Digital Transformation Opportunities

Transcription

1 Digital Transformation Opportunities Wolfgang Kersten Mischa Seiter Birgit von See Niels Hackius Timo Maurer

2 APPENDIX Appendix Results of sectors Random sample: : n=51, Logistics: n=153, : n=159 Trends in logistics and supply chain management 1. Basis scale: very low, low, moderate, high, very high 2. Top 5 trends in sectors in % (part of the companies, which rated this trend with high or very high relevance) Figure 9-1: Top 5 trends in retail Cost pressure Digitalization of business processes Transparency in the supply chain Changed consumer behavior (e-commerce) Complexity Figure 9-2: Top 5 trends in logistics services Cost pressure Digitalization of business processes Transparency in the supply chain Individualization of customer expectations Networking/Collaboration

3 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-3: Top 5 trends in manufacturing industry Cost pressure Digitalization of business processes Transparency in the supply chain Individualization of customer expectations Complexity Innovative technology concepts 1. Basis scale relevance of technology concepts: very low, low, moderate, high, very high, unknown concept, no response. 2. The category of very low and low were combined to low and the category high and very high were combined to high. Figure 9-4: Relevance of technology concepts for data analyse in sector comparison in % Predictive Analytics 69.2% 11.9% 9.4% 1.9% 7.6% 2.6% 43.8% 20.9% 13.8% 18.9% 60.8% 9.8% 7.8% 17.6% Predictive Maintenance 59.7% 19.5% 6.3% 9.5% 29.4% 21.6% 24.2% 22.2% 17.6% 29.4% 27.5% 23.5% 5% 2.6% 2% high moderate low unknown concept n.r 3

4 APPENDIX Figure 9-5: Relevance of technology concepts for data collection in sector comparison in % RFID for object tracking 37.1% 33.3% 25.2% 37.2% 23.5% 34.6% 27.5% 13.7% 52.9% 2.5% 1.9% 4.6% 2% 2D codes 73.6% 9.4% 6.9% 58.8% 14.4% 17% 62.7% 13.8% 5.9% 2.5% 7.6% 1.3% 8.5% 13.7% Localization technologies 38.4% 21.4% 30.8% 3.1% 6.3% 62.1% 18.3% 14.4% 5.2% 39.2% 23.5% 27.5% 5.9% Sensor technology for monitoring 61.6% 19.5% 14.5% 54.2% 19% 22.2% 39.2% 21.6% 27.5% 3.1% 1.3% 4.6% 7.8% high moderate low unknown concept n.r 4

5 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-6: Relevance of IT services in sector comparison in % 4.4% 42.2% 20.1% 15.7% 17.6% 5.3% Software 41.8% 19.6% 20.9% 12.4% as a service (SaaS) 27.5% 25.5% 13.7% 19.6% 13.7% Infrastructure as a service (IaaS) 35.9% 18.2% 19.5% 18.9% 7.5% 6.5% 33.4% 20.3% 26.8% 13% 17.7% 19.6% 23.5% 17.6% 21.6% Platform as a service (PaaS) 42.1% 15.7% 11.3% 24.5% 26.2% 17.6% 24.8% 21.6% 9.8% 19.6% 19.6% 19.6% 21.6% 19.6% 6.3% Warehouse management systems 88% 0.6% 1.3% 5.7% 4.4% 3.2% 2.6% 76.5% 5.9% 11.8% 2% 88.2% 5.9% Enterprise Resource Planning systems (ERP) 93.1% 62.7% 17.6% 9.8% 88.2% 1.9% 1.9% 2.5% 0.6% 0.7% 9.2% 2% 1.9% 5.9% 2% Blockchain 12.6% 10.1% 16.4% 50.9% 1 8.5% 10.5% 22.2% 47% 11.8% 9.8% 9.8% 13.7% 52.9% 13.8% high moderate low unknown concept n.r 5

6 ATTACHMENT Figure 9-7: Relevance of assistant services in sector comparison in % Mobile data access for customers 1.3% 0.6% 74.8% 16.4% 6.9% 4.6% 0.7% 72.5% 15% 7.2% 5.9% 1.9% 76.5% 15.7% Wearables 4.4% 24.5% 21.4% 39.6% 10.1% 29.4% 20.3% 29.4% 17% 25.5% 17.7% 39.2% 9.8% 7.8% 23.3% 20.8% 47.2% 5% 3.7% Pick by voice 30.1% 22.9% 28.7% 11.8% 39.2% 15.7% 39.2% 6.5% 2% 2.5% 29.6% 23.3% 39.6% 5% Pick by light 26.1% 20.2% 33.4% 13.1% 29.4% 25.5% 35.3% 7.2% 5.9% Augmented reality or pick by vision 2.5% 24.5% 20.8% 42.1% 10.1% 26.1% % 18.3% 6.5% 23.5% 17.7% 43.1% 11.8% high moderate low unknown concept n.r 6

