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1、Insights on operational and digital transformations from over 800 industry decision makers worldwideTrends in ManufacturingSALESFORCE2TRENDS IN MANUFACTURINGNote from Salesforces General Manager of ManufacturingThe manufacturing world is moving at an unprecedented pace,fueled by new technologies and

2、 shifting market needs.Manufacturers are under pressure to transform their operations,optimize pricing,strengthen channel partnerships,and improve their services to increase profitability and customer satisfaction.They see technology,especially AI and data-driven tools,as key to overcoming challenge

3、s like supply chain disruptions,economic uncertainties,and sustainability pressures.While innovation is a major focus,manufacturers must also address data management,security,and change management concerns to fully tap into the benefits of these technologies.In our latest Trends in Manufacturing rep

4、ort,we gathered insights from over 800 leaders in the manufacturing sector worldwide.Our findings show a clear view of where the industry stands today,and where its headed.Of note,several points that struck me were:85%of manufacturers reported that they need to transform their operations to stay com

5、petitive Only 38%of manufacturers are exceeding their profitability targets 97%of manufacturers are pursuing strategic changes to their service and aftermarket operations,including 26%that characterize these as complete overhauls By understanding the macroeconomic trends,business objectives and chal

6、lenges,and investment priorities of your peers,this report provides valuable insights to help you navigate the complexities of todays manufacturing industry.Explore the data and consider how your organization compares to industry benchmarks.We hope this information will help you make informed decisi

7、ons that drive business success.Thank you for your time and interest.Achyut Jajoo SVP and GM,Manufacturing and Automotive at SalesforceAchyut JajooWhat Youll Find in This ReportFor the latest Trends in Manufacturing report,Salesforce surveyed over 800 manufacturing industry decision makers worldwide

8、 to discover:Manufacturers biggest commercial,partner,service,and aftermarket opportunities and challenges The operational initiatives being pursued,and why How technology,including artificial intelligence(AI),is being evaluated and implemented in the industry The economic,geopolitical,and societal

9、trends impacting manufacturersUnless cited otherwise,data in this report is from a double-anonymous survey conducted from May 30 through June 25,2024.The survey generated 830 responses from sales,service,marketing,strategy,and operations decision makers in the manufacturing industry across North Ame

10、rica,Latin America,Asia-Pacific,and Europe.See page 35 for survey demographics.Due to rounding,not all percentage totals in this report equal 100%.Comparison calculations are made from total(not rounded)numbers.SALESFORCE3TRENDS IN MANUFACTURING830 manufacturing industry decision makers surveyed wor

11、ldwideSALESFORCE4TRENDS IN MANUFACTURINGChapter 4:Service and Aftermarket Investments Pursue Better Efficiency and Customer Engagement.19ContentsExecutive Summary .05Chapter 1:Manufacturers Set Sights on Operational Transformation.06Chapter 2:Sales and Marketing Pivot for Greater Agility and Profita

12、bility.11Chapter 3:Manufacturers Seek Better Channel Partner Coordination.15Chapter 4:Service and Aftermarket Investments Pursue Better Efficiency Spotlight:Manufacturers Embrace Field Service.23Chapter 5:AI and Data Technology Come into Focus.24Chapter 6:Manufacturers Adapt to a Changing World.30 L

13、ook Ahead:Manufacturings Transition to Net-Zero.33Additional Information.34Appendix .37SALESFORCE5TRENDS IN MANUFACTURINGExecutive SummaryManufacturers Set Sights on Operational TransformationTechnology and market forces are prompting manufacturers to evaluate whether business-as-usual will empower

14、them to seize growth opportunities and navigate evolving challenges.Eighty-five percent of manufacturers believe they must transform their day-to-day operations to remain competitive.Sales and Marketing Pivot for Greater Agility and ProfitabilityIn an age of high investor demands and inflationary pr

15、essures,manufacturers are focused on optimizing pricing strategy and improving profitability.Only 38%of manufacturers are exceeding their profitability targets.Manufacturers Seek Better Channel Partner CoordinationManufacturers increasingly rely on and see value from their channel partnerships more

16、than ever before.But with few organizations exceeding their key performance indicators(KPIs),but few organizations exceed their key performance indicators(KPIs),calling for better alignment.Improved customer service,sales,and marketing coordination are manufacturers top channel partner priorities.Se

17、rvice and Aftermarket Investments Pursue Better Efficiency and Customer EngagementCompanies are turning to improved and expanded service and aftermarket offerings to boost revenue streams,stand apart from competitors,and increase customer loyalty.Revising product/service offering mixes ranks among m

18、anufacturers top five strategic priorities.AI and Data Technology Come into FocusManufacturers rank technology disruption as a top growth opportunity and a top challenge.Budgets are increasing to take advantage of transformative technologies like AI,but concerns around data,security,and change man-a

19、gement must be overcome.Eighty percent of manufacturers have implemented or are experimenting with AI.Manufacturers Adapt to a Changing WorldSupply chain disruptions,on-and nearshoring initiatives,and the shift to a net-zero economy are among the biggest shifts manufacturers are adapting to.Fifty-ni

20、ne percent of manufacturers continue to experience some degree of supply chain disruptions.010203040506SALESFORCE6TRENDS IN MANUFACTURINGManufacturers Set Sights on Operational Transformation1SALESFORCE7TRENDS IN MANUFACTURINGManufacturers know that in todays business environment,business-as-usual i

21、snt a recipe for success.85%of manufacturers believe they must transform their day-to-day operations to remain competitive.On average,only about 40%of respondents view their sales andmarketing,service and aftermarket,and partner channel operations as optimal.This leaves room for improvement in seizi

22、ng opportunities and overcoming challenges.As such,the majority of manufacturers say theyre pursuing substantial strategic changes or even complete overhauls to these aspects of their business.Manufacturers Pursue Operational Transformation01Service/aftermarket operationsCommercial operationsPartner

