凱捷-報(bào)告：轉(zhuǎn)向自治供應(yīng)鏈

1、IntroduconSupply chains today are under pressure like never before, with a more volale and complex global trade environment pung pressure on business leaders to move to more autonomous supply chains.The purpose of this paper is to assist supply chain leaders in major manufacturing and CPG enterprise

2、s in understanding and benchmarking their supply chain issues and approaches to supply chain transformaon.The study is based on interviews with 50 supply chain leaders in major enterprises across North America, U.K., and Europe and idenes:The key challenges faced by supply chainorganizaonsThe suitab

3、ility of current supply chain processesThe key benets sought from and the characteriscs of autonomous supply chainsThe paern of autonomous supply chain iniavesplannedThe key technologies within a reimagined autonomous supply chain capabilityThe extent of vendor involvement and the key selecon criter

4、ia in choosing a services partner to assist in autonomous supply chain adoponThe challenges and key success factors in supplychain transformaon.Note that infographics in this paper show percentage values, which indicate the proporons of supply chain leaders that perceive specic characteriscs to be h

5、ighly important.1 Moving to an Autonomous Supply ChainCurrent Pressures on Supply ChainsSupply chains have been under pressure for someme as customer expectaons have increased, and the current combinaon of the pandemic and its aereects and the recent trade wars has compounded any frailes in current

6、supply chains.In parcular, supply chain execuves need to develop more resilient and agile supply chains that can meet rising customer expectaons within a more volale and complex global trade environment while relieving their operaonal cost pressures.“The main issue is a combination of legacy systems

7、 that are incompatible and expensive to update. There is a need to standardize more”Supply Chain leader at a major cosmecs rmVolality and complexity68%A rapidly changing globaltrade environment90%Increased supply chainecosystem complexity56%A more volale supply chain environment60%A high level of ch

8、ange in regulaons & compliance requirements“Global trade is in a constant state of exception, creating the need to increase supply chain resilience via increased agility and exibility.”Dharmendra Patwardhan, Global Head of Digital Supply Chain Pracce, Capgeminis Business ServicesAgility & resilience

9、“We need to reduce the cost of the supply chain and the errors that occur as a result of manual processes”Supply Chain leader at a major automove manufacturer74%72%74%A need for increasedagility & exibilityA need for increasedoperaonal resilienceIncreased customer expectaonsOperaonal eciencyNelsonHa

10、ll analysis:The pandemic has stress-tested many supply chains beyond previous expectaon, idenfying and magnifying any process shorallsThe resulng need for greater agility and reduced cost has accelerated the need for digital transformaon and the removal of manual processes92%66%Cost pressurehigh lev

11、el of manual processingCurrent Process ShorallsCurrent supply chain processes oen lack the exibility and scalability to adjust to global trade volality and capacity constraints. These issues are frequently compounded by a high dependence on fragmented legacy systems that are highly dependent on manu

12、al processes to achieve an element of end-to-end integraon.While basic automaon can parally address some of these process joins, greater standardizaon and integraon of the end-to-end supply chain requires a common framework and data denions and ideally use of an API and microservice-based infrastruc

13、ture.Standardizaon & integraonFlexibility & scalability46%Supply chainstandardizaon54%End-to-end supply chain integraon64%Ability to adjust to global trade volality“The lack of centralization, consolidation, and disjointed technology landscapes can lead to low productivity and an inability to scale

14、across the organization.”50%62%Flexibility & scalability to adjust to capacity constraintsJrg Junghanns, Vice President Europe - Digital Supply Chain, Capgeminis Business ServicesDigitalizaon & automaon66%60%Independence from global language complexiesSupply chain digitalizaonSupply chain automaonVi

15、sibility & forecasngEnd-to-end visibility of supply chain informaonHigh demand forecasngaccuracyLogiscs planning &opmizaon56%NelsonHall analysis:Standardizaon of the supply chain is a crical precursor in supply chain opmizaonDigitalizaon and automaon are key to reducing manual processing, but the ma

