HOW GREATER INTELLIGENCE COULD

supercharge supply chains

增强的弹性、性能和可持续性将使组织能够以客户为中心供应链不再是商务会议的事后考虑。供应链领导者现在是各自行业的重要人物，并且是正在进行的转型工作的核心。

传统上，供应链权衡是由两种公认但仍在快速发展的力量驱动的：更加互联、个性化和实时的客户体验；以及不断优化商品和服务的制造和生产成本的全球价值链。

弹性和可持续性是在任何现代商业计划中也必须仔细考虑的主题。可持续性是所有利益相关者的优先事项，他们

正在向组织施加压力以减少二氧化碳排放并改善

整个供应链中的劳工实践。弹性对于组织克服外部的、全球性的黑

天鹅事件——例如 COVID-19 大流行、乌克兰战争、最近苏伊士运河的堵塞以及日益严重的能源短缺——这些事件变得越来越频繁和严重，影响了收入和利润。消费者偏好的要求和社会对本地化的推动也加剧了这些问题。

超过一半 (54%) 的组织承认他们的供应链在过去两年中发生了重大变化。
然而，虽然 51% 的组织已经部署了全
渠道

54%

的公司承认他们的供应链在过去两年中发生了重大变化。

战略，只有 27% 正在实施端到端供应链转型，整合前台和后台。

我们的研究发现，由于弹性、可持续性和以客户为中心的努力，45% 的公司承担了成本增加的很大一部分，但仍然不知道他们真正的端到端基线。此外，35% 的人发现很难平衡可能会影响的目标

意识形态互补但经常争夺资源，特别是在高通胀时期。在这种情况下，虽然供应链发生了变化

很多事情的压力下，前进的基础还没有到位。组织有机会构建更高效、更具弹性和可持续性的智能供应链，从而实现以客户为中心的重点。

2022 年 8 月，我们对消费品、零售、制造和生命科学行业的 1,000 家组织进行了在线调查。我们还对组织负责人进行了深入访谈。在这项研究中，我们旨在回答以下关键问题：

• 什么是新的供应链范式？

• 组织是否有能力成为智能供应链的一部分？

• 供应链智能化是整体性、阶段性的转变吗？

• 从一流的智能供应链中可以学到什么？

• 组织如何克服转型之路上的主要挑战？

01

组织正在努力接受新的供应链范式

过去三年的危机为供应链带来了新的模式和优先事项

供应链权衡不再纯粹由客户体验和全球价值链的传统力量驱动。组织现在必须考虑两种新的力量：弹性和可持续性。在我们的调查中，45% 的组织表示他们的供应链成本基础在过去三年中有所增加，以适应推动提高弹性、可持续性和以客户为中心。

但是，这些企业感觉无法控制其端到端基线。

分享2千多份物流供应链领域的高价值报告！且每天仍在持续增加中！

专注：专注于物流与供应链领域的资讯与报...

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

图。 1

效率和持续的成本优化、弹性和敏捷性是最高的组织间的供应链优先级

组织中排名最高的供应链优先事项

资料来源：凯捷研究院，智能供应链研究，2022 年 8 月至 9 月，以及供应链调查，2020 年 8 月至 9 月；每个 N=1,000 个组织。注：调查受访者被要求从 11 个选项中对他们组织供应链的前五个优先事项进行排名。

1 消费产品

• 消费品组织的两大供应链优先事项是

效率和成本优化以及支持新业务模型的敏捷性。联合利华在印度的电子商务销售

额在 2021 年实现了两位数的增长。通过直接面向消费者的平台，联合利华正在扩大其数字足迹。 2021 年，Lakme 是 Instagram 上最受关注的印度美妆品牌，其 30% 的收入来自数字渠道。

#

零售

零售商的两个首要任务是本地化/区域化（包括适应地缘政治危机等事件造成的严重破坏的敏捷性）和弹性（包括多元化、应急计划等）。

沃尔玛在其现有设施中引入了自动化，提高了效率将产品从配送中心运输到网点，促进其区域配送中心的货运处理。

#

制造业

• 制造业供应链的两大优先事项是本地化/区域化和弹性。

特斯拉为其电池供应链中的三种优先矿物制定了专门的负责任采购计划，使其能够直

接与当地供应商合作，而不是依赖中游公司。此外，特斯拉在其“超级工厂”中制造自己的电池，最近还与松下合作推出了 4680 电池。

#

生命科学

• 生命科学供应链的两大优先事项是支持新的商业模式和本地化/区域化。

辉瑞运营着业内最先进的供应链之一，在全球拥有 40 多个自有站点和 200 家供应商，可根据需要提供产能。它在 2021 年成功生产了超过 30 亿剂辉瑞/BioNTech Covid-19 疫苗，预计到 2022 年将生产 40 亿剂。

资料来源：联合利华 2021 年年度报告；沃尔玛集团，“连锁反应：我们正在与 Symbotic 合作，为我们的供应链带来高科技自动化”，2021 年 7 月；特斯拉集团，2021 年影响报告；辉瑞集团，“扩大 COVID-19 制造工作以增加全球疫苗获取”，2021 年。

35% 的组织发现平衡这些（通常相互冲突的）目标很困难，而且只有六分之一的组织

认为自己有能力在实践中处理这种新范式。下面，我们分析了对供应链产生影响的趋势，并对装备精良的组织如何管理这些趋势做出了我们自己的评估。

六分之五的组织感到没有能力适应新的供应链范式

组织准备不足，无法提供联系更紧密、

高度个性化的实时客户体验

总体而言，90% 的组织表示在线购买量的增长将对他们产生影响，但只有 16% 的组织做好了应对此的准备（见图 2）。两个相关因素——更短的订单履行时间和更个性化的产品和服务——也在影响供应链。 74% 的组织同意缩短订单履行时间会对他们产生影响，但仅限于

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

图二

跨地区和行业的客户体验趋势。

资料来源：凯捷研究院，智能供应链研究，2022 年 8 月至 9 月。

11% 的人做好了这样做的准备。与此同时，63% 的组织同意个性化产品和服务会影响他们，

只有 9% 的人装备精良来处理这个。

企业对企业 (B2B) 组织认为可能会影响他们但尚未做好准备的其他趋势包括：

• 从产品转向服务（76% 对 13%）

• 与客户协作以改进产品开发、预测和规划（73% 对 11%）

• 用于大规模产品个性化的供应链（73% 对 12%）

新的数字服务将推动服务化和价值创造，同时在以下领域影响供应链：数字应用程序的开发
监控个人目标；

服务;使用数字应用程序和手持设备收集使用数据。

全球化和弹性：分布式供应链是下一个前沿

在过去三年中，COVID-19 危机极大地加剧了供应链的脆弱性：全球四分之三的组织受到关闭的影响

设施、供应中断、员工缺勤以及远程工作的必要性，而只有不到 20%的人能够很好地应对这些变化。多达 92% 的组织表示，全球供应链的持续迁移将对他们产生影响，但只有 15% 的组织做好了应对的准备（见图 3）。除了产能不足和单一采购外，去风险

这也是一个问题，69% 的组织表示会影响他们，但只有 11% 的组织对此做好了准备。

组织不具备应对全球化趋势的能力

资料来源：凯捷研究院，智能供应链研究，2022 年 8 月至 9 月。

组织正在将他们的供应链转移到使用更多本地供应商和制造商。

凯捷研究院 2022

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

供应商基地的地理分布

未来三年全球25%的贸易将转移

制造基地地域分布

资料来源：凯捷研究院，智能供应链研究，2022 年 8 月至 9 月。

组织正在将其供应链转向更多本地区域和供应商和制造商：2022 年至 2025 年期间，区域或本地供应商的份额将从 43% 增加到57%，制造商从 43% 增加到 56%。
Stellantis 供应链高级副总裁 Houssam
Hage 补充说：“战略采购可被视为本地采购，以确保不依赖任何受战争限制的国家或供应链中断的脆弱性，例如最近苏伊士运河的封锁运河。”

90%

的组织表示在线购买量的增长将影响他们

弹性：一个多维的和长期投资

弹性将影响运营模式并提高邻近性，减少碳足迹

以及非成本竞争力指标，例如质量水平和延误。

总体而言，94% 的组织表示确保市场准入以承受更频繁或更严重的中断将对他们产生影响，但只有 11% 的组织有能力应对这种情况（图 5）。在平衡“恰到好处”和“以防万一”供应的同时

战略被列为影响的关键领域，但只有 6% 的人做好了这样做的准备。

向可持续供应链的过渡并非没有障碍

组织正在实施多项可持续发展计划，包括碳足迹绘图和减少、可持续设计和可持续性指标。超过到时候，可持续性将重塑整个商业模式，从设计到运营到产品制造和服务交付。这将需要大量的努力和投资。

95% 的组织表示，减少供应链所有层级的二氧化碳排放量的努力将对他们产生影响，但只有 13% 的组织做好了应对此的准备。从线性移动到

循环供应链也是 68% 的组织的关键影响领域，但只有 10% 的组织准备实施它。在 B2B 组织中，影响的关键领域包括可持续产品开发和

端到端的透明度和可见性；然而，很少有人能做到这一点。另外两个受到严重影响的领域是可持续产品开发（受影响的77%

18% 准备）和报废产品管理（72% 对 13%）。

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

弹性趋势——影响和准备

图5

组织没有足够的能力来应对全球供应链的弹性

资料来源：凯捷研究院，智能供应链研究，2022 年 8 月至 9 月。

向可持续供应链的过渡将是一个漫长的过程
可持续性发展趋势——影响和准备

资料来源：凯捷研究院，智能供应链研究，2022 年 8 月至 9 月。

图6

“战略采购应该是本地的，以确保有

不依赖于任何受战争限制的国家或供应链的脆弱性

中断，例如最近的阻塞苏伊士运河”

侯萨姆黑格

供应链高级副总裁，

斯泰兰蒂斯

使供应链成为绿色倡议的重点

组织正致力于提高产品和服务的可持续性，将其作为核心战略要务。然而，如果不高度关注供应链的可持续性，就无法实现这些雄心壮志，因为供应链占组织温室气体排放量的 90% 以

从历史上看，组织最重视 (38%) 范围 1 排放，这些排放来自组织直接拥有或控制的来源。较少关注 (22%) 范围 2 排放（间接排放，例如组织使用的发电过程中产生的排放）和范围 3排放 (27%)。强调范围一排放

由碳中和的组织目标驱动。 2 然而，供应链的大部分碳足迹是在范围 2 和 3 下产生的，尤其是在制造组织内部。此外，大多数组织缺乏可靠的范围 3 排放数据。

大多数范围 3 排放来自与客户和供应链相关的活动。与范围广泛的供应商和承包商合作，很难确定每个供应商和承包商的碳足迹的离散影响，但通过供应链成员之间的协作，这项任务可以变得更容易。