23、 channel operationsManufacturers That Rate the Following Aspects of Their Business as ExcellentExtent to Which Manufacturers Are Making Strategic Business ChangesManufacturers Are Adapting to New Market and Technology RealitiesService/aftermarket operationsSubstantial changesCommercial operationsCom

24、plete overhaulPartner channel operationsMinor changesNo changes26%24%22%51%23%48%25%45%25%3%3%3%All respondentsAgricultural productsComplex/industrial equipmentChemicalsEngineered componentsIndustrial consumablesMaterials40%47%38%40%38%41%37%40%39%40%37%36%36%40%42%38%38%45%45%36%37%Top Growth Oppor

25、tunities According to ManufacturersTechnology,Service/Product Mix,and Commercial Operations Among Manufacturers Top Growth DriversSee p.38 for country and subvertical segmentationsNew product or service offeringsTechnology changes/disruption Commercial operations optimization(e.g.,reducing revenue l

26、eakage)Updated product/service mix(e.g.,focusing more on software and aftermarket services versus hardware)New markets/customer bases12345SALESFORCE8TRENDS IN MANUFACTURINGAlthough recent headlines focus on trends like industrial policy and deglobalization as having outsized impacts on the manufactu

27、ring industry,survey respondents credit other factors with the biggest growth opportunities.Second only to new products and services which was itself a much lower priority in our 2020 survey 1 technology disruptions like AI are viewed with particular enthusiasm.Manufacturers in certain markets like

28、Brazil and France and in the complex and industrial equipment subvertical rank technology disruption as the top growth factor.Additionally,manufacturers are keen to reduce revenue leakage through commercial operations optimization and reevaluate which combinations of products and services such as af

29、termarket offerings will bring the most opportunities.Manufacturers See Digital Transformation as a Key Growth Driver011Trends in Manufacturing,2020.Top Growth Challenges According to ManufacturersDespite Technologys Potential to Drive Growth,Manufacturers Are Wary of Disruption Impact on GrowthWork

30、force challenges (e.g.,ability to hire,aging employee base)Technology changes/disruptionEnergy costsInterest rates and cost of capitalEnvironmental/sustainability concerns (e.g.,ethical mineral sourcing,decarbonization initiatives)12345See p.38 for country and subvertical segmentationsSALESFORCE9TRE

31、NDS IN MANUFACTURINGWith an aging employee base and difficulty recruiting a new generation,workforce challenges are top-of-mind for the manufacturing industry.Although technology disruptions like AI,the Internet of Things(IoT),and smart manufacturing are viewed as top growth opportunities,they are s

32、imultaneously viewed as potential threats.Many manufacturers especially those in industrial consumables,engineered components,and complex and industrial equipment are worried theyll fall behind their competitors when it comes to these developments.Rising energy costs and high interest rates are hamp

33、ering growth across the board.And the agricultural and chemical product subverticals along with those in France,the Nordics,and Japan are especially conscious of environmental and sustainability concerns,although respondents did not rank regulation as a top concern.Technology Disruption Also Brings

34、Challenges01SALESFORCE10TRENDS IN MANUFACTURINGManufacturers broadly expect increased resources over the coming year,in part to fund their operational transformation initiatives.Survey respondents feel most confident theyll see a boost in technology budgets,followed closely by other types of capital

35、 budgets like those allocated to plants and equipment.Hiring is also largely expected to increase a nod to persistent workforce challenges.Despite this,sales and marketing initiatives are viewed as the top investment priority for the industry a testament to just how much go-to-market tactics have sh

36、ifted along with customer preferences and technology.This is followed closely by product development and technology investments.Just as notable is what types of initiatives manufacturers are not prioritizing,such as mergers and acquisitions,which are less attractive in a high interest rate environme

37、nt.Investment Priorities Come into View01Technology budgetCapital budgetOperational budgetStaff headcountExpected Changes in Manufacturing Resources Over Next YearSales and Marketing Is the Top Investment Priority as Resources Are Expected to IncreaseNo changeIncreaseDecreaseTop Investment Prioritie

38、s According to ManufacturersSee p.39 for country and subvertical segmentationsSales and marketingProduct developmentTechnologyManufacturing process efficiencySupply chain68%63%61%57%28%31%33%36%4%5%5%6%12345SALESFORCE11TRENDS IN MANUFACTURINGSales and Marketing Pivot for Greater Agility and Profitab

39、ility2SALESFORCE12TRENDS IN MANUFACTURINGManufacturing Commercial Operations MetricsAI Boosts Customer Experience,Saves Time,and Reduces Costs*Base:Organizations that track the indicated metricProfitabilitySales volumeCustomer satisfaction(e.g.,NPS)Sales cycle lengthCustomer acquisition costsCustome

40、r lifetime valueAverage order value%of organizations tracking%of organizations exceeding goals*80%79%74%72%71%70%67%38%42%46%39%43%45%44%The majority of manufacturers have expanded their definitions of sales and marketing success beyond metrics like profitability and sales volume.For example,over tw

41、o-thirds of manufacturers are also concerned with KPIs like sales cycle length which nearly half(45%)of manufacturing salespeople polled in a separate survey say has been a bigger challenge over the past year.1Yet sales and marketing excellence is the exception rather than the rule,even for tried-an

42、d-true foundational metrics.For example,few respondents report outstanding profit margins,order values,or sales volume,among others.Manufacturers Expand Sales and Marketing Metrics,But Arent Satisfied021Salesforce State of Sales,July 2024.SALESFORCE13TRENDS IN MANUFACTURINGFactors Driving Change in

43、Manufacturers Commercial OperationsSqueezed Margins and Market Shifts Drive Sales and Marketing InitiativesIncreasing pressure on margins and profitability54%53%49%48%45%Need for greater agility to respond to market forcesGrowing competitionEmergence of new technologies and digital toolsChanging cus

