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1、2023 SUPPLY CHAIN PRIORITIES AND CHALLENGESSurvey ReportJanuary 2023K0130332023 APQC.ALL RIGHTS RESERVED.2347Valid Global ParticipantsABOUT THIS RESEARCHAPQC concluded its ninth annual Supply Chain Management Priorities and Challenges research in early 2023.The purpose of this research is to learn a

2、bout organizations supply chain management priorities,performance,and trends.This research focuses on:How well supply chains have performed considering the global pandemic and multiple disruptionsTrends impacting supply chainObstacles to improving supply chain processesOrganizational priorities for

3、supply chain in 20232023 APQC.ALL RIGHTS RESERVED.3A Brief Look Back at 2022122023 Changes and Challenges32023 Priorities4Recommended Relevant APQC ContentCONTENTS5Participant DemographicsA LOOK BACK AT 202212023 APQC.ALL RIGHTS RESERVED.5EVALUATING SUPPLY CHAIN RESPONSE TO COVID-19(YEAR 3!)2%Comple

4、tely failed9%Barely survived17%Neutral44%Had modest success20%Completely saved the day*9%of respondents supply chains were not significantly impacted by COVID-19In 2022,supply chains continued to adapt and respond to pandemic-driven disruptions.Many showed their resilience,and almost 2/3 rated thems

5、elves successful to some extent.One in 5 reported completely saving the day.However,the percentage that barely survived or failed(11 percent)almost doubled from the prior year.N=3472023 APQC.ALL RIGHTS RESERVED.6PERFORMANCE ON 2022 BUSINESS GOALSN=347Were supply chains successful in 2022?Although al

6、most 80 percent reported surviving 2022,surviving doesnt mean thriving.Almost half(47 percent)of respondents missed the target for their business goals in 2022.This performance is similar to what we saw in 2021.The many different disruptions facing supply chains,including the multi-year pandemic-ind

7、uced disruptions as well as labor and geopolitical challenges,continue to take their toll.53%on target/achieved/exceeded all business goals for 202234%on target/exceeded competitors/peers performance 2023 APQC.ALL RIGHTS RESERVED.7PERFORMANCE ON BUSINESS GOALS OVER TIMELooking at the percentage of r

8、espondents that achieved their annual business goals,the level of performance is stabilizing as supply chains adapt to the challenges facing them and strive to return to pre-pandemic performance levels.However,having only slightly more than half achieve their goals is not encouraging.In 2023,we anti

9、cipate organizations continuing to try to catch up to their peers as they seek new ways to meet their goals as they face new and different challenges.56%28%54%53%50%24%30%34%0%10%20%30%40%50%60%2019N=2342020N=4552021N=2612022N=347On target/have achieved/exceeded all our business goals for the yearOn

10、 target with/exceeded our competitors/peers performance2023 APQC.ALL RIGHTS RESERVED.8PERFORMANCE ON SPECIFIC 2022 GOALS Text placeholderN=13%23%23%27%27%34%On target/achieved return on investment goalsOn target/achieved customer satisfaction goalsOn target/achieved inventory goalsOn target/achieved

11、 cost savings goalsOn target/achieved customer service goalsOn target/met/exceeded sales goalsN=3472023 APQC.ALL RIGHTS RESERVED.9ACHIEVING SPECIFIC GOALS YEAR OVER YEARIn 2019,prior to the onset of the COVID-19 pandemic,supply chain organizations struggled to achieve their goals.However,they did be

12、tter that year than in any subsequent year.Interestingly,in 2022 organizations reported better performance in terms of cost savings goals but fewer met or exceeded their customer service targets.This internal focus on saving money while not satisfying customers is worrisome for longer-term success.T

13、o turn this around,2023 needs to be a year of focusing on increased transparency with a customer focus as well as increasing resilience in our supply chains.0%5%10%15%20%25%30%35%40%45%50%2019N=2342020N=4552021N=2612022N=347Percentage of Organizations On-Target/Met/Exceeded GoalsCustomer service goa