16、jority of enterprises exhibit low maturity in these respectsVisibility within the supply chain is key to customer sasfacon and reduces stock-outs and late delivery56%48%Importance of Improving the Supply Chain Informaon FlowThe majority of supply chain execuves perceive a signicant need to improve t

17、heir supply chain informaon ow with informaon ow improvements frequently needed across demand informaon, supplier informaon, and logiscs informaon.Improving demand informaon“We need to combine lead information into the ordering process as get little notice of orders until they are signed”Supply Chai

18、n leader at major truck manufacturer“We need to enable order changes to be processed digitally in real-time without manual intervention. We need real-time status information to act upon”Supply Chain leader at a global food companyData availability and quality can be signicant issues within supply ch

19、ains, with data not always being captured. Data also oen have to be manually validated to avoid misinformaon, causing disrupon across the supply chain.The removal of “informaon blindspots” within the end-to-end supply chain will lead to enhanced supply chain visibility and enhanced logiscs planning

20、and opmizaon.Improvements in demand forecasng accuracy can be achieved by incorporang lead informaon alongside orders and using digital order processing, incorporang real-me order changes and status to ensure that forecasts are based on the most current informaon. Real-me access to retailer POS data

21、 can also make a major contribuon to demand forecasng accuracy.“The ow of information to connect systems and stakeholders in real-time is a perfect candidate for automation.”Dharmendra Patwardhan, Global Head of Digital Supply Chain Pracce, Capgeminis Business Services56%Need to improve overall info

22、rmaon ow Improving supplier informaon “Some suppliers are not integrated with our supply chain systems, so we have a lot of manual processes currently”Supply Chain leader at major supplier of agricultural machinery“We need faster insight into supplier shortages”Supply Chain leader at major aircra ma

23、nufacturerNelsonHall analysis:Demand forecasng remains a challenge in many supply chains due to inaccurate order informaon and a lack of future order indicatorsGreater depth and meliness of supplier informaon is necessary to avoid supply shoralls and inaccurate pricing dataMaximizing full loads and

24、accurate shipment status requires ght integraon with logiscs providersImproving logiscs integraon“Logistics is a bit of a blind spot in some productcategorieswith an inability to track inreal-time”Supply Chain leader at global food & beverage company“We need to maximize shipment capacity which requi

25、res better data exchange with logistics providers”Supply Chain leader at major automove company4 Moving to an Autonomous Supply ChainBenets Sought from Autonomous Supply ChainsSupply chain execuves in major enterprises view the introducon of an autonomous supply chain as a means of eliminang many of

26、 the day-to-day transaconal issues that currently take up much of their me, enabling them to devote an increased proporon of their me to longer-term and more strategic acvity.The use of an autonomous supply chain is expected to lead to improved and more mely informaon ow,“As companies process more,

27、faster, with fewer errors, they create added value for their customers and achieve a healthy combination of margin and revenue increase.”Jrg Junghanns, Vice President Europe - Digital Supply Chain, Capgeminis Business Serviceswhich will lead to improved inventory and logiscs Improved supply chain re

28、silience & exibilityopmizaon,generangreduconsinworking capital.Enhanced access to informaon is also expected tolead to a more mely ability to ancipate and address90%94%excepons, improving supply chain exibility andIncreased supply chain resilienceImproved supply chain exibilityresilience. Simultaneo

29、usly, the use of intelligent automaon to handle many transaconal tasks will certainly lead to reduced levels of excepon handling and hand-os. In addion to reducing the supply chain cost base, it will also enhance the ability to provide transparent and seamless delivery to customers. Supply chain aut

30、omaon is highly important to 98% of supply chain execuves.“A more robust supply chain with management looking at long-term supply issues rather than solving short-term operational issues”Supply Chain leader at global food companySmoother fulllment“Moving goods faster and fewerout-of-stock instances

31、and productionshutdowns”Supply Chain leader at a global cosmecs rmInventory & logiscs opmizaon94%Reduced levels of excepon handling and hand-os100%Transparent & seamless delivery to customers96%Ability to predict potenal excepons & problems using analycs90%98%70%Inventory opmizaonImproved logiscs pl