44、tomer expectations and buying behaviorsWhats Driving Change in Sales and Marketing?02Multiple responses allowed0297%of manufacturers are making some degree of strategic changes to their commercial operations.As is typically the case for any business,rising costs of doing business that squeeze profit

45、 margins is the top driver of change.Following closely is a recognition that the speed at which market supply and demand changes in a digitally-driven economy requires greater agility,along with the emergence of new technologies and digital tools for sellers and marketers,like those underpinned by A

46、I.Commercial operations optimization is viewed as the top growth opportunity in Germany and the Nordics,as well as in the industrial consumables subvertical.Top Commercial Operations Priorities in ManufacturingSales and Marketing Initiatives Focus on MarginsPricing strategy and optimizationImproved

47、profitability and cost reductionSales effectiveness and lead generationImproved time-to-market for new productsMarketing strategy and segmentation12345SALESFORCE14TRENDS IN MANUFACTURINGSee p.39 for country and subvertical segmentationsGiven the primary driver of margin pressure,its no surprise that

48、 manufacturers top commercial operations priorities are focused on pricing strategy and improved profitability.In fact,every subvertical surveyed included both of these objectives in their top three initiatives.Additional priorities involve maximizing the effectiveness of sales and marketing strateg

49、ies and tactics,and accelerating the pace that new products are brought to market a nod to the need for increased agility.These arent the only goals that are top-of-mind for commercial operations,however.Respondents in agricultural products or in the United Kingdom,for example,are particularly focus

50、ed on customer experience and retention.Pricing and Profitability Take Precedent02SALESFORCE15TRENDS IN MANUFACTURINGManufacturers Seek Better Channel Partner Coordination370%72%74%83%SALESFORCE16TRENDS IN MANUFACTURINGEighty percent of surveyed manufacturers sell through distributors,dealers,and fr

51、anchises.As markets grow more complex,86%of manufacturing salespeople in Salesforces most recent State of Sales report agreed that these programs have an a growing impact on revenue.1 Manufacturers surveyed agree that channel sales are becoming more important,with significantly more respondents sayi

52、ng these programs strengthen their brands and add value to their products than they did in a 2020 survey.Still,there is room for improvement,with relatively few seeing outstanding results across metrics ranging from product time-to-market to average order volumes and profitability.Channel Partners S

53、trategic Importance Is Growing0379%63%Respondents Who Agree With the Following StatementsRespondents Who Track and Exceed the Following Channel Partner MetricsSatisfaction With Channel Partners Rises,but Outstanding Results Remain Elusive20202024Channel partners strengthen our brandChannel partners

54、drive significant market shareChannel partners add value to our products1Salesforce State of Sales,July 2024.Profit marginsReturn on investment of partner marketing campaigns/promotionsPartner chan-nel sales average order valuePartner channel sales volumeInventory levels and order fulfillment effici

55、encyTime-to-market data for new product launchesCustomer satisfaction surveys within partner channels77%76%75%74%74%72%68%42%46%38%45%43%45%38%of organizations tracking%of organizations exceeding goals*Base:Organizations that track the indicated metricMultiple responses allowed.SALESFORCE17TRENDS IN

56、 MANUFACTURINGFactors Driving Change in Manufacturers Partner Channel OperationsImproved Communications,Profitability,and Market Reach Drive Partner Channel InitiativesImproved partner channel communicationsIncreasing pressure on margins and profitabilityGrowing competition within the partner channe

57、l ecosystemExpanded market reach/new customer segments46%43%41%41%40%39%36%Changing customer buying behaviors and preferencesImproved time-to-market for new products through channel partnersEmergence of new commerce platforms and marketplacesWith so much revenue dependent on indirect sales channels,

58、manufacturers must maintain a continuous focus on transparency,consistency,and communication with their partners such that they act as an extension of their team rather than a separate entity.Indeed,the biggest driver of partner channel initiatives is a need for improved communications,whether that

59、be to ensure alignment on the latest packaging and promotions,reliable inventory management,or otherwise.Other common drivers of partner channel initiatives include new market expansion and growing competition within the partner ecosystem.Channel Initiatives Focus on Bringing Partners Closer03Top Pa

60、rtner Channel Priorities in ManufacturingService,Sales,and Marketing Coordination Are Top PrioritiesSee p.40 for country and subvertical segmentations.Customer service and support coordinationSales and marketing coordinationPartner training and performance managementPrice protection and rebate manag

61、ementChannel incentive and loyalty programs12345SALESFORCE18TRENDS IN MANUFACTURINGProviding customer support after a sale is made through a partner channel is a shared responsibility.In a customers mind,for example,it may be logical to contact the end seller when their issue is better addressed by

62、the manufacturer itself.Thus,improved service and support transparency and collaboration is critical.As such,better service and support coordination is ranked as the top partner channel initiative.Better sales and marketing coordination to maximize return on investment(ROI)of joint promotions is a c

63、lose second.While improved coordination is far and away the top focus across the manufacturing sector,certain regions and subverticals are more focused on other objectives.Japanese manufacturers,for example,put greater emphasis on improved incentive and loyalty programs,whereas those specializing in

64、 engineered components are most concerned with order processing and logistics.Service,Sales,and Marketing Alignment Are Top-of-Mind03SALESFORCE19TRENDS IN MANUFACTURINGService and Aftermarket Investments Pursue Better Efficiency and Customer Engagement4vSALESFORCE20TRENDS IN MANUFACTURINGManufacturi

65、ng Service&Aftermarket MetricsFor Most Manufacturers,Customer Service Performance is Average at BestExceptional customer service can be the deciding factor in making a purchase and nurturing valuable,sustained customer relationships.Seventy-one percent of customers make purchase decisions based on c

66、ustomer service quality.1 Manufacturers have adopted a myriad of KPIs to track customer service success,but performance is average at best for most of them.Few teams say they excel at delivering an outstanding customer experience through measures like customer satisfaction rates and product uptime.A

