faster decision-making.22At Kraft Heinz,a control-tower solution provides real-time visibility of plant operations and automation of supply-chain distribution across its 85 pro

246、duct categories.Kraft Heinz will also create digital twins for its 34 manufacturing facilities in North America,to help test and refine solutions and processes before implementing them on the plant floor.For example,the technology will help predict optimal product capacity and reduce mechanical inte

247、rruptions by proactively addressing issues before they occur,ensuring only the highest-quality products reach the consumer.13 A digital twin is a virtual replica of a physical system that can model,simulate,monitor,analyze,and constantly optimize its counterpart in the physical world.Through its abi

248、lity to answer questions such as“what is best?”,“what if?”,and“what next?”,a digital twin can not only provide visibility on how dynamic,real-world systems are currently performing and propose how to 81%of Masters have skilled employees who can respond to a dynamic environment,compared with only 39%

249、of the others.46Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.geographies or products.The objective is to equip employees to compile their own

250、datasets,which they can then analyze for purpose.Clearly define roles and responsibilities to balance multiple demands Organizations in the consumer products(46 percent),life sciences(51 percent),and retail(43 percent)sectors state that lack of clarity on roles and responsibilities is the most commo

251、n hindrance to successful transformation of the supply chain.Dr.Dirk Holbach,Chief Supply Chain Officer,Henkel Global Laundry&Home Care,adds:“What we have learned is the main challenge is not the technology which is out there,and you can buy it it is much more the soft factors,such as change managem

252、ent.You have to get both right,and involve your teams in the transformation journey.”16 In the manufacturing sector,43 percent of organizations have cited inability to balance multiple demands as a major challenge.We found that Supply-chain Masters are significantly ahead in monitoring supply-chain

253、improvements over time:Around 78 percent of Supply-chain Masters have a dedicated supply-chain transformation office versus only 45 percent of the rest At 66 percent of Supply-chain Masters,the supply-chain head reports directly to the board on the progress of supply-chain transformation initiatives

254、,compared with 48 percent of other organizations At 77 percent of Supply-chain Masters,the sustainability leaders inputs are considered critical compared with only 48 percent of the rest of the organizationsBuild a data-driven and collaborative culture across both internal and external ecosystemsCon

255、sumer products(38 percent),retail(40 percent),manufacturing(36 percent),and life sciences(38 percent)organizations have stated that cultural pushback to change is the most common tactical hindrance.47Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented

256、resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.According to Lidia Fonseca,Executive Vice-President and Chief Digital and Technology Officer at Pfizer:“Pfizers move toward supply-chain analytics has helped it transform into a leaner,more science

257、-driven,more patient-focused organization.To succeed,we have had to communicate the companys digital strategy clearly,in order to inspire employees support and participation.Our culture was instrumental in encouraging our employees to be courageous and think differently in order to accomplish what w

258、e previously would not have imagined possible.”17Seventy-three percent of Masters have set up a cross-functional risk-management team for supply-chain operations,compared with 41 percent of the rest.At Schneider Electric,strong collaboration between sustainability,global supply chain,lines of busine

259、ss,and customer satisfaction and quality teams has given rise to new processes,enabling the organization to revalorize customer returns.Through the reuse of components or remanufacturing of new products in the organizations local adaptation centers,it is able to accelerate progress towards its susta

260、inability ambitions.For instance,it was able to comply with the upcoming anti-waste law and reduce the carbon footprint of its supply chain.This also translated into higher customer satisfaction,even during component shortages,serving new customers and reducing the cost of quality failure due to low

261、er volumes of product scrap.17 Similarly,retailer Kroger set up cross-functional and collaborative in-stock teams dedicated to solving supply-chain issues,working with its supplier partners to produce detailed plans to free up constrained product lines.18 Create data-driven supplier and customer rel

262、ationships Supply chains are increasingly driven by geopolitical events impacting the flow of materials.Moreover,growing demand for sustainable products and more frequent weather-related disruptions require organizations to predict and prepare,rather than simply react.New demands on supply chains to

263、 connect to external ecosystems are driven by:Vendor accountability for sustainable sourcing and procurement The imperative to secure supply and enhance visibility of critical-parts supply chains,with organizations requiring visibility of supplier operations at tier-2,tier-3,and other levels The req

264、uirement to establish traceability of parts to guarantee authenticity and track the movement of products Improving resilience to external shocks Nurturing agility in responding to trends Increase diversity and inclusion criteria for supply-chain vendors(such as sourcing agri-commodities from small f

265、armers)Organizations that integrate their systems externally see the benefits.Our research revealed that 77 percent of Supply-chain Masters collaborate with external entities(suppliers,distributors,retailers,etc.),versus 35 percent of others.Eighty-two percent of Masters have scaled deployment of in

