BCG+構(gòu)建未來的供應(yīng)鏈（演講PPT）

Building

theSupply

Cha

in

oft

he

FutureJULY

2023Compa

n

ies

face

upstrea

ma

nd

dow

nstrea

mchallenges

across

the

supply

chain,i

nvolv

i

ngexternalpa

rtiesa

nd

unforeseen

eventsEXAMPLEEXAMPLEUnforeseen

demand

surge

on

a

speci?ctransportation

laneLabor

shock

at

a

raw

material

supplierRaw

materials

cannot

besupplied

toproduction

on

timeLate

changes

to

the

production

plan

cause

disruptions,inventory

challenges,

and

rush

shipmentsSuppliersSchedule

is

not

adjusted

due

to

alack

ofupstream

visibilityExcess

warehouse

inventory

forces

manufacturingto

produce

adi?erent

productProductionWarehousingTransportationCustomerLines

need

to

keep

running,

somanufacturingcreates

unneeded

products

that

?ll

warehousesOrders

back

up

because

carriers

missed

pickup,forcing

load

prioritizationAlack

of

product

results

in

low

transportationutilizationIncreased

demand

for

agiven

mode

of

transportationresults

in

alack

of

carrier

capacityCustomer

is

dissatis?ed

because

orders

were

notful?lled

and

they

did

not

receive

su?cient

noti?cation

arrived

lateCustomer

is

dissatis?ed

because

the

orderSource:

BCG.Buildingasupply

chain

of

thefutureisaprocess

of

continua

lupwa

rd

growthFuture-builtScalingContinuous

innovation

at

theleading

edge

of

disruptionviasystematic

building

ofnecessarycapabilities

atscale,

such

asdigital

and

AI,resilience,

and

sustainabilityEmergingDelivered

multiple

wavesof

successful

digitaltransformation,

pivoting

toinnovation-led

growth

andthe

ability

to

absorbExecuted

successfulprogrammatictransformation,

butchallenged

in

e?ectivelyscaling

organization-wideStagnatingYet

to

get

digitaltransformation

right;limitedvalue

createdsupply

chain

disruptionsUNDERGOING

DIGITAL

SUPPLY

CHAIN

TRANSFORMATIONBUILDING

A

SUPPLY

CHAIN

OF

THE

FUTUREUsing

aprogrammatic

approach

to

?xthe

core

and

build

afoundationfor

innovationEmbedding

and

scaling

cross-functional

attributes

to

help

thecompany

pivot

from

innovation

to

growthSource:

BCGBuild

fortheFuture

Survey2022.Note:

Stagesofdevelopmentarebasedonthreeyearsofdetailedcompanyresearchacrosssixkeyattributesandassessedusingaweightedaverageofstrategyandleadership(19%),employeevalueproposition(19%),techanddataplatform(18%),innovation-drivenculture

(14%),

agilityandresilience(17%),

andAIdeployment(13%).

Respondentsaresupply-chain-focusedcompanies,meaningcompaniesoperatingin

thefollowingindustries:consumerproducts,retail,fashionandluxury,medtech,biopharma,powerandutilities,oil

andgas,transportationandlogistics,automotiveandmobility,

hardwareandsemiconductors,andmaterialsandprocessing.Across

industries,

most

compa

n

ies

a

re

laggingin

supply

chain

capabilitiesStagnating28%Emerging51%Scaling17%Future-built4%CASESBELOW

BFFSCORE

(%)1008060402003BFFSCORE45678910Source:

BCGBuild

fortheFuture

Survey2022(N=724).Note:

BFF

=Build

fortheFuture;

scoreis

basedonthreeyearsofdetailedcompanyresearchacrosssixkeyattributesandassessedusingaweightedaverageofstrategyandleadership(19%),employeevalueproposition(19%),techanddataplatform(18%),innovation-drivenculture

(14%),

agilityandresilience(17%),

andAIdeployment(13%).

Respondentsaresupply-chain-focusedcompanies,meaningcompaniesoperatingin

thefollowingindustries:consumerproducts,retail,fashionandluxury,medtech,biopharma,powerandutilities,oil

andgas,transportationandlogistics,automotiveandmobility,

hardwareandsemiconductors,andmaterialsandprocessing.Future-builtsupply

chain

compa

n

ies

score

high

across

six

key

attributes;AI

di?erentiates

leaders

andlaggardsSix

key

attributes11.2.3.4.5.6.Embedding

AIfor

value

in

theorganizationDeveloping

aclear

peopleadvantageMigrating

tomodernizedtech

platformsEstablishingan

innovation-driven

cultureInstituting

anAligning

leadershiparound

a

corporatepurposeoperating

modelto

enable

agilityand

resilienceAdvanced2companies

score

higher

than

lagging3companies

by:54%

37

%

31%

31%

29%

2

5%Source:

BCGBuild

fortheFuture

Survey2022(N=724).Note:

Supply

chain

companiesarethoseoperatingin

thefollowingindustries:consumerproducts,retail,fashionandluxury,medtech,biopharma,powerandutilities,oil

andgas,transportationandlogistics,automotiveandmobility,

hardwareandsemiconductors,andmaterialsandprocessing.1BCGhasempiricallyidenti?edthesesixkeyattributesas

attributessharedbycompaniesthat

aresuccessfullybuilding

forthefuture.

