Digital Supply Chain Institute Survey Survey Report

Transcription

1 Digital Supply Chain Institute Survey 2018 Survey Report

2 Four areas were surveyed Algorithm Council The secret to unlocking the power of the organization to manage demand and supply is to create an empowered crossfunctional team to ask the right questions, collect the right data and build the right algorithms to make the right datadriven decisions. We call this team the Algorithm Council. The Digital Supply Chain Institute is undertaking research to establish the right organizational structure, membership, skills, and technologies to make the Algorithm Council possible. Digital Supply Chain that Drives Revenue A Digital Supply Chain that drives Revenue will identify programs that can drive the demand stack - Demand stimulation, demand matching, demand management, and demand sensing - through DSC actions. Digital Supply Chain Accelerator Digital Supply Chain Accelerator program is designed to identify actions to accelerate a company s transformation to a Digital Supply Chain. Blockchain Digital Supply Chain Institute is focused on doing Proof-of-Value in the area of Blockchain and alsoprovide specific education and recommendations to companies on integrating blockchain technology to manage cross-enterprise Digital Supply Chain workflow

3 Algorithm Council 3

4 53% Q. We must dramatically improve our ability to generate algorithms that predict and influence demand. 88% of the respondents strongly agree or agree that they should dramatically improve their ability to use algorithm to predict and influence demand. 35% 9% Neither Agree or Disagree 3% 0%

5 Disagree 4% Strongly disagree 0% Neither agree nor disagree 17% Strongly Agree 36% Q. The idea of creating a crossfunctional algorithm council is appealing to me. Agree 43% 79% of the respondents strongly agree or agree that cross-functional algorithm council is an appealing idea.

6 Strongly disagree 4% Strongly Agree 11% Disagree 25% Q. I have the people onboard who can generate and manage algorithms. Neither agree nor disagree 32% Agree 28% Only 39% of the respondents agreed or strongly agreed that they have people on-board who can generate and manage algorithms.

7 Digital Supply Chain That Drives Revenue 7

8 Disagree 15% Strongly disagree 1% Strongly Agree 14% Q. Currently, our supply chain helps us grow revenue as well as match demand. Neither agree nor disagree 33% Agree 37% 51% of the respondents agree or strongly agree that their supply chain can help grow revenue as well as match demand currently.

9 Disagree 3% Strongly disagree 0% Neither agree nor disagree 14% Strongly Agree 31% Q. Within the next five years, our supply chain will stimulate revenue growth. Agree 52% 83% of the respondents agree or strongly agree that supply chain will stimulate revenue growth in next five years.

10 Disagree 13% Strongly disagree 2% Strongly Agree 17% Neither agree nor disagree 22% Q. Our supply chain is a competitive advantage over companies with whom we compete. 63% of the respondents agree or strongly agree that their supply chain is a competitive advantage over competitive companies. Agree 46%

11 Neither agree nor disagree 6% Strongly disagree 0% Disagree 4% Q. We have to get better at collecting and analyzing new forms of data such as sensor-based, IoT, social media, etc. Agree 33% Strongly Agree 57% 90% of the respondents agree or strongly agree that they have to get better at collecting and analyzing new forms of data such as sensor-based, IoT, social media, etc..

12 Digital Supply Chain Accelerator 12

13 8% Much slower than anticipated 41% Slower than anticipated 38% As anticipated Q. Overall, how is your transformation to a DSC going? 9% 4% Faster than anticipated Much faster than anticipated 60% 50% 40% 30% 20% 10% 0% 49% of the respondents think that their DSC transformation is going slower or much slower than anticipated.

14 Demand 47% 53% People 23% 77% Q. Looking at Demand, People, Technology, and Risk where is the transformation farthest ahead and behind? Technology Risk 36% 64% 64% 36% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Farthest Behind Farthest Ahead People and Risk are the two areas where more than 60% of the respondents thinks that they are farthest behind while 64% of the respondents think that they are farthest ahead in Technology.

15 Low 16% Extremely Low 2% Extremely High 17% Q. The following best describes senior management s level of support to drive the transformation to a DSC? Sufficient 27% High 38% Only 55% of the respondents think that they have high or extremely high senior management's support to drive DSC transformation.

16 60% 50% 45% 45% 53% 44% 42% 51% 53% 47% 45% 40% 30% 27% 34% 29% 31% 33% 20% 20% 22% 18% 22% 22% 10% 10% 7% 0% Senior management support The willingness of other departments to collaborate Budget limitations People with the right skills IT issues Corporate culture Risk tolerance in the company NOT A CHALLENGE A CHALLENGE A BIG CHALLENGE Q. For each item in the list, rate whether the item is a challenge in speeding up the DSC transformation? People with right skills and IT issues are the top two challenges in speeding up the DSC transformation, according to more than 80% of the respondents.

17 We have ongoing active collaboration with our key customers in our DSC transformation. 5% Key customers are actively involved in specific DSC transformation projects. 10% Key customers are starting to be involved in specific DSC transformation projects. 40% We have asked key customers to be involved, but they are not really involved at this point. 14% We have not asked key customers to be involved at this point. 31% Digital Supply Chain Institute % 10% 20% 30% 40% 50% 60% Q. The following statement best describes the level of engagement our key customers have in our DSC transformation. Only 5% of the respondents think that they have ongoing active collaboration with customers in their DSC transformation.

18 We have ongoing active collaboration with our key suppliers in our DSC transformation. 4% Key suppliers are actively involved in specific DSC transformation projects. 10% Key suppliers are starting to be involved in specific DSC transformation projects. 35% We have asked key suppliers to be involved, but they are not really involved at this point. 18% We have not asked key suppliers to be involved at this point. 33% Digital Supply Chain Institute % 10% 20% 30% 40% 50% 60% Q. The following statement best describes the level of engagement our key suppliers have in our DSC transformation. Only 4% of the respondents think that they have ongoing active collaboration with suppliers in their DSC transformation.

19 Blockchain 19

20 Gaining Knowledge 31% Watching 26% Exploring 22% Testing 10% No Interest Implementing 4% 7% 0% 10% 20% 30% 40% 50% Q. How is your company thinking about blockchain? Only 4% of the respondents are implementing blockchain in their organizations.

21 Strongly disagree 2% Strongly Agree 13% Disagree 6% Neither agree nor disagree 34% Agree 45% Q. Blockchain technology will transform our supply chain. 58% of the respondents thinks that Blockchain technology will transform their organizations.

22 40% 35% 30% 25% 24% 20% 15% 10% 5% 2% 6% 6% 7% 9% 9% 10% 13% 14% 0% Q. Which area of your supply chain do you see benefitting most from Blockchain? Logistics, Forecasting/Planning, and Supplier visibilities are the top 3 areas, where respondents think that they see most benefit from Blockchain

23 1-2 years 28% 3-5 years 45% 5+ years Never 4% 23% 0% 10% 20% 30% 40% 50% Q. In what timeframe do you see Blockchain being adopted by your company? 68% of the respondents thinks that Blockchain is at least 3 years out before being adopted by their companies.

24 Interest in Pilots 24

25 Field work/ Pilots are an important way for DSCI to work with some companies 33% are interested or very interested in a pilot for their company.

26 Join us dscinstitute.org 26