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1、JULY 2023Building the Supply Chain of the FutureCompanies face upstream and downstream challenges across the supply chain,involving external parties and unforeseen eventsSource:BCG.EXAMPLELabor shock at a raw material supplierEXAMPLEUnforeseen demand surge on a specifictransportation laneSuppliersPr

2、oductionWarehousingTransportationCustomerRaw materials cannot be supplied to production on timeSchedule is not adjusted due to a lack of upstream visibilityLines need to keep running,so manufacturing creates unneeded products that fill warehousesA lack of product results in low transportation utiliz

3、ationCustomer is dissatisfied because orders were not fulfilled and they did not receive sufficient notificationLate changes to the production plan cause disruptions,inventory challenges,and rush shipmentsExcess warehouse inventory forces manufacturing to produce a different productOrders back up be

4、cause carriers missed pickup,forcing load prioritizationIncreased demand for a given mode of transportation results in a lack of carrier capacityCustomer is dissatisfied because the order arrived lateBuilding a supply chain of the future is a process of continual upward growthSource:BCG Build for th

5、e Future Survey 2022.Note:Stages of development are based on three years of detailed company research across six key attributes and assessed using a weighted average of strategy and leadership(19%),employee value proposition(19%),tech and data platform(18%),innovation-driven culture(14%),agility and

6、 resilience(17%),and AI deployment(13%).Respondents are supply-chain-focused companies,meaning companies operating in the following industries:consumer products,retail,fashion and luxury,medtech,biopharma,power and utilities,oil and gas,transportation and logistics,automotive and mobility,hardware a

7、nd semiconductors,and materials and processing.StagnatingYet to get digital transformation right;limited value createdEmergingExecuted successful programmatic transformation,but challenged in effectively scaling organization-wideUsing a programmatic approach to fix the core and build a foundation fo

8、r innovationEmbedding and scaling cross-functional attributes to help the company pivot from innovation to growth ScalingDelivered multiple waves of successful digital transformation,pivoting to innovation-led growth and the ability to absorb supply chain disruptionsFuture-builtContinuous innovation

9、 at the leading edge of disruption via systematic building of necessary capabilities at scale,such as digital and AI,resilience,and sustainabilityUNDERGOING DIGITAL SUPPLY CHAIN TRANSFORMATIONBUILDING A SUPPLY CHAIN OF THE FUTUREAcross industries,most companies are lagging in supply chain capabiliti

10、esSource:BCG Build for the Future Survey 2022(N=724).Note:BFF=Build for the Future;score is based on three years of detailed company research across six key attributes and assessed using a weighted average of strategy and leadership(19%),employee value proposition(19%),tech and data platform(18%),in

11、novation-driven culture(14%),agility and resilience(17%),and AI deployment(13%).Respondents are supply-chain-focused companies,meaning companies operating in the following industries:consumer products,retail,fashion and luxury,medtech,biopharma,power and utilities,oil and gas,transportation and logi

12、stics,automotive and mobility,hardware and semiconductors,and materials and processing.Scaling Emerging Stagnating345678910020406080100CASES BELOW BFF SCORE(%)BFF SCOREFuture-built28%51%17%4%Future-built supply chain companies score high across six key attributes;AI differentiates leaders and laggar

13、ds Source:BCG Build for the Future Survey 2022(N=724).Note:Supply chain companies are those operating in the following industries:consumer products,retail,fashion and luxury,medtech,biopharma,power and utilities,oil and gas,transportation and logistics,automotive and mobility,hardware and semiconduc

14、tors,and materials and processing.1BCG has empirically identified these six key attributes as attributes shared by companies that are successfully building for the future.2Advanced refers to scaling and future-built companies.3Lagging refers to stagnating and emerging companies.1.Embedding AI for va

15、lue in the organization2.Developing a clear people advantage3.Migrating to modernized tech platforms4.Establishing an innovation-driven culture5.Instituting an operating model to enable agility and resilience6.54%37%31%31%29%25%Aligning leadership around a corporate purposeSix key attributes1Advance

16、d2 companies score higher than lagging3 companies by:With four key transformations,supply chains can become future-builtSource:BCG.A transformation in resiliencewill be essential because disruptions and crises,while they may be shorter than the COVID pandemic,will likely be much more frequent and co