7 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-8: Relevance of technology concepts for information exchange in sector comparison in % Mobile data access for customers 13.7% 6.3% 0.6% 48.4% 25.8% 18.9% 4.6% 0.7% 65.3% 19.6% 9.8% 74.5% 9.8% 2% Web-based communication platforms 5.7% 1.3% 69.8% 15.7% 7.5% 4.6% 0.6% 66.7% 19.6% 8.5% 2% 5.9% 58.8% 23.5% 9.8% Cross-company machineto-machine communication 34.6% 18.2% 32.1% 28.8% 22.9% 30.7% 11.3% 12.4% 19.6% 15.7% 37.3% 19.6% 7.8% 3.8% 5.2% Customer loyalty programs 3.1% 49.7% 13.2% 25.8% 8.2% 2.6% 46.4% 11.8% 29.4% 9.8% 2% 68.6% 11.8% 17.6% Analysis of data from social media platforms 24.5% 20.7% 42.8% 16.3% 26.1% 44.5% 37.3% 23.5% 33.4% 3.8% 8.2% 9.2% 5.9% high moderate low unknown concept n.r 7

8 APPENDIX autonomous robot Figure 9-9: Relevance of autonomous technology for data collection in sector comparison in % Drones 5% 5% 5% 12.6% 72.4% 5.2% 11.8% 13.7% 61.4% 7.9% 2% 5.9% 5.9% 78.4% 7.8% Autonomous vehicles 28.3% 12.6% 50.9% 30.1% 17.6% 41.2% 17.7% 3.1% 5.1% 5.2% 5.9% 64.7% 5.9% 7.8% Driverless transport systems 49.7% 18.9% 27.7% 40.5% 15% 34% 29.4% 21.5% 41.2% 1.2% 2.5% 6.5% 2% 5.9% Robots 2.5% 0.6% 54.7% 22.7% 19.5% 4.6% 23.5% 20.3% 43.1% 8.5% 2% 23.5% 25.5% 45.1% high moderate low unknown concept n.r 8

9 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-10: Barriers in new technology concepts in sector comparison in % (request of top 3) Incompatibility with existing systems/ cutting point difficulty 40.9% 39.9% 47.1% Higher costs then planned 29.4% 39.6% 35.5% Coordination difficulties between skilled sectors and IT Technology is not ready for use Unclear use cases or user evaluation 37.1% % 30.2% 30.9% 33.3% 30.8% 28.1% 29.4% Safety problems Required staff skills not enough 11.8% 18.9% % % Difference between developement and technology speed Lack of staff motivation 5.9% 8.8% 10.7% 13.8% 13.7% 19. Manager follow traditional solutions Dependence of the system Problems with the internet connectivity 3.8% 4.6% 7.8% 13.2% 14.4% 16.4% 12.4% 15.7% 25.5%

10 APPENDIX Figure 9-11: Use of technology concepts for data analysis in sector comparison in % 6.2% 26.4% 25.2% 18.9% 6.3% 17% Predictive Analytics 2% 24.2% 16.3% 15.7% 5.9% 35.9% 2% 33.3% 27.5% 7.8% 25.5% Predictive Maintenance 3.8% 28.9% 30.2% 16.3% 13.7% 14.4% 7.2% 2% 2% 15.7% 27.5% 1.3% 14.5% 44.4% 49% 21.4% Extensive current use Planned <5 years Partial current use Planned >5 years Low current use Not planned 10

11 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-12: Use of technology concepts for data collection in sector comparison in % RFID for object tracking 2.5% 17% % 10.7% 33.3% 5.9% 19% 19.6% 12.4% 8.5% 34.6% 2% 9.8% 13.7% 15.7% 11.8% 47.1% 2D codes 3.8% 1.3% 35.2% 33.3% 10.7% 15.7% 2.6% 29.4% 25.5% 11.1% 8.5% 22.9% 5.9% % 21.6% 11.8% 25.5% 5.7% 17.6% 2 3.8% 8.8% 40.3% Localization technologies 22.2% 26.8% 17.6% 11.1% 5.2% 17% 31.4% 21.6% 5.9% 7.8% 29.4% Sensor technology for monitoring 0.6% 20.1% 30.2% 20.1% 10.1% 18.9% 12.4% 27.5% 15.7% 17% 6.5% 20.9% 9.8% 7.8% 39.2% 17.6% 19.6% 5.9% Extensive current use Planned <5 years Partial current use Planned >5 years Low current use Not planned 11

12 APPENDIX Figure 9-13: Use of IT services in sector comparison in % Software as a service (SaaS) 3.8% 11.3% 23.3% 17.6% 11.3% 32.7% 3.3% 13.7% % 7.8% 36.6% 2% 21.6% 21.6% 7.8% 7.8% 39.2% Infrastructure as a service (IaaS) 4.4% 8.2% 19.5% 17% 6.9% 44% 3.3% 13.1% 15.7% 15.7% 11.8% 40.5% % 11.8% 27.5% 5.9% 47.1% Platform as a service (PaaS) 7.5% 15.7% 11,9% 15.1% 6.9% 42.8% 3.3% 9.2% 15.7% 10.5% 11.1% 50.3% 2% 7.8% 23.5% 5.9% 7.8% 52.9% Warehouse management systems (WMS) 3.8% 0.6% 55.3% 27.7% 7.5% 5% 3.3% 3.3% 56.9% 16.3% 8.5% 11.8% 60.8% 19.6% 5.9% 5.9% Enterprise Resource Planning systems 0.6% 4.4% 67.9% 19.5% 5.1% 5.2% 33.3% 24.8% 13.7% 5.2% 17.6% 60.8% 19.6% 5.9% 5.9% Blockchain 1.9% 4.4% 5.7% 6.3% 6.3% 75.5% 1.3% 5.2% 7.2% 6.5% 75.8% % 82.4% Extensive current use Planned <5 years Partial current use Planned >5 years Low current use Not planned 12

