凯捷-报告：转向自治供应链（英文）-2021.2-13页_4mb

Summary of "Moving to an Autonomous Supply Chain" White Paper

Core Content

This white paper by Capgemini provides a comprehensive overview of the challenges and opportunities facing supply chains in the manufacturing and CPG sectors. It highlights the increasing need for supply chains to become more autonomous due to the volatile and complex global trade environment, exacerbated by the pandemic and trade wars. The paper outlines key areas for transformation, including standardization, digitalization, automation, and improved visibility and forecasting.

Main Challenges and Trends

• Volatility and Complexity:

  • 68% of supply chain leaders perceive a rapidly changing global trade environment.
  • 90% see increased complexity in the supply chain ecosystem.
  • 56% note the volatility of the supply chain environment.
  • 60% report a high level of change in regulations and compliance requirements.

• Legacy Systems and Manual Processes:

  • Current supply chain processes often lack flexibility and scalability.
  • Fragmented legacy systems and heavy reliance on manual processes are major pain points.
  • Standardization and integration are critical to improving end-to-end visibility and performance.

• Operational Efficiency:

  • 92% of executives cite cost pressure as a key issue.
  • 66% highlight the high level of manual processing in supply chains.

Key Benefits of Autonomous Supply Chains

• Operational Resilience and Flexibility:

  • 90% of leaders seek improved supply chain resilience.
  • 94% want enhanced supply chain flexibility.
  • 96% expect the ability to predict and respond to exceptions in real-time.

• Fulfillment and Customer Satisfaction:

  • 100% of leaders want transparent and seamless delivery to customers.
  • 94% expect reduced exception handling and hand-offs.
  • 98% of leaders believe that supply chain automation is highly important.

Key Characteristics of Autonomous Supply Chains

• Standardization and Integration:

  • 46% of leaders see the need for supply chain standardization.
  • 54% emphasize end-to-end integration.

• Visibility and Forecasting:

  • 56% want improved end-to-end visibility of supply chain information.
  • 56% seek better demand forecasting accuracy.
  • 48% want improved logistics planning and optimization.

• Digitalization and Automation:

  • 66% of leaders prioritize supply chain digitalization.
  • 60% value supply chain automation.

Technologies in Autonomous Supply Chains

• Fundamental Technologies:

  • Intelligent automation (RPA) is critical.
  • Advanced analytics are essential for decision-making.
  • Cloud-based solutions are increasingly used for process transformation.

• Emerging Technologies:

  • Blockchain is considered an emerging opportunity (26%).
  • Autonomous vehicles are seen as a critical element (highly important).
  • Machine learning and deep learning are viewed as less critical (40%).

Supply Chain Initiatives Planned

• Major Focus Areas:

  • Planning & Forecasting: 32% for demand forecasting, 40% for supply forecasting, 30% for inventory planning.
  • Supply Chain Optimization: 22% for warehouse optimization, 18% for transportation optimization.
  • Supply Chain Execution: Includes order management, logistics execution, consignment tracking, and warranty management.

• Percentage of Enterprises Planning Initiatives:

  • 34% of enterprises plan to undertake significant autonomous supply chain initiatives over the next two years.

Vendor Involvement

• Co-Creation with Vendors:

  • 84% of enterprises will involve vendors in co-creation during supply chain transformation.

• Vendor Roles:

  • Vendors are involved in identifying opportunities, defining process models, and delivering managed services.
  • The major areas for vendor managed services are logistics administration (transportation optimization and consignment tracking).

• Vendor Selection Criteria:

  • Strong domain and process understanding.
  • Expertise in automation and analytics.
  • Ability to deliver cloud-based, integrated solutions.

Key Success Factors

• Internal Sponsorship:

  • Gaining and maintaining executive sponsorship is crucial.
  • Projects should be executed in stages with clear ROI and justification.

• Pilot Programs:

  • Pilots help identify and resolve challenges before full-scale implementation.

• Data Quality:

  • Ensuring high-quality data is essential for successful transformation.
  • Data blind spots and manual validation are common issues.

• Collaboration with Trading Partners:

  • Partnering with trading partners is necessary for seamless execution.
  • Vendors and internal teams must work as a unified unit.

• People and Process Reimagining:

  • Design thinking is used to reimagine supply chain processes.
  • 88% of leaders use design thinking for process reimagining.
  • 76% believe in rethinking supply chain process boundaries.

• Training and Continuous Improvement:

  • Training and improvement should be integrated into the transformation journey.
  • Projects should not be handed over to unfamiliar teams without proper support.

Conclusion

Autonomous supply chains are essential for modern manufacturing and CPG firms to meet rising customer expectations, reduce costs, and enhance resilience and flexibility. This transformation requires a combination of standardization, digitalization, and automation, supported by strong vendor partnerships and a strategic, phased approach. The success of these initiatives hinges on internal sponsorship, collaboration with trading partners, and the quality of both internal and external personnel.