266、tegrated and collaborative planning via the cloud,compared with only 32 percent of the rest.48Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Sup

267、ply chains are increasingly driven by geopolitical events impacting the flow of materials.49Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Often

268、,organizations have deployed various off-the-shelf solutions,such as procurement,demand-supply matching,and supplier collaboration,leading to siloed data systems.They need to reset their data architectures to connect to these platforms and tap into external ecosystems.Alcoholic beverages organizatio

269、n Diageo has kicked off several initiatives to encourage close collaboration with suppliers and customers.With real-time shipment tracking,the organization could determine the status of all global customer shipments during the Suez Canal blockage,for instance.It determined that the ship blocking the

270、 canal did not contain Diageo products,but that the organization would be impacted by the resulting backlog of vessels.This insight allowed the organization to communicate proactively with shipping lines and customers.Diageo created a virtual incident room,prioritizing its own shipments and putting

271、contingency plans into action.The organization is in the process of integrating its system with those of its customers to unify trade terms and cost-to-serve initiatives,as well as real-time transport-performance visibility.The organization facilitated customer connectivity through the Diageo One pl

272、atform,which provides a single digital point of engagement.It enables customers(including bars and restaurants)to view Diageos portfolio of SKUs,place new orders,review historical orders,and view invoices and billing information.Customers have access to tools and data that help them generate value a

273、nd accelerate decision-making.As a result,Diageo was ranked top for supply chain and customer service in the UK and 4th globally,up nine places from 2019 and seven places above its nearest spirits competitor,in the Advantage Group International UK Beer,Wines and Spirits report.19 Reassess relationsh

274、ips across the supply chain through both resilience and sustainability lenses:As supply-chain emissions are the greatest contributor to organizational emissions,organizations can ill afford to ignore sustainability considerations across supplier relationships.More than 50 percent of clients at DHL,a

275、 leading logistics services provider,request information on responsible business practices as part of their tender processes.21 Organizations can better harness technology and knowhow to reduce emissions at the suppliers end through the following steps:Invest in supplier training and education:Suppl

276、iers in most sectors lack the training and conditioning to tackle emissions-reduction.Furthermore,expectations 50Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a custome

277、r-centric focus.are rising to include other social commitments,such as sourcing from minority groups,women entrepreneurs,etc.Large organizations can extend their support to identify the correct starting points for their suppliers sustainability journeys.Set clear metrics for measurement:Sustainabili

278、ty could mean different things to different supplier and customer groups.For each supplier group,set up transparent indicators by which their sustainability ratings will be assessed.Ideally,sustainability will be implemented across suppliers value chains.Focal metrics will help suppliers prioritize

279、initiatives such as sourcing sustainable raw materials,packaging,route optimization,green power,green warehousing,waste management,labor policy,etc.Implement real-time tracking systems for sustainability:Collaboration not only enhances sustainability but also helps organizations obtain real-time dat

280、a on supplier operations to ensure quality,speed,and accountability.Yum China has built end-to-end connectivity from the suppliers plant to its systems.The system helps it obtain instant deviation notifications,trend analysis,and risk warnings,allowing it to take immediate action to mitigate risk.22

281、 Sustainability is as much about diversity of supplier base,traceability of source materials,and workforce wellbeing and safety,as it is about emissions.Many organizations feel they are impacted by these trends but are not ready to deliver on them in the near term.Sixty-eight percent of organization

282、s recognized the importance of developing end-to-end transparency and traceability of products but less than 10 percent are able to deliver on these.A similar number of organizations were able to ensure supplier diversity(sourcing from small businesses or ones which are owned/operated by minorities,

283、members of the LGBTQ+community,etc.),while almost 73 percent of them cited it as an important emerging trend.Pivoting towards more equitable sourcing opportunities requires educating procurement teams about how they can positively impact business performance by improving innovation,quality of sourci

284、ng,and cost-effectiveness.68%of organizations recognized the importance of developing end-to-end transparency and traceability of products.51Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organi

285、zations to take on a customer-centric focus.It also entails challenging leaders to think differently about how to include a more diverse set of suppliers.Recognizing this,companies are committing more spend to diverse sourcing.For example,Mondelez set a goal to spend$1 billion with minority and wome

286、n-owned businesses globally by 2024.23 As uncertainty in supply networks increases,more organizations are prioritizing resilient operations that show the following characteristics:Network resilience:Well balance the end-to-end geographical footprint;secure an ecosystem of third-party logistics and c

287、ontract manufacturers;ensure end-to-end cybersecurity;Integrate agility cost in cost to serve model.Nike,for example,has a fully outsourced and diversified supply chain with manufacturing contracted out across over 500 factories.27 Just-in-case resilience:Increase flexibility and interoperability wi