13 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES FIgure 9-14: Use of assistance system in sector comparison in % Mobile data access for employees 1.9% 25.8% 36.5% 19.5% 6.3% 10.1% 2.6% 28.8% 35.9% 14.4% 8.5% 9.8% 2% 35.3% 35.3% 15.7% 5.9% 5.9% Wearables 1.3% 4.4% 8.8% 12.6% 17.6% 55.3% 3.3% 12.4% 12.4% 16.3% 8.5% 47.1% 10.5% 12.1% 16.2% 6.9% 51.8% Pick by voice 6.9% 4.4% 8.2% 7.5% 13.2% 59.7% 4.6% 7.8% 17% 11.8% 13.7% 45.1% 5.9% 21.6% 7.8% 9.8% 51% Pick by light 3.8% 11.9% 17.6% 10.1% 8.2% 48.4% 2.6% 9.2% 12.4% 11.8% 10.5% 53.6% 5.9% 5.9% 11.8% 19.6% 7.8% 49% Augmented reality or pick by vision 1.9% 6.9% 8.8% 18.9% 5% 58.5% 2% 4.6% 8.5% 20.3% 10.5% 54.2% 1.9% 2% 5.9% 13.7% 13.7% 62.7% Extensive current use Planned <5 years Partial current use Planned >5 years Low current use Not planned 13

14 APPENDIX FIgure 9-15: Use of technology concepts for information exchange in sector comparison in % Mobile data access for customers 5% 25.8% 30.2% 11.9% 4.4% 22.6% 14.4% 39.2% 15.7% 10.5% 6.5% 13.7% 15.7% 39.2% 15.7% 15.7% 5.9% 7.8% Web-based communication platforms 5. 17% 40.9% 18.2% 6.3% 12.6% 20.3% 41.2% 15% 6.5% 13.1% 9.9% 49% 13.7% 19.6% Cross-company machine-to-machine communication 1.9% 13.2% 15.7% 18.9% 7.5% 42.8% 4.6% 11.1% 17.6% 9.8% 9.8% 47.1% 5.9% 9.8% 23.5% 7.8% 49% Customer loyalty programs 1.9% 10.7% 30.8% 15.7% 6.9% 34% 4.6% 11.8% 22.9% 15.7% 5.9% 39.2% 33.3% 29.4% 15.7% 5.9% 11.8% Analysis of data from social media platforms 2.5% 2% 15.7% 23.3% 8.2% 7.5% 42.8% 4.6% 14.4% 25.5% 9.8% 43.8% 27.5% 27.5% 15.7% 5.9% 23.5% Extensive current use Planned <5 years Partial current use Planned >5 years Low current use Not planned 14

15 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-16: Use of autonomous technology in sector comparison in % Drones 0.6% 2.5% 5.7% 4.6% 8.8% 82.4% 5.9% 8.5% 7.8% 73.2% 9.8% 86.3% Autonomous vehicles 1.3% 4.4% 6.3% 10.1% 8.2% 69.8% 1.3% 2.6% 6.5% 11.8% % 13.7% 82.4% Driverless transport systems 13.2% 20.1% 11.9% 13.8% 6.3% 34.6% 7.8% 11.8% 14.4% 12.4% 49.7% 11.8% 15.7% 9.8% 9.8% 52.9% Robots 3.8% 15.1% 27% 15.1% 11.3% 27.7% 2% 12.4% 11.8% 9.2% 8.5% 56.2% 5.9% 7.8% 13.7% 5.9% 13.7% 52.9% Extensive current use Planned <5 years Partial current use Planned >5 years Low current use Not planned 15

16 APPENDIX Changes in the supply chain Figure 9-17: Data demand in retail in % Production planning data Production capacity Transport data Inventory data Data on goods received Demand forecasts Data on material flow problems Point-of-sale data Data on advertising measures Research and development activities data Information about production processes Data on quality Cost structure data Data on stock 35.3% 29.4% 35.3% 25.5% 27.5% 47% 60.8% 27.5% 11.7% 41.2% 35.3% 23.5% 54.9% 25.4% 19.7% 29.3% 37.4% 33.3% 27.5% 51% 21.5% 25.5% 25.5% 49% 37.3% 25.5% 37.2% 13.7% 27.5% 58.8% 41.2% 23.5% 35.3% 54.9% 29.4% 15.7% 11.8% 41.2% 47% 72.5% 17.6% 9.9% Demanded data available Demanded data not available Data not needed 16

17 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-18: Data demand in logistics services in % Production planning data Production capacity Transport data Inventory data 38.6% 36.6% 24.8% 23.5% 26.1% 50.4% 75.2% 15.7% 54.9% 19% 26.1% 9.1% Data on goods received Demand forecasts Data on material flow problems Point-of-sale data Data on advertising measures Research and development activities data Information about production processes Data on quality Cost structure data Data on stock 61.4% 13.7% 24.9% 40.5% 41.8% 17.7% 30.1% 38.6% 31.3% 40.5% 41.8% 17.7% 15% 20.9% 64.1% 15% 20.3% 64.7% 34.6% 30.1% 35.3% 52.3% 15.7% 32% 19% 23.5% 57.5% 62.1% 10.5% 27.4% Demanded data available Demanded data not available Data not needed 17