越来越多的组织正在优化社会可持续性成本2022 年比 2020 年

优化以下成本的组织百分比

只有四分之一的组织正在扩展
可持续性
供应链计划

在我们的研究中，我们发现组织正在学习优化其成本结构中的可持续性相关成本。虽然56% 的组织能够在 2022 年优化社会可持续性成本，而 2020 年这一比例为 37%，但这数字在碳足迹方面保持不变，为 44%。

四分之一的组织已开始在其供应链中扩展可持续发展计划，最常见的是采购和物流。然而，测量所购商品/服务的碳足迹以及客户使用情况的实施最多的用例仅为 24%。同样，只有 18% 的组织实施了强大的退货供应链，只有 15% 的组织嵌入了可持续性指标和可回收包装和逆向供应链的行动计划。

不到四分之一的组织正在部署可持续性大规模用例

供应链中的可持续性用例（在多个站点部署的组织的百分比）

在过去的两年中，组织专注于生存，而忽略了降低成本

近年来，供应链的复杂性有所增加。端到端的供应链可能涉及数以千计的供应商，而客户需要更量身定制、可持续的产品和更高效的订单履行。此类干扰
商业世界最近看到
可以影响最健壮的系统。

45%

的组织正在吸收增加的供应链成本的很大一部分

这两天由于波动

在劳动力和商品市场，成本优化面临压力。优化原材料成本的组织数量在这段时间内急剧下降，从 2020 年的 61% 下降到 2022 年的 38%。运输和劳动力成本已经失控。一个新的焦点对社会可持续性的影响显而易见，与 2020年的组织 (37%) 相比，更多组织 (56%) 正在优化这些成本。

此外，我们发现，虽然未能掌握端到端基线，但 45% 的组织正在吸收由于弹性和可持续性而增加的供应链成本的很大一部分，其中制造业 (48%) 受到的影响最大在这方面，生命科学 (35%) 组织表现最好。

供应链变化缓慢发生

组织了解新兴趋势和驱动因素可能会对供应链产生持久的变革性影响，其中 68% 的组织认为

凯捷研究院 2022

最近成本优化已经消失
优化以下成本的组织份额

凯捷研究院，智能供应链研究，2022 年 8 月至 9 月，以及供应链调查，2020 年 8 月至 9 月，N=1,000 个组织。

图9

“我们必须增加提供给供应商的数据量，以及
我们的供应商提供给我们的，包括长期预测、生产数据、排程、盘点等。目前，我们有些来自供应商的信息，但我们不知道那个供应商背后有什么。我们需要分担问题，共同寻找解决方案。

费德里科·巴奥科依维柯供应链主管

一个关键的优先事项。然而，由于组织面临多重挑战，变革的步伐缓慢。只有大约一半(54%) 表示他们的供应链在过去几年发生了重大变化。更少 (27%) 正在实施全面的供应链转型计划。小于 40

% 的组织已经调整了他们的 IT 基础设施，采用了数据驱动的文化，并为供应商、客户和其他合作伙伴建立了协作系统（图 10）。

由于在 COVID-19 期间优先事项发生变化，组织报告其供应链的几个不同方面的成熟度低于之前的调查。例如，2020 年，54% 的组织表示拥有成熟的 IT 基础设施来支持数字化，而

目前为 31%。数据共享文化和数据治理成熟度分别从 64% 和 54% 下降到 41% 和 35%。造成这种情况的一些根本原因是供应链的本地化和碎片化程度更高；特别指定

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

图10

智能供应链转型的基础不是尚未到位

对供应链的以下方面做出重大改变的组织百分比表示供应链以下方面高度成熟的组织百分比为应对不可预测的库存可用性而作出的安排；或者只是组织进行更现实的自我评估，识别其供应链中的漏洞。所有这些都增加了供应链管理中员工技能提升和再培训的压力。只有 43% 的组织声称拥有熟练的员工队伍来应对变化，而之前这一比例为55%。

凯捷研究院，智能供应链研究，2022 年 8 月至 9 月。

智能供应链：整体、阶梯式转型

成功的智能供应链之旅

必须始终如一地应对新的业务和技术挑战，从供应

链条设计和系统性风险管理，通过预测和规划，执行和控制：

智能网络设计和风险管理：细分终端市场和渠道，提供差异化服务，设计和建立智能供应链网络，实现“弹性性能-可持续性”的最佳折衷，同时监控系统性风险。

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

图11

组织对其供应链更加现实比以前成熟

凯捷研究院，智能供应链研究，2022 年 8 月至 9 月。

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

智能预测和综合业务规划：整合终端客户数据，感知生态系统，提高预测准确性，并不断确保各层级的相关和一致规划，以更好地服务客户，同时提高公司绩效

360° 采购分析和供应商协作：定义和部署“弹性

-performance-sustainability”指标来选择供应商并不断推动供应商协作和绩效改进

非接触式和敏捷的订单交付：确保无缝、有益和
高效的端到端
终端全渠道个性化客户
经验，包括升级回收

供应链即服务：利用可信赖的合作伙伴进行外包，同时对供应链流程和任务进行数字化和自动化，以专注于更高水平的仲裁和创新

供应链控制塔和

端到端绩效管理：确保终端客户的端到端可见性、可追溯性、响应性和透明度，同时在所有利益相关者之间部署一致的绩效管理系统

可组合的 IS/IT 架构结合了事务骨干/企业资源规划 (ERP)、行业最佳解决方案（特别是与执行相关），

54%

的组织报告说拥有成熟的 IT 基础架构来支持数字化

需要数据共享和协作平台来打破孤岛并提供端到端的可见性和可追溯性。智能预测和综合业务规划是原创产品 (79%) 和
售后 (73%)。

向智能供应链的转变需要在多个维度上进行整体、逐步的转变。智能网络设计和系统性风险管理对于

考虑到提高弹性和可持续性的要求，更好地平衡供应商网络。目前只有 23% 的组织认为他们有能力

解决这个问题。

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

迈向智能供应链需要一个整体的、逐步转变

迈向智能化供应链需要整体和阶梯式转型

图12

凯捷研究院，智能供应链研究，2022 年 8 月至 9 月。

智能供应链：整体、阶梯式转型

通往智能供应链的道路需要解决关键用例驱动的挑战，同时构建未来：

重点话题

智能网络设计和风险管理

智能预测和综合业务规划

360° 采购分析和供应商协作

非接触式和敏捷的订单交付

供应链即服务

供应链控制塔和 E2E 绩效管理

短期机遇与挑战12-24个月

• Micro-segmentation and service offerings 服务产品的差异化

• 智能网络设计平衡弹性、性能和可持续性

• “如果？”场景

• 需求和生态系统感知

• 智能预测和库存• 集成业务规划和更快的 S&OP

• 利润优化的生产计划

• 绿色包装、3D打印

• 供应商可见性和协作：计划、质量、交付• 支出分析

• 360°绩效管理：弹性、绩效、可持续性

• 电子商务和在线订单跟踪

• 非接触式订单管理和可承诺 (ATP)• 跨公司运输

• 增强工作者：AR/VR、外骨骼

• RPA：对人有益（G2P），现有例程自动化

• 采购：采购和供应商资格/评估

• 规划：库存管理、中短期规划

• 执行：订单管理，订单到现金

• 数字作战室和日常事件的自动管理

• 库存、材料、流程和交付状态的渐进式端到端可见性

• 跨职能 KPI 和激励措施

• 网络安全

中期机遇与挑战>24个月

• 流量模拟和动态网络配置• 端到端风险管理：映射、预测、缓解• 端到端的关键可持续性路径评估和优化

• 从供应链规划到企业绩效管理

• 供应链参数的动态调整（安全库存，……）

• 持续、敏捷和闭环规划

• 收益管理

• 供应商协作：产品设计
• 跨所有层级的可持续性和弹性监测
• 快速加入新供应商
• 动态路由：拣选、交付
• 实时位置和基于位置的服务（跟踪和追踪、说明……）
• 预测性操作：配方、装运……
• 智能实时资源分配和计划/调度

• IPA：灵活的自动化，基于 IA 的自动化

• 供应链控制塔、警报和日常事件管理

• 端到端的弹性和可持续性定期评估

• E2E 可见性和可追溯性

• 闭环学习/基于AI的事件监控

• 动态定价

• 区块链：可追溯性、智能合约、…

只有三分之一的组织已经扩展了智能供应链转型计划

三分之二的组织仍处于部署的初始阶段或尚未部署供应链转型计划。平均而言，组织仅在多个地点扩展了 11% 的相关供应链计划。供应链即服务 (39%)，其次是 360 度采购分析和供应商协作 (36%) 以及流程自动化 (36%) 是最常部署的（单站点和多站点部署）

用例。就部署的用例而言，跨部门的情况与这一总体趋势一致。跨地区比较时，我们看到

欧盟和英国组织在规模化部署中所占份额最大 (38%)，而亚太地区所占份额最低 (30%)。一些组织正在实施多流程自动化计划。

• 宝马集团的移动 3D 激光扫描仪1 创建照片级真实感所有车辆工厂的全景图像、平面图和散点图。生产计划可以在早期阶段将虚拟产品集成到虚拟工厂中，减少计划工作量和资本支出，确保流程更加高效和稳定

• 百事可乐公司致力于工作流程自动化2，通过创建销售情报平台。该平台将零售商数据与百事可乐的供应链数据相结合，以预测商品何时缺货并及时补货以避免供应问题

大约一半的组织必须达到更高的业务和技术成熟度

在业务能力中，组织将可持续性监控和实施 (50%) 以及电子商务和订单管理系统 (46%) 评为最成熟的领域，同时他们认为规划
和生态系统协作

最不成熟。依维柯集团供应链负必须进一步增加我们向供应商提供的数据量，以及供应商提供给我们的数据量，包括长期预测、我们从供应商那里获得了一些信息，但我们不知道该供应商的背

• 联合利华通过新的集成供应商服务台3改善了其合作伙伴体验，具有单点联系和更快的查询解决时间

• 宝马与华晨汽车集团的合资企业4建立了电动汽车 (EV) 电池原材料再利用闭环；电池跟踪系统可在电池的整个生命周期内实现电池的可追溯性

从技术能力来看，组织在数据和人工智能 (AI)以及执行系统 (43% 以上) 方面最为成熟。组织考虑元宇宙、数字双胞胎、

协作平台是最不成熟的领域。联合利华建立了一个虚拟海洋控制塔，5 它提供与货物位置、预计到达等相关的实时数据，帮助该组织最大限度地减少延误并提高跨境效率

• 强生公司利用机器学习 (ML)6 及其背后的技术创建了一个能够实时准确预测需求的引擎

加强治理和绩效是成功的必要条件

随着时间的推移，组织没有做好充分的准备来监控供应链的改进。只有 49% 的组织表示他们的供应链负责人直接向董事会报告。只有 42% 的组织声称供应链关键绩效指标 (KPI) 与公司的更广泛目标保持一致。