288、thin the supply chain;build up stocks of critical parts/products;Enable omni-channel model to balance stock availability across markets and geographies;develop multi-sourcing strategies by engaging multiple procurement partners Elevator engineering organization Kone is adopting multi-sourcing,meanin

289、g it will have an alternative supplier in place not just at elevator-module level but also at components and parts level,a policy it will enforce across its supply chain.It is also harmonizing supply-chain processes and IT systems among suppliers to ensure products and components can be manufactured

290、 identically in different locations.2 Stanley Black&Decker,a US industrial tools and household hardware manufacturer,is standardizing components across its product range to create economies of scale with its key suppliers.It is simplifying product design and consolidating its supplier base,and reduc

291、ing time to market on innovation by sharing design initiatives.The organization aims to reduce the number of stock keeping units(SKUs)in its system by over 40 percent and deliver cost savings of approximately$300 million over the next three years.1 End-to-end risk management:Set up a cross-functiona

292、l end-to-end risk-management team enabled by methods and tools;develop real-time visibility of stocks/flows with suppliers and partners through a shared-data approach.Pandemic-proof planning and operations:Tap into customer/supplier and delivery data to improve logistical and post-sale efficiency.Us

293、e an integrated collaborative platform for planning.Implement automated operations and goods-to-person technologies to improve the efficiency of operations and mitigate unexpected labor shortages.Empower an extended ecosystemAs supply chain complexity grows,an extended ecosystem(third-party logistic

294、s firms,business consultancies,software vendors,hyperscalers,etc.)becomes important to realize overall business objectives.It helps not only in efficient and integrated operations,but in managing risks and access to capital(insurance providers,investment bankers)and improving sustainable operations(

295、suppliers across all tiers,energy and utility providers).Close collaboration through real-time data sharing and setting up integrated systems will add value to the entire industry value chain.Organizations can start with identifying their role in the value chain,finding common corporate objectives a

296、nd opportunities to achieve them jointly.For instance,to achieve its sustainability goals,J&J,together with nine other pharmaceutical organizations,launched Energize,a platform to educate industry suppliers on renewable-electricity procurement opportunities and to help them transition to renewable e

297、nergy.22 52Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.CONCLUSIONBusinesses have scrambled to navigate disruption to supply chains,often caus

298、ed by factors out of their control.This has resulted in several ad-hoc implementations to maintain service levels.In parallel,new dimensions of supply-chain performance have emerged.A new supply chain paradigm is already in action;Supply chain trade-offs are now driven by four complementary forces:c

299、ustomer experience,global value chain,resilience and sustainability.Moving toward an intelligent supply chain is an holistic and stepwise transformation that will require significant and consistent investments and efforts over time.New smart and sustainable products to be launched on the market in t

300、he next few years will progressively reshape the whole value chain,from design and procurement,through to product manufacture and service provision and recycling,as well as having a profound effect on the customer experience.Resilience and sustainability will also drastically increase brand value to

301、 all stakeholders while facilitating access to different sources of funding,improving working conditions and giving employees a greater sense of purpose,with knock-on positive effects on recruitment and retention.Cost and non-cost competitiveness,sustainability,and resilience will impact each other

302、as well as the customer experience.Each individual benefit case must assess the impacts in those different dimensions.Globally,defining the right economic model and trajectory for an industry or a company will be key to moving forward successfully.Such a comprehensive approach and model will require

303、 multi-disciplinary collaboration and investments in technology and automation,change management,skills,collaboration,and data governance.Changes are happening;now things need to accelerate,and a faster-moving,smarter supply chain will be integral to this.53Capgemini Research Institute 2022How great

304、er intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.RESEARCH METHODOLOGYTo understand the maturity of intelligent supply chains across sectors,we carried out extensive research using both qua

305、litative and quantitative methods.The study findings reflect the views of the respondents to our online questionnaire and are intended to provide directional guidance.Please refer to the methodology for details of respondents and get in touch with a Capgemini expert to understand specific implicatio

306、ns.In-depth interviews We conducted 10 in-depth interviews with experts from large organizations who are involved in the supply-chain domain.Executive survey We surveyed 1,000 supply-chain executives from large organizations across sectors.The global survey took place in August and September 2022.Th

307、e distribution of selected respondents and their organizations is provided below.United StatesUnited KingdomSwedenSpainNetherlandsSouth KoreaJapanItalyIndiaGermanyFranceChinaAustraliaOrganizations by country7%8%10%10%7%7%7%5%5%5%5%12%12%54Capgemini Research Institute 2022How greater intelligence cou

308、ld supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.Organizations by sector27%26%32%15%ConsumerproductsRetailManufacturingLife sciencesExecutives by role1%54%45%General Managerof sites(plant,distribution center

