CSCO-Studie der IBM GBS - Befragung von 400 Chief Supply Chain Officer in einer Studie verdichtet

THE SMARTER SUPPLY CHAIN OF THE FUTURE GLOBAL CHIEF SUPPLY CHAIN OFFICER STUDY EXECUTIVE SUMMARY 1 ExECUTIvE SUMMARY This is a summary of the volatile. That’s perhaps the best word to describe today’s global market- IBM Global Chief Supply Chain place. Like economies and financial markets, as supply chains have grown Officer Study: The Smarter Supply Chain of the Future more global and interconnected, they’ve also increased their exposure to shocks and disruptions. Supply chain speed only exacerbates the prob- The full study is available at: ibm.com/gbs/supplychainstudy lem. Even minor missteps and miscalculations can have major conse- quences as their impacts spread like viruses throughout complex supply chain networks. How are supply chain executives coping? As part of our recent Global Chief Supply Chain Officer Study, we spoke with nearly 400 senior execu- tives from North America, Western Europe and the Asia Pacific region who are responsible for their organizations’ supply chain strategies and operations. Our discussions revealed five key findings related to: Cost containment – Rapid, constant change is rocking this traditional area of strength and outstripping supply chain executives’ ability to adapt. Visibility – Flooded with more information than ever, supply chain execu- tives still struggle to “see” and act on the right information. Risk – CFOs are not the only senior executives urgently concerned about risk; risk management ranks remarkably high on the supply chain agenda as well. 2 Customer intimacy – Despite demand-driven mantras, companies are better connected to their suppliers than their customers. “The greatest challenges ahead are in the areas of risk management and risk Globalization – Contrary to initial rationale, globalization has proven to mitigation strategies, and the be more about revenue growth than cost savings. visibility that is required to effectively address them.” These findings suggest that supply chains – and the executives charged Bob Stoffel, Senior Vice President, Engineering, Strategy and Supply with managing them – are under severe pressure. As compliance man- Chain, United Parcel Service of dates, suppliers and information flows multiply, supply chains are becom- America ing more complex, costly and vulnerable. And executives are finding it increasingly difficult to respond to these challenges, especially with con- ventional supply chain strategies and designs. This is not to say companies have ignored these issues; in our findings, we see no shortage of supply chain improvement projects. But our research suggests it’s no longer enough to build supply chains that are efficient, demand-driven or even transparent…. 3 They musT also be smarT. We envision a supply chain of the future that is far more: 4 InsTrumenTed Information that was previously created by people will increasingly be machine-generated – flowing out of sensors, RFID tags, meters, actuators, “Together, we have to con- sciously infuse intelligence GPS and more. Inventory will count itself. Containers will detect their con- into our decision-making and tents. Pallets will report in if they end up in the wrong place. management systems, not just infuse our processes with InTerconnecTed more speed and capacity.” The entire supply chain will be connected – not just customers, suppliers Sam Palmisano, Chairman, Presi- dent and Chief Executive Officer, and IT systems in general, but also parts, products and other smart objects IBM Corporation (from November 6, used to monitor the supply chain. Extensive connectivity will enable world- 2008, speech given at the Council on Foreign Relations) wide networks of supply chains to plan and make decisions together. InTellIgenT These supply chain decisions will also be much smarter. Advanced analyt- ics and modeling will help decision makers evaluate alternatives against an incredibly complex and dynamic set of risks and constraints. And smarter systems will even make some decisions automatically – increasing respon- siveness and limiting the need for human intervention. Building this kind of supply chain is a strategic undertaking; it implies a dif- ferent role and set of responsibilities for supply chain executives. These executives must become strategic thinkers, collaborators and orchestra- tors who optimize complex networks of global capabilities. In their increas- ingly significant positions, Chief Supply Chain Officers have the mandate – and now the enablers – to create a Smarter Supply Chain of the Future. 5 As they reevaluate current supply chain strategies and initiatives, execu- tives should ask: Which investments are simply making processes faster or more efficient? And which go a step further – making the supply chain decidedly more intelligent and resilient in times of unprecedented instability and risk? Thoughts and opinions on the smart supply chain concept and the busi- ness possibilities enabled by this kind of imbedded intelligence are evolv- ing quickly. We look forward to discussing the Smarter Supply Chain of the Future with you in more detail – and working with you as you build it. ABOuT IBM GLOBAL BuSINESS SERvICES With business experts in more than 170 countries, IBM Global Business Services provides clients with deep business process and industry expertise across 17 industries. We draw on the full breadth of IBM capabilities, standing behind our advice to help clients implement solutions designed to deliver business outcomes with far-reaching impact and sustainable results. IBM Global Business Services offers one of the largest Supply Chain Management practices in the world, with more than 8,000 professionals. Our SCM practice fuses business process and technology insights to help organizations across multiple dimensions – supply chain strategy, planning, product lifecycle management, sourcing and procurement, operations, asset management, logistics and enterprise applications. The IBM Institute for Business value, part of IBM Global Business Services, develops fact-based strategic insights for senior business executives around critical industry-specific and cross-industry issues. 6 FOR FURTHER INFORMATION To find out more about this study, please send an e-mail to the IBM Institute for Business value at iibv@us.ibm.com, or contact one of the IBM Supply Chain Management Services leaders below: Global Sanjeev Nagrath sanjeev.nagrath@us.ibm.com Japan Katsuto Maehira ZENPEI@jp.ibm.com Asia Pacific (excluding Japan) Yeonho Yoo yeonho.yoo@kr.ibm.com Northern Europe Garth Impey garth.a.impey@uk.ibm.com Southern Europe Roland Bemelmans roland.bemelmans@nl.ibm.com IBM Institute for Business Value Karen Butner kbutner@us.ibm.com © Copyright IBM Corporation 2009 IBM Global Services Route 100 Somers, NY 10589 U.S.A. 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