14、lsSales goalsCost savings goalsCustomer satisfaction goalsInventory goalsReturn on investment goals2023 CHANGES AND CHALLENGES22023 APQC.ALL RIGHTS RESERVED.11TOP 6 TRENDS ANTICIPATED TO IMPACT SUPPLY CHAINS BY 2026Supply chains are in the spotlight for 2023 and will likely remain so for the foresee

15、able future.The top three biggest impacts respondents anticipate over the next three years are from big data and analytics,global trade/tariff uncertainties,and sustainability.As the volume of data that supply chain professionals are facing continues to increase,emerging technologies for analytics c

16、an enable organizations to make faster and ideally,better,decisions.Global trade/tariff uncertainties rose on the list this year,reflecting the recognition of increased challenges facing global supply chains.Sustainability moved up the list from 2022,reflecting organizations renewed focuses on the i

17、mpact of environmental and social issues on supply chains.N=34736%30%41%31%34%34%41%49%40%51%47%48%23%21%19%18%18%18%Artificial intelligence/cognitivecomputingProcess standardizationDigitalization of the supply chainSustainability/environmental,social,and corporate governance(ESG)factorsGlobal trade

18、/tariff uncertaintiesBig data and advanced analyticsMajor impactModerate impactMinor/No impactTrends are listed in order by Major+Moderate impact2023 APQC.ALL RIGHTS RESERVED.12ADDITIONAL TRENDS ANTICIPATED TO IMPACT SUPPLY CHAINS BY 2026Numerous additional trends are anticipated to impact supply ch

19、ains over the next three years.For example,the ongoing COVID-19 pandemic,renamed by some as“endemic”due to its continued presence,will continue to impact supply chains in unpredictable ways.As technology continues to evolve,supply chains will also.Greater automation has enabled remote work in some s

20、upply chain roles.And organizations are still figuring out what the longer-term implications are for increased working from home across the supply chain.N=34726%26%33%34%36%37%42%45%39%39%38%39%32%30%28%28%26%24%BlockchainRobotic process automationWorking from homeMobile technologiesCloud servicesGl

21、obal COVID-19 pandemicMajor impactModerate impactMinor/No impactTrends are listed in order by Major+Moderate impact2023 APQC.ALL RIGHTS RESERVED.1322%27%28%30%31%33%34%34%38%41%Knowledge is hard to accessTechnology gets in the wayLack of governanceLimited workforce engagementToo much changeLack of b

22、udget/resources available forprocess improvementRegulations/requirements make changedifficultCommunication challengesLack of collaboration across functions andexternallyStaffing ShortagesOBSTACLES TO IMPROVING SUPPLY CHAIN PROCESSESN=344The top obstacle to improving supply chain processes in 2023 is

23、 staffing shortages.Supply chains are not alone when it comes to as dealing with labor concerns like vacant positions in 2023.However,given the business-critical role that supply chain plays in getting products and services to the customer,addressing this obstacle needs to be an organizational prior

24、ity.Lack of collaboration,last years top barrier,remains near the top of the list because it can be toxic in a supply chain context.Disconnects in the supply chain can lead to ripple effects that impact customers and their ability to receive orders on time,in full,damage-free,and with accurate docum

25、entation.2023 APQC.ALL RIGHTS RESERVED.14OVERCOMING OBSTACLES80%20%YesNoHave you evaluated/modified your supply chain strategy to help head off the obstacles your organization is facing?N=335Eighty percent of respondents across industries report they have modified their supply chain strategy to help

26、 head off current challenges.Flexibility in the face of challenges is vital to success during chaos.For some industries,like industrial products,the events of 2022 forced as many as 95 percent to make modifications to their supply chain strategies.For others,like electronics organizations,only 71 pe