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

不到一半的公司做好了监控准备随着时间的推移供应链改进

图 13

凯捷研究院，智能供应链研究，2022 年 8 月至 9 月。

只有三分之一的组织已经扩展了智能供应链转型计划。

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

为扩展的生态系统赋能是向前迈进的关键成功因素

如果要转化为卓越的运营，卓越的供应链还需要一个授权的、扩展的生态系统。据组织称，利用数据和云的全部力量的超大规模企业、合同制造商和保险公司是帮助转变/提高组织供应链绩效的最大贡献者。

保险和金融公司可以减轻供应链损失并实施创新的融资解决方案，而能源

和公用事业公司可以确保业务连续性。

赋能扩展生态系统：顶级合作伙伴卓越运营

资料来源：凯捷研究院，智能供应链研究，2022 年 8 月至 9 月。

图14

围绕经济模型和轨迹的挑战正在扩大

可持续发展的驱动力可以重塑组织的整个商业模式，而弹性将主要影响其运营模式。在这两种情况下，随着时间的推移，金融投资的努力程度和规模将非常重要，并且应与范围和预期的业务影响成比例。

• 特别是在高通胀时期，必须优化运营成本以支持可持续性

和韧性转变。数据驱动的操作是提高性能的主要杠杆，部署

进行物理开发之前的虚拟模型；之前的远程工作

就地；就地但增加；最后是闭环反馈。每次都做对，同时优化关键资源消耗，这将大大有助于实现可持续发展目标。

• 此外，具体的可持续项目将优化能源结构和

整个供应链的消费以及供应商的可持续性

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

图 15

顶级转型投资领域

• 与此同时，恢复力的提高通常会增加距离、减少运输距离和二氧化碳排放量。

更大的弹性和可持续性也将大大提高品牌在所有利益相关者中的声誉，促进获得不同的资金来源并改善工作条件。这些品质会给组织带来道德可信度和使命感——这是正在进行的战争中的重要武器
为人才。

随着运营复杂性和客户体验的加深，成本和非成本竞争力、可持续性和弹性将更加深刻地相互影响。每个单独的利益案例都必须评估这些不同特定维度内的影响。为一个行业或公司设计最有效的经济模型和轨迹将是未来成功的关键。这种全面的方法和模型需要多学科合作和广泛的投资。

组织将增加供应链投资以提高业务成果

平均而言，组织计划在未来三年内将其对供应链的投资增加 17%。

目前，组织平均将其收入的 2% 投资于供应链转型计划。投资最多的领域包括与生态系统的协作 (54%) 以及技能和变革管理(53%)。

前三大投资领域是规划、销售和营销以及质量。在专项投资方面

在这些领域，组织计划专注于变革管理和技能、与生态系统参与者（客户、供应商和同行）的协作、自动化和机器人化。

资料来源：凯捷研究院，智能供应链研究，2022 年 8 月至 9 月。

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

图 16

业务成果预计将翻一番未来三年

资料来源：凯捷研究院，智能供应链研究，2022 年 8 月至 9 月。

Stellantis 的 Houssam Hage 证实了协作对技能开发的重要性：“今天，在供应链方面，我们正在‘按需’培训。所以，当我遇到问题时，我会训练，解决问题，

顾问公司，或与内部团队，制定培训计划并实时实施。”其他组织正在实施多项自动化计划：

• 强生增加了功能7，例如带有 GPS 信号和温度监控的跟踪设备，以解决盗窃和假冒等问题

• BMW 安装了一个 AI 应用程序 8，可以防止空容器在传送带上不必要地移动。它还使用图像数据来识别容器是否需要绑在托盘上，或者是否需要对大而不稳定的箱子进行额外固定

因此，根据我们调查的组织，预计未来三年的预期业务成果将翻一番。

02 重新审视供应链架构的

诸多好处

图 17

组织可以从供应链大师那里学到什么？

在本节中，我们将发现某些组织如何在实践中掌握新的供应链范式并因此获得更高的跨维度收益。

“供应链大师”是展示其供应链满足多种需求能力的组织。我们根据受访者为加强供应链的六个关键方面所采取的措施对他们进行了评分。

数的组织成为供应链

硕士。总体而言，9.5%（1,000 家组织中的 95 家）满足标准。

在图 18 中，我们将 Masters 的分数与其他组织的分数进行了比较。平均而言，Masters 在愿景和领导力、效率、弹性、以客户为中心、可持续性和生态系统授权。

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

供应链大师的关键属性

方面	评分特征
愿景和领导力	指导并实现全面和逐步的转型、领导承诺、能力投资以及在内部和外部生态系统中传达愿景
效率和持续的成本优化	优化整个供应链的成本和营运资金并与服务产品差异化和服务水平改进等优先事项
顾客- 中心性	由于以客户为中心的可组合IS/IT 架构，部署强大的全渠道战略并无缝集成前台和后台，同时管理端到端价值链
可持续性	将可持续性 KPI 与其他业务 KPI 一起考虑并密切合作与供应链合作伙伴一起提高整个产品生命周期的可持续性
弹性和全球化	重新平衡地理足迹以确保市场准入、客户和供应商，并在过去三年内部署及时供应链，并重新定位其供应商基础以确保供应的连续性
生态系统授权	支持端到端和扩展的生态系统，以安全地快速丰富和个性化产品和服务。与价值链中的客户、供应商和其他合作伙伴建立紧密的协作平台

资料来源：凯捷研究院分析。

供应链大师成熟度矩阵

图 18

资料来源：凯捷研究院，智能供应链研究，2022 年 8 月至 9 月。
更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。
与供应链大师相比，供应链大师获得的收益高出 20%其他

图19

资料来源：凯捷研究院，智能供应链研究，2022 年 8 月至 9 月。

50%

表示其业务团队完全没有或仅略微具备使用排放数据来推动业务决策的组织的比例

供应链大师在关键业务指标上平均获得 20% 的收益

如图 19 所示，高分转化为 Masters 与其他组织相比的强劲表现。例如，Masters 报告的增量收入增长比其他组织高出近 15%。同样，他们的市场份额平均高出 15%。

供应链大师已投入巨资改造其技术基础架构。他们已经成熟

在各种技术中，让他们更好地了解市场动态、风险和脆弱性，并提供快速调整的灵活性。

在具体技术方面，Supplychain Masters重点关注以下五个方面：

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

图20

供应链大师在充分利用可组合的架构

技术和执行系统的部署级别

资料来源：凯捷研究院，智能供应链研究，2022 年 8 月至 9 月。

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

• 执行系统（仓库管理、运输管理、订单管理等）
• 云
• 网络安全
• 数据与人工智能
• 区块链

Supply-chain Masters 将变革管理和技能开发确定为首要投资领域。虽然技术升级是一个持续的过程，但 Masters 会根据总体业务目标确定他们认为具有最大潜在增量价值的领域。

让数据更努力地工作

企业供应链产生大量的内部和外部数据。Masters 与其他人的不同之处在于他们汇总、分析和处理数据的速度和准确性。美国工业产品制造商霍尼韦尔已将超过 200,000 份客户和供应商合同数字化，使其能够应用

跨越其 38 个业务部门的精细定价系统，在一定程度上抵御不断上升的通货膨胀，并确保需求不受仿制药的影响
价格上涨。

“我们拥有自动更新我们的ERP系统要采取价格行动的 SKU。我们能够这将花费我们八周的时间，"霍尼韦尔国9

Conagra Brands 正在以数字方式连接其制造业务。第一个支柱是将生产线上的所有设备连接到互联网，提供持续的跨职能数据流。第二个支柱是互联员工，他们能够在移动设备上收集数据。

第三个支柱是收益管理（了解和影响客户

产生最大收入的行为），这使团队能够提高材料效率（最大限度地减少材料的数量使用）和供应商质量，并确保遵守生产一致、可重复的产品和最大限度减少浪费所需的标准。最后，它正在为其一线团队和站点领导创建仪表板和警报，使他们能够及时对高优先级事件采取行动。该计划预计将在未来三年内节省 3亿美元的制造费用。10

供应链大师
报告的增量收入增长比其他组织高出近
15%

智能供应链将带来可持续和盈利的增长

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

智能供应链包括

包括优化的客户体验、可持续性、全球连通性和弹性在内的关键因素，从而实现智能预测、强大的网络设计、集成业务规划、预测能力和及时的洞察力。

成功的组织将在调整其地理足迹与保护和培育可提高网络弹性的合作伙伴生态系统之间取得平衡；部署及时效率；建立端到端的风险管理；并集中规划和分散执行
协调的方式。

组织将能够访问生态系统以提供端到端的可见性并部署协调的绩效管理和激励措施。快餐企业百胜中国控股将物联网 (IoT) 应用到其整个价值链，从供应商到食品准备，使其能够实时准确地跟踪 90% 以上的库存。这有助于它监控店内和仓库库存水平，减少浪费。22

组织将能够在整个产品生命周期中丰富、个性化和整合客户旅程，提高需求预测的准确性并缩短订单履行时间。

法国零售商家乐福正在开发一个自动化系统，该系统将在无需人工干预的情况下确定商店中80% 的库存分类，并比较不同商店的顾客购买行为。24

组织将能够提高效率并监控绩效，同时部署循环供应链和回收稀有资源，为产品和材料流带来端到端的透明度和可追溯性，并实施持续的可持续性指标。强生的MedTech 业务正在与客户合作开展一项计划，该计划允许医院从其一次性手术器械中回收金属和塑料部件，同时还以数字方式捕捉和传达回收材料对环境的影响。试点项目现已

扩展到德国各地的医院和其他欧洲国家。25

从传统供应链到智能供应链：互补的挑战

客户体验

• 细分市场并提供差异化服务

沿着产品生命周期丰富、个性化和整合客户旅程

感知生态系统并提高预测准确性以进行预测和优化

• 减少订单履行时间

智能供应链

弹力

• 平衡地理足迹并确保合作伙伴生态系统

• 部署即时效率和以防万一的弹性

• 建立端到端风险管理，保障供应链损失

• 在集中规划和分散执行的同时部署防流行病和综合规划和运营

可持续性

• 整合循环供应链，回收稀有资源

带来端到端的透明度和可追溯性产品和材料流

• 推动并利用与供应商的合作和跨企业的协同效应

部署持续的可持续性指标

全球供应链

• 连接生态系统以提供端到端的可见性

• 部署统一的绩效管理和激励措施

• 预测不断变化的全球法规

• 确保端到端的网络安全

新势力传统势力

资料来源：凯捷研究院分析。

03如何克服供应链转型之路上的障碍

组织将需要实现转型以创建面向未来的供应链。

在调查中，我们将组织分为两个部分：Supplychain Masters 和其他部分。我们分析了 Masters 的实践，发现他们在多个维度上脱颖而出，通过有针对性的投资克服了规划和执行方面的挑战，并保持了长期的战略重点。根据我们的分析和行业领导者的见解，我们建议组织遵循以下指导方针，使他们能够克服实施智能供应链网络的挑战