17、nsequentialDigital transformation will be a substantial enabler of all improvements in the supply chainparticularly the use of AI Cost transformation is also critical,given that achieving the other three transformations will have a significant impact on the companys overall costsSustainability trans

18、formation will be key,given that it is a universal humanitarian challengeand supply chains are at the core of this challengeDigital&AIResilienceSustainabilityCostThe six attributes of future-built companies can be applied in several ways within the four key supply chain transformationsSource:BCG Bui

19、ld for the Future Survey 2022.Note:GenAI=generative artificial intelligence.Digital&AItransformation1.Embedding AI for value in the organization Integrate digital into the business strategy Create a digital and AI talent ecosystem Decouple digital platforms and deploy modularity Empower management t

20、o lead digital initiatives Introduce rapid scalability Boost C-suite digital savviness Use AI for risk prediction in the supply chain Use upskilling and career development Bolster cybersecurity and implement data governance Use open APIs and a proven operating model to integrate third parties rapidl

21、y Bolster governance Enhance risk management and crisis response Introduce generative leadershipSustainabilitytransformation Apply specific AI tools for sustainability and net zero use cases Hire sustainability-focused talent Employ sustainability monitoring tools Evaluate teams over individuals Int

22、roduce regulatory adaptability Develop a sustainability vision and roadmapCosttransformation Use GenAI for cost optimization Implement a flexible work model Automate supply chain processes Foster an entrepreneurial culture Optimize the work design Use change management for AI adoption2.Developing a

23、clear people advantage3.Migrating to modernized tech platforms4.Establishing an innovation-driven culture5.Instituting an operating model to enable agility and resilience6.Aligning leadership around a corporate purposeResiliencetransformationAll companies focus on digital,but supply chain leaders ar

24、e outspending the competitionDIGITAL&AI TRANSFORMATIONSource:BCG Build for the Future Survey 2022(N=724).Note:Respondents were answering the following questions:Over the past three years,how much has your company invested in supply chain digitization,including infrastructure,services,software,and hu

25、man capital,as a percentage of sales?In the next three years,how much do you expect your company will invest in supply chain digitization,including infrastructure,services,software,and human capital,as a percentage of sales?How does this investment compare to investments in other areas of digitizati

26、on across the company?Both“supply chain leaders”and“companies with future-built supply chains”=companies ranked as future-built or scaling.1 Includes respondents that selected either“top investment priority”or“top-three investment priority”for digitization.of all survey respondents cited supply chai

27、n digitization as one of their top three investment priorities(versus other areas of digitization across the company)1 more is being invested into supply chain digitization by companies with future-built supply chains than by their peersof future-built companies intendto continue outspending their p

28、eers to unlock value in AI-enabled supply chain use cases74%1.7x50%They clearly articulate an AI ambition and chart path to unlocking valueValue generation is more likely when AI is on the CEO agendaTop differentiating capabilities for advanced companiesShare of digital investments going to AICompan

29、ies with strong capabilities across all RAI metrics AI leaders prioritize four steps to achieve stronger resultsDIGITAL&AI TRANSFORMATIONSource:BCG Company of the Future Survey,2022(N=507).Note:Lagging=stagnating+emerging;advanced=scaling+future-built.Responsible AI(RAI)=the process of developing an

30、d operating artificial intelligence systems that align with organizational purpose and ethical values.Supply chain companies are those operating in the following industries=consumer products,retail,fashion and luxury,medtech,biopharma,power and utilities,oil and gas,transportation and logistics,auto

31、motive and mobility,hardware and semiconductors,and materials and processing.1.They build capabilities in data,technology,and digital talent2.They align AI investments with goals,fueling growth3.They focus early on responsible AI(RAI)4.50%91%LaggingData&techTalentAdvanced2x Modularity Ecosystem inte

32、gration Data governance Talent ecosystem Attraction and retention12%20%18%23%ROIROILaggingAdvancedAdvancedLagging7%43%Source:BCG.Note:GenAI=generative artificial intelligence.RFP=request for proposal.Leading companies are also rapidly adopting various GenAI applications for use cases throughout the

33、supply chainVertical supply-chain-specific use casesHorizontal use cases with applications to supply chainsSupplier knowledge base and search engineRFP and supplier-contract generationBills of material structuring and managementPregeneration of new scenarios and schedules to simplify job optimizatio