67、dditionally,few teams also say theyre outstanding at measures that impact their bottom lines,like warranty claim rates and aftermarket/service revenue.Performance across subverticals varies extensively.Half of respondents in agricultural products say they excel at generating revenue from aftermarket

68、 service and sales compared to just 34%in the chemicals space,for example.And while those in engineered components and production parts are relatively happy with their first contact resolution(FCR)rates,firms in the materials sector are especially disappointed in their performance.041Salesforce Stat

69、e of the Connected Customer,August 2023.Customer Service Performance Is LacklusterAftermarket service and sales revenue76%41%Customer satisfaction(e.g.,NPS)75%44%Customer retention rates75%43%Warranty claim rates73%39%Customer service resolution time71%42%Cost to serve71%42%Product uptime70%39%First

70、 contact resolution rates66%40%of organizations tracking%of organizations exceeding goals*Base:Organizations that track the indicated metricMultiple responses allowed.See p.41 for country and subvertical segmentations.SALESFORCE21TRENDS IN MANUFACTURINGFactors Driving Change in Manufacturers Service

71、 and Aftermarket OperationsManufacturers Seek Loyalty and Differentiation Through Service and Aftermarket OfferingsService Initiatives Are Underway04Improved customer loyalty and satisfactionImproved competitive differentiationImproved customer lifetime value(CLV)Improved brand reputation and custom

72、er advocacy50%46%45%40%37%36%35%Customer demand for comprehensive solutionsTo capture and act on customer feedbackNew or expanded recurring revenue streams97%of manufacturers are pursuing strategic changes to their service and aftermarket operations.Twenty-six percent of respondent characterize thes

73、e changes as complete overhauls.Recognizing that great service leads to great customer relationships,manufacturers cite improved customer loyalty and satisfaction as the top driver of these initiatives,followed closely by improved competitive differentiation,and improved brand reputation and custome

74、r advocacy.While less common,a substantial share of respondents are also addressing customer demand for solutions that extend beyond the time of purchase a common theme in the Nordics and South Korea.Others such as those in engineered components are motivated by the prospect of new or expanded recur

75、ring revenue streams.Top Service/Aftermarket Priorities in ManufacturingCompanies Are Focused on the Infrastructure Underpinning Service and Aftermarket OfferingsInventory managementLogistics optimizationService parts availabilityProduct customization and engineering servicesAfter-sales support and

76、maintenance services12345See p.40 for country and subvertical segmentations.SALESFORCE22TRENDS IN MANUFACTURINGAlthough supply chain considerations no longer rank in manufacturers primary growth obstacles,the disruptions from earlier this decade are still being addressed,particularly when it comes t

77、o service and aftermarket operations.The top service and aftermarket priorities relate to service parts management.These initiatives include inventory management that ensures efficient ordering,storage,and use of components.Next up is logistics optimization that moves goods through a complex matrix

78、of suppliers and transportation routes efficiently.And third in line is improved service parts availability that meets customer demand.Significant shares of respondents are also focused on product customization and engineering as well as enhanced support and maintenance services.In contrast,relative

79、ly few manufacturers are doubling down on initiatives like training and education services or service insourcing.Manufacturers Act to Get Service and Aftermarket Supply Chains in Order04SALESFORCE23TRENDS IN MANUFACTURINGBase:Respondents at organizations with field service operations.Base:Respondent

80、s at organizations with field service operations.Manufacturers That Say They Excel at the Following Aspects of Field ServiceIntegration of field service data with sales and productionTechnician productivity and utilizationScheduling and dispatch optimizationField technician expertise and skillsInven

81、tory management and parts availability for field operationsField technician training capabilitiesRemote diagnostics and service capabilitiesCustomer communication and service reportingMobile technology for techniciansPartner channel operations(e.g.,use of distributors,dealers,contractors)1Salesforce

82、 State of Service,April 2024.37%38%39%39%39%40%Manufacturing Field Service Organizations with the Following Capabilities1Field Service Excellence Eludes ManufacturersIntelligent schedulingAI-generated summaries and reportsIntelligent routingVideo supportAugmented reality apps70%57%54%52%48%40%40%41%

83、41%SPOTLIGHT:Manufacturers Embrace Field ServiceWith many companies providing complex,stagnant equipment or materials dependent on it field service is a natural opportunity for added value and revenue growth for manufacturers.70%of manufacturers have field service operations.Like other service and a

84、ftermarket considerations,most manufacturers see opportunities to refine and enhance their field service delivery and ROI,with particular attention to partner channel operations and mobile technology.Still,most manufacturers have adopted sophisticated field service technology like intelligent schedu

85、ling and routing.SALESFORCE24TRENDS IN MANUFACTURINGAI and Data Technology Come into Focus5SALESFORCE25TRENDS IN MANUFACTURINGIn their pursuit of operational transformation,most manufacturers have either completed or are pursuing a variety of technology implementations to help them meet their goals.

86、Customer relationship management(CRM)solutions are most likely to be fully implemented,although its status varies by subvertical.At least half of agricultural products and materials firms have fully implemented CRM versus only 43%of those in complex and industrial materials.Supply chain management a

87、nd enterprise resource planning(ERP)solutions are also popular.Similar shares of respondents are using,constructing,or considering solutions related to configuration,pricing,and quoting(CPQ)and data management and analytics.Technology Investments Ramp UpCustomer relationship management (CRM)solution

88、sSupply chain management solutionsEnterprise resource planning(ERP)solutionsConfiguration,pricing,and quoting(CPQ)solutionsData management and analytics solutions11%11%13%12%12%39%41%39%42%43%47%46%45%44%43%Status of Technology Implementation in ManufacturingManufacturers Are Implementing Various Te

89、chnologies to Support Operational TransformationEvaluatingFully implementedImplementation in processNo plansDont knowSee p.43 for country and subvertical segmentations051%1%2%1%1%2%2%15%Evaluating whether to implement SALESFORCE26TRENDS IN MANUFACTURINGAI is arguably the most transformational techno