（请参考图21：从传统供应链到智能供应链：互补的挑战）：

重新评估您的供应链未来是否准备好接受新的供应链范式

• 首先分析新兴趋势对您的供应链的影响并评估您的准备好获取任何利益

• 认识到过去几年错失的机会并测试薄弱环节以衡量进展

• 将技术和自动化作为组织运营文化的一部分

构建能力和扩展技术作为可组合和集成架构的一部分

• 将集成控制塔和数字孪生整合到您的供应链管理系统中

• 投资于技能和能力建设

• 明确定义角色和职责以平衡多种需求

在两者之间建立数据驱动和协作的文化内部和外部生态系统

• 创建数据驱动的供应商和客户关系

• 通过弹性和可持续性视角重新评估整个供应链中的关系

迈向智能供应链的指南

• 赋予扩展的生态系统权力

资料来源：凯捷研究院分析。

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

重新评估您的组织的未来准备情况，以允许采用新的供应链范式

在过去的 2-3 年中，大型全球组织的供应链发生了许多变化。例如，大型零售商正在重新评估他们的分销和制造足迹以个性化客户体验和驱动力

通过全方位履行（选择、挑选、包装和交付产品，涉及数据驱动的同步，涉及数据驱动的同步）和自动化仓库的电子商务盈利能力。

为了使自己能够应对未来的需求，组织必须首先评估他们是否准备好利用对其供应链有影响的新兴趋势。我们调查中的供应链大师正是这样做的：71% 的人对他们的供应链进行了压力测试（使用“如果……会怎样？”情景），而只有 35% 的人对他们的供应链进行了压力测试。

休息。在重新评估其供应链对未来冲击的恢复能力并设计新的客户体验时，他们做出了重大调整：87% 的供应链大师表示他们的供应链发生了显着变化
过去两年。

几乎 89% 的硕士拥有成熟的供应链网络设计实践，而其余的只有 39%。这个反映了大师们的理解，即有必要在传统的效率和高水平客户服务需求与满足可持续性要求的努力之间取得平衡，确保业务连续性，并培养对地缘政治冲击的适应能力。María Fernanda Fornells，供应链高级总监，

Haleon 表示：“期的变化以及这些变化如何改善业务，这一点很重要。我们需要为消费者、我们的内部利益相关者和将要完成这项工

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更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

组织可以采取以下步骤重塑供应链以满足这些新需求。

首先分析新兴趋势对您的供应链的影响，并评估您是否准备好获取任何收益

64%的大师将他们的供应链目标与更)泛的业务目标相结合，而其余的只有下来，采取小步骤，尝试收集所有必需的部分并建立一个组织范围的范围。第面上很有吸引力的解决方案，但你需要

美国食品公司 Mondelez 就是一个很好的例子。该组织重新审视其供应链网络，以使其更加以客户为中心（而不是以制造商为中心）。它分析了其对消费者的影响

供应链各个阶段的流程。 2021 年，该组织引入了“面向消费者的设计”价值方法来实现成本效益，同时提供

对消费者最重要的元素。该组织超额完成了50% 的年度目标，并计划在未来进行改进。11

认识到过去几年错失的机会并测试薄弱环节以衡量进展

大师们将他们的精力集中在提高质量、规划和采购上，以产生最大的增量价值。

在全球不确定性中，组织面临着货物跨境流动的限制。为了应对这一威胁，许多人已采取措施

加强与顶级供应商的关系，以确保关键部件的不间断供应。总部位于英国的航空航天和国防组织 Rolls-Royce 减少了对俄罗斯钛供应的依赖

通过与一家美国钛供应商达成长期协议。它还实现了 10% 的成本降低

通过整合与四家高绩效供应商的支出来减少成本。12组织应重新审视其供应链中的核心和非核心活动，以提高弹性。例如，考虑到货运成本上升、货运中断和劳动力短缺？还应注意，产品的更大程度本地化要求组织与区域运输供应商建立关系。

同样，组织需要调整其运营模式以应对新趋势。消费品 (42%)、零售 (39%)、制造 (42%)和生命科学 (41%) 组织引用了新的运营模式（例如全渠道履行和远程们所看到的是电子商务平台的不可思议的影响，我们的消费者可以在其中直接了这种即时服务和满足的心态。

“我们所看到的是电子商务平台的不可思议的影响，我们的消费者可以在其中直接购买。客户希望立即交付产品。客户也正在转向自助服务模式。他们不想给任何人打电话并希望得到快速答复。所以，
全渠道沟通是关键。”

玛丽亚·费尔南达·福内尔斯

Haleon 供应链高级总监

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

自助服务模式。他们不想给任何人打电话并希望得到快速答复。因此，全渠道沟通是关键。

将技术和自动化作为组织运营文化的一部分

组织应该使流程自动化以提高效率并将资
源重新部署到增值方面，例如
作为客户互动、分析和决策制定。零售业
(52%)、制造业 (45%)、
生命科学 (44%) 和消费者产品 (40%) 引用了联合会

和孤立的数据湖作为当前的挑战。

在技术采用方面处于领先地位的组织报告停机时间更少，即使在严重中断期间也是如此。汽车供应商 Aptiv 为其供应链构建了数字双胞胎，使其能够规划场景并快速响应变化。2021 年，比利时和德国的洪水影响了该组织的连接器业务和部分原材料供应的流动。使用实时信息
该组织能够与

该地区的供应商，衡量潜在影响，并寻找替代品。几天之内，该组织就从受影响地区以外的供应商那里获得了组件订单。26

作为可组合和集成架构的一部分构建功能和扩展技术

构建和部署一个可组合的、集成的、和以客户为中心的架构，

结合交易骨干，同类最佳的行业解决方案（尤其是 ERP，

用于执行），以及数据共享和协作平台，以打破孤岛并实现从模拟到基于 AI 的事件监控的端到端管理。

构建和部署可组合的以客户为中心的架构、控制塔和数字孪生

尽管控制塔已经存在了十多年，但实施却参差不齐。通常，组织的不同部分有不同的控制塔

（例如出站物流）他们的供应链。需要将控制塔模型升级为集成和连接的解决方案，以提高整个供应链的可见性。

百胜中国控股开发了一个供应链控制塔，将原本孤立的系统中的数据连接起来，以实现综合管理报告和智能决策支持。它创建了各种仪表板，包括：1) 供应商绩效和食品安全抽样测试的详细信息

77% 的供应链大师与外部实体合作，而其他人的这一比例为 35%。

结果; 2) 供需计划，包括按细分市场和按品牌的详细需求和库存预测准确性； 3) 对于物流中心，包含按产品类别分类的库存水平的详细信息。该组织正在为移动设备定制此报告更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

增加可访问性和连接性，因为以及更快的决策。22

在 Kraft Heinz，控制塔解决方案提供工厂运营的实时可见性和 85 个产品类别的供应链分配自动化。卡夫亨氏还将为其在北美的 34 个制造工厂创建数字双胞胎，以帮助测试和改进解决方案和流程，然后再在工厂车间实施。例如，该技术将通过在问题发生之前主动解决问题来帮助预测最佳产品容量并减少机械中断，从而确保只向消费者提供最高质量的产品。13

数字孪生是物理系统的虚拟复制品，可以建模、模拟、监控、分析并不断优化物理世界中的对应物。通过回答诸如“什么是最好的？”、“如果……会怎样？”和“接下来会怎样？”等问题的能力，数字孪生不仅可以提供可见性关于动态的、现实世界的系统目前的表现，并提出如何

改进它们，但也预测它们在不同情况下的表现。

例如，家装零售商 Lowe’s 创建了一个数字双胞胎

它的商店通过访问商店的数字数据并与
之交互来帮助其员工提高运营效率并更
好地为客户服务。未来，数字双胞胎将
使查看销售业绩和客户流量的新方式成
为可能；例如，它可以
模拟客户或员工挑选经常一起购买的物品的
行为，以节省时间在商店中接近定位这些产
品。14

投资于技能和能力建设

供应链大师通过培养内部人才填补能力差距 (82%)；通过并购增加新人才 (76%)；与业务或 IT 服务提供商合作 (74%)。面向未来的供应链需要面向未来的人才。百分之八十一

的硕士拥有熟练的员工（具有数字和软技能，包括分析、技术、工具、应用程序、数据驱动

决策能力、适应性领导技能等）的人能够对动态环境做出反应，而其他人中这一比例仅为 39%。

要在供应链中始终如一地实现改变游戏规则的执行水平，需要在基层熟练使用数字技术，并以组织范围内的理解和承诺为后盾。例如，将需求规划视为战略优先事项的组织可以优先投资于需求规划人员的持续技能提升，并在不同的领域培养知识共享社区

81%

的硕士拥有能够对动态环境做出反应的熟练员工，相比之下只有 39% 的其他硕士。

地域或产品。目标是让员工编译自己的数据集，然后他们可以有目的地进行分析。

明确定义角色和职责以平衡多种需求

消费品 (46%)、生命科学 (51%) 和零售(43%) 行业的组织表示，角色和职责不明确是供应链成功转型的最常见障碍。

汉高全球洗衣及家庭护理首席供应链官 DirkHolbach 博士补充道：“我们了解到，主要挑战不是技术——它已经存在，

你可以购买它- 它更多的是软因素，比如变革管理。你必须两全其美，

组织将无法平衡多种需求列为主要挑战。

我们发现，随着时间的推移，供应链大师在监控供应链改进方面明显领先：

• 大约 78% 的供应链大师拥有专门的供应链转型办公室，而其余的只有 45%

• 66% 的供应链主管直接向董事会报告供应链转型计划的进展情况，而其他组织的这一比例为 48%

• 77% 的供应链大师认为可持续发展领导者的意见至关重要，而其他组织中只有 48%的人这么认为

在内部和外部生态系统中建立数据驱动和协作的文化

消费品 (38%)、零售 (40%)、制造 (36%) 和生命科学 (38%) 组织表示，文化阻碍变革是最常见的战术障碍。

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

据执行副总裁兼首席数字和
辉瑞技术官：“辉瑞的举措
转向供应链分析帮助它转变为一个更精简、更科学驱动、更以患者为

为了取得成功，我们必须清楚地传达公司的数字战略，以激发员工的支持和参勇敢和以不同的方式思考，以完成我们” 1 7

73% 的硕士已经为供应链运营建立了一个跨职能的风险管理团队，而其余的这一比例为41%。在施耐德电气，可持续发展、全球供应链、业务线以及客户满意度和质量团队之间的紧密合作