2Advancedreferstoscalingandfuture-builtcompanies.3Laggingreferstostagnatingandemergingcompanies.Digital

&

AIResilienceDigital

transformation

will

beasubstantial

enabler

of

allimprovements

in

the

supplychain—particularly

the

use

of

AIA

transformation

in

resiliencewill

beessential

because

disruptionsand

crises,

while

they

may

beshorterthan

the

COVID

pandemic,

will

likelybemuch

more

frequent

andconsequentialWith

four

keytransformations,supply

cha

ins

canbecome

future-builtSustainabilityCostSustainability

transformation

willbekey,

given

that

it

is

auniversalhumanitarian

challenge—andsupply

chains

are

at

the

core

of

thischallengeCost

transformation

is

alsocritical,

given

that

achieving

theother

three

transformations

willhave

asigni?cant

impact

on

thecompany’s

overall

costsSource:

BCG.The

six

attributes

of

future-builtcompa

n

ies

can

be

applied

in

severa

lways

withinthe

fou

rkey

supply

chain

transformations1.2.3.4.5.6.Embedding

AIfor

value

in

theorganizationDeveloping

aclear

peopleadvantageMigrating

tomodernizedtech

platformsEstablishingan

innovation-driven

cultureInstituting

anAligning

leadershiparound

a

corporatepurposeoperating

modelto

enable

agility

·and

resilience·

Integrate

digitalinto

the

businessstrategy·

Create

adigitaland

AI

talentecosystem·

Decouple

digitalplatforms

and·

Empower·

Introduce

rapidscalability·

BoostC-suitedigital

savvinessDigital

&

AItransformationmanagement

to

leaddigital

initiativesdeploy

modularityResiliencetransformation·

Use

AI

for

riskprediction

in

thesupply

chain·

Use

upskilling

andcareer

development·

Bolster

cybersecurityand

implement

datagovernance·

Use

open

APIs

and

aproven

operating·

Bolster

governance·

Introduce

generativeleadership·

Enhance

riskmanagement

andcrisis

responsemodel

to

integratethird

partiesrapidlySustainabilitytransformation·

Apply

speci?c

AI

toolsfor

sustainability

andnet

zero

use

cases·

Hire

sustainability-focused

talent·

Employ

sustainabilitymonitoring

tools·

Evaluate

teams

overindividuals·

Introduce

regulatoryadaptability·

Develop

asustainability

visionand

roadmapCosttransformation·

Use

GenAI

for

costoptimization·

Implement

a?exible·

Automate

supplychain

processes·

Foster

anentrepreneurialculture·

Optimize

the

workdesign·

Use

changemanagement

for

AIadoptionwork

modelSource:

BCGBuild

fortheFuture

Survey2022.Note:

GenAI=generativearti?cialintelligence.DIGITAL

&

AI

TRANSFORMATIONAll

compa

n

ies

focus

on

digita

l,

but

supply

chain

leaders

are

outspendingthe

competition74

%

1.7x

>50%of

all

survey

respondents

citedsupply

chain

digitization

asone

oftheir

top

three

investmentmore

is

being

invested

into

supplychain

digitization

by

companieswith

future-built

supply

chains

thanby

their

peersof

future-built

companies

intendto

continue

outspending

theirpeers

to

unlock

value

in

AI-enabledsupply

chain

use

casespriorities

(versus

other

areas

ofdigitization

across

the

company)1Source:

BCGBuild

fortheFuture

Survey2022(N=724).Note:

Respondentswereansweringthefollowingquestions:Overthepastthreeyears,howmuch

hasyour

companyinvestedin

supply

chain

digitization,including

infrastructure,services,sothreeyears,howmuch

doyouexpectyour

companywillinvestin

supply

chain

digitization,including

infrastructure,services,sodigitizationacrossthecompany?