27、rcent modified their strategies.2023 APQC.ALL RIGHTS RESERVED.15SUPPLY CHAIN BUDGET TREND9%Decrease41%Stay the same50%IncreaseN=347When it comes to budgets for supply chain management tools,technology,innovation,and initiatives,we see a shift toward a larger percentage of organizations holding the i

28、nvestment constant compared to last year.Although 50 percent of respondents anticipate an increase in their budget for supply chain,another 41 percent expect that investment to stay the same.These percentages reflect a 16 percent shift in organizations compared to last year when only 25 percent expe

29、cted the status quo and 66 percent anticipated an increase in funding.2023 APQC.ALL RIGHTS RESERVED.1637%32%28%Increase serviceIncrease market shareDecrease costsDESIRED SUPPLY CHAIN OUTCOMESOverall Outcome Focus for 2023N=347APQCs research shows supply chain leaders are still feeling pressure from

30、multiple directions when it comes to achieving overall organizational outcomes.For 2023,increasing service has taken the lead(37 percent)in terms of allocation of organizational focus over increasing market share(32 percent)and decreasing costs(28 percent).Please note:Respondents allocated 100 perce

31、nt across these categories to indicate organizational focus on overall outcomes in supply chain for 2023.The chart represents mean values for each category.2023 PRIORITIES32023 APQC.ALL RIGHTS RESERVED.182023 OVERALL SUPPLY CHAIN AREAS OF FOCUSN=347Supply chain planning remains in the top spot as a

32、priority for the coming year(selected by 86 percent of respondents).With the continued need to build resilience and flexibility,thats not a surprise.Sourcing and procurement is in second place at 75 percent,followed by Innovation at 73 percent.Logistics and inventory management rounds out the top fo

33、ur focus areas at 67 percent.Order management(61 percent)slightly edged out manufacturing(60 percent)as a focus for 2023,followed by product development at 57 percent.86%Supply Chain Planning 75%Sourcing&Procurement73%Innovation67%Logistics&Inventory Management57%Product Development61%Order Manageme

34、nt60%Manufacturing2023 APQC.ALL RIGHTS RESERVED.19TOP FOCUS AREAS IN SUPPLY CHAIN PLANNINGN=286In supply chain planning,the number-one focus area is demand planning and forecasting(30 percent),followed by automation and digitization(28 percent).Demand planning and forecasting are key to success in s

35、upply chain planning,especially in the face of continued disruptions.Automation and digitization can enable the organization to make faster decisions,leveraging larger quantities of data,while freeing up staff for more value-added activities.10%17%19%20%22%23%25%28%30%Network redesignSales forecasti

36、ngTalent acquisition and retentionMaster data managementAnalytics and measurementSales and operations planningIntegrated business planningAutomation and digitizationDemand planning and forecastingNote:The values in the graph displayed do not add up to 100 percent because it was a“select all that app

37、ly”question.2023 APQC.ALL RIGHTS RESERVED.202023 PRIORITIES:SUPPLY CHAIN PLANNINGNote:The values in the graph displayed do not add up to 100 percent because it was a“select all that apply”question.30%32%33%40%41%42%43%Shorten cycle timeStandardize processesEvaluate and compare performance throughben

38、chmarkingIdentify and implement best practicesImprove forecasting accuracyImplement new technologies and capabilitiesImprove collaboration and communicationN=233For 2023,improving collaboration and communication moved to the top of the list for actionable strategies in supply chain planning,reflecti

39、ng the increased recognition of the need for enhanced cross-functional relationships and data sharing.Given the complexities of supply chain planning,it is not surprising that 42 percent of respondents plan to implement new technologies and capabilities.2023 APQC.ALL RIGHTS RESERVED.21TOP FOCUS AREA

40、S IN SOURCING AND PROCUREMENTN=248In sourcing and procurement,the top focus area for 2023 continues to be vendor/supplier relationship management or SRM(33 percent).Multiple disruptions and ongoing challenges have made clear the connection between an organizations success and its suppliers success.W