已经产生了新的流程，使组织能够重新评估客户退货。通过在组织的本地适应中心重复使用组件或重新制造新产品，它能够加快实现其目标的进程
可持续发展的雄心。例如，它是

能够遵守即将出台的反浪费法并减少其供应链的碳足迹。这也转化为更高的客户满意度，即使在组件短缺、服务新客户和降低成本的情况下

由于数量减少导致的质量问题产品报废17

同样，零售商 Kroger 建立了跨职能和协作的库存团队，致力于解决供应链问题，与供应商合作伙伴合作制定详细计划以释放受限的产品线。18

创建数据驱动的供应商和客户关系

供应链越来越多地受到影响材料流动的地缘政治事件的驱动。此外，对可持续产品的需求不断增长以及与天气相关的更频繁的中断要求组织进行预测和准备，而不是简单地做出反应。

对供应链连接的新需求

对外部生态系统的驱动是：

• 可持续供应商问责制

寻源和采购

• 确保供应和提高关键部件供应链可见性的必要性，组织需要在 2 级、3 级和其他级别的供应商运营可见性

• 要求建立部件的可追溯性以保证真实性和跟踪产品的移动

• 提高抵御外部冲击的能力

• 培养响应趋势的敏捷性

• 增加供应链供应商的多样性和包容性标准（例如从小农那里采购农产品）

在外部集成其系统的组织看到了好处。我们的研究表明，77% 的供应链大师与外部实体（供应商、分销商、零售商等）合作，而其他人的这一比例为 35%。 82% 的硕士已经通过云扩展了集成和协作规划的部署，而其余的只有 32%。

供应链越来越多地受到影响材料流动的地缘政治事件的驱动。

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

通常，组织已经部署了各种现成的解决方案，例如采购、供需匹配、

和供应商协作，导致孤立的数据系统。他们需要重置数据架构以连接到这些平台并利用外部生态系统。

酒精饮料组织帝亚吉欧 (Diageo) 启动了多项举措，以鼓励与供应商和客户的密切合作。具有实时性

例如，通过货物跟踪，组织可以确定苏伊士运河阻塞期间所有全球客户货物的状态。它确定阻塞运河的船只不包含帝亚吉欧产品，但该组织将受到由此产生的积压的影响船只。这种洞察力使该组织能够主动与航运公司和客户进行沟通。帝亚吉欧创建了一个虚拟事件室，优先处理自己的货物并将应急计划付诸实施。该组织正在将其系统与其客户的系统集成，以统一贸易条款和

成本服务计划，以及实时传输性能可见性。

该组织通过提供单一数字参与点的 DiageoOne 平台促进了客户连接。它使客户（包括酒吧和餐馆）能够查看帝亚吉欧的 SKU 组合、下新订单、查看历史订单以及查看发票和账单信息。客户可以访问帮助他们创造价值和加速决策制定的工具和数据。因此，在Advantage Group International 英国啤酒、葡萄酒和烈酒报告中，帝亚吉欧在英国的供应链和客户服务方面排名第一，在全球排名第四，比 2019 年上升了九位，比最接近的烈酒竞争对手高出七位。 (TF603 )

通过弹性和可持续性视角重新评估整个供应链的关系：由于供应链排放是组织排放的最大贡献者，组织不能忽视供应商关系中的可持续性考虑。 DHL 超过 50% 的客户，领先的物流服务提供商，在其招标过程中要求提供有关负责任的商业实践的信息。21

组织可以通过以下步骤更好地利用技术和专业知识来减少供应商端的排放：

• 投资于供应商培训和教育：大多数行业的供应商都缺乏解决减排问题的培训和条件。此外，期望

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

68%

的组织认识到开发端到端的重要性
最终产品的透明度和可追溯性。

正在上升以包括其他社会承诺，例如从少数群体、女企业家等采购。大型组织可以扩大他们的支持，以确定其供应商可持续发展之旅的正确起点。

• 设定明确的衡量标准：可持续性对于不同的供应商和客户群体可能意味着不同的事情。对于每个供应商组，设置建立透明的指标，据以评估其可持续性评级。理想情况下，可持续发展将贯穿供应商的价值链。重点指标将帮助供应商优先考虑采购可持续原材料、包装、路线优化、绿色能源、绿色环保等举措仓储、废物管理、劳工政策等

• 为可持续性实施实时跟踪系统：协作不仅可以增强可持续性，还可以帮助组织获取有关供应商运营的实时数据，以确保质量、速度和问责制。百胜中国建立了从供应商工厂到其系统的端到端连接。系统帮助它获得即时偏差

通知、趋势分析和风险警告，使其能够立即采取行动来降低风险。22

可持续性不仅关乎排放，还关乎供应商群体的多样性、原材料的可追溯性以及员工的福祉和安全。许多组织认为他们受到这些趋势，但还没有准备好在短期内实现它们。 68% 的组织认识到开发产品的端到端透明度和可追溯性的重要性，但只有不到10% 的组织能够实现这些。

类似数量的组织能够确保供应商多元化（从小型企业或由少数族裔、LGBTQ+ 社区成员等拥有/经营的企业采购），而近 73% 的组织将其视为一个重要的新兴趋势。转向更公平的采购机会需要教育采购团队

他们如何通过改进创新、采购质量和成本效益来积极影响业务绩效。

它还需要挑战领导者以不同的方式思考如何包括更多样化的供应商。认识到这一点，公司将更多的支出用于多样化的采购。例如，Mondelez 设定了一个目标，即在全球范围内向少数族裔和女性拥有的企业投入 10 亿美元

到 2024 年23

随着供应网络不确定性的增加，越来越多的组织正在优先考虑具有以下特征的弹性运营：

• 网络弹性：很好地平衡端到端的地理足迹；保护第三方物流和合同制造商的生态系统；确保端到端的网络安全；将敏捷成本整合到服务成本模型中。例如，耐克拥有完全外包和多元化的供应链，生产外包给 500 多家工厂。27

• 以防万一的弹性：提高供应链内的灵活性和互操作性；建立关键零件/产品的库存；启用全渠道模型以平衡跨渠道的库存可用性

市场和地域；通过吸引多个采购合作伙伴来制定多源战略

– 电梯工程组织通力正在采用多源采购，这意味着它将有一个替代供应商，不仅在电梯模块级别，而且在组件和零件级别，它将在其供应链中实施这一政策。它还协调供应商之间的供应链流程和 IT 系统，以确保产品和组件可以在不同地点以相同方式制造。2

– 美国工业工具和家用五金制造商 StanleyBlack & Decker 正在对其产品系列中的组件进行标准化，以与其主要供应商建立规模经济。它正在简化产品设计并巩固其供应商基础，并通过共享设计计划缩短创新上市时间。该组织的目标是将其系统中的库存单位 (SKU) 数量减少 40% 以上，并且

节省大约的成本

未来三年 3 亿美元。 1

• 端到端风险管理：建立跨职能的端到端风险管理

方法和工具支持的管理团队；通过共享数据方法与供应商和合作伙伴一起开发库存/流量的实时可见性。

• 防疫规划和运营：利用客户/供应商和交付数据来提高物流和售后效率。使用集成协作平台进行规划。实施自动化运营和货到人技术，以提高运营效率并缓解意外的劳动力短缺。

赋予扩展的生态系统权力

随着供应链复杂性的增加，扩展的生态系统（第三方物流公司、业务咨询公司、软件供应商、超大规模供应商等）对于实现整体业务目标变得非常重要。它不仅有助于高效和综合运营，而且有助于管理风险和获得资本（保险公司，

投资银行家）和改善可持续运营（所有层级的供应商、能源和公用事业供应商）。通过实时数据共享和建立集成系统的密切协作将为整个行业价值链增加价值。

组织可以从确定他们在价值链中的角色开始，找到共同的企业目标和共同实现这些目标的机会。例如，为了实现其可持续发展目标，强生与其他九家制药公司共同推出了Energize，这是一个向行业供应商宣传可再生电力采购机会并帮助他们过渡到可再生能源的平台。 22

结论

企业争先恐后地应对供应链中断，而中断通常是由他们无法控制的因素造成的。这导致了几个临时实施来维持服务水平。

与此同时，出现了供应链绩效的新维度。种新的供应链范式已经在起作用；供应链权衡现在由四种互补的力量驱动：客户体验、全球价值链、弹性和可持续性。

向智能供应链迈进是一个整体和逐步的转变，需要随着时间的推移进行大量和持续的投资和努力。

未来几年将投放市场的新型智能和可持续产品将逐步重塑整体

价值链，从设计和采购到产品制造、服务提供和回收，以及
因为对
客户体验。弹性和可持续性还将大大提高所有利益相关者的品牌价值，同时促进获得不同的资金来源、改善工作条件并赋予员工更大的使命感，对招聘产生连锁积极影响
和保留。

成本和非成本竞争力、可持续性和弹性将相互影响以及客户体验。每个单独的利益案例都必须评估这些不同方面的影响。在全球范围内，为

行业或公司将是成功前进的关键。这种全面的方法和模型将需要多学科协作以及在技术和自动化、变革管理、技能、协作和数据治理。变化正在发生；现在事情需要加速，而更快移动、更智能的供应链将成为其中不可或缺的一部分。

研究方法论

为了了解跨行业智能供应链的成熟度，我们使用定性和定量方法进行了广泛的研究。研究结果反映了受访者对我们在线问卷的看法，旨在提供方向性指导。请参阅受访者详细信息的方法，并与凯捷专家联系以了解具体影响。

