埃森哲-增长的动力：以客户为中心的供应链报告（英文）-2020.9-35页_9mb

Summary of ALICENSE FORGROWTH

Core Content

This document explores the transformation of supply chains from traditional efficiency drivers to enablers of purpose-led growth. It highlights the evolving role of supply chains in delivering customer-centric experiences, enhancing resilience, and fostering innovation. The focus is on companies referred to as Masters, who have successfully reimagined their supply chains to meet these new demands and outperform their peers.

Main Viewpoints

• Supply chains are now critical for growth, not just cost efficiency.
• Customer-centricity is the foundation of successful supply chain transformation.
• Digital innovation and collaboration are key to turning insights into actionable strategies.
• Maturity in select capabilities enhances agility, security, and innovation.
• CEOs play a pivotal role in driving supply chain transformation at the board level.

Key Information

1. The Role of Supply Chains in Growth

• Supply chains are no longer just about cost savings but about customer experience and societal impact.
• The Masters (top 10% of companies) have achieved 13% revenue growth and 2.5% higher EBITDA margins compared to their peers.
• Their supply chains contribute 3x more to total revenue and have higher share price stability during the COVID-19 crisis.

2. Customer-Centric Supply Chain Strategy

• Masters align their supply chain strategies with customer value propositions, which are more complex and personalized.
• They focus on sustainability, security, customization, and connected experiences.
• Examples:
  • Abbott has been a sustainability leader for seven years, achieving significant reductions in water usage and emissions.
  • BASF and B2B Cosmetics collaborate to offer hyper-personalized products at the point of sale.
  • Walmart uses real-time data to forecast and replenish inventory, supporting customer intimacy.

3. Digital Architecture and Innovation

• Masters invest in digital platforms and data ecosystems to enable collaboration and innovation.
• They move from diagnostic to predictive and prescriptive models, using AI, machine learning, and predictive analytics.
• Unilever used AI during the pandemic to identify supply chain risks and innovate on alternatives.
• Kenco Logistics created a prototype development center to test new technologies like robotics and 3D printing.

4. Supply Chain Capabilities

• Masters prioritize five key capabilities:

  • Predictive asset maintenance
  • Warehouse automation
  • Cybersecurity and data privacy
  • Collaborative & agile innovation
  • Design to margin capabilities

• B2B Masters emphasize:

  • Blockchain for transparency and traceability
  • Product-as-a-service models to enable long-term customer relationships
  • Predictive maintenance and asset tracking

• B2C Masters focus on:

  • Hyper-personalization through customized delivery and real-time segmentation
  • Warehouse automation to support speed and customization
  • Collaborative innovation with ecosystem partners

5. CEO Involvement in Transformation

• CEOs are essential in driving supply chain transformation, ensuring board-level support and investment in innovation.
• Apple’s Tim Cook and Home Depot’s Craig Menear are highlighted as leaders who have integrated supply chain strategy into the broader business vision.
• 72% of CEOs engage in supply chain transformation discussions with the board.
• 62% of CEOs allocate funding to drive supply chain innovation.
• 58% of CEOs invest top talent in supply chain transformation.

6. Challenges in Supply Chain Transformation

• The five major challenges include:
  • Flexibility in meeting customer demand
  • Ecosystem design for innovation
  • Digital architecture for cross-collaboration
  • Innovation pipeline that can scale
  • End-to-end visibility for trust and transparency

7. Creating Your Own License to Grow

• Companies can achieve higher growth rates, revenue contributions, and EBITDA margins by adopting the Masters' approach.
• The approach involves:
  • Keeping the customer at the center
  • Building digital architectures for innovation
  • Maturity in key capabilities
  • CEO engagement for transformation

Conclusion

The document underscores that customer-centric supply chains are now essential for business growth and social responsibility. By investing in digital innovation, collaboration, and strategic capabilities, companies can transform their supply chains into drivers of value and resilience. The Masters demonstrate that this shift is not only achievable but also highly beneficial, with clear evidence of their success in terms of revenue growth, EBITDA margins, and share price performance.