Imagining Supply Chains 2030
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Presentation by Rick McDonald, Clorox, for the Supply Chains to Admire presentation at the Supply Chain Insights Global Summit 2022
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Imagining Supply Chains 2030
- 1. Imagining Supply Chains in 2030 GLOBAL SUMMIT
- 2. Imagining Supply Chains in 2030 IMAGINE 2022 Transforming Clorox Rick McDonald SVP, Chief Supply Chain Officer The Clorox Company
- 3. Imagining Supply Chains in 2030 IMAGINE 2022 FY22 Company Overview 3
- 4. Imagining Supply Chains in 2030 IMAGINE 2022 FY22 Sales by Segment and Category 4
- 5. Imagining Supply Chains in 2030 IMAGINE 2022 Latest Company Recognition 5
- 6. Imagining Supply Chains in 2030 IMAGINE 2022 Agenda 01 Customer Transformation 02 Digital Acceleration 03 Talent – your most precious asset
- 7. Imagining Supply Chains in 2030 IMAGINE 2022 Why Do We Need Customer Transformation? 7 Looking ahead we anticipate six major themes dominating the retail landscape Power of data and technology AI based predictive analytics, big data, edge computing and 5G driving personalization and targeting Fulfillment ecosystems of the future Transformed retail supply chain with automation, and new picking and delivery technology/formats Frictionless omnichannel Blurring of channel lines and shopper journeys, leading to ecosystems owning full consumer access Declining importance of brands and assortment breadth Growth of Private Label brands, streamlined assortment breadth in stores Loyalty through memberships, subscriptions, and services Services (e.g., Healthcare, lending) and memberships, subscription models to increase customer lifetime value Death of traditional undifferentiated formats Differentiated formats and retailers reimagining the role of the store
- 8. Imagining Supply Chains in 2030 IMAGINE 2022 The Supply Chain begins and ends with the Consumer • Focus and consistency of strategy • End-to-end mindset • Collaboration - Sales, BUs and Supply Chain • Customer & Consumer centric focus • Understanding customer capability and performance needs • Shopper Personalization • Network Refresh for Omni-Channel/Value chain segmentation • BU Brand Strategy translated into Supply Chain design • End to End KPI alignment 8
- 9. Imagining Supply Chains in 2030 IMAGINE 2022 Digital Acceleration
- 10. Imagining Supply Chains in 2030 IMAGINE 2022 Toolset
- 11. Imagining Supply Chains in 2030 IMAGINE 2022 Toolset Skillset Mindset
- 12. Imagining Supply Chains in 2030 IMAGINE 2022 Focus on Improvin g Leader Mindset & Skillset
- 13. Imagining Supply Chains in 2030 IMAGINE 2022 Envisioning Supply Chain Talent Digitizing supply networks will transform how we work and create extraordinary value: o Requires hiring tomorrow’s talent TODAY!!! o Digital Dexterity o Build a frictionless Supply Chain o Automate manual activity & minimize touches o Real time visibility - eliminate data latency o Leverage data to create insights
- 14. Imagining Supply Chains in 2030 IMAGINE 2022 Envisioning Supply Chain Talent • COACHING!!! Now more than ever… • Planning, Planning, Planning • Workforce • Succession • Career ladder development - capabilities • Success Profile - Success@Clorox • Executive Education • Global Operations Forum • NEXT – SC Case Study program
- 15. Imagining Supply Chains in 2030 IMAGINE 2022 Summary • Insights: • 1 Transform now!! • 2 MS, SS, TS • 3 Talent – most precious asset 15
- 16. Imagining Supply Chains in 2030 IMAGINE 2022 Any Questions? THANK YOU! 16
Notas do Editor
- MINDSET: Clarify and change the mindset of leaders to embrace a digital landscape Ensure leaders approach their work with a digital mindset SKILLSET: Create reskilling/upskilling plans for current associates and managers Identify and leverage early adopters Clarify the new ways of working with the new Toolsets Develop digital skills profile for use in external candidate sourcing TOOL SET: Acquire contemporary tools across the supply chain to create extraordinary value CHANGE MANAGEMENT: Develop persona-based change plans and communications strategies
- MINDSET: Clarify and change the mindset of leaders to embrace a digital landscape Ensure leaders approach their work with a digital mindset SKILLSET: Create reskilling/upskilling plans for current associates and managers Identify and leverage early adopters Clarify the new ways of working with the new Toolsets Develop digital skills profile for use in external candidate sourcing TOOL SET: Acquire contemporary tools across the supply chain to create extraordinary value CHANGE MANAGEMENT: Develop persona-based change plans and communications strategies
- MINDSET: Clarify and change the mindset of leaders to embrace a digital landscape Ensure leaders approach their work with a digital mindset SKILLSET: Create reskilling/upskilling plans for current associates and managers Identify and leverage early adopters Clarify the new ways of working with the new Toolsets Develop digital skills profile for use in external candidate sourcing TOOL SET: Acquire contemporary tools across the supply chain to create extraordinary value CHANGE MANAGEMENT: Develop persona-based change plans and communications strategies
- To succeed, digital-era organizations will need a changed workforce, new ways of operating, and a shift in leadership It’s Not a Digital Transformation Without a Digital Culture Key Point? A digital culture typically has five defining elements: · It promotes an external, rather than an internal, orientation. A digital culture encourages employees to look outward and engage with customers and partners to create new solutions. A prime example of external orientation is the focus on the customer journey; employees shape product development and improve the customer experience by putting themselves in the customer’s shoes. · It prizes delegation over control. A digital culture diffuses decision making deep into the organization. Instead of receiving explicit instructions on how to perform their work, employees follow guiding principles so that their judgment can be trusted. · It encourages boldness over caution. In a digital culture, people are encouraged to take risks, fail fast, and learn, and they are discouraged from preserving the status quo out of habit or caution. · It emphasizes more action and less planning. In the fast-changing digital world, planning and decision making must shift from having a long-term focus to having a short-term one. A digital culture supports the need for speed and promotes continuous iteration rather than perfecting a product or idea before launching it. · It values collaboration more than individual effort. Success in a digital culture comes through collective work and information sharing across divisions, units, and functions. The iterative and fast pace of digital work requires a far greater level of transparency and interaction than that found in the traditional organization. clarify and change the mindset of leaders to understand and embrace a digital landscape MERCER Persona development; focused change messages for each persona
- Our vision for the Digital Supply Network is driven by the need to create value for the company as well as maintaining our competitiveness with peers. Our vision is to THWW while creating extraordinary value for the company. We will do this by: -reducing friction in the supply chain – between customers and us, between functions, -automate manual activity and minimize touches – paper, equipment, product & data EXCEL example as the most popular planning tool of all time – we can do better -today significant data latency exists in our systems – very little ability to aggregate real time operations data to adjust and improve With our new tools, we will capture lots of data -use those to create insights on our performance which will help us understand gaps and improve results faster