41、ith this recognition,there is a greater interest in improving supplier relationship management.At the same time,sustainability has moved up the list as a focus in procurement and sourcing.With increasing regulation,what was voluntary disclosure in the past is now required.Many businesses now must di

42、sclose and verify their suppliers sustainability data or face the threat of financial penalties or disrupted shipments.13%17%19%23%25%29%31%33%Procure-to-payTalent acquisition and retentionContractingAdvanced analyticsAutomation and digitizationPurchasingSustainabilityVendor/Supplier relationshipman

43、agementNote:The values in the graph displayed do not add up to 100 percent because it was a“select all that apply”question.2023 APQC.ALL RIGHTS RESERVED.222023 PRIORITIES:SOURCING AND PROCUREMENTNote:The values in the graph displayed do not add up to 100 percent because it was a“select all that appl

44、y”question.27%27%29%30%31%32%34%37%38%Shorten cycle timeStandardize processesImplement methods to reduce supplier costsIdentify and implement best practicesFocus on supplier sustainabilityEvaluate and compare performance through benchmarkingImprove collaboration and communicationImprove key supplier

45、 relationshipsImplement new technologies and capabilitiesN=248For sourcing and procurement,the top two actionable strategies in 2023 are tied to improving efficiency and effectiveness.Many organizations learned the hard way that headlines related to their suppliers can come back to them.Implementing

46、 new procurement and sourcing technologies and capabilities as well as building better relationships can enable stronger and more transparent supply chains.2023 APQC.ALL RIGHTS RESERVED.23TOP FOCUS AREAS IN INNOVATIONN=239Innovation is essential to survival in a fast-changing world.The top two prior

47、ities in this area,improving collaboration and operational/process innovation(29 percent),speak to the need organizations have to find better and different ways of working while building strong ecosystems across their value chains to better serve internal and external customers.18%19%21%25%25%26%29%

48、29%Talent acquisition and retentionBuilding and maintaining an innovativecultureAutomation and digitizationInnovation analyticsCreativityProduct and service innovationOperational/process innovationImproving collaborationNote:The values in the graph displayed do not add up to 100 percent because it w

49、as a“select all that apply”question.2023 APQC.ALL RIGHTS RESERVED.242023 PRIORITIES:INNOVATIONNote:The values in the graph displayed do not add up to 100 percent because it was a“select all that apply”question.30%32%33%34%34%35%37%38%Adopt a culture of creativityImplement new technologies and capabi

50、litiesIdentify and implement best practicesEmbrace new business modelsEvaluate and compare performance through benchmarkingIncrease open innovation/external ecosystem collaborationIntegrate innovation into organizational goalsAdopt a structured approach to innovationN=239Adopting a structured approa

51、ch to innovation(38 percent)moved up the list of priorities as respondents recognize the need to implement repeatable processes for finding new and novel solutions to the challenges facing supply chains.Thirty-seven percent of respondents are seeking to integrate innovation into organizational goals

52、.This shift takes innovation from something“they”do to something that each employee feels accountability and ownership for putting into action.2023 APQC.ALL RIGHTS RESERVED.25TOP FOCUS AREAS IN LOGISTICS AND INVENTORY MANAGEMENTN=221In logistics,inventory management(33 percent)is the number-one focu

53、s area for respondents,echoing the past several years.Inventory management in 2023 will continue to be challenged by ongoing disruptions and forecasting difficulties.Some industries started the year with a glut of inventory and no room to store it,while others are still dealing with shortages.Automa

54、tion and digitization(28 percent)can bring greater transparency and traceability to inventory all throughout the supply chain.13%17%17%19%21%22%24%28%33%Inbound material flowOutbound transportationTalent acquisition and retentionReturns management/Reverse logisticsWarehousingSustainabilityAdvanced a

55、nalyticsAutomation and digitizationInventory managementNote:The values in the graph displayed do not add up to 100 percent because it was a“select all that apply”question.2023 APQC.ALL RIGHTS RESERVED.262023 PRIORITIES:LOGISTICS AND INVENTORY MANAGEMENTNote:The values in the graph displayed do not a