34、n Web monitoring to identify supply disruptions and acquire supply intelMonitoring of consumer and market trends to improve forecastsGeneration of plausible assortmentsIdentification of potential supply chain issues based on customer interactionsSourcingand procurement ManufacturingSupply planningan

35、d schedulingDemandplanningCustomersData enhancement Synthetic data generation for model trainingIdentification of product similarityfor example,uses image recognition to support forecasts or new-product introductionsHuman-machineinteractionCode generation for faster implementation of AI use casesNat

36、ural language to query data,extract insights,and create reportsWorkflow automationConversational bots guiding workers on complex tasks and generating narratives to assist decisionsSmart workflow automationfrom detecting events to triggering action plans Source:BCG analysis.Note:Nodes=points in the s

37、upply chain through which materials flow,such as factories,warehouses,distributors,and even customers.Traceability=visibility across the suppliers own supply chain,allowing risk to be predicted and assessed.Certain enablers of resilience build competitive advantage and mitigate riskRESILIENCEA diver

38、sified footprint to ensure access to key markets and resourcesRedundant and robust supply across nodesFlexible sourcing and manufacturingOperating-risk awareness and traceabilityAn accelerated response to disruptions Increased ability to resist and recover from shocks Shorter lead times Improved ser

39、vice levels Market access advantages for early movers Cost reductions of up to 15%Potential impactSource:BCG 2022 Supply Chain Resilience Capabilities Survey(N=136).Note:%denotes approximate percentage of companies in the quadrant.The percentages for absorption and recovery rates in the graph may no

40、t match the number of dots because they are rounded based on quadrant cutoffs;exact percentages may vary within each quadrant.Maturity=the ability to absorb supply chain shocks or to recover quickly after a crisis.A truly resilient supply chain helps companies absorb shocks and recover from disrupti

41、on faster,but few companies have reached this stageRESILIENCEHighmaturityHighmaturityLowmaturityLowmaturity80%5%10%5%RecoverReact faster when a supply chain disruption occurs(for example,a digital twin of operations evaluates disruption scenarios and prepares the supply chain,minimizing financial im

42、pact)AbsorbHandle supply chain shocks more effectively(for example,they employ a tiered sourcing strategy for custom and critical components via product redesign or alternative sourcing options)Sources:United Nations Environment Programme;Nielsen;Bloomberg Intelligence.Note:AUM=assets under manageme

43、nt.ESG=environmental,social,and governance.External pressures are forcing companies to prioritize environmental sustainabilitySUSTAINABILITYRegulations are taking effect mandating the shift to more sustainable practicesConsumer expectations around sustainable products are rising rapidlyInvestors are

44、 directing capital to companies that focus on sustainable practicesEnvironmental changes pose increasingly grave risks to global supply chainscountries with restrictions on single-use plastic127of global consumers say they will alter buying habits to reduce environmental impact73%in global AUM is es

45、timated to be allocated to ESG investing by 2025$53tnin annual climate adaptation costs in developing countries by 2023$300bSource:BCG.Note:ESG=environmental,social,and governance.The transformation journey is complex and requires a continuous focus on all sustainability enablersSUSTAINABILITYof ava

46、ilable dataFuture-built/scalingof data availabilityof analysesCarbon+Waste+Water Scope1&2+Scope 3+EcosystemCorporatelevel+Division level+Product levelAnnual+Quarterly/monthly+Real-timeCOMPLEXITY DIMENSIONSof ESG topicsTimelinessScopeDepthBreadthEmergingStagnatingJourney from compliance focus to unlo

47、cking full sustainability advantageSustainability enablersStrategicalignmentAgility&transformationSustainability-focused talentDigitalapplicationsSustainability fundingSustainability leaders are more skilled at using AI and analytics to develop environmental capabilities across the value chainSUSTAI

48、NABILITYDifferentialSustainability Use Cases3.0 x2.6xImproved traceability through control towers2.1xPredictive maintenance of asset,driven by AI2.1xIoT for environmental data collection and monitoring2.6xWaste reduction driven by analytics2.8xDigital supply chain optimization2.1xReduced emissions t

