CSCO研究：实现数据主导的创新.pdf

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1、IBM Institute for Business ValueGlobal C-suite Series 26th Edition The CSCO Study Own your transformation Data-led innovation for the modern supply chainiContents 1 Introduction5 Chapter 1 Drama,disruption,and daring to look ahead19 Chapter 2 The path forward:Data is destiny33 Chapter 3 The Innovato

2、rs:Taking supply chains from“now”to“next”45 Action guide51 Research and analysis methodology54 Notes and sources The IBM Institute for Business Value,in cooperation with Oxford Economics,interviewed 1,500 CSCOs and COOs from 35+countries and 24 industries as part of the 26th edition of the IBM C-sui

3、te Series.All respondents identified themselves as the most senior executive responsible for supply chain operations.Therefore,to simplify,we refer to the full population as CSCOs.These conversations focused on executives perspectives on leadership and business;their changing roles and responsibilit

4、ies;and sustainability,including how they are addressing challenges,what they see as opportunities,and their visions for the future.1,500CSCOs and COOs surveyed35+countries24industries26theditionPeriodically,the IBV convenes a coalition called Think Circles.In these small group discussions,C-suite e

5、xecutives and changemakers engage in action sharing and collaboration as they discuss and work toward solving the biggest challenges of todays turbulent environment.These cross-functional and cross-industry executives tackle current global concerns and future supply chain strategies,and their perspe

6、ctives and influence are global.This report includes excerpts from these conversations.1IntroductionHalide Alagz Executive Vice President,Chief Supply Chain and Sustainability Officer,Ralph Lauren,USii“Theres no way any company considered successful today has a bad supply chain.Internally,boards and

7、 CEOs have realized the importance of supply chain leaders.And those leaders are now part of creating strategy and have a seat at the table.”Another day,another crisis.A persistent pandemic and global geopolitical conflict continue to dominate headlines.Sustainability concerns are escalating,and ext

8、reme weather conditions are more frequent.And with inflation expected to reach historic highs,this generation of business leaders is facing yet another extraordinary situation.Navigating uncertaintiesand managing supply chain challenges accordinglyhas out of necessity become a top business priority

9、for boards and C-suites alike.Over the next two to three years,Chief Supply Chain Officers(CSCOs)say that issues related to supply chain disruptions,technology infrastructure,sustainability,and market shifts are their greatest challenges.Yet when addressed with an open mindset,challenges create oppo

10、rtunities within the enterpriseand visibility.A heightened emphasis on supply chain functionalities and roles is giving CSCOs the expertise,latitude,and organizational authority to innovate into a data-led future.2“Its managing the present and also shaping the future.I would tell a new Chief Supply

11、Chain Officer to make sure your foundation is solid and that youre managing the day to day.And then ask,wheres technology going?Wheres the supply chain profession going?Its more of a strategic approach and looking ahead.”Mike Corbo CSCO,Colgate Palmolive,USAs Mike Corbo,CSCO of US-based Colgate Palm

12、olive,noted,“Manage the present;shape the future.We live in both camps.Digital transformation will ignite and will help.I think that future states will have to be fluid and dynamic.”To better understand how these essential supply chain organizations are grappling with persistent challenges,the IBM I

13、nstitute for Business Value (IBV)surveyed 1,500 CSCOs and COOs in 35+countries and across 24 industries.Because all respondents confirmed their responsibility for supply chain operations,to simplify,we refer to the full population as CSCOs.(For more information,see“Research and analysis methodology”

14、on page 51.)Well share what CSCOs overall are doing to admirably cope.And well also highlight a group that stands apart,one thats using data-led innovation to prepare for a precarious future.And,for 2021,this group achieved 11%more annual revenue growth than their peers(see Figure 1).Figure 1The Inn

15、ovator advantageThe rewards of creativity and thinking ahead.3Q.What was your organizations annual revenue/budget growth in 2021?Innovators 15.2%2021 annual revenue growth11%moreAll others 13.7%54Drama,disruption,and daring to look aheadChapter 1The supply chain dramas of the past three years still

16、reverberate todaywith no sign of easing.In the past year alone,IBV research has revealed a 36%increase in the percentage of CEOs citing supply chain disruptions as one of their greatest challenges.1 These challenges dont play favorites.They flow steadily across the supply chain ecosystem,with CSCOs