56、dd up to 100 percent because it was a“select all that apply”question.30%31%31%33%35%35%36%44%Identify and implement best practicesEvaluate and compare performance through benchmarkingStandardize processesShorten cycle timeImplement new technologies and capabilitiesImprove collaboration and communica

57、tionImplement methods to reduce transportation costsOptimize inventoryN=221More than 4 out of 10 respondents(44 percent)are prioritizing the need to optimize inventory this year.Thirty-six percent report that they are focusing on implementing methods to reduce transportation costs to maintain their

58、logistics organizations performance in the face of ongoing challenges and inflationary pressures.2023 APQC.ALL RIGHTS RESERVED.27TOP FOCUS AREAS IN ORDER MANAGEMENTN=198In order management,a focus on customer service moved to the top of the list for 2023.Customers are increasingly demanding greater

59、transparency for their orders,pushing organizations to focus on them more and not only on internal costs and process improvement.Improved automation and digitization,the top priority from 2022,can lead to faster order cycle times,fewer errors from manual interventions,and improved customer service.G

60、oing digital in this area helps organizations respond faster in times of disruption by increasing transparency,supporting the prioritization of specific orders,and reducing reshipping and inventory problems.21%25%27%32%37%45%Omnichannel and cross-channelconsistencyTalent acquisition and retentionOrd

61、er-to-cashAdvanced analytics and measurementAutomation and digitizationCustomer ServiceNote:The values in the graph displayed do not add up to 100 percent because it was a“select all that apply”question.2023 APQC.ALL RIGHTS RESERVED.282023 PRIORITIES:ORDER MANAGEMENTNote:The values in the graph disp

62、layed do not add up to 100 percent because it was a“select all that apply”question.29%30%32%32%32%32%36%40%Standardize processesShorten cycle timeImplement new technologies and capabilitiesEnable greater customer self-serviceEvaluate and compare performance through benchmarkingEnhance customer servi

63、ceIdentify and implement best practicesImprove collaboration and communicationN=198The number one priority for order management in 2023,according to respondents,is to improve collaboration and communication(40 percent).This goal is echoed across other parts of the supply chain as well.2023 APQC.ALL

64、RIGHTS RESERVED.29TOP FOCUS AREAS IN MANUFACTURINGN=195For manufacturing,production management and sustainability moved ahead of automation and digitization as top focus areas for 2023.The focus on production managementwhich includes planning,coordination,control and decision-making regarding resour

65、ces and outputs of the production processshould drive the successful implementation of the organizations production strategy.Sustainability as a focus is important in 2023 as new and pending regulations force organizations to shift from voluntary reporting into mandatory compliance to avoid penaltie

66、s and fines.19%22%30%33%39%46%LeanTalent acquisition and retentionAdvanced analyticsAutomation and digitizationSustainabilityProduction managementNote:The values in the graph displayed do not add up to 100 percent because it was a“select all that apply”question.2023 APQC.ALL RIGHTS RESERVED.30TOP FO

67、CUS AREAS IN PRODUCT DEVELOPMENTN=186In Product Development,new product development and sustainability rank as the top two priority areas for 2023.Organizations are focusing on improving the process,methods,and results for how they get new ideas to market.They are also looking at how new products ca

68、n be designed in such a way that the product or its components can be reused,recycled,repaired,or refurbished.Designing new products with sustainability in mind will help organizations achieve more circular supply chains where waste is reduced.18%19%19%20%24%25%28%38%Portfolio managementTalent acqui

69、sition and retentionAutomation and digitizationProduct development analyticsProduct designProduct management and planningSustainabilityNew product developmentNote:The values in the graph displayed do not add up to 100 percent because it was a“select all that apply”question.RECOMMENDED RELEVANT APQC