深度访谈

我们对涉及供应链领域的大型组织的专家进行了10 次深度访谈。

高管调查

我们调查了来自各行业大型组织的 1,000名供应链高管。全球调查于 2022 年 8 月和 9 月进行。选定受访者及其组织的分布情况如下。

按部门划分的组织

按角色划分的高管

按年收入划分的组织

按职能划分的行政人员

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

附录

以下是用于确定我们研究的供应链大师的问题。（图十）

轴	分数	陈述
以客户为中心	5 -非常同意4-同意3- 中立 2－不同意 1 -强烈反对 5 －非常高的准备水平 4－高水平的准备 3－中等水平的准备2－低水平的准可持续性 KPI 与其他业务 KPI一起考虑	我们已经部署了强大的全渠道战略正在利用物联网和连接性提供基于位置的服务、实时跟踪和追踪
		将专业电子商务平台与规划和执行系统集成
		我们可以实施快速且具有成本效益的方法来适应我们供应的短期中断/波动
		链
		我们为所有客户提供自动订单输入流程我们有一个基于 API 和微服务的供应链架构举措的成熟度
效率	备1－非常低的准备水平准备 5 -非常同意 4-同意 3 －中立 2－不同意1－强烈反对
不同意弹力	5- 非常同意4-同意 3 －中立 2－不同意1 －强烈年	我们的库存水平（或库存周转率）堪比业内最佳成本优化
		在可能的情况下，供应链中的自动化或机器人化流程
		我们可以为供应链的每个节点持续改进服务水平重新平衡我们的地理足迹以确保市场准入、客户和供应商，在过去的 2-3 三个
	不同意
		评估合作伙伴/供应商满足我们要求以确保业务连续性的能力
		系统地部署多采购策略而不是单一采购策略
		建立合约制造商和全球第三方物流组织的生态系统
		持续整合外部数据（政治风险、市场调查、社交媒体爬行等）以帮助决策制作

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

轴	分数	陈述
愿景与	5 －非常高的准备水平 4－高水平的准	我们已经掌握了在业务中跨职能工作的敏捷方法，并且IT团队
领导	备3－中等水平的准备2－低水平的准	我们已经掌握了在业务中跨职能工作的敏捷方法，并且IT团队
	备1－非常低的准备水平	能够以数字方式整合组织的计划、制作、采购和交付功能
		跨职能协作和数据共享的文化
		熟练的员工（具有数字和软技能，包括分析、技术、工具和应用程序，数据驱动的决策、适应性领导风格等)
		数据治理(管理数据的可用性、使用、完整性和安全性)
		变革管理，即沟通和实施
生态系统	5 －非常高的准备水平 4－高水平的准	大规模部署集成和协作规划，利用云平台
授权	备 3－中等水平的准备2－低水平的准生	态系统协作的成熟度
	备1－非常低的准备水平准备	与生态系统参与者（客户、供应商、同行等）的紧密合作一-最重要的投资之一领域

成为供应链大师的准备水平

大于 100：

非常高的准备水平

75-100:

高水平的准备

50-75:

准备程度中等

25-50:

准备程度低

<25:

准备水平很低

凯捷可以帮助加速您的供应链转型

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

从传统供应链到智能供应链我们的服务产品应对新的业务和技术挑战……

……跨越：弹性、客户体验、全球化和可持续性

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SUPALYCHAIN PLANET

分享2千多份物流供应链领域的高价值报告！且每天仍在持续增加中！

专注：专注于物流与供应链领域的资讯与报..

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关于凯捷

Capgemini 是全球领先的企业合作伙伴，通过利用技术的力量来改造和管理他们的业务。集团每天都以其宗旨为指导

通过技术释放人类能量，实现包容和可持续的未来。它是一个负责任的多元化组织，在 50 多个国家/地区拥有超过 340,000 名团队成员。凭借其 55 年的悠久历史和深厚的行业专业知识，凯捷深受客户信赖，能够满足他们从战略和设计到运营的整个业务需求，并受到

快速发展和创新的云、数据、人工智能、连接、软件、数字工程和平台世界。
该集团报告称，2021 年全球收入为 180 亿欧元。

得到你想要的未来 |www.capgemini.com

HOW GREATER INTELLIGENCE COULD

supercharge supply chains

Augmented 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 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 production 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 CO₂ emissions and improve labor practices all along the supply 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. Imperatives 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 omnichannel

54%

of companies acknowledge that their supply chain has changed significantly in the last two years.

Introduction

strategy, only 27% are implementing endto-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 remaining 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 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 the 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 chain?

• Is the move to an intelligent supply chain a holistic and stepwise transformation?

• What can be learned from the best-inclass intelligent supply chains?

• How can organizations overcome key challenges on the road to transformation?

#

One of the cumulative effects of the crises of the past three years has been to redefine supply-chain priorities. Operational efficiency/cost reduction, 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 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 sustainability 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 also 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 to be addressed consistently are the following ones:

Customer experience : Online purchasing, faster order fulfilment, hyper-personalization

Globalization and resilience : Secured market access (suppliers and customers), relocation, product platforming (hardware and software)

Sustainability : CO₂ reduction, sustainable design /sourcing, supplier diversity

Summary

Fewer than 20% of organizations currently 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 management, 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 provide 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 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 the best practices of these front-runners.

20 %

of organizations consider they are equipped in handling supply chain challenges consistently.

01 ORGANIZATIONS ARE STRUGGLING TO EMBRACE THE NEW SUPPLY-CHAIN PARADIGM

The crises of the last three years have produced a new paradigm and set of priorities for the supply chain

Supply-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: resilience and sustainability. In our survey, 45% of organizations state that their supplychain 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 baselines.

Fig.1

Efficiency and continuous cost optimization, resilience, and agility are the highest supply-chain priorities among organizations

Highest ranked supply-chain priorities among organizations • The top two supply chain priorities of the consumer products organizations are efficiency and cost optimization and agility to support new business models.

Source: Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022,
and Supply Chain Survey, August–September 2020; N=1,000 organizations for each.
Note: Survey respondents were asked to rank the top five priorities of their organization’s supply chain, from 11 options.

Unilever’s 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 brand 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 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.

#

MANUFACTURING

The top two priorities of the 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 builds its own cells in its “gigafactories” and recently launched its 4680 battery in collaboration with Panasonic.

#

LIFE SCIENCES

• 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 the 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.

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 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 paradigm

Organizations are poorly prepared to offer a more connected, 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 orderfulfillment times and more personalized products and services – are also impacting the supply chain. Seventy-four percent of organizations agree that shortening order fulfillment times will impact them but only

Customer experience trends across regions, and by industry.

Customer experience trends

Source: Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022.

11 percent 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 businessto-business (B2B) organizations cited as likely to impact them but for which they 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 servitization 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 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 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 that 69 percent of organizations said will impact them but for which only 11 percent are prepared.

Organizations are not equipped to address globalization trends

Globalization trends – impact and preparedness

Source: Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022.

Organizations are shifting their supply chains to use more local suppliers and manufacturers.

Source: Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022.

Geographical distribution of supplier base

25% of global trade will relocate in the next three years
Geographical distribution of manufacturing base

Fig.4

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 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.”

90%

of organizations say growth in the volume of online purchase will impact them

Resilience: A multidimensional and long-term investment

Resilience 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 disruptions will impact them but only 11% are wellequipped to handle this (Figure 5). While balancing ‘just-intime’ and ‘just-in-case' supply strategies was cited as a key area of impact, only 6% are wellequipped to do so.

Transition to a sustainable supply chain is not obstacle-free

Organizations are implementing multiple 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 effort and investment.

Ninety-five percent of organizations say the push to reduce CO₂ 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, but 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% prepared) and endof-life product management (72% versus 13%).

Fig.5

Organizations are poorly equipped to handle the impact of resilience on the global supply chain

Resilience trends – impact and preparedness

Source: Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022.

Fig.6

The transition to sustainable supply chain will be a long journey

Sustainability trends – impact and preparedness

Source: Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022.

“Strategic sourcing should be local to 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 Hage
Senior VP of Supply Chain,
Stellantis

MAKING SUPPLY CHAINS THE FOCUS OF GREEN INITIATIVES

Organizations are committing to greater sustainability of products and services as a central strategic imperative. However, such ambitions cannot be achieved without a strong focus on 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 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 chain’s carbon footprint is generated 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 identify the discrete impact of the carbon footprint of each of these, but this task can be made easier through collaboration between supply-chain members.

More organizations are optimizing social sustainability costs in 2022 than in 2020

% of organizations optimizing the following costs

Only one in four organizations is scaling sustainability supply-chain initiatives

In our research, we found that organizations are learning to optimize sustainabilityrelated 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 sustainability 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 robust supply chain for returns, and just 15 percent have embedded sustainability metrics and action plans for returnable packaging and reverse supply chains.

Fewer than one in four organizations is deploying sustainability use cases at scale

Sustainability use cases in supply chain (% of organizations deploying at multiple sites)

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 supply 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.

45%

of organizations are absorbing a significant portion of increased supply-chain costs

In the past two days, owing to volatility in labor and commodity markets, costoptimization has come under pressure. The number of organizations optimizing rawmaterial 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 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 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 longlasting, transformative impact on supply chains, which, for 68 percent of them, are

Fig.9

Cost-optimization has fallen away in recent times

Share of organizations optimizing the following costs

Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022, and Supply Chain Survey, August–September 2020, N=1,000 organizations each.

“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 what is behind that supplier. We need to share the problem and find the solution together.”

Federico Baiocco Head of Supply Chain, Iveco 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 changed 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, and 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 digitalization, 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

Fig.10

Foundations of intelligent supply-chain transformation are not yet in place arrangements put in place in response to unpredictable availability of inventories; or simply a more realistic self-assessment by organizations, recognizing 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.

% of organizations making significant changes to the below aspects of supply chain

Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022.

Intelligent supply chain: A holistic and stepwise transformation

A successful intelligent supply-chain journey must consistently address new business and technological challenges, from supplychain design and systemic-risk management, through forecasting and planning, to execution and control:

Intelligent network design and risk

management: Segment end markets and channels, differentiate service offerings, and design and set up an intelligent supply chain network enabling the best “resilienceperformance-sustainability” compromise, while monitoring systemic risks over time

Fig.11

Organizations are more realistic about their supply-chain maturity than previously

% of organizations citing high maturity in the below aspects of the supply chain

Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022.

Smart forecasting and integrated business planning: Integrate end-customer data, sense the ecosystem, improve forecast accuracy and constantly ensure relevant and consistent planning across all tiers to better serve customers while improving company performance

360° 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 order to delivery: Ensure a seamless, rewarding and efficient end-toend omni-channel and personalized customer experience, including upcycling

How greater intelligence could supercharge supply chains. Augmented resilience, performance, and sustainability will allow organizations to take on a customer-centric focus.

Supply chain as a service: Leverage trusted partners to outsource while digitizing and automating supply chain processes and tasks to focus on higher levels of arbitration and innovation

Supply chain control tower and end-to-end performance management: Ensure end-to-end visibility, traceability, responsiveness and transparency for endcustomers while deploying a consistent performance management system across all stakeholders

Composable IS/IT architecture combining a transactional backbone/enterprise resource planning (ERP), best-of-breed solutions by industry (notably in relation to execution),

54%

of organizations reported having a mature IT infrastructure to support digitalization

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 (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 and sustainability. Only 23% of organizations currently believe they have the ability to address this.