17、reporting substantial issues related to demand volatility(46%);logistics availability,including ships,trucks,and drivers(46%);supply base inventory availability(45%);technology adequacy(42%);and availability of skilled labor(41%).And not only is labor scarce,its also more expensive:38%of CSCOs cite

18、wage inflation as causing significant supply chain disruptions in the past two years.CSCOs also expect challenges to persist,reporting dramatic increases in the economic and sustainability factors they think will impact their enterprises(see Figure 2).That these factors were much lower even three ye

19、ars ago evokes the dizzying rate at which current events,sustainability concerns,and tech issues have ambushedand sometimes shatteredsupply chains.2 67But bad news(sometimes)begets good news.In many cases,were seeing CSCOs rebalance and regroup in near-acrobatic ways that transform challenges into i

20、nnovation.Theyre amping up the technological resources to generate data and insights that create a foothold from which they can move forward.And concurrently,were seeing supply chains garnering increased exposureeven in mainstream media.3 The news may not always be positive,true,but CSCOs are using

21、this attention as a catalyst for action with CEOs,C-suite peers,and across their organizations and ecosystems.“There have always been periods of intensity when external factors affect supply chains.Those periods are usually more around single disruptions like severe weather.But there has been a cons

22、istent flow of serious events for the last three years with Covid,extreme weather,logistics challenges,war,etc.In many respects,all of our supply chain teams have been delivering heroicefforts to keep products moving.”Greg Jozwiak CSCO,Dow,Inc.,US*2019 IBV C-suite COO Study.“The intelligent operatio

23、ns advantage.”*2022 IBV C-suite CSCO Study.“Own your transformation.”Q.What are the most important external forces that will impact your enterprise over the next 23 years?Figure 2 Changing world,changing impactsMacroeconomic and environmental factors have dramatically increased in importance since 2

24、019.2019*2022*Technology factors61%Market factors55%Regulatory concerns50%People skills44%Globalization28%Macroeconomic factors28%Socioeconomic factors20%Environmental factors19%52%Macroeconomic factors48%Environmental factors47%Technology factors46%Regulatory concerns45%Market factors40%Socioeconom

25、ic factors40%Globalization37%People skills89CSCOs on a tightrope“This is just a day in the life:disruptions across the world,”says one CSCO.“We must know this is our world and plan and operate within it.”4 Time,attention,and resources are finite entitiesand what were seeing are moment-by-moment trad

26、e-offs and compromises as CSCOs rebalance and reimagine their operations.Almost half(47%)of CSCOs have introduced new automation technologiesan approach that can add predictability,flexibility,and intelligence to operationsespecially automating decision-making.Production is streamlined,with robots p

27、erforming the same tasks repeatedly and efficiently,and AI can monitor quality and track performance.5 48%report increased design and collaboration with partners(see Figure 3),which enables segmentation.Parsing the supply chain by segment can promote tighter collaboration with suppliers and service

28、providers that have differentiated skills and capabilities.6 Q.In which of the above ways has your supply chain organization responded to disruptions?47%Adopted new technologies,including automationFigure 3 Creativity in a crunchAlmost half of supply chain organizations have reacted to disruptions b

29、y adopting new technologies,including automation.Q.What do you expect will be the greatest challenges for your organization over the next 2-3 years?Figure 4 Anticipating a tightrope of challengesSustainability is among the top priorities for CSCOs over the next 2 to 3 years.Capital raisingTariffs/tr

30、ade barriersDiversity and inclusionRegulationConsumer demographicsMarket shiftsSupply chain disruptionsTechnology infrastructureSustainabilityBut even as supply chains waver under incessant disruption,“business as usual”trials and tribulations provide a constant background thrum.In other wordscrises

31、 asidenavigating market shifts,consumer demographics,regulatory issues,and other concerns are still omnipresent on a CSCOs list of worries(see Figure 4).Add technology growing pains and sustainability imperatives to the mix,and CSCOs are walking a tightrope.They are constantly balancing those“busine

32、ss as usual”challenges with supply chain disruptions and complex transformational objectivesand they dont see this changing over the next several years.48%Rebalanced workforce42%Rebalanced inventory to customers41%Reassigned personnel to alternative functions48%Collaborated with partners to manage d

33、isruptions 51%44%42%40%39%38%37%36%36%10CSCOs may be swaying,but their steps across this tightrope are far from tentative.Starting right now and moving forward,more than half(52%)are accelerating investments in digital technologies,including increasing automation and digitization of physical and ass