90、logy in generations,and manufacturers are leaning in.Thirty-six percent of respondents describe AI as fully implemented at their organizations,although this may not be a true representation given how rapidly the technology is evolving.More significant is the fact that a mere 4%of respondents have no

91、 plans for the technology,and that the bulk are either actively experimenting with or evaluating AI.Predictive AI,which uses data to predict a next best action,provide recommendations,or flag anomalies has been commercially available for much longer than generative AI,which uses data to generate con

92、tent like text and images based on a prompt.Yet,despite being much newer to the market ChatGPT was released in November 2022 generative AI has seen much higher adoption among our sales,service,marketing,operations,and strategy respondents.Manufacturing Enters the AI EraNearly All Manufacturers Use o

93、r Are Evaluating AI0536%Fully-implemented 1%Dont know44%Experimenting or in process of implementing Status of AI Implementation in ManufacturingSee p.42 for country and subvertical segmentations.Among Teams Using AI4%No plans to implementhave used generative AIhave used predictive AI74%47%Multiple r

94、esponses allowed.SALESFORCE27TRENDS IN MANUFACTURINGChallenges Cited in Implementing or Maximizing Value from Generative AIRespondents Worry About Trust,Cost,and Transparency With AIData security and privacy concerns39%38%36%33%32%31%28%27%Cost of implementation and maintenanceDifficulty integrating

95、 with existing systemsExplainability and transparency of AI outputsLack of internal expertiseLack of applicable or valuable use casesBiased or inaccurate outputsPotential job displacementGiven its transformative scope and implications,its little surprise that manufacturers like those in any industry

96、 find they must address several prerequisites before harnessing AIs potential.Data security and privacy concerns are naturally the top concern,especially given the types and amount of business and customer data that are required to train models on company-specific expertise.This is followed closely

97、by cost concerns as AI is indeed a significant investment and ensuring that AIs outputs can be explained and verified as accurate.Not all companies,or subverticals,are alike:While those in the engineered components space share concerns around data security and explainability,they are most troubled b

98、y uncertain use cases,and those in industrial consumables worry most about how AI can be integrated with existing systems.Security,Cost,and Transparency Are AI Sticking Points05Forecasted data volume increase at manufacturing companies between 2023 and 2024.+22%SALESFORCE28TRENDS IN MANUFACTURINGMan

99、ufacturers Shore Up Their AI Data Foundations051Salesforce State of Data&Analytics,November 2023.Top Data Priorities in the Manufacturing Industry1As Enterprise Data Grows Year-Over-Year,Manufacturers Focus on Its Quality and AI ReadinessImproved data qualityBuilding AI capabilitiesImproving company

100、-wide data literacyStrengthening security/complianceModernizing tools and technologies12345Comprehensive,trusted data is the foundation upon which all modern strategic and technological transformations are built,but business stakeholders and technical stakeholders alike see room for improvement to m

101、aximize their datas value.85%of technical decision makers in manufacturing say AIs outputs are only as good as its data inputs,and 91%say the need for trustworthy data at their company is higher than ever.When it comes to their data infrastructure,improving data quality,implementing data-specific AI

102、 capabilities,and improving how end users interpret,manipulate,and understand data in the first place are the top priorities for manufacturers.These initiatives will only grow in complexity given that manufacturers data volumes are expected to increase by over one-fifth annuallySALESFORCE29TRENDS IN

103、 MANUFACTURINGData Security,Harmonization,and Access Are Barriers051Salesforce State of Data&Analytics,November 2023.Top Data Priorities in the Manufacturing Industry1Extent to Which Manufacturing Data Is AccessibleData Security and Harmonization Are Prioritized to Address ShortcomingSecurity threat

104、sLack of data harmonizationBudget constraintsLack of real-time dataToo many manual processes and poor accuracy/quality(tie)Customer data(i.e.,information about customers such as contact information,order history,communication history,etc.)Product data(e.g.,requirements,technical specifications,drawi

105、ngs,and bills of materials)Supplier data(i.e.,information about suppliers such as contact information,procurement history,inventory,etc.)Telemetry data(i.e.,data collected from remote sources and automatically transmitted to receiving equipment for monitoring)Asset data(i.e.,data from assets using s

106、ensors,IoT devices,and other monitoring tools)Accessible and integrated across systemsAccessible but siloed in separate systemInconsistently accessibleNot accessibleDont knowForty-eight percent of technical decision makers in the manufacturing industry lack full confidence in their datas accuracy.1

107、In addition to quality,data accessibility remains an issue for manufacturers.While most types of data key to operations like customer data,supplier data,and telemetry data are accessible to those who need it,half or fewer of teams say the data they need is integrated from its disparate sources and c

108、ompiled in a single location.78%of respondents say they spend a substantial amount of time looking for information across systems.1%2%1%1%1%3%1%2%50%45%44%42%43%39%42%44%45%42%9%11%11%10%11%12345SALESFORCE30TRENDS IN MANUFACTURINGManufacturers Adapt to a Changing World6Base:Respondents at companies

109、with supply chain modernization initiativesSALESFORCE31TRENDS IN MANUFACTURINGEffectiveness of Manufacturing Supply Chain Modernization Initiatives on the Following ObjectivesFew Supply Chain Initiatives Have Been Very EffectiveImproving efficiencyImproving data and analytics capabilitiesImproving b

110、usiness agility Improving quality assuranceImproving collaboration between business unitsImproving inventory managementReducing costsImproving regulatory complianceReducing risk of future supply chain disruptionsSupply Chain Modernization Takes Hold06Very effectiveSomewhat effectiveSomewhat ineffect

111、iveNot at all effectiveDont knowThe headlines that detailed a global supply chain in chaos have faded from public consciousness.But while the severity of these disruptions has lessened dramatically,the majority of those surveyed say they are still present.67%of manufacturers have experienced supply