18 APPENDIX Figure 9-19: Data demand in manufacturing industry in % Production planning data Production capacity 35.2% 40.9% % 35.8% 21.4% Transport data 62.3% 25.8% 11.9% Inventory data Data on goods received Demand forecasts Data on material flow problems Point-of-sale data Data on advertising measures Research and development activities data Information about production processes Data on quality Cost structure data Data on stock 40.3% 43.4% 16.3% 51.6% 25.1% 23.3% 48.4% 37.1% 14.5% 30.8% 51.6% 17.6% 17.6% 28.3% 54.1% 13.2% 17% 69.8% 17% 23.3% 59.7% 45.9% 34.6% 19.5% 57.2% 30.2% 12.6% 20.8% 43.4% 35.8% 52.8% 28.3% 18.9% Demanded data available Demanded data not available Data not needed 18

19 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-20: Willingness to share data in retail in % Production planning data Production capacity Transport data Inventory data Data on goods received Demand forecasts Data on material flow problems Point-of-sale data 19.6% 17.6% 15.7% 47.1% 11.8% 9.8% 25.5% 52.9% 60.8% 21.6% 9.8% 7.8% 47.1% 23.5% 19.6% 9.8% 56.9% 23.5% 13.7% 5.9% 47.1% 29.4% 17.7% 9.8% 37.3% 23.5% 21.6% 17.6% 37.3% 17.6% 27.5% 17.6% Data on advertising measures Research and development activities data Information about production processes Data on quality 5.9% 43.1% 23.5% 13.7% 19.7% 19.6% 35.3% 39.2% 43.1% 21.6% 13.7% 21.6% 56.9% 25.5% 7.8% 9.8% Cost structure data Data on stock 11.8% 21.5% 51% 15.7% 72.5% 15.7% 9.8% 2% Willingness exists and sharing already takes place Willingness exists however no sharing yet No willingness exists Data in no demand 19

20 APPENDIX Figure 9-21: Willingness to share data in logistics services in % Production planning data Production capacity Transport data Inventory data Data on goods received Demand forecasts Data on material flow problems Point-of-sale data Data on advertising measures Research and development activities data Information about production processes Data on quality Cost structure data Data on stock 32.7% 17.7% 13% 36.6% 27.5% 15% 22.9% 34.6% 75.9% 13.7% 2.6% 7.8% 54.3% 10.4% 14.4% 20.9% 66.6% 7.9% 8.5% 17% 30.7% 19% 22.2% 28.1% 41.8% 18.3% 19% 20.9% 6.5% 7.8% 30.7% 54.9% 9.8% 7.8% 27.5% 54.9% 8.5% 9.1% 34% 48.4% 23.5% 16.3% 20.3% 39.9% 66% 9.8% 9.2% 15% 22.2% 8.5% 49% 20.3% 5.2% 48.4% 16.4% Willingness exists and sharing already takes place Willingness exists however no sharing yet No willingness exists Data in no demand 20

21 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-22: Willingness to share data in manufacturing industry in % Production planning data Production capacity Transport data Inventory data Data on goods received Demand forecasts Data on material flow problems Point-of-sale data Data on advertising measures Research and development activities data Information about production processes Data on quality Cost structure data Data on stock 2.5% 46.6% 27% 2 6.3% 37.7% 22% 34% 3.8% 67.9% 18.9% 9.4% 6.3% 32.7% 38.6% 22.6% 52.8% 21.4% 17.6% 9.2% 3.8% 64.2% 22.6% 9.4% 25.2% 41.5% 28.3% 5% 8.8% 23.3% 40.2% 27.7% 11.3% 13.2% 40.9% 34.6% 12.6% 17.6% 51.6% 18.2% 6.3% 45.3% 27.7% 20.7% 4.4% 49.7% 2 22% 6.3% % 67.3% 45.3% 29% 20.7% 5% Willingness exists and sharing already takes place Willingness exists however no sharing yet No willingness exists Data in no demand 21

22 APPENDIX Changes of existing skills 1. Basis scala existing skills (Chart 9-23 to 9-25): very low, low, moderate, high, very high. 2. Very low and low operate to low, high and very high operate to high. Figure 9-23: Existing skills in retail in % Low Moderate High Fast failure skills Agility: adaptable and flexible action Positive handling of mistakes Willingness to experiment and innovate Interdisciplinary mindset 25.5% 39.2% 37.3% 33.3% 43.1% 39.2% 43.1% 54.9% 31.4% 21.6% 19.6% 11.8% Intuitive use of IT 37.3% 52.9% 9.8% IT knowledge Ability to analyze large data sets Extensive programming knowledge/skills Use of new communication media 39.2% 43.1% 17.7% 54.9% 21.6% 23.5% 21.5% % Figure 9-24: Existing skills in logistics services in % Low Moderate High Fast failure skills Agility: adaptable and flexible action Positive handling of mistakes Willingness to experiment and innovate Interdisciplinary mindset 21.6% 28.1% 37.9% 28.1% 45.1% 43.8% 38.6% 49.7% 33.3% 28.1% 23.5% 22.2% Intuitive use of IT 28.1% 47.1% 24.8% IT knowledge Ability to analyze large data sets Extensive programming knowledge/skills Use of new communication media 31.4% 41.2% 27.4% 43.1% 30.1% 26.8% 20.2% 42.5% 37.3% 22

