Mais conteúdo relacionado Semelhante a Customer-Centric Study 2016 - Summary Charts (20) Customer-Centric Study 2016 - Summary Charts2. Supply Chain Insights LLC Copyright © 2016, p. 2
Agenda
Study Overview
Supply Chain Organization
Customer-Centric Supply Chain
Order Management
4. Supply Chain Insights LLC Copyright © 2016, p. 4
Most Respondents Are Manufacturers, Primarily in Process
Industries with $4.5B Average Revenue
5. Supply Chain Insights LLC Copyright © 2016, p. 5
The Most Common Industries Represented Are
CPG and Food & Beverage
6. Supply Chain Insights LLC Copyright © 2016, p. 6
Nearly All Work in a Supply Chain Role,
Nearly Half Are Director or Higher,
and About Half Are Based in the Americas
7. Supply Chain Insights LLC Copyright © 2016, p. 7
Agenda
Study Overview
Supply Chain Organization
Customer-Centric Supply Chain
Order Management
8. Supply Chain Insights LLC Copyright © 2016, p. 8
Most Have a Supply Chain Organization, with an Average of
Seven Functions Reporting into It
9. Supply Chain Insights LLC Copyright © 2016, p. 9
The Most Common Supply Challenges Include Needing
Improvement, Being Cautious, and Functioning Inside-out
10. Supply Chain Insights LLC Copyright © 2016, p. 10
Top Elements of Business Pain Include Demand/Supply
Volatility, Alignment, Supply Chain Visibility and Data Access
11. Supply Chain Insights LLC Copyright © 2016, p. 11
Agenda
Study Overview
Supply Chain Organization
Customer-Centric Supply Chain
Order Management
12. Supply Chain Insights LLC Copyright © 2016, p. 12
Distributors Are the Most Common Customer Type, but
Bricks & Mortar Retailers Are More Often the Primary
13. Supply Chain Insights LLC Copyright © 2016, p. 13
“Customer-Centric” Means Meeting Customer Needs,
Driving Customer Value, Improving Customer Satisfaction
and Being Flexible
14. Supply Chain Insights LLC Copyright © 2016, p. 14
Less Than Half Rate Their Supply Chain Overall
as Being “Customer-Centric”
15. Supply Chain Insights LLC Copyright © 2016, p. 15
Respondents Credit Service, Partnership, Satisfaction, and
Adaptability for Their Success at Being “Customer-Centric”
16. Supply Chain Insights LLC Copyright © 2016, p. 16
Respondents Blame Culture, Cost, Silos, and a Lack of
Planning for Their Difficulties Being “Customer-Centric”
17. Supply Chain Insights LLC Copyright © 2016, p. 17
A Majority Report Having a Strategy for Developing a
Customer-Centric Supply Chain for Customers
18. Supply Chain Insights LLC Copyright © 2016, p. 18
Respondents Have Three Customer Types on Average and a
Customer-Centric Strategy for Two on Average
19. Supply Chain Insights LLC Copyright © 2016, p. 19
Three-Quarters Have a Customer-Centric Strategy for Their
Primary Customer and Over Half Report They Are
Customer-Centric
20. Supply Chain Insights LLC Copyright © 2016, p. 20
Supply Chains Are More Customer-Centric for Primary
Customers Than Other Customers
21. Supply Chain Insights LLC Copyright © 2016, p. 21
Most Important Elements to Becoming Customer-Centric
Include Executive Team Understanding, Product Quality,
and Sales-Operations Alignment
22. Supply Chain Insights LLC Copyright © 2016, p. 22
Sales-Operations Alignment and New Product Launch
Reliability Are Important but Low-Performing Elements
Towards Becoming Customer-Centric
23. Supply Chain Insights LLC Copyright © 2016, p. 23
Greatest Performance Gaps in Elements to Being Customer-
Centric Are Extended Network Visibility, Item Complexity, and
Sales-Operations Alignment
24. Supply Chain Insights LLC Copyright © 2016, p. 24
Most Common Customer-Centric Practices Are Scorecards
and Customized Products/Services
25. Supply Chain Insights LLC Copyright © 2016, p. 25
Scorecards Are the Most Common Practice, but Customized
Products/Service and CPFR Are Most Important
26. Supply Chain Insights LLC Copyright © 2016, p. 26
Cost-to-Serve Analysis Is the Primary Customer-Centric
Policy That Is Important but Under-Performing
27. Supply Chain Insights LLC Copyright © 2016, p. 27
Greatest Performance Gaps for Customer-Centric Practices
Is for Cost-to-Serve Analysis
28. Supply Chain Insights LLC Copyright © 2016, p. 28
Agenda
Study Overview
Supply Chain Organization
Customer-Centric Supply Chain
Order Management
29. Supply Chain Insights LLC Copyright © 2016, p. 29
68%
48%
45%
43%
41%
36%
16%
11%
29%
4%
21%
13%
18%
5%
2%
2%
Phone, email, fax or postal mail
Spreadsheets
EDI / XML - with MINIMAL intervention
Enterprise Web Portals
EDI / XML - with MANUAL intervention
Vendor Managed Inventory (VMI)
ERP plus Value-Added Networks (VANS)
Business Networks or Industry Process Hub
Customer Order Types for Primary Customer:
Use and Most Common
Use
Most Common
3 on average
EDI/XML (electronic
data interchange):
66% use
50% most common
Top Three Order Types Are Phone/Email/Fax/Mail,
EDI/XML, and Spreadsheets
_________________________________________
Source: Supply Chain Insights LLC, Customer-
Centric Supply Chain Study (Aug-Oct, 2016)
Base: Manufacturers, Distributors, 3PLs who sell
physical products (n=56)
Q25. Which of the following types of customer
orders does your company typically process for
your primary type of customer? Please select all
that apply. Q26. Which ONE of these customer
order types is most common at your company?
30. Supply Chain Insights LLC Copyright © 2016, p. 30
Most Common Order Type for Primary Customer Is
Phone/Email/Fax/Mail
31. Supply Chain Insights LLC Copyright © 2016, p. 31
While Nearly Half Use Spreadsheets to Process Order, They
Are Only Used for Six Percent of Orders on Average
32. Supply Chain Insights LLC Copyright © 2016, p. 32
Average Order Cycle Time Is Eight Days for Most Common Order
Type for Primary Customer – a Decrease for Half of Respondents
33. Supply Chain Insights LLC Copyright © 2016, p. 33
Order Cycle Times Decrease Due to Improved Planning,
Efficiency, and Requirements and Increase Primarily Due to
Order Rates
34. Supply Chain Insights LLC Copyright © 2016, p. 34
An Average of Two Order Characteristics Get Discounts,
Primarily Full Truckloads and Full Pallets