Review of Scenario Planning

Topics: Supply chain management, Supply chain, Management Pages: 42 (8515 words) Published: May 8, 2013
Global Supply Chain Survey 2013 This year’s global supply chain survey by PwC shows how Leaders are moving ahead of the pack. They’re tailoring their supply chains to customer needs and investing in next-generation capabilities while keeping the focus on supply chains that are both fast and efficient.

Next-generation supply chains Efficient, fast and tailored


Executive summary

Executive summary Introduction Detailed survey findings Industry-specific dashboards About the survey Acknowledgements Related reading

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Macroeconomic cycles of growth, contraction and recovery have become erratic. Together with natural disasters that affect both operations and sales, they have made reliable end-to-end supply and demand planning increasingly challenging.

Successful management of extreme market and demand volatility has become the new mantra of supply chain managers around the globe. Macroeconomic cycles of growth, contraction and recovery have become erratic, making reliable end-to-end supply and demand planning increasingly challenging. Disruptions caused by recent natural disasters have added to supply chain volatility. In business-to-business relationships, long-term loyalty and predictable order flow seem to have become relics of the past. At the same time, customers are tightening their requirements in terms of throughput time and perfect-order delivery while demanding continuous reductions in supply chain cost. The increasing use of online channels is driving the reduction of response times and forcing supply chain managers to find new answers for global micro-delivery of multiple small-customer orders, instead of the large-batch movements. Maximising supply chain flexibility and managing multiple supply chain configurations have become the new imperatives for today’s supply chain executives. In addition, radiofrequency identification (RFID) and other digital technologies lead to new frontiers in supply chain transparency and process automation. Those technologies enable multiple supply chain partners along the value chain to seamlessly interact in the joint design, manufacture, delivery and service of complex customer orders.

But even with this kind of innovation available to enhance efficiency, supply chain executives everywhere face some tough challenges. So, how are they handling them? In this report we share the findings from our ninth and largest-ever global supply chain survey. We’ve drawn on the insights of more than 500 supply chain experts in Europe, North America and Asia, from companies of all sizes and across a wide range of industries. We’ve also picked out two groups of companies and compared their performance. The Leaders, as we’ve called them, have consistently outperformed their peers, while the Laggards have consistently underperformed — both financially and operationally. The Leaders in our survey point to the future. They have supply chains that are efficient, fast and tailored — a model that lets companies serve their customers reliably in turbulent market conditions and that differentiates between the needs of different sets of customers. We’ve come up with six key findings that point the way towards how they do it.

More than 500 participants from manufacturing and service industries contributed to this year’s survey, with data collected from May to July 2012.


Next-generation supply chains: Efficient, fast and tailored

Next-generation supply chains: Efficient, fast and tailored


Figure 1: 45% of the participants acknowledge that supply chain is seen as a strategic asset in their company [% of participants] 9% 9%
Technology and Telecom Automotive Industrial Products

56 50 46 43 41 40 26

Six key findings from PwC’s Global Supply Chain Survey 2013

46% 36%

Chemicals and Process Pharmaceuticals and Life Sciences Retail and Consumer Goods Other

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