23 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-25: Existing skills in manufacturing industry in % Low Moderate High Fast failure skills Agility: adaptable and flexible action Positive handling of mistakes Willingness to experiment and innovate Interdisciplinary mindset 20.7% 34.6% 44.7% 29.6% 25.1% 45.3% 30.2% % 23.3% 54.1% 22.6% IT knowledge Intuitive use of IT Ability to analyze large data sets Extensive programming knowledge/skills Use of new communication media 28.3% 15.1% 56.6% 40.9% 22.6% 36.5% 46.5% 26.4% 27.1% 25.8% 49.1% 25.1% Figure 9-26: Future required skills in retail in % Not required For skilled workers and managers For managers For skilled workers Agility: adaptable and flexible action % 11.8% Fast failure skills Positive handling of mistakes Willingness to experiment and innovate % 90.1% 72.6% 5.9% 5.9% % Interdisciplinary mindset % 23.5% Intuitive use of IT 5.9% 80.4% 9.8% IT knowledge Ability to analyze large data sets Extensive programming knowledge/skills 5.9% 35.3% 27.5% 35.3% 7.8% 31.3% 56.9% Use of new communication media 82.4% 9.8% 23

24 APPENDIX Figure 9-27: Future required skills in logistics services in % Not required For skilled workers and managers For managers For skilled workers Agility: adaptable and flexible action 86.9% 6.5% 6.6% Fast failure skills Positive handling of mistakes Willingness to experiment and innovate 0.6% 5.9% 87.6% 66.7% 9.2% 23.5% 2.6% Interdisciplinary mindset 1.3% 71.9% 22.2% 4.6% Intuitive use of IT 2.6% 73.2% 6.5% 17.7% IT knowledge Ability to analyze large data sets Extensive programming knowledge/skills 39.9% 24.2% 30.7% 7.9% 1.3% % Use of new communication media 3.3% 82.3% 9.8% 4.6% Figure 9-28: Future required skills in manufacturing industry in % Not required For skilled workers and managers For managers For skilled workers Agility: adaptable and flexible action 84.9% 11.3% 3.8% Fast failure skills Positive handling of mistakes Willingness to experiment and innovate 0.6% 1.3% % 13.2% 13.2% 3.2% 6.3% Interdisciplinary mindset 1.9% 76.7% 20.8% 0.6% Intuitive use of IT 3.8% 75.5% 4.4% 16.3% IT knowledge Ability to analyze large data sets Extensive programming knowledge/skills 3.1% 37.1% 15.1% % 0.6% 44.7% 66.7% Use of new communication media 6.3% 83.7%

25 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES 1. Basis scala range of barriers of further qualifications: very low, low, moderate, high, very high. 2. Very low and low operate to low, high and very high operate to high. Figure 9-29: Range of barriers of further qualifications in retail in % Low Moderate High Lacking resources (financial, temporal, staffing) 28.6% 28.6% 42.8% External barriers Internal barriers Lack of internal training concepts Lack of staff motivation Unrecognized future demands Poor quality of educational programmes on offer Risk of brain drain after further qualification Confusing external training opportunities 44.9% 28.6% 26.5% 59.2% 32.7% 8.1% 29.8% 48.9% 21.3% 42.2% 26.7% 31.1% 28.0 % 28.0 % % 34.7% 38.8% Figure 9-30: Range of barriers of further qualifications in logistics services in % Low Moderate High Lacking resources (financial, temporal, staffing) 25.5% 27.5% 47% External barriers Internal barriers Lack of internal training concepts Lack of staff motivation Unrecognized future demands Poor quality of educational programmes on offer Risk of brain drain after further qualification Confusing external training opportunities 46.3% 28.2% 25.5% 44.7% 36.7% 18.6% 31.9% 36.1% 32% 36.8% 36.8% 26.4% % 39.3% 36.1% 38.9%

26 APPENDIX Figure 9-31: Range of barriers of further qualifications in manufacturing industry in % Low Moderate High Lacking resources (financial, temporal, staffing) 24.8% 28.7% 46.5% External barriers Internal barriers Lack of internal training concepts Lack of staff motivation Unrecognized future demands Poor quality of educational programmes on offer Risk of brain drain after further qualification Confusing external training opportunities % 27.6% 61.5% 28.2% 10.3% 39.5% 34.2% 26.3% 32.4% 37.9% 29.7% 31.2% % 34.6% 32.7% 32.7% New and adapted business models Figure 9-32: Roles in sector comparison in % 7.5% Manufacturing industry 36.5% 33.3% 22.7% 7.2% 38.6% 30.7% 23.5% 9.8% 33.3% 35.3% 21.6% Trendsetter Innovative Analysts Conservative 26

27 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Evaluation of branches Automobile industry: n=77, Chemistry: n=39, Non-consumables: n=32, Food: n=34, Mechanical and plant engineering: n=59, Pharma: n=13, Consumables: n=24 Trends and logistics in supply chain management 1. Basis scala: very low, low, moderate, high, very high 2. Top 5 trends of branches in % (part of the companies, which rated this trend with high or very high relevance) Figure 9-33: Top 5 trends in the automobile industry in % Cost pressure Transparency in the supply chain Digitalization of business processes Complexity Individualization of customer expectations Figure 9-34: Top 5 trends in the chemistry in % Digitalization of business processes Transparency in the supply chain Complexity Cost pressure Networking/Collaboration