Fig.12

Moving towards an intelligent supply chain requires a holistic, stepwise transformation

Moving towards an intelligent supply chain requires a holistic and stepwise transformation

Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022.

Intelligent supply chain: A holistic and stepwise transformation

The path towards an intelligent supply chain entails addressing critical use-case-driven challenges while architecting the future:

Key Topics

INTELLIGENT NETWORK DESIGN AND RISK MANAGEMENT

SMART FORECASTING AND INTEGRATED BUSINESS PLANNING

360° SOURCING ANALYSIS AND SUPPLIER COLLABORATION

TOUCHLESS AND AGILE ORDER TO DELIVERY

SUPPLY-CHAIN-AS-A-SERVICE

Short-term opportunities and challenges 12-24 months

• 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-optimized 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-company 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 of usual events

• Progressive end-to-end visibility of stock, materials, flows, and delivery status

• Cross-function KPIs and incentives

• Cybersecurity

Mid-term opportunities and challenges >24 months

• Flow simulation and dynamic network configuration

• End-to-end risk management: mapping, prediction, mitigation

• End-to-end critical-sustainability path assessment 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

• 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 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, …

Only one-third of organizations have scaled intelligent supplychain transformation initiatives

Two in three organizations are still in the initial stages of deployment or are yet to deploy supply-chain transformation initiatives. On average, organizations have scaled only 11 percent of relevant supplychain 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) 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 region took the lowest share (30%). Some organizations are implementing multiple-process automation initiatives.

• The BMW Group’s Mobile 3D laser scanners1 create photorealistic

panoramic images, floor plans, and scatter plots for all vehicle plants. Production planning can integrate the virtual product into 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 searchmarketing strategies by creating a sales-intelligence platform. The platform combines retailer data with PepsiCo’s supply-chain data to predict when items will go out of stock and prompt restocking to avert supply issues

Around half of organizations must attain greater business and technical maturity

Among business capabilities, organizations rate sustainability monitoring and implementation (50 percent) and e-commerce and ordermanagement 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 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 share 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 Group’s joint venture4 has established a closed loop for the reuse of raw materials from the batteries used in electric vehicles (EVs); a batterytracing system enables traceability of batteries throughout their lifecycles

Looking at technical capabilities, organizations are most mature in data and artificial intelligence (AI) as well as execution systems (43+ percent). Organizations 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-border 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 improvements 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 company’s broader objectives.

Fig.13

Less than half of companies are well prepared to monitor supply-chain improvements over time

Share of organizations prepared to monitor supply chain improvements

Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022.

Only one-third of organizations have scaled intelligent supplychain transformation initiatives.

Empowering an extended ecosystem is a key success factor moving forward

Supply-chain excellence will also require an empowered, extended ecosystem if it is to translate into operational 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 organization’s supply chain.

Insurance and finance companies could mitigate supply chain losses and implement innovative financing solutions, while energy and utilities companies can secure business continuity.

Empower an extended ecosystem: top partners for operational excellence

Fig.14

Source: Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022.

Challenges around economic models and trajectory are sizing

The drive for sustainability can reshape the entire business model of an organization, while resilience will mainly 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 support sustainability and resilience transformations. Datadriven 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 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

Top transformation investments areas

Companies will spread investment across new technologies, capabilities and change management, and the ecosystem

Source: Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022.

• At the same time, resilience improvement will usually increase proximity, reduce transport distance and CO₂ emissions.

Greater resilience and sustainability will also drastically enhance brand reputation with all stakeholders, facilitating access to different 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 operational 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 comprehensive 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. Currently, 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 quality. 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.

Business outcomes are projected to double over the next three years

Fig.16

Source: Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022.

Houssam Hage at Stellantis confirms the importance of collaboration to skills development: “Today, in terms of supply chain, we are training ‘à la demande.’ So, when I have an issue, I train up, I fix the issue, 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 has 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 whether 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.

02 THE MANY BENEFITS OF REVISITING SUPPLY-CHAIN ARCHITECTURE

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 the 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 of 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.

Fig.17

Key attributes of Supply-chain Masters

Aspect	Characteristics for scoring
Vision andleadership	Steer and deliver a holistic and stepwise transformation,leadership commitment, investing in capabilities,and communicating the vision across internal and externalecosystems
Efficiency and continuous cost optimization	Optimize costs and working capital all along the supply chain and balancing withpriorities such as service offerings differentiation and service levels improvement
Customer-centricity	Deploy a powerful omnichannel strategy and seamlessy integrate front and backoffice while managing the end-to-end value chain,due to a customer-centriccomposable IS/IT architecture
Sustainability	Consider sustainability KPls alongside other business KPls and collaborate closelywith supply-chain partners to improve sustainability all along the product life cycle
Resilience and globalization	Rebalanced geographical footprint to secure market access, customers andsuppliers,and deploya just-in-time supply chain within the past three years,andreoriented their supplier base to ensure continuity of supply
Ecosystemempowerment	Empower an end-to-end and extended ecosystem to securely enrich andpersonalize products and services at speed.Setup close collaborative platforms with customers, suppliers,and other partners in the value chain

Fig.18

Supply-chain Masters maturity matrix

Masters vs others across six aspects key of supply chain

Source: Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022.

Fig.19

Supply-chain Masters derive 20% greater benefits compared to others

Change in key supply-chain metrics following implementation of initiatives

Source: Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022.

50%

share of organizations that say that their business teams are either not at all equipped or only slightly equipped to use emissions data to drive business decisions

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 of 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 vulnerabilities, and providing the flexibility to adjust quickly.

In terms of specific technologies, Supplychain Masters focus on the following five areas:

Fig.20

Supply-chain Masters are mature in leveraging the full power of a composable architecture • Execution systems (warehousemanagement, transport management, order management, etc.)

Deployment level of technologies and execution systems

Source: Capgemini Research Institute, Intelligent Supply Chain Research, August–September 2022.

• Cloud

• Cybersecurity

• Data and AI

• Blockchain

Supply-chain Masters identify change 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 harder

Corporate supply chains generate huge amounts 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 industrialproducts manufacturer Honeywell has digitized over 200,000 customer and supplier contracts, allowing it to apply

a granular pricing system 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 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 equipment 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 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 leadership, 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.10

Supply-chain Masters
reported incremental revenue growth nearly 15 percent greater than that of other organizations

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 resilience, 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 resilience; deploy just-in-time efficiency; set up end-toend 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 performancemanagement and incentives. Fast-food restaurant 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 wastage.22

Organizations 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 stock 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 traceability to product and material flows, and implementing ongoing sustainability metrics. J&J’s MedTech business is partnering with customers on a program that allows hospitals to recycle metal and plastic components from its singleuse surgical instruments, while also digitally capturing and communicating the environmental impact of salvaging materials. The pilot program is now expanding to hospitals across Germany and other European countries.25

From traditional to intelligent supply chain: complementary challenges

CUSTOMER EXPERIENCE

Micro-segment the market and differentiate service offerings

• Enrich, personalize, and integrate the customer journey along product life cycles

• Sense the ecosystem and improve forecast accuracy to anticipate and optimize

• Reduce order-fulfillment time

SUSTAINABILITY

• Integrate circular supply chain and recycle rare reso

• Bring end-to-end transparency and traceability to product and material flows

• Fuel and leverage collaboration with suppliers and cross-enterprise synergies

• Deploy continuous sustainability metrics

INTELLIGENT SUPPLY CHAIN

RESILIENCE

• Well balance geographical footprint and secure an ecosystem of partners

• Deploy just-in-time efficiency and just-in-case resilience

• Set up E2E risk management and insure supply chain losses

Deploy pandemic-proof and integrated planning and operations while centralizing planning and decentralizing execution

GLOBAL SUPPLY CHAIN

Connect ecosystems to provide end-to-end visibility

• Deploy harmonized performance management and incentives

• Anticipate evolving worldwide regulations

• Ensure end-to-end cybersecurity

Legend: New forces

Traditional forces

03 HOW TO OVERCOME OBSTACLES ON THE ROAD TO SUPPLY-CHAIN TRANSFORMATION

Organizations will need to achieve transformation to create future-ready supply chains.

In the survey, we segregated the organizations into two segments: Supplychain 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 targeted 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 traditional to intelligent supply chain: complementary challenges):

Guidelines to move towards an intelligent supply chain

REASSESS THE FUTURE READINESS OF YOUR SUPPLY CHAIN TO EMBRACE THE 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 opportunities over the past few years and test areas of vulnerability to measure progress

• Embrace technology and automation as part of your organization's operational culture

BUILD CAPABILITIES AND SCALE TECHNOLOGIES AS A PART OF A COMPOSABLE AND INTEGRATED ARCHITECTURE

• Incorporate integrated control tower and digital twins into your supply-chain management systems

• Invest in skills and capability building

• Clearly define roles and responsibilities to balance multiple demands

BUILD A DATA-DRIVEN AND COLLABORATIVE CULTURE ACROSS BOTH INTERNAL AND EXTERNAL ECOSYSTEMS

• Create data-driven supplier and customer relationships

• Reassess relationships across the supply chain through both resilience and sustainability lens

• Empower an extended ecosystem

Reassess your organizational future-readiness to allow adoption of the new supply-chain paradigm

Supply chains of large global organizations have undergone numerous changes over the past 2–3 years. Large retailers, for example, are re-evaluating their distribution and manufacturing footprints to personalize the customer experience and drive e-commerce profitability through omnifulfillment (selecting, picking, packing, and delivering products across 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 survey 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 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 demands of efficiency and high levels of customer service with efforts to meet sustainability requirements, ensure business continuity, and nurture resilience to geopolitical shocks. María Fernanda Fornells, Senior Director Supply Chain, Haleon states: “Integrating design, and then understanding what changes are 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.”

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 any benefits

Sixty-four percent of Masters have aligned their supply-chain objectives with broader business goals, compared with only 40 percent of the rest. María Fernanda Fornells comments: “First, determine what you would like to achieve as a business, and the critical success factors. Next, take small steps, 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 Mondelez is a case in point. The organization revisited its supplychain 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 'design-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.11

Recognize missed opportunities over the past few years 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 taken 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 achieved 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, 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), 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. María Fernanda Fornells at Haleon confirms: “What we've seen is the incredible impact of the e-commerce 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

“What we've seen is the incredible impact of the e-commerce platforms, where our consumers buy directly. Customers want products to be delivered right now. Customers are also moving towards self-service patterns. They don't want to call anyone and want quick answers. So, omnichannel communication is key.”

María Fernanda Fornells Senior Director Supply Chain, Haleon

self-service patterns. They don't want to call anyone and want quick answers. So, omnichannel communication is key.”