32、anning & opmizaonHigh demand forecasng accuracy“Improving the ow of information and making real-timedecision-making possible”Supply Chain leader at a major apparel companyKey Characteriscs of Autonomous Supply ChainsThe key characteriscs sought in an autonomous supply chain are improved standardizao

33、n and integraon of the supply chain and enhanced supply chain visibility and forecasng.Indeed, end-to-end supply chain standardizaon and integraon is a crical precursor for establishing real-me visibility of supply chain informaon and performance, and the potenal ability to predict, sense, and promp

34、tly take appropriate acons, all of which are viewed as key characteriscs of autonomous supply chains.“Machine learning has considerable potential, for example, increasing accuracy in demand planning and connecting interactions and decision-making in fullment”Dharmendra Patwardhan, Global Head of Dig

35、ital Supply Chain Pracce, Capgeminis Business ServicesImproved standardizaon & integraon94%Supply chainstandardizaonIncreased collaboraon with external partners for planning & fulllment88%94%88%Closed-loop adapve planning across funconsEnd-to-end supply chain integraonImproved supply chain visibilit

36、y & forecasngNelsonHall analysis:Standardizaon of the supply chain and supply chain data is crical in establishing reliable and consistent sources of informaonImproved collaboraon and digital communicaon with external partners is crical to matching demand and supplyAn ability to predict, sense, and

37、adjust in real-me is the holy grail of an autonomous supply chain100%End-to-end visibility of supply chain informaon100%End-to-end visibility of supply chain performance96%Ability to predict, sense, andadjust in real-meKey Supply Chain Transformaon TechnologiesStandardizaon of data nomenclature and

38、processes is key to establishing an autonomous supply chain, and supply chain processes should be reinvented using techniques such as design thinking.The reinvenon should be based on:Its impact on key supply chain outcomes such as order fulllment mes and rates, customer sasfacon, and minimizaon of w

39、orking capitalIts impact on the journeys and experience of customers, supply and logiscs partners, and supply chain personnelThe potenal oered by exisng and emergingtechnologiesThere are a number of fundamental technologies within supply chain transformaon, with intelligent automaon playing a major

40、role in automang transacons and reducing manual excepon handling levels.Supply chain control tower and planning plaorms are key building blocks in establishing integrated end-to-end visibility and management of the supply chain.Subsequently, order management processes can be enhanced using dynamic o

41、rder allocaon and orderFundamental100%Intelligent automaon (RPA, ML, and AI)98%Supply chain control tower94%Supply chain planning plaorm90%CFR (case ll rate) analycs88%Sourcing analycsImportant68%64%54%management virtual assistants.Technologies such as autonomous vehicles and blockchain are typicall

42、y viewed as medium-term opportunies. However, autonomous vehicles are already perceived to be a crical element in an autonomous supply chain infrastructure by most supply chain execuves.Dynamic order allocaonOrder management virtual assistantsEmerging26%BlockchainAutonomous vehicles“The level of aut

43、onomy in supply chain fulllment can be increased by leveraging analytics to monitor supply chain fulllment, predict potential exceptions, and automate mitigation or propose next-best actions.”Jrg Junghanns, Vice President Europe - Digital Supply Chain, Capgeminis Business ServicesNelsonHall analysis

44、:Supply chain transformaon requires an integrated combinaon of plaorms, automaon, and analycsMost supply chains have begun to automate using RPA, but the use of machine learning is sll largely embryonicThe use of autonomous vehicles is starng to be widely considered, but it is early days for blockch

45、ainAutonomous Supply Chain Iniaves PlannedRoughly a third of enterprises plan to undertake signicant autonomous supply chain iniaves over the next two years. These iniaves can be broadly grouped into three areas: planning & forecasng, supply chain opmizaon, and supply chain execuon.Consignment track