28 APPENDIX Figure 9-35: Top 5 trends in the non-consumables industry in % Digitalization of business processes Transparency in the supply chain Cost pressure Changed consumer behavior (e-commerce) Individualization of customer expectations Figure 9-36: Top 5 trends in the food industry in % Cost pressure Transparency in the supply chain Digitalization of business processes Complexity Changed consumer needs

29 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-37: Top 5 trends in the mechanical and plant engineering in % Individualization of customer expectations Cost pressure Digitalization of business processes Networking/Collaboration Automating Figure 9-38: Top 5 trends in the pharmaceutical industry in % Transparency in the supply chain Cost pressure Digitalization of business processes Automating Government regulations/ Compliance

30 APPENDIX Figure 9-39: Top 5 trends in the consumables industry in % Cost pressure Individualization of customer expectations Digitalization of business processes Networking/Collaboration Complexity

31 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-40: Prioritization of logistics goals of branches in % (request of top 3) Fulfillment of customer wishes Reliable and on-schedule delivery Logistics quality Logistics costs Delivery time Flexibility in management of volatility Sustainable (green) logistics Ability to innovate Social responsibility 5% 1 15% 2 25% 3 35% 4 45% Pharmaceutical industry Mechanical and plant engineering Non-consumables Consumables Food Chemistry Automobile industry 31

32 APPENDIX Innovative technology concepts Figure 9-41: Barrieres in adoption of technology concepts of branches in % (request of top 3) Incompatibility with existing systems/ cutting point difficulty Higher costs then planned Coordination difficulties between skilled sectors and IT Technology is not ready for use Unclear use cases or user evaluation Required staff skills not enough Dependence of the system Safety problems Manager follow traditional solutions Difference between developement and technology speed Lack of staff motivation Internet connectivity 5% 1 15% 2 25% 3 35% 4 45% 5 55% Pharmaceutical industry Mechanical and plant engineering Non-consumables Consumables Food Chemistry Automobile industry 32

33 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES New and adapted business models 1. Basis scala: not planned, planned > 5 years, planned < 5 Jahre, low current use, partial current use, extensive current use. 2. Low current use and partial current use operated to partial current use and planned > 5 years and planned < 5 Years operated to planned. Figure 9-42: Digital transformation of business models of branches Automobile industry 1.3% 27.3% 14.3% 57.1% Chemistry 20.5% 20.5% 59% Non-consumables 62.5% 12.5% 25% Food 5.9% 20.6% 14.7% 58.8% Mechanical and plant engineering 1.7% 30.5% 17% 50.8% Pharmaceutical industry 15.4% 23.1% 7.7% 53.8% Consumables 8.3% 45.8% 4.2% 41.7% Extensive current use Planned Partial current use Not planned 33

34 APPENDIX Figure 9-43: Drivers of digitalization of branches in % Enduser Endproduct producer (Omni-/Multi-Channel) IT service provider Competitor (only online) Research institution Government Pharmaceutical industry Mechanical and plant engineering Non-consumables Consumables Food Chemistry Automobile industry 34

35 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-44: Roles of branches in % Consumables 8.3% 33.3% 41.7% 16.7% Pharmaceutical industry 61.5% 23.1% 15.4% Mechanical and plant engineering 5.1% 39% 32.2% 23.7% Food Non-consumables 8.3% 3.1% 17.7% 44.1% 29.4% 37.5% 5 9.4% Chemistry 10.3% 30.8% 20.5% 38.5% Automobile industry 9.1% 32.5% 29.9% 28.5% Trendsetter Innovative Analysts Conservative 35

36 APPENDIX Evaluation in company size Small companies: turnover < 50 million Moderate companies: turnover million Large companies: turnover > 500 million Random sample: small companies: n=69, moderate companies: n=102 large companies: n= Basis scala: very low, low, moderate, high, very high 2. Top 5 trends in sectors in % (part of the companies, which rated this trend with high or very high relevance) Figure 9-45: Top 5 trends of large companies in % Cost pressure Digitalization of business processes Transparency in the supply chain Complexity Individualization of costumer needs

37 TRENDS AND STRATEGIES IN SUPPLY CHAIN MANAGEMENT AND LOGISTICS DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-46: Top 5 trends of moderate companies in % Cost Kostendruck pressure Digitalisierung Digitalization der of business Geschäftsprozesse processes Individualisierung Individualization der of Kundenerwartungen costumer needs Vernetzung Networking/Collaboration und Zusammenarbeit von Unternehmen Transparency Transparenz in the in Supply supply Chains chain Figure 9-47: Top 5 trends of small companies in % Individualization of costumer needs Cost pressure Digitalization of business processes Transparency in the supply chain Networking/Collaboration