34、et-driven processes.48%are applying open innovation with business partners.46%are exploring new risk models (see Figure 5).And 54%are taking a cutting-edge approach to data-driven innovation,including employing predictive approaches and implementing tech-infused workflows.11Q.What actions are your o

35、rganization undertaking in supply chain operations to manage risks?Figure 5 How CSCOs mitigate riskInnovation and digital technologies are two leading approaches for managing risks.In addition to ongoing disruptions and the“normal”day-to-day challenges that have always vexed CSCOs,lets add another c

36、onsideration,one that stretches the tightrope well past the horizon:Effective supply chain management means a wholehearted commitment to anticipation.In other words,what can possibly(or probably)happen next?52%45%48%46%46%20%54%Workflow optimizationRisk modelingInnovationDigital technologiesAccelera

37、ting investments in digital technologiesIncreasing automation in physical and asset-driven processesApplying open innovation with business partnersEmbedding customer centricity throughout workflowsExploring new risk modelsExperimenting with simulation and digital twinsEmploying predictive approaches

38、Implementing technology-infused workflows51%“The CSCOs of the future will be technologists.Mathematics,optimization,and computer science will be more relevant to their education.Also important is a good understanding of cloud deployment and the different solutions you can leverage from an infrastruc

39、ture point of view.The transition will be significant.”Alessio Garofalo CIO/CTO,Oxagon,NEOM,Saudi Arabia1213To anticipate.It means the act of looking forward,to visualize a future event or state.7 Despite all the current-day strifeor perhaps because of itlooking forward is more important to CSCOs th

40、an ever.We dont need a crystal ball to anticipate CSCO priorities over the next two to three years:we simply asked them.And we found substantial focus on areas that depend on data-led insights,intelligent automation,and innovation to succeed.52%of CSCOs emphasize the delivery of better customer expe

41、riences.49%want to improve efficiency or profitability.47%want to generate more predictive forecastsin other words,more anticipation.And delivering more innovative business models is critical to 45%of CSCOs (see Figure 6).An emerging perspective among forward-thinking CEOs is that open innovation wi

42、th business partners drives sustainability initiatives and transformation.8 In fact,we see an even stronger alignment between these CEOs and outperforming CSCOs,with 53%of the latter saying their sustainability strategy specifically dovetails with digital transformation.“Digitize when its going to c

43、reate value.Invest in data and systems where you know you have an issue,and where you strongly believe that digitalization with data analytics,artificial intelligence,and advanced technology is going to help resolve that issue.”Sami Naffakh Chief Supply Officer,Reckitt Benckiser,UKWont get fooled ag

44、ain Figure 6What matters mostEnhanced customer experiences,improved profitability,and more predictive forecasts are high on CSCOs priority lists.Q.Which of the above represent your organizations highest priorities over the next 23 years?52%Deliver better customer experiences49%Improve efficiency or

45、profitability47%Generate more accurate forecasts45%Increase sustainability45%Deliver more innovation in business models14CSCOs told us that intelligent automation is transformational.As noted earlier,almost half (47%)of them are introducing new automation technologies to enhance what they already ha

46、ve in play.In fact,the most innovative CSCOs are getting ahead of the game and expect continued development of data-driven digital capabilities and intelligent automation.In effect,theres an emerging determination among many CSCOs.Their new mantra:Theres a popular line of thinking captured in a Fort

47、une headline:“From obscurity to superhero:Chief supply chain officer is now the toughest job in the C-suite.”9 Some CSCOs might say their role is the same as ever,but theyre doing it under crisis conditions and increased scrutiny.And yet:a famous puzzler in quantum mechanics is that the mere act of

48、being observed changes the outcome of an experiment.10 So perhaps its not such a leap to say that the recent exposure,for better or worseand the resulting higher profile of CSCOshas truly evolved the role.Supply chains do drive the enterprise.And when CSCOs effectively navigate daunting challenges t

49、o deliver toward customer expectations,they are indeed superheroes.For decades,the CSCO has served as the senior executive overseeing the end-to-end supply chain operation,including sourcing,procuring,planning,manufacturing,and distributing the enterprises products and services.Some had strategic in

50、fluence as well,but were seeing an evolution.Today,nearly every CSCO role not only encompasses the operational element but also increasingly emphasizes that strategic or future-focused side of supply chain.In fact,many organizations have started looking at their supply chain as what it should bea va