49、hrough optimized operational energy use 2.8xESG content of products communicated to customers1.5xSustainable investment strategy implemented1.8xReduced energy consumption in officesFUNDAMENTALS811131317181818212525272628434937523144AI-powered smart emissions trackingStagnating and emerging companies

50、 focused on foundational“table stakes”capabilities(%)Advanced companies1 advanced people,data,and tech capabilities for environmental maturity(%)Source:BCGs Build for the Future Survey 2022(N=507).Note:IoT=Internet of things.ESG=environmental,social,and governance.1Scaling and future-built companies

51、 are grouped together as“advanced companies.”IncubationMargins have been compressed,but investors expect companies to solve that soonCOSTSources:S&P Capital IQ;company 10k reports;BCG analysis.Note:Values converted to indexes,2020 value=100%;Q4 2022 excludes additional three companies with earnings

52、results pending(HRL,BF.B,CPB).1Consumer Staples Select Sector SPDR Fund(XLP)companies,excluding retailers(KR,COST,SYY,WMT,WBA).2Operating costs=cost of goods sold plus selling,general,and administrative costs.3Reflects change of average EBIT margin across top 100 CPG companies with publicly availabl

53、e data and at least one analyst prediction for 2023 through 2025.Operating costs have outpaced revenue growth,resulting in greater margin pressurecreating a critical inflection point for CPG companiesas they control costs to meet analysts margin expectationsS&P 500 CPG COMPANIES1TOP 100 CPG COMPANIE

54、S EBIT MARGINS3Normalized,Index 2020Average EBIT margin(%)CAGR(2yr)12.4%CAGR(2yr)10.9%YoY EBITmarginchange39010011012013020202021202220bps110bpsRevenueOperating costs2HistoricActualAnalyst consensus1819202122202020212022202320242025Source:BCG.Note:SRM=supplier relationship management,CRM=customer re

55、lationship management,ERP=enterprise resource planning,WMS=warehouse management system,APS=advance planning system,PoC=proofs of concept.Building“supply chain of the future”winners requires several critical steps at each stage of the journey From Stagnating to EmergingBuilding foundational capabilit

56、iesBuilding advanced capabilitiesInnovate continuallyFrom Emerging to ScalingFrom Scaling to Future-BuiltSet a clear 3-to 5-year vision for digitizing the supply chainBuild an always-on,AI-drive decision intelligence system Focus on high-value use cases and processes and the optimal ecosystemData ha

57、rmonization through SRM,CRM,TMS,ERP,WMS,and APS solutionsEnabling digital twin for volatility and scenario planningEnabling end-to-end control tower solution for comprehensive value-chain monitoring and sensingEnd-to-end supply chain orchestration and integrated decision-making systemDevelop a digit

58、al,data-driven supply chain strategyIdentify high-value use casesEstablish processesCreate new ways of working and upskill talentDeliver value through PoCAdopt a transformation mindsetDevelop new business models Create data-driven ecosystemsTarget AI at scaleDevelop key digital channelsTake on one s

59、upply chain transformation at a time360 visibility into the value chainAt-scale rollout of organization changesAI-and digital-driven orchestration and customization of innovation effortsUse digital and AI technologies to support supply chain resilience and sustainability+1pp to3ppSource:BCG.Note:pp=

60、percentage point.Case studySteel companyHow do we adjust planning and production to meet more volatile demand?COMPANY SITUATIONA large European steel manufacturer with a strong European client base in automotive and manufacturing saw a sharp decline in orders owing to the COVID-19 outbreak.Falling d

61、emand,rapid cash protectionRequired fast reactions in the changed reality,including reconfiguring the supply chain to reduce costs and inventory based on different demand scenarios.Congestion in system due to order cancellations and excess inventory needed to avoid congestion in its complex producti

62、on and logistics network with more than 100 assets and reduce inventory buffers while ensuring service levels.Scenario-based S&OP planningThe company quickly evaluated the implications of different market scenarios on the supply chain centrally,while planning details in a decentralized way.Digital t

63、winA digital twin now allows the business to understand short-term supply chain risk,avoid congestion and service problems,and optimize inventory.Cross-functional agile teamsAgile teams have shortened decision paths and created cross-functional transparency on risks and opportunities.decrease inlate orders 50%Customer service levelEBITDA marginNetpositiveReturn on investment10+daysinventoryreductionWorking capitalChallenges facedBest-in-class solutions