38 APPENDIX Innovative technology concepts Figure 9-48: Barrieres in adoption of new technology concepts of company size in % Incompatibility with existing systems/ cutting point difficulty 33.8% % Higher costs then planned 36.4% 32.7% 42.3% Coordination difficulties between skilled sectors and IT 31.9% % Technology is not ready for use 22.5% 32.2% 32.7% Unclear use cases or user evaluation % 32.4% Required staff skills not enough 18.6% 19.7% 20.2% Dependence of the system 12.2% 15.5% 18.3% Safety problems 10.6% 19.7% 21.3% Manager follow traditional solutions 9.6% 14.1% 19.1% Difference between developement and technology speed 10.6% 11.3% 17.3% Lack of staff motivation 12.3% 9.6% 16.9% Internet connectivity 3.7% 3.8% 8.5% 5% 1 15% 2 25% 3 35% 4 45% 5 55% Large Moderate Small 38

39 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Changes in the supply chain Figure 9-49: Data demand of small companies in % Production planning data Production capacity Transport Data Inventory data Data on goods received Demand forecasts Data on material flow problems Point-of-sale data 40.8% 22.2% % 25.9% 51.9% % 22.2% 44.5% 14.8% 40.7% 59.3% 7.4% 33.3% 29.6% 33.4% % 25.9% 40.8% 18.5% 18.5% 63. Data on advertising measures 18.5% 18.5% 63. Research and development activities Information about production processes Data on quality Cost structure data Data on stock 14.8% 22.2% % % % 25.9% 29.6% 25.9% 44.5% 3.7% 59.3% Demanded data are available Demanded data are not available Data not demanded 39

40 APPENDIX Figure 9-50: Data demand of moderate companies in % Production planning data Production capacity Transport Data Inventory data Data on goods received Demand forecasts Data on material flow problems Point-of-sale data Data on advertising measures Research and development activities Information about production processes Data on quality Cost structure data Data on stock 29.7% 43.3% % 41.9% 67.6% % % 23.6% 54.7% 19.6% 25.7% 35.1% 46.6% 18.3% 26.4% 47.3% 28.4% 12.2% 28.4% 59.4% 12.8% 23.7% 63.5% 8.1% 18.9% % 36.5% % 31.8% % 21.6% Demanded data are available Demanded data are available Data not demanded 40

41 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-51: Data demand of large companies in % Production planning data Production capacity 41.5% 35.1% 23.4% 39.4% 29.2% 31.4% Transport Data 68.1% 21.8% 10.1% Inventory data 45.7% 37.2% 17.1% 13,6% Data on goods received Demand forecasts Data on material flow problems Point-of-sale data Data on advertising measures Research and development activities Information about production processes Data on quality Cost structure data 56.9% 22.9% 20.2% % 47.9% 19.7% 21.8% 22.9% 55.3% 20.7% 16.5% 62.8% 14.9% 25.5% 59.6% 46.3% 27.7% % 38.3% ,3% Data on stock 62.8% 19.7% 17.5% 12,9% Demanded data are available Demanded data are available Data not demanded 41

42 APPENDIX Figure 9-52: Willingness to share data in small companies in % Production planning data Production capacity 33.4% 14.8% 25.9% 25.9% % 29.6% 25.9% Transport Data 77.8% 11.1% 11.1% Inventory data Data on goods received Demand forecasts Data on material flow problems Point-of-sale data Data on advertising measures Research and development activities Information about production processes Data on quality Cost structure data Data on stock 44.5% 7.4% 29.6% 18.5% 66.7% 7.4% 11.1% 14.8% 29.6% 25.9% 25.9% 18.6% 44.5% 7.4% % 14.8% 11.1% 44.5% 29.6% 18.5% 7.5% 40.7% 33.3% 14.8% 7.5% 44.4% 33.3% 22.2% 11.1% 48.2% 18.5% % 14.8% 14.8% 29.6% 14.8% 40.8% 14.8% 40.8% 7.4% 25.9% 25.9% Willingness exists and sharing already takes place Willingness exists however no sharing yet No willingness exists No data demand 42

43 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-53: Willingness to share data in moderate companies in % Production planning data Production capacity Transport Data Inventory data Data on goods received Demand forecasts Data on material flow problems Point-of-sale data Data on advertising measures Research and development activities Information about production processes Data on quality Cost structure data Data on stock 31.8% % % 18.9% % 77.7% 10.8% 6.1% 5.4% 53.4% 20.3% 12.8% 13.5% 55.4% 18.9% 14.2% 11.5% 40.6% 21.6% 15.6% 22.2% 30.4% 31.1% 22.3% 16.2% 8.1% 14.2% 30.4% 47.3% 11.5% 12.8% 27.7% % 13.5% 38.5% 39.9% 25.7% 16.2% 30.4% 27.7% 58.1% 18.9% 12.2% 10.8% 16.2% 13.5% 52.7% 17.6% 46.7% 18.2% 14.2% 20.9% Willingness exists and sharing already takes place Willingness exists however no sharing yet No willingness exists No data demand 43

44 APPENDIX Figure 9-54: Willingness to share data in large companies in % Production planning data Production capacity 41.5% 21.8% % 29.8% 17.6% 30.3% 22.3% Transport Data 63.3% 22.9% 6.4% 7.4% Inventory data Data on goods received 36.2% 30.3% 21.3% 12.2% 61.2% 14.9% 12.8% 11.1% Demand forecasts 55.9% 21.8% 13.8% 8.5% Data on material flow problems Point-of-sale data 35.1% 30.9% 22.3% 11.7% 14.3% 18.1% 36.2% 31.4% Data on advertising measures 17.5% 12.8% % Research and development activities Information about production processes Data on quality 10.6% % 29.3% % 18.1% 19.2% 56.4% 19.1% 16.5% 8. Cost structure data 12.8% 13.8% 63.3% 10.1% Data on stock 54.8% 17.6% 18.6% Willingness exists and sharing already takes place Willingness exists however no sharing yet No willingness exists No data demand 44