Embrace technology and automation as part of your organization's operational culture

Organizations 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 federated 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, flooding in Belgium and Germany impacted the organization’s 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 secured orders for components with suppliers outside the impacted region.26

Build capabilities and scale technologies as part of a composable and integrated architecture

Build and deploy a composable, integrated, and customer-centric architecture, combining a transactional backbone, ERP, best-of-breed industry 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 twins

Although control towers 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 improved visibility for the entire supply chain.

Yum China Holdings has developed a supplychain 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 performance and food-safety sampling test

77 percent of Supply-chain Masters collaborate with external entities versus 35 percent of others.

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 to increase accessibility and connectivity, as well as faster decision-making.22

At Kraft Heinz, a control-tower solution provides real-time visibility of plant operations and automation of supplychain distribution across its 85 product 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 interruptions 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 ability 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 improve them, but also predict how they will perform in different scenarios.

For instance, home-improvement retailer Lowe’s 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 store’s digital data. 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 and 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 percent 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 levels of execution in the supply chain requires masterful use of digital technologies at the grassroots level, backed up by organizationwide understanding and commitment. For example, organizations treating demandplanning as a strategic priority can prioritize investment in continued upskilling of demand planners and foster a knowledgesharing community across different

81%

of Masters have skilled employees who can respond to a dynamic environment, compared with only 39% of the others.

geographies or products. The objective is to equip employees to compile their own 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 common 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 management. 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 supplychain 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, compared with 48 percent of other organizations

• At 77 percent of Supply-chain Masters, the sustainability leader’s inputs are considered critical compared with only 48 percent of the rest of the organizations

Build a data-driven and collaborative culture across both internal and external ecosystems

Consumer 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.

According to Lidia Fonseca, Executive Vice-President and Chief Digital and Technology Officer at Pfizer: “Pfizer’s move toward supply-chain analytics has helped it transform into a leaner, more sciencedriven, more patient-focused organization. To succeed, we have had to communicate the company’s 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 we previously would not have imagined possible.”17

Seventy-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 business, 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 organization’s local adaptation centers, it is able to accelerate progress towards its sustainability ambitions. For instance, it was able to comply with the upcoming antiwaste 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 lower volumes of product scrap.17

Similarly, retailer Kroger set up crossfunctional 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 relationships

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 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 requirement 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 farmers)

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 integrated and collaborative planning via the cloud, compared with only 32 percent of the rest.

Supply chains are increasingly driven by geopolitical events impacting the flow of materials.

Often, 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 organization 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 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 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 platform, which provides a single digital point of engagement. It enables customers (including bars and restaurants) to view Diageo’s 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 and accelerate decisionmaking. 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 relationships across the supply chain through both resilience and sustainability lenses: As supplychain 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

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 supplier’s end through the following steps:

• Invest in supplier training and education: Suppliers in most sectors lack the training and conditioning to tackle emissionsreduction. Furthermore, expectations

68%

of organizations recognized the importance of developing end-toend transparency and traceability of products.

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: Sustainability 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 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 data on supplier operations to ensure quality, speed, and accountability. Yum China has built end-to-end connectivity from the supplier’s 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

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 organizations 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, 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 sourcing, and cost-effectiveness.

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 women-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 contract 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 within the supply chain; build up stocks of critical parts/products; Enable omni-channel model to balance stock availability across markets and geographies ; develop multisourcing strategies by engaging multiple procurement partners

– Elevator engineering organization Kone is adopting multi-sourcing, meaning it will have an alternative supplier in place not just at elevatormodule 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 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 reducing 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-functional end-to-end riskmanagement 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. Use 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 ecosystem

As supply chain complexity grows, an extended ecosystem (third-party logistics 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 (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 and 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 energy.22

CONCLUSION

Businesses have scrambled to navigate disruption to supply chains, often caused by factors out of their control. This has resulted in several ad-hoc implementations to maintain service levels.

In parallel, new dimensions of supplychain performance have emerged. A new supply chain paradigm is already in action; Supply chain trade-offs are now driven by four complementary forces: customer 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 the 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 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 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 multidisciplinary 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.

RESEARCH METHODOLOGY

To understand the maturity of intelligent supply chains across sectors, we carried out extensive research using both qualitative 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 implications.

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. The distribution of selected respondents and their organizations is provided below.

Organizations by sector

Executives by role

Research Methodology

Organizations by annual revenue

Executives by function

Research Methodology

APPENDIX

The following are the questions used to identify the Supply-chain Masters for our research. (Figure x)

Axis	Score		Statement
Customercentricity	5- Strongly agree 4- Agree		We've already deployed a powerfulomnichannel strategy
		3- Neutral 2- Disagree 1- Strongly disagree
Integrates specialized e-commerce platforms with planning and execution systems
We can implement quick and cost-effective means to adjust to short-term disruptions/fluctuations in our supplychain
We have an automated order-entry process for all our customers
We have an APl and microservices-based supply chain architecture
Sustainability	5 - Very high level of preparation 4-High level of preparation 3- Mediumlevel of preparation 2-Low levelof preparation 1- Very low level ofpreparation		Maturity of initiatives
			Sustainability KPls are considered alongside other business KPls
Efficiency	5- Strongly agree 4-Agree		Ourinventory levels (orinventory turnover)are comparable to thebest in the industry
	3-Neutral 2- Disagree 1-Stronglydisagree		Cost optimization
			Automated or robotized processes in the supply chain,where possible
			We can run continuous improvements of service levels for each node of the supply chain
Resilience	5- Strongly agree 4- Agree 3- Neutral 2- Disagree 1- Strongly		Rebalanced our geographical footprint to secure market access,customers,and suppliers,in the past 2-3 threeyears
	disagree		Evaluated partners'/suppliers' capacity to fulfillour requirements to ensure businesscontinuity
			Systematicallydeployed multi-as opposed to mono-sourcing strategies
			Set up an ecosystem of contract manufacturers and global third-party logistics organizations
			Continuously integrated externaldata (politicalrisks,market surveys,social-media crawling,etc.)to aid decision making
Vision and	5- Very high level of preparation 4-	We have mastered agile methodologies for working cros-functionally function working within business and IT teams
leadership	High level of preparation 3- Medium
	level of preparation 2- Low level of			Ability to digitally integrate the plan,make,source anddeliver functionsof yourorganization
	preparation 1- Very low level ofpreparation	Aculture of cross-functional collaboration and data sharing
		Skilled employees (withdigitalandsoftskils,including analytics,technology,tools,andapplications,data-driven decision-making,adaptive leadership style,etc.)
		Data governance (managing theavailabilityuse,integrityandsecurityofdata)
		Change management, it's communication and implementation
Ecosystem	5- Very high level of preparation 4-	Deployed at scale integrated and collaborative planning,leveraging cloud platforms
empowerment	High level of preparation 3- Mediumlevel of preparation 2 - Low level of preparation 1-Verylow level of preparation	Maturity in ecosystem collaboration
		Strong collaboration with ecosystem players (customers, suppliers,peers,etc.)-one of the top investmentareas

Score level of preparedness to be a Supply-chain Master

Greater 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 levels of preparation

CAPGEMINI CAN HELP ACCELERATE YOUR SUPPLY CHAIN TRANSFORMATION

From traditional to Intelligent supply chain Our service offerings address the new business and technological challenges …

… across: resilience, customer experience, globalization and sustainability

About Capgemini

Capgemini is a global leader in partnering with companies to transform and manage their business by harnessing the power of technology. The Group is guided everyday by its purpose of unleashing human energy through technology for an inclusive and sustainable future. It is a responsible and diverse organization of over 340,000 team members in more than 50 countries. With its strong 55-year heritage and deep industry expertise, Capgemini is trusted by its clients to address the entire breadth of their business needs, from strategy and design to operations, fueled by the fast evolving and innovative world of cloud, data, AI, connectivity, software, digital engineering, and platforms. The Group reported in 2021 global revenues of €18 billion.

Get the Future You Want | www.capgemini.com

HOW GREATER INTELLIGENCE COULD

supercharge supply chains

01

过去三年的危机为供应链带来了新的模式和优先事项

图 。 1

1

消费产品

#

零售

#

制造业

#

生命科学

35% 的组织发现平衡这些（通常相互冲突的）目标很困难，而且只有六分之一的组织

六分之五的组织感到没有能力适应新的供应链范式

高度个性化的实时客户体验

图二

全球化和弹性：分布式供应链是下一个前沿

90%

弹性：一个多维的和长期投资

向可持续供应链的过渡并非没有障碍

图5

图6

使供应链成为绿色倡议的重点

不到四分之一的组织正在部署可持续性大规模用例

在过去的两年中，组织专注于生存，而忽略了降低成本

45%

这两天由于波动

供应链变化缓慢发生

图9

图10

智能供应链：整体、阶梯式转型

图11

供应链控制塔和

54%

图12

智能供应链：整体、阶梯式转型

重点话题

短期机遇与挑战12-24个月

中期机遇与挑战>24个月

只有三分之一的组织已经扩展了智能供应链转型计划

大约一半的组织必须达到更高的业务和技术成熟度

加强治理和绩效是成功的必要条件

图 13

为扩展的生态系统赋能是向前迈进的关键成功因素

图14

围绕经济模型和轨迹的挑战正在扩大

图 15

组织将增加供应链投资以提高业务成果

图 16

02

重新审视供应链架构的

图 17

组织可以从供应链大师那里学到什么？

50%

供应链大师在关键业务指标上平均获得 20% 的收益

图20

让数据更努力地工作

智能供应链将带来可持续和盈利的增长

更高的智能如何增强供应链。增强的弹性、性能和可持续性将使组织能够以客户为中心。

智能供应链包括

从传统供应链到智能供应链：互补的挑战

客户体验

智能供应链

弹力

可持续性

全球供应链

资料来源：凯捷研究院分析。

03如何克服供应链转型之路上的障碍

组织将需要实现转型以创建面向未来的供应链。

重新评估您的供应链未来是否准备好接受新的供应链范式

构建能力和扩展技术作为可组合和集成架构的一部分

在两者之间建立数据驱动和协作的文化内部和外部生态系统

迈向智能供应链的指南

重新评估您的组织的未来准备情况，以允许采用新的供应链范式

供应链星球

首先分析新兴趋势对您的供应链的影响，并评估您是否准备好获取任何收益

认识到过去几年错失的机会并测试薄弱 环节以衡量进展

将技术和自动化作为组织运营文化的一部分

作为可组合和集成架构的一部分构建功能和扩展技术

图。 1

认识到过去几年错失的机会并测试薄弱环节以衡量进展

结合交易骨干，同类最佳的行业解决方案（尤其是 ERP，

Capgemini-智能如何增强供应链（中英双语）-120页