112、chain disruptions since 2020,and 59%say these persist to some degree today.Eighty-three percent of manufacturers have supply chain modernization initiatives which,much like the supply chain itself,are moving at a slower pace than some would like.Most manufacturers with such initiatives report some d

113、egree of effectiveness across a variety of metrics,but relatively few characterize these as very effective.Perhaps most significant is that fewer than half(44%)of respondents believe these initiatives were very effective at reducing the risk of future supply chain episodes.1%1%1%7%1%1%5%5%6%51%50%49

114、%48%48%47%47%46%44%42%44%44%46%45%47%45%47%46%6%5%5%6%9%SALESFORCE32TRENDS IN MANUFACTURINGExpected Shifts in Domestic Sourcing and Manufacturing Over the Next Year Among U.S.ManufacturersOnshoring and Nearshoring Initiatives ContinueProduct manufacturingMaterial sourcing61%44%34%53%U.S.Manufacturer

115、s Look Closer to Home06More will happen domesticallyNo changeLess will happen domesticallyDont knowA combination of supply chain and geopolitical factors are prompting many U.S.manufacturers to rethink the offshoring movements of the past several decades and bring some operations back home.49%of U.S

116、.manufacturers have onshoring initiatives,and 43%have nearshoring initiatives.Even if a company doesnt have explicit on-or nearshoring initiatives,many U.S.respondents expect their companies outputs to be increasingly produced domestically.Manufacturing of products is more likely to be moved closer

117、to home than sourcing of materials,which may be more geographically constricted by necessity.1%4%4%SALESFORCE33TRENDS IN MANUFACTURINGSALESFORCEAs the planet warms and emissions are viewed as a top issue,new rules on emission and climate risk are under scrutiny.In response,many manufacturers are ser

118、ious about decarbonization.For manufacturers in agricultural,chemical,and material products,and those based in the Nordics,Japan,and France,environmental and sustainability concerns are cited as a top overall challenge.In any event,regulations from entities like the European Union and U.S.Securities

119、 and Exchange Commission will bring such concerns to the top of nearly every manufacturers agenda.Manufacturers across the globe are preparing themselves for business models more focused on sustainable operations and supply chains,with more than four out of five respondents saying they have visibili

120、ty into progress made on such initiatives.Manufacturers Are Well on Their Way to More Sustainable Business Modelsof manufacturers believe these initiatives are a priority for their leadershipof manufacturers have decarbonization/emission reduction initiatives%82%81LOOK AHEAD:Manufacturings Transitio

121、n to Net-ZeroSALESFORCE34TRENDS IN MANUFACTURINGAdditional InformationSALESFORCE35TRENDS IN MANUFACTURINGSurvey DemographicsCountry Brazil.N=70,8%Canada.N=70,8%France.N=70,8%Germany.N=70,8%Japan.N=70,8%Mexico.N=70,8%Nordics(DK,FI,NO,SE).N=70,8%South Korea.N=70,8%United Kingdom.N=70,8%United States.N

122、=200,24%Sub-Industry Process.N=317,38%Agricultural products.N=86,10%Chemicals.N=145,17%Materials.N=89,11%Discrete.N=504,61%Complex equipment,industrial equipment.N=149,18%Engineered components and production parts.N=180,22%Industrial consumables;maintenance,repaid,and operations(MRO);building produc

123、ts.N=175,21%Other.N=9,1%Department Customer service.N=200,24%Marketing.N=153,18%Operations.N=200,24%Product strategy/pricing.N=77,9%Sales.N=200,24%Business ModelC-level executive.N=83,10%VP+executive,excluding C-level.N=310,37%Director or department head.N=345,42%Manager or supervisor.N=92,11%SALESF

124、ORCE36TRENDS IN MANUFACTURINGLEARN MORE LEARN MORE LEARN MORE LEARN MORE Translate Data Into Intelligent Insights and Actions Make data actionable to take advantage of AI,automation,and analytics.Modernize Your Commercial Operations Learn best practices for todays sales and service teams.Simplify Pa

125、rtner Engagement See how manufacturers and their channel partners can function as one team.Transform the Service Experience Extend customer relationships after the sale.Want More?SALESFORCE37TRENDS IN MANUFACTURINGAppendixSALESFORCE38TRENDS IN MANUFACTURINGTop Growth OpportunitiesBrazilFranceGermany

126、JapanMexicoNordicsSouth KoreaUnited KingdomUnited StatesAgricultural ProductsComplex/Industrial EquipmentIndustrial ConsumablesStrategic partnershipsNew markets/customer basesTechnology change/disruptionCommercial operations optimizationNew products or servicesUpdated product/service mixCommercial o

127、ps optimizationUpdated product/service mixNew markets/customer basesNew products or servicesNew markets/customer basesTechnology change/disruptionCommercial ops optimizationTechnology change/disruptionTechnology change/disruptionNew products or servicesUpdated product/service mixTechnology change/di

128、sruptionTechnology change/disruptionTechnology change/disruptionCommercial operations optimizationTechnology change/disruptionExpanded revenue streamsTechnology change/disruptionCommercial ops optimizationTechnology change/disruptionExpanded revenue streamsExpanded revenue streamsUpdated product/ser

129、vice mixTechnology change/disruptionCommercial operations optimizationCommercial ops optimizationNew products/servicesNew products/servicesStrategic partnershipsCommercial ops optimizationNew products/servicesNew products/servicesNew markets/customer basesCanadaChemicalsEngineered ComponentsMaterial

130、sUpdated product/service mixNew products or servicesNew products or servicesCommercial ops optimizationExpanded revenue streamsUpdated product/service mixTechnology change/disruptionUpdated product/service mixStrategic partnerships231231231231231231231231231231231231231231231231SALESFORCE39TRENDS IN

131、 MANUFACTURINGTop Growth ChallengesBrazilCanadaFranceGermanyJapanMexicoNordicsSouth KoreaUnited KingdomUnited StatesAgricultural ProductsChemicalsComplex/Industrial EquipmentEngineered ComponentsIndustrial ConsumablesMaterialsEnergy costsEnergy costsRegulatory environmentTechnology change/disruption