309、,etc.)Director/Senior DirectorVP/SVP/EVPResearch Methodology55Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.1%6%7%10%10%8%3%11%6%7%9%5%4%3%4%4%

310、Executives by functionEngineering/design/development/technical servicesSustainabilityDigitalInformation services/Informationtechnology(IT)Finance-controllingQualityOperationalexcellenceCustomersupport and services(includingafter-sales)Sales andordermanagementE-commerceDistributionand logisticsDemand

311、 and supplyplanningManufacturingproductionProcurement/sourcingEnd-to-end supplychainCorporatestrategyOrganizations by annual revenue7%32%18%32%11%Between$1 billionand$5 billionBetween$5 billionand$10 billionBetween$10billion and$20 billionBetween$20 billion and$50 billionMore than$50 billionResearch

312、 Methodology56Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.The following are the questions used to identify the Supply-chain Masters for our r

313、esearch.(Figure x)APPENDIX AxisScoreStatementCustomer centricity5 Strongly agree 4 Agree 3 Neutral 2 Disagree 1 Strongly disagreeWeve already deployed a powerful omnichannel strategyIs leveraging IoT and connectivity for location-based services,real-time tracking and tracingIntegrates specialized e-

314、commerce platforms with planning and execution systemsWe can implement quick and cost-effective means to adjust to short-term disruptions/fluctuations in our supply chainWe have an automated order-entry process for all our customersWe have an API and microservices-based supply chain architectureSust

315、ainability5 Very high level of preparation 4 High level of preparation 3 Medium level of preparation 2 Low level of preparation 1 Very low level of preparationMaturity of initiatives Sustainability KPIs are considered alongside other business KPIsEfficiency 5 Strongly agree 4 Agree 3 Neutral 2 Disag

316、ree 1 Strongly disagreeOur inventory levels(or inventory turnover)are comparable to the best in the industryCost optimizationAutomated or robotized processes in the supply chain,where possibleWe can run continuous improvements of service levels for each node of the supply chainResilience 5 Strongly

317、agree 4 Agree 3 Neutral 2 Disagree 1 Strongly disagreeRebalanced our geographical footprint to secure market access,customers,and suppliers,in the past 23 three yearsEvaluated partners/suppliers capacity to fulfill our requirements to ensure business continuitySystematically deployed multi-as oppose

318、d to mono-sourcing strategiesSet up an ecosystem of contract manufacturers and global third-party logistics organizationsContinuously integrated external data(political risks,market surveys,social-media crawling,etc.)to aid decision making57Capgemini Research Institute 2022How greater intelligence c

319、ould supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.AxisScoreStatementVision and leadership5 Very high level of preparation 4 High level of preparation 3 Medium level of preparation 2 Low level of preparation

320、 1 Very low level of preparationWe have mastered agile methodologies for working cross-functionally function working within business and IT teams Ability to digitally integrate the plan,make,source and deliver functions of your organizationA culture of cross-functional collaboration and data sharing

321、Skilled employees(with digital and soft skills,including analytics,technology,tools,and applications,data-driven decision-making,adaptive leadership style,etc.)Data governance(managing the availability,use,integrity,and security of data)Change management,its communication and implementationEcosystem

322、 empowerment5 Very high level of preparation 4 High level of preparation 3 Medium level of preparation 2 Low level of preparation 1 Very low level of preparationDeployed at scale integrated and collaborative planning,leveraging cloud platformsMaturity in ecosystem collaborationStrong collaboration w

323、ith ecosystem players(customers,suppliers,peers,etc.)one of the top investment areasScore level of preparedness to be a Supply-chain MasterGreater than 100:Very high level of preparation 75-100:High level of preparation 50-75:Medium level of preparation 25-50:Low level of preparation 25:Very low lev

324、els of preparation 58Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.REFERENCES1.Earnings call transcript,Stanley Black&Decker,Inc,27 October 202

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331、v plc Presents at BofA Securities Global Automotive Summit 2022,12 April 202227.Nike website,https:/ 13 December 202259Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a c

332、ustomer-centric focus.KEY CONTRIBUTORSJean-Pierre PetitDigital Engineering and Operations Group Offer Leader Capgemini jean-Frdric BerneHead of Intelligent SupplyChain CoE Capgemini France,Idriss ElasriManaging Director,Capgemini Engineering MMayank SharmaVice President|Supply Chain Capgemini Susan

333、Davies Vice President,Capgemini IClment FalquetGlobal Supply Chain Transformation Lead,Capgemini I Lindsey MazzaGlobal Retail Lead,Capgemini 60Capgemini Research Institute 2022How greater intelligence could supercharge supply chains.Augmented resilience,performance,and sustainability will allow organizations to take on a customer-centric focus.KEY CONTRIBUTORSSumit Cherian Senior Manager,Capgemini