70、CONTENTNow in the Resource Library:Supply Chain Management42023 APQC.ALL RIGHTS RESERVED.32SUPPLY CHAIN PLANNINGRecommended ContentThree Frameworks for Creative Problem Solving in Supply ChainInteractive Supply Chain Planning Tune-Up Diagnostic Sales&Operations Planning in Supply Chain Quick Poll Su

71、mmary ReportIf Disruption Is The New Normal,Operational Resilience Is The New NecessitySupply Chain Planning:Blueprint for Success CollectionsImproving Supply Chain PlanningSupply Chain Planning Key BenchmarksSupply Chain Planning PracticesSupply Chain Planning:Capability Model SpotlightsGlobal Supp

72、ly Chain Network and Control Tower:Case Studies and Templates2023 APQC.ALL RIGHTS RESERVED.33SOURCING AND PROCUREMENTRecommended ContentSourcing and Procurement Blueprint for SuccessAddressing Supplier Risk with Business Continuity Plans Procurements Role in SustainabilityRPA Needs the Right Foundat

73、ions for Success in Supply Chain Driving Effective Transformation in Procurement CollectionsUnderstanding Procurement Benchmarks and Best PracticesProcurement Key BenchmarksProcurement Practices ReportsTransforming Procurement and Procure-to-Pay 2023 APQC.ALL RIGHTS RESERVED.34INNOVATIONCostovation:

74、Bring Innovation to the Cost Side of the BusinessBreaking Down Silos for Better CollaborationOpen Innovation:Creating Flexible CollaborationAddress Internal Resistance to Open Innovation Innovation:Driving Successful ChangeCore Capabilities for Organizational ResilienceInnovation:A Core Capability f

75、or Organizational ResilienceUse Innovation to Improve Organizational ResiliencePost-Disruption Innovation:The Path To Recovery Three Ways to Embrace Failure on The Road to Innovation 2023 APQC.ALL RIGHTS RESERVED.35LOGISTICSCollections Key Logistics BenchmarksLogistics:Current State Practices Report

76、sBlueprint for Success:LogisticsContentLogistics Tune-up Diagnostic Interactive Logistics Tune-Up DiagnosticInvest in Developing Your Logistics EmployeesUnderstanding Logistics ProcessesMeet Customer Expectations Through Last-Mile LogisticsEmissions Reduction Practices in LogisticsShipping Hope and

77、Help-Logistics for the GoodPARTICIPANT DEMOGRAPHICS52023 APQC.ALL RIGHTS RESERVED.37DEMOGRAPHICSN=347Annual RevenueLess than$500 million9%$500 million to less than$1 billion20%$1 billion and less than$5 billion21%$5 billion to less than$10 billion11%$10 billion to less than$20 billion18%$20 billion

78、or greater21%Role Head of Business15%VP/Senior Executive25%Director/Senior Manager26%Manager/Process Owner26%Specialist/Analyst8%Consultant1%Region United States and Canada40%Central and South America7%Europe,Africa,and Middle East29%Asia/Pacific24%Primary Organization RoleManufacturing40%Services41

79、%Hybrid20%2023 APQC.ALL RIGHTS RESERVED.38TOP 10 PARTICIPATING INDUSTRIESN=347Other industries also included:Petroleum/Chemical,Government/Military,Services,Professional Services/Consulting,Education,Media and Entertainment,Telecom,Insurance,Waste Management/Environmental,Utility,Rental,Non-Profit,M

80、ining,Research Organization,and Agriculture.Top 10 IndustriesIndustrial Products16%Retail and Wholesale15%Consumer Products/Packaged Goods8%Financial Services/Banking8%Healthcare7%Automotive7%Electronics6%Distribution/Transportation5%Aerospace5%Pharmaceutical4%CONTACT USmbrownapqc.orgMarisa BrownSenior Principal Research Lead,Supply Chain Management Thalin SiengResearch Associatetsiengapqc.org800-766-9676www.apqc.orgCONNECTWITH USwww.apqc.org/linkedinwww.apqc.org/blogapqcwww.apqc.org/