132、Technology change/disruptionWorkforce challengesEnergy costsCommodity/supply chain constraintsInterest rates/cost of capitalWorkforce challengesEnergy costsInterest rates/cost of capitalEnergy costsWorkforce challengesTechnology change/disruptionEnergy costsWorkforce challengesTechnology change/disr

133、uptionWorkforce challengesInterest rates/cost of capitalEnvironmental/sustainability concernsEnergy costsCommodity/supply chain constraintsInterest rates/cost of capitalEnergy costsTechnology change/disruptionWorkforce challengesEnvironmental/sustainability concernsTechnology change/disruptionTechno

134、logy change/disruptionCommodity/supply chain constraintsWorkforce challengesInterest rates/cost of capitalEnvironmental/sustainability concernsEnvironmental/sustainability concernsRegulatory environmentWorkforce challengesRegulatory environmentEnvironmental/sustainability concernsRegulatory environm

135、entCommodity/supply chain constraintsInterest rates/cost of capitalEnvironmental/sustainability concernsEnergy costsWorkforce challengesCommodity/supply chain constraintsRegulatory environmentEnvironmental/sustainability concerns231231231231231231231231231231231231231231231231SALESFORCE40TRENDS IN M

136、ANUFACTURINGTop Investment PrioritiesBrazilCanadaFranceGermanyJapanMexicoNordicsSouth KoreaUnited KingdomUnited StatesAgricultural ProductsChemicalsComplex/Industrial EquipmentEngineered ComponentsIndustrial ConsumablesMaterialsProduct developmentManufacturing process efficiencySales and marketingTe

137、chnologyProduct developmentTechnologySales and marketingProduct developmentSupply chainSales and marketingProduct developmentProduct developmentTechnologySales and marketingTechnologyManufacturing process efficiencySales and marketingSales and marketingTechnologyProduct developmentSales and marketin

138、gProduct developmentTechnologyTechnologyProduct developmentManufacturing process efficiencySales and marketingSales and marketingProduct developmentProduct developmentManufacturing process efficiencySupply chainManufacturing process efficiencyTechnologyHuman resourcesManufacturing process efficiency

139、Manufacturing process efficiencyManufacturing process efficiencySupply chainSales and marketingSales and marketingProduct developmentSupply chainTechnologySupply chainManufacturing process efficiencySales and marketingSales and marketing231231231231231231231231231231231231231231231231SALESFORCE41TRE

140、NDS IN MANUFACTURINGTop Sales and Marketing PrioritiesBrazilCanadaFranceGermanyJapanMexicoNordicsSouth KoreaUnited KingdomUnited StatesAgricultural ProductsChemicalsComplex/Industrial EquipmentEngineered ComponentsIndustrial ConsumablesMaterialsProfitability/cost reductionProfitability/cost reductio

141、nSales effectiveness/lead generationProduct time-to-marketPricing strategyProfitability/cost reductionMarketing strategy/segmentationProfitability/cost reductionPricing strategyProfitability/cost reductionImproved profitability/cost reductionPricing strategyPricing strategyProfitability/cost reducti

142、onSales effectiveness/lead generationProfitability/cost reductionMarketing strategy/segmentationPricing strategyPricing strategyProfitability/cost reductionSales effectiveness/lead generationSales effectiveness/lead generationProfitability/cost reductionPricing strategyProduct time-to-marketPricing

143、strategyCustomer experience/retentionProfitability/cost reductionProfitability/cost reductionPricing strategyProfitability/cost reductionPricing strategyPricing strategyMarketing strategy/segmentationProduct time-to-marketMarketing strategy/segmentationMarketing strategy/segmentationProduct time-to-

144、marketPricing strategyCustomer experience/retentionCustomer experience/retentionMarketing strategy/segmentationPricing strategyMarketing strategy/segmentationSales effectiveness/lead generationProduct time-to-marketPricing strategyProduct time-to-market23123123123123123123123123123123123123123123123

145、1SALESFORCE42TRENDS IN MANUFACTURINGTop Channel Partner Operations PrioritiesBrazilCanadaFranceGermanyJapanMexicoNordicsSouth KoreaUnited KingdomUnited StatesAgricultural ProductsChemicalsComplex/Industrial EquipmentEngineered ComponentsIndustrial ConsumablesMaterialsCustomer service coordinationCus

146、tomer service coordinationClaims automationSales/marketing coordinationIncentive/loyalty programsSales/marketing coordinationCustomer service coordinationCustomer service coordinationCustomer service coordinationSales/marketing coordinationSales/marketing coordinationCustomer service coordinationCus

147、tomer service coordinationOrder processing/logisticsCustomer service coordinationCustomer service coordinationSales/marketing coordinationPrice protection/rebate managementSales/marketing coordinationCustomer service coordinationCustomer service coordinationOrder processing/logisticsTraining and per

148、formance managementPartner selectionTraining and performance managementCustomer service coordinationPrice protection/rebate managementSales/marketing coordinationSales/marketing coordinationCustomer service coordinationSales/marketing coordinationSales/marketing coordinationPrice protection/rebate m

149、anagementSales/marketing coordinationOrder processing/logisticsTraining and performance managementSales/marketing coordinationCustomer service coordinationSales/marketing coordinationTraining and performance managementIncentive/loyalty programsPrice protection/rebate managementCustomer service coord

150、inationPrice protection/rebate managementOrder processing/logisticsSales/marketing coordinationOrder processing/logisticsTraining and performance management231231231231231231231231231231231231231231231231SALESFORCE43TRENDS IN MANUFACTURINGTop Service/Aftermarket PrioritiesBrazilCanadaFranceGermanyJa

