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Lora Cecere Opening Presentation Imagine 2022.pptx
The document outlines the themes and structure of the 'Imagining Supply Chains 2030' global summit, focusing on the need for organizational alignment and digital transformation to improve supply chain resilience and effectiveness. It includes insights into companies' pandemic responses, performance gaps, and the importance of collaboration and real-time data. The event features discussions on advancements in supply chain analytics, talent building, and the impact of digital transformation strategies.
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Lora Cecere Opening Presentation Imagine 2022.pptx
- 1. Imagining Supply Chain2030 GLOBAL SUMMIT
- 2. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 Themes Supply Chain 2030 Supply Chains to Admire Driving Value Through Analytics Building Supply Chain Talent
- 3. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 Imagine Definition: The action of forming new ideas, or images or concepts of external objects not present to the senses to form or have a mental picture or idea of something.
- 4. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 The Event is Virtual
- 5. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 Designed for Extreme Networking Visual Facilitation Social Media Sharing: #IMAGINE2030 Table Discussions Reception and Dinners Structured Networking Book Signing Fun Run Air & Space Museum
- 6. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 Brain Writing
- 7. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 Lapboards
- 8. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 Brainwriting You Your Table Guiding Coalition
- 9. Imagining Supply Chainsin 2030 IMAGINE 2022 We Must Learn to Unlearn to Build Better
- 10. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 As Easy as Riding a Bike?
- 11. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 As Easy as Riding a Bike? Knowledge ≠ Understanding
- 12. Imagining Supply Chain2030 Current State
- 13. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030
- 14. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 Response During the Pandemic 7% 31% 46% 15% 0% During the pandemic, we managed very well. No issues. During the pandemic, we managed well with some issues. We managed the business by brute force. We did it, but it was tough. The business struggled during the pandemic. The business was not equal to the challenge of the pandemic. TOTAL __________________________________________________________ Source: Supply Chain Insights LLC, Redefining The Supply Chain Response Study Q11. When you think of the supply chain’s response during the pandemic, how would you classify your company’s business performance?
- 15. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 Organizational Alignment Before Pandemic 64% 92% 87% 65% 79% 74% 49% 82% 30% 44% 38% 45% 25% 44% 49% 28% 39% 36% 25% 51% 13% 28% 18% 23% New Product Dev't & Distrib'n Sales and Operations Manufact'g & Procurement Operations & IT Finance & Operations Sales & Finance Marketing & Finance Sales & Marketing Marketing & IT Finance & IT Sales and IT CSR & Operations Team Alignment: Importance vs. Performance* Importance Performance Greatest Gaps
- 16. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 79% 91% 64% 76% 67% 64% 73% 58% 52% 73% 21% 30% 45% 18% 30% 24% 24% 33% 24% 21% 42% 9% Logistics and supply chain planning Supply chain planning and manufacturing Logistics and procurement Sales and supply chain planning Supply chain planning and customer service Finance and supply chain planning Procurement and manufacturing Finance and manufacturing Finance and procurement Customer service and distribution Corporate Social Responsibility and Manufacturing Users Vendors __________________________________________________________ Source: Supply Chain Insights LLC, Supply Chain Reset Q9. In your opinion, how important is it for each of the following pairs of teams to be aligned within your supply chain? Q10. How aligned do you believe that these same pairs of teams actually are with your company? Greatest Gaps Between Users and Vendors Organizational Gaps During the Disruption
- 17. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 Response Gaps 43% 33% 51% 24% 28% 9% 28% 3% Shifts in demand Labor availability Supply availability Ocean freight costs Ocean freight variability Availability of air Inadequacies of planning systems Inefficiencies of working remotely 6% 31% 13% 13% 3% 7% 6% Support by the executive team Having the right inventory Labor availability in distribution centers China lockdowns Availability of road transport Price of air freight Price of road transport Greatest Issues __________________________________________________________ Source: Supply Chain Insights LLC, Redefining The Supply Chain Response Study Q12. What were your greatest issues? ?
- 18. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 Planning: Expectation Versus Reality 52% 50% 42% 36% 23% 20% 20% 19% 19% 16% 3% 27% 23% 28% 34% 20% 34% 53% 23% 19% 30% 8% End-to-end visibility Decision making based on real-time data Collaboration (e.g., cross-departmental, external) Response time in dealing with unforeseen events Total cost of ownership (TCO) of the solution Customer satisfaction Meeting of business-critical targets / KPIs Management of conflicting business goals / KPIs Operational excellence Planner productivity Other Expectations Reality __________________________________________________________ Source: Supply Chain Insights LLC, Redefining The Supply Chain Response Study Q28. Please pick the TOP THREE elements you would expected your company to be BETTER at with the use of advanced planning software solution? Q29. Please think about your TOP THREE elements that reflect your ACTUAL experience
- 19. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 53% 7% 41% 18% 23% 27% 18% 27% Yes, there is a digital transformation strategy. No, there is not a digital transformation strategy. Within the network Extremely satisfied5 Somewhat satisfied4 Neutral3 Somewhat dissatisfied2 Extremely dissatisfied1 __________________________________________________________ Source: Supply Chain Insights LLC, Redefining The Supply Chain Response Study Q14: Does your company have a digital transformation strategy? Q41. Satisfaction with the speed at which it gets critical data to make decisions within the network? AVG 3.99 1.63 Companies with Digital Transformation Strategies Did Significantly Better
- 20. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 Focus of Digital Transformation Strategy 15% 12% 25% 4% 25% 19% 1% 3% Improving order- to-cash processes Improving procure-to-pay processes Driving better supply chain visibility Automation of transportation decisions Improvements in supply chain planning Sensing market conditions to improve the demand signal Sensing product quality in transport Automation of factories __________________________________________________________ Source: Supply Chain Insights LLC, Redefining The Supply Chain Response Study Q17. If yes in Q14, what was the focus of the digital transformation strategy? . 12% 15% 18% 7% 7% 1% 30% 3% Warehouse automation The elimination of paper Speeding up processes Alternative energy sources Accelerating time to market through changes in manufacturing 3-D printing Improved analytics for decision making Other
- 21. Digital Transformation StrategyEffectiveness __________________________________________________________ Source: Supply Chain Insights LLC, Redefining The Supply Chain Response Study Base: Varies Q18. Now please rank the effectiveness of these programs on a scale of 1-5 with five representing very effective in driving business value and one representing no value.? 30% 25% 6% 67% 12% 23% 100% 40% 38% 29% 33% 24% 31% 30% 25% 29% 35% 23% 50% 13% 35% 29% 23% 50% Improving order- to-cash processes. Improving procure-to-pay processes. Driving better supply chain visibility. Automation of transportation decisions. Improvements in supply chain planning Sensing market conditions to improve the demand signal. Sensing product quality in transport. Automation of factories 1 = No value 2 3 4 5 = Very effective T2B 30% 38% AVG 3 3.3 65% 4 0% 2.3 65% 3.8 46% .3.5 0% 2 100% 4.5
- 22. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 Current State of Visibility __________________________________________________________ Source: Supply Chain Insights LLC, Redefining The Supply Chain Response Study Q23: How effective would you rate your company on visibility? Q24: How important would you rate visibility capabilities for your company? 3.9 4.0 4.1 4.3 3.1 2.5 2.9 3.0 Manufacturing Visibility Supplier Visibility Logistics Visibility Enterprise Visibility Gap Importance Effectiveness 0.8 1.5 1.2 1.3
- 23. Imagining Supply Chainsin 2030 IMAGINE 2022 #Imagine2030 Group Dialogue- 10 Minutes Insights? What is your take away?