Cadena de valor

THE SMARTER SUPPLY CHAIN OF THE FUTURE
GLOBAL CHIEF SUPPLY CHAIN OFFICER STUDY

This sTudy is based on conversaTions wiTh nearly 400 supply chain execuTives worldwide

Robert W. Moffat, Jr. Senior Vice President and Group Executive IBM Systems and Technology Group

letter from IBM

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A note to fellow Chief Supply ChAin offiCerS
welcome to our inaugural edition of the iBM GlobalChief Supply Chain Officer Study. As part of this worldwide effort, we had the great privilege of sitting across the desk from 400 of you, discussing your supply chain challenges and aspirations. You told us of your continuing struggle to gain more supply chain visibility, meet escalating customer demands and control costs – and about how emerging economies are developing into real markets, notjust places to procure low-cost parts and outsource manufacturing. Cheaper, faster, better is – and has been – the mantra among supply chain executives. However, I was encouraged to hear about innovative approaches you’re taking to meet these challenges. And we can continue to learn from each other through collaborative research like this study. As important as cheaper, faster, better is, this year,we’re beginning to hear a new verse – a clear message about the overwhelming need to manage risk. A crisis in some far-flung country can now spread very quickly across the world economy, creating tremendous turbulence. As our supply chains have become more intertwined, none of us is immune. To deal effectively with risk and meet your business objectives, we believe supply chains must become a lotsmarter.

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letter from IBM

This is an extremely energizing prospect for supply chain leaders. You have a remarkable opportunity to use the instrumentation, interconnection and intelligence now within your grasp to create the robust, secure and sustainable supply chain businesses today demand. I hope our Chief Supply Chain Officer Study is helpful to you. My IBM colleagues and I lookforward to further conversation about what this smarter supply chain will look like – and how we can work together to make it a reality.

Robert W. Moffat, Jr. Senior Vice President and Group Executive IBM Systems and Technology Group

table of contents

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exeCutive SuMMAry CHAPTER ONE THE TOP FivE SuPPly CHAiN CHAllENgES CHAPTER TWO THE SmARTER SuPPly CHAiN OF THE FuTuRE CHAPTER THREEBuildiNg THE SmARTER SuPPly CHAiN Study MethodoloGy ACKnowledGMentS ABOUT IBM GLOBAL BUSINESS SERVICES noteS And SourCeS GloSSAry for further inforMAtion

6 11 31 55 62 63 64 65 66 67

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exeCutive SuMMAry
Volatile. That’s perhaps the best word to describe today’s global marketplace. Like economies and financial markets, as supply chains have grown more global and interconnected, they’ve alsoincreased their exposure to shocks and disruptions. Supply chain speed only exacerbates the problem. Even minor missteps and miscalculations can have major consequences 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 400 senior executives from NorthAmerica, 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, supplychain executives 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.

executive summary

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Customer intimacy – Despite demand-driven mantras, companies are better connected to their suppliers than their customers. Globalization –...