151、panMexicoNordicsSouth KoreaUnited KingdomUnited StatesAgricultural ProductsChemicalsComplex/Industrial EquipmentEngineered ComponentsIndustrial ConsumablesMaterials1111111111Inventory managementProduct customization/engineeringService insourcingProduct customization/engineeringInventory managementIn

152、ventory managementProduct customization/engineeringAfter-sales support/maintenanceService parts availabilityAfter-sales support/maintenanceProduct customization/engineeringInventory managementAfter-sales support/maintenanceService parts availabilityLogistics optimizationLogistics optimizationLogisti

153、cs optimizationInventory managementLogistics optimizationLogistics optimizationProduct customization/engineeringLogistics optimizationLogistics optimizationService/production/sales integrationProduct customization/engineeringInventory managementService parts availabilityLogistics optimizationProduct

154、 customization/engineeringInventory managementProduct customization/engineeringProduct customization/engineeringService parts availabilityService/production/sales integrationService parts availabilityTraining and education servicesAfter-sales support/maintenanceService parts availabilityAfter-sales

155、support/maintenanceService parts availabilityLogistics optimizationLogistics optimizationInventory managementService insourcingService parts availabilityAfter-sales support/maintenanceService parts availabilityAfter-sales support/maintenance22222222223333333333231231231231231231SALESFORCE44TRENDS IN

156、 MANUFACTURINGTop Drivers of Service/Aftermarket InitiativesBrazilCanadaFranceGermanyJapanMexicoNordicsSouth KoreaUnited KingdomUnited StatesAgricultural ProductsChemicalsComplex/Industrial EquipmentEngineered ComponentsIndustrial ConsumablesMaterialsCustomer loyalty/satisfactionCustomer lifetime va

157、lue(CLV)Competitive differentiationProduct customization/engineeringExpanded recurring revenue streamsCustomer loyalty/satisfactionCustomer demandCompetitive differentiationCustomer loyalty/satisfactionCustomer loyalty/satisfactionCompetitive differentiationCustomer loyalty/satisfactionCompetitive d

158、ifferentiationCustomer loyalty/satisfactionCustomer lifetime value(CLV)Competitive differentiationCompetitive differentiationCustomer loyalty/satisfactionCustomer feedback collectionLogistics optimizationCustomer loyalty/satisfactionBrand reputation/customer advocacyCompetitive differentiationCustom

159、er loyalty/satisfactionCompetitive differentiationBrand reputation/customer advocacyCustomer loyalty/satisfactionBrand reputation/customer advocacyCustomer loyalty/satisfactionBrand reputation/customer advocacyCustomer loyalty/satisfactionCustomer lifetime value(CLV)Customer lifetime value(CLV)Compe

160、titive differentiationCustomer lifetime value(CLV)Training and education servicesBrand reputation/customer advocacyCustomer demandCustomer loyalty/satisfactionCustomer demandBrand reputation/customer advocacyCompetitive differentiationBrand reputation/customer advocacyCompetitive differentiationBran

161、d reputation/customer advocacyExpanded recurring revenue streamsBrand reputation/customer advocacyCustomer loyalty/satisfaction23123123123123123123123123123123123123123123123151%47%41%40%38%38%37%49%41%40%37%37%37%36%34%31%SALESFORCE45TRENDS IN MANUFACTURINGManufacturers Who Say They Provide Excelle

162、nt Service and Aftermarket Offerings,by CountryManufacturers Who Say They Provide Excellent Service and Aftermarket Offerings,by SubverticalUnited KingdomAgricultural ProductsFranceEngineered ComponentsCanadaIndustrial ConsumablesJapanMaterialsMexicoChemicalsBrazilGermanySouth KoreaNordicsUnited Sta

163、tesComplex/Industrial Equipment30%60%40%43%20%36%30%29%40%37%54%16%33%7%46%11%37%20%47%54%47%44%34%43%23%10%17%13%17%16%SALESFORCE46TRENDS IN MANUFACTURINGAI Implementation in Manufacturing,by SubverticalAI Implementation in Manufacturing,by CountryAgricultural ProductsEngineered ComponentsIndustria

164、l ConsumablesMaterialsChemicalsComplex/Industrial EquipmentUnited KingdomFranceCanadaJapanMexicoBrazilGermanySouth KoreaNordicsUnited States1%1%1%1%1%1%1%9%4%13%7%5%EvaluatingFully implementedExperimentingNo plansDont know43%35%31%36%37%43%41%47%48%43%43%42%10%12%17%17%18%9%3%4%2%2%1%1%7%2%6%Evaluat

165、ingFully implementedExperimentingNo plansDont know47%59%39%46%34%53%51%41%46%50%41%11%34%1%41%11%36%17%43%43%39%36%39%38%19%3%9%19%10%9%3%1%1%1%1%2%3%6%6%3%1%1%4%2%SALESFORCE47TRENDS IN MANUFACTURINGCRM Implementation in Manufacturing,by SubverticalCRM Implementation in Manufacturing,by Country50%47

166、%43%47%46%54%36%42%40%35%45%33%9%10%15%14%7%6%1%3%2%3%1%6%1%1%1%1%1%2%Agricultural ProductsEngineered ComponentsIndustrial ConsumablesMaterialsChemicalsComplex/Industrial EquipmentUnited KingdomFranceCanadaJapanMexicoBrazilGermanySouth KoreaNordicsUnited StatesEvaluatingFully implementedExperimentin

167、gNo plansDont knowEvaluatingFully implementedExperimentingNo plansDont knowThe information provided in this report is strictly for the convenience of our customers and is for general informational purposes only.Publication by Salesforce does not constitute an endorsement.Salesforce does not warrant

168、the accuracy or completeness of any information,text,graphics,links,or other items contained within this guide.Salesforce does not guarantee you will achieve any specific results if you follow any advice in the report.It may be advisable for you to consult with a professional such as a lawyer,accountant,architect,business advisor,or professional engineer to get specific advice that applies to your specific situation.Copyright 2024,Salesforce,Inc.All rights reserved.