46、ing is a major focus area for supply chain execuves at the taccal execuon level, with much frequently needing to be done to close gaps in the informaon available and digitalizaon of documentaon to make it accessible in a more mely fashion.Elsewhere, planning and forecasng are major forecast areas, w

47、ith the need for enhanced supply and demand forecasng currently exacerbated by the pandemic and the resulng uctuaons in demand and supply impacng the supply chain more frequently and with greater magnitude than34%Planning & forecasng32%Demand forecasng40%Supplyforecasng30%Inventory planning & opmiza

48、onof enterprises planning to undertake autonomous supply chain iniaves over the next 2-yearspreviously.Supply chain opmizaon“The end game in an “autonomous supply chain” is a supply chain that operates without human intervention.”Dharmendra Patwardhan, Global Head of Digital Supply Chain Pracce, Cap

49、geminis Business ServicesSupply chain execuon22%52%22%24%Warehouse22%opmizaon18%Transportaon opmizaonIniaves menoned by individual supply chain execuves include:Using wider sources of informaon such as social media and increasing campaign integraon with major retailers to enhance demand forecasngObt

50、aining more data from key suppliers to enable longer range forecasngAutomang ordering through to warehouse and picking and dispatching is being fully automatedMoving raw inventory on plant pull signals with no manual intervenons. Warehouse improvements and robots will be the nal step but not for a c

51、ouple of yearsOrder managementConsignmenttrackingLogiscs execuonWarrantymanagementImplemenng real-me tracking on more raw inventory so we can start to look at beer opmizaon of the supply chainReducing inbound sales/customer service inquiries by proacvely providing tracking data supporng logiscs move

52、ments8 Moving to an Autonomous Supply ChainVendor Involvement in Autonomous Supply Chain IniavesEnterprises typically need assistance in implemenng supply chain transformaon, and eighty-four percent of enterprises will involve vendors in co-creaon when implemenng autonomous supply chain iniaves.Whil

53、e all enterprises will need some external assistance in elements of the implementaon, the“For an FMCG company, Capgemini leveraged its demand planning framework and machine learning platforms to increase the clients forecasting accuracy and lower planning costs by over 25%.”Jrg Junghanns, Vice Presi

54、dent Europe - Digital Supply Chain, Capgeminis Business Servicesmajority of enterprises undertaking autonomous supply chain iniaves will involve service partnersacross the transformaon lifecycle with vendors extensively involved in dening new autonomous supply chain process models and in delivering

55、elements of autonomous supply chain processes as84%of enterprises will adoptco-creaon involving a vendormanaged services.Stages of vendor involvementWhile signicant proporons of enterprises will involve vendors in providing managed services around planning and forecasng, the major areas for the use

56、of vendor managed services are expected to be around logiscs administraon, principally around transportaon opmizaon and consignment tracking.Areas Where Managed Service Considered 40% 50% 100% 52% 57%Idenfying opportunies for an autonomous supply chainDening new autonomous supply chain process model

57、sImplemenng autonomous supply chain iniavesDelivering elements of autonomoussupply chain processesAcross the above life-cyclePlanning & forecasngLogiscsReturns & warranty32%32%50%Demand forecasng Supply forecasngInventory planning & opmizaon74%70%68%44%Transportaon opmizaonLogiscs execuon Consignmen

58、t tracking Materials compliance70%32%Returns managementWarrantymanagementWhat to Look For in aServices PartnerWhen seeking a services partner, supply chain execuves seek a combinaon of creave and consultave experse in assisng enterprises in reimagining their supply chain processes, underpinned by de

59、ep supply chain domain experse to provide granular understanding and reality, and plaorm and automaon experse.Reimagined supply chain technical architectures are“To ensure business value, you need a consistent and holistic methodology such as Capgeminis Digital Global Enterprise Model (D-GEM).”Dharm

60、endra Patwardhan, Global Head of Digital Supply Chain Pracce, Capgeminis Business Servicesincreasingly likely to be API and microservice-based to provide deep layers of integraon with exisng ERPplaorms and systems of record and facilitate rapid switching systems of execuon on and o as new technologi