45 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES New and adapted business models 1. Basis scala digital transformation of business models: not planned, planned > 5 years, planned < 5 years, ow current use, partial current use, extensive current use 2. Low current use and partial current use operated to partial current use and planned > 5 years and planned < 5 years operated to planned. Figure 9-55: Digital transformation of business models in comany sizes in % Small 33.3% 17.4% 49.3% Medium Large 27.4% 4.7% 39.6% 15.7% 15.1% 56.9% 40.6% Extensive current use Planned Partial current use Not planned 45

46 APPENDIX Evaluation of requested key data Figure 9-56: Reliable delivery in % of single branches Automobile industry Chemistry Non-consumables Food Mechanical and plant engineering Pharmaceutical industry Consumables Figure 9-57: Delivery time in days of single branches Automobile industry Chemistry Non-consumables Food Mechanical and plant engineering Pharmaceutical industry Consumables 46

47 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-58: Changes of logistic costs through digital transformation of automobile industry Transport costs (n=47) Inventory costs (n=47) Warehousing costs (n=48) Administrative / management costs (n=47) Packaging costs (n=45) Cost of valueadded services (n=43) Cost of returns / Return Shipping(n=44) 36.2% 40.4% 23.4% 57.4% 36.2% % 12.5% 38.3% 38.3% 23.4% 17.8% 66.7% 15.5% 16.3% 44.2% 39.5% 15.9% 65.9% 18.2% 6.4% Decreasing Unchanged Growing Figure 9-59: Changes of logistic costs through digital transformation of chemistry Transport costs (n=27) Inventory costs (n=23) 29.6% 48.1% 22.2% 34.8% 60.9% 4.3% Warehousing costs (n=25) Administrative / management costs (n=24) Packaging costs (n=24) Cost of valueadded services (n=24) Cost of returns / Return Shipping (n=20) 4.2% 44% 4 16% 37.5% 41.7% 20.8% 38.3% 91.7% 37.5% 5% 85% 1 8.3% Decreasing Unchanged Growing 47

48 APPENDIX Figure 9-60: Changes of logistic costs through digital transformation of food industry Transport costs (n=16) Inventory costs (n=16) 31.3% 37.5% 31.2% 37.5% 56.3% 6.2% Warehousing costs (n=16) Administrative / management costs (n=16) Packaging costs (n=16) Cost of valueadded services (n=15) Cost of returns / Return Shipping (n=16) % 12.5% 37.5% 37.5% 25% 18.8% 68.7% 12.5% 13.3% 33.3% 53.4% 37.5% 37.5% 25% Decreasing Unchanged Growing Figure 9-61: Changes of logistic costs through digital transformation of consumables industry Transport costs (n=15) Inventory costs (n=14) 26.7% % 28.6% 64.3% 7.1% Warehousing costs (n=14) Administrative / management costs (n=15) Packaging costs (n=14) 28.6% % 13.4% 53.4% 33.3% 7.1% 57.2% 35.7% Cost of valueadded services (n=15) 33.4% 66.6% Cost of returns / Return Shipping (n=14) 21.4% 42.9% 35.7% Decreasing Unchanged Growing 48

49 TRENDS AND STRATEGIES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT DIGITAL TRANSFORMATION OPPORTUNITIES Figure 9-62: Changes of logistic costs through digital transformation of non-consumables industry Transport costs (n=24) Inventory costs (n=23) Warehousing costs (n=24) Administrative / management costs (n=23) Packaging costs (n=23) Cost of valueadded services (n=23) Cost of returns / Return Shipping (n=21) 4.4% 29.2% 33.4% 37.5% 56.5% 34.8% 8.7% 39.1% 34.8% 26.1% 39.1% 58.3% 29.2% 12.5% 8.7% 60.9% 30.4% 56.5% 28.6% 38.1% 33.3% Decreasing Unchanged Growing Figure 9-63: Changes of logistic costs through digital transformation of mechanical and plant engineering Transport costs (n=31) Inventory costs (n=31) Warehousing costs (n=31) Administrative / management costs (n=32) Packaging costs (n=30) Cost of valueadded services (n=32) Cost of returns / Return Shipping (n=30) 29% 54.8% 16.2% 58.1% 32.3% 9.7% 3.2% 51.6% 45.2% 62.5% 31.3% 6.2% 6.7% 3.3% % 56.3% 31.2% 33.3% % Decreasing Unchanged Growing 49

50 APPENDIX Figure 9-64: Changes of logistic costs through digital transformation of pharmaceutical industry Cost of returns /Return Shipping Administrative / management costs Cost of valueadded services Packaging costs Transport costs Warehousing costs 6 4 Inventory costs Decreasing Unchanged Growing 50

51 TRENDS AND STRATEGIES IN SUPPLY CHAIN MANAGEMENT AND LOGISTICS DIGITAL TRANSFORMATION OPPORTUNITIES Bundesvereinigung Logistik (BVL) e.v. Schlachte 31, Bremen Tel.: 0421 / Fax: 0421 / bvl@bvl.de