Both“supply

chain

leaders”and“companieswithfuture-builtsupply

chains”

=companiesrankedas

future-builtorscaling.1

Includesrespondentsthat

selectedeither“topinvestmentpriority”or“top-threeinvestmentpriority”fordigitization.DIGITAL

&

AI

TRANSFORMATIONAI

leaders

prioritize

fou

rsteps

to

achieve

stronger

results1.2.3.4.They

clearly

articulate

anAI

ambition

and

chart

pathto

unlocking

valueThey

build

capabilitiesin

data,

technology,

anddigital

talentThey

align

AI

investmentswith

goals,

fueling

growthThey

focus

early

onresponsible

AI

(RAI)Value

generation

is

more

likelywhen

AI

is

on

the

CEO

agendaTo

p

di?erentiating

capabilitiesfor

advanced

companiesShare

of

digital

investmentsgoing

to

AICompanies

with

strongcapabilities

across

all

RAImetrics23%ROI18%ROILagging50%Data

&

techTalent2x7%43%·

Modularity·

Ecosystemintegration·

Talent20%ecosystem·

Attractionand12%Advanced91%·

DataretentionLaggingAdvancedLagginggovernanceAdvancedSource:BCGCompanyoftheFuture

Survey,2022(N=507).Note:

Lagging

=stagnating+emerging;advanced=scaling+future-built.ResponsibleAI(RAI)

=theprocessofdevelopingandoperatingarti?cialintelligencesystemsthatalignwithorganizationalpurposeandethicalvalues.Supply

chain

companiesarethoseoperatingin

thefollowingindustries=consumerproducts,retail,fashionandluxury,medtech,biopharma,powerandutilities,oil

andgas,transportationandlogistics,automotiveandmobility,hardwareandsemiconductors,andmaterialsandprocessing.Leadingcompa

n

ies

are

also

rapidly

adopting

va

r

ious

Gen

AI

applications

forusecasesthroughout

the

supply

chainVertical

supply-chain-speci?c

use

casesSourcingand

procurementSupply

planningand

schedulingDemandplanningManufacturingCustomersSupplier

knowledge

baseand

search

engineBills

of

material

structuringand

managementPregeneration

of

newscenarios

and

schedules

tosimplify

job

optimizationMonitoring

of

consumerand

market

trends

toimprove

forecastsIdenti?cation

of

potentialsupply

chain

issues

basedoncustomer

interactionsRFP

and

supplier-contractgenerationWeb

monitoring

to

identifysupply

disruptions

andacquire

supply

intelGeneration

of

plausibleassortmentsHorizontal

use

cases

with

applications

to

supply

chainsData

enhancementSynthetic

data

generation

for

model

trainingIdenti?cation

of

product

similarity—for

example,

uses

imagerecognition

to

support

forecastsor

new-productintroductionsHuman-machineinteractionCode

generation

for

faster

implementation

ofAI

use

casesNatural

language

to

query

data,

extract

insights,

andcreate

reportsWork?ow

automationConversational

botsguiding

workers

on

complex

tasksand

generating

narratives

to

assistdecisionsSmart

work?ow

automation—from

detecting

eventsto

triggering

action

plansSource:

BCG.Note:

GenAI=generativearti?cialintelligence.RFP

=requestforproposal.RESILIENCECertain

enablers

of

resilience

build

competitive

advantage

a

nd

mitigate

riskA

diversi?ed

footprint

to

ensureaccess

to

key

markets

and

resourcesRedundant

and

robust

supply

across

nodesPotential

impact·Increased

ability

to

resist

andrecover

from

shocksFlexible

sourcing

and

manufacturing·Shorter

lead

times·Improved

servicelevelsOperating-risk

awareness

and

traceabilityAn

accelerated

response

to

disruptions·Market

access

advantages

forearly

movers·Cost

reductions

of

up

to

15%Source:

BCGanalysis.Note:Nodes=pointsin

thesupply

chain

throughwhichmaterials?ow,

suchas

factories,warehouses,distributors,andevencustomers.Traceability

=visibilityacrossthesuppliers’

ownsupply

chain,

allowingrisktobe

predictedandassessed.RESILIENCEAtruly

resilient

supply

chain

helps

compa

n

ies

absorb

shocks

a

nd

recover

fromd

isr

upt

ion

fa

ster,

but

few

compa

n

ies

have

reached

this

stageHighmaturity5%10%5%RecoverReact

faster

when

asupplychain

disruption

occurs(for

example,

adigital

twinofoperationsevaluates

disruption

scenarios

andprepares

the

supply

chain,

minimizing?nancial

impact)80%LowmaturityLowmaturityHighmaturityAbsorbHandle

supply

chain

shocks

more

e?ectively(for

example,

they

employ

atiered

sourcing

strategyfor

custom

and

critical

componentsviaproduct

redesign

or

alternative

sourcing

options)Source:

BCG2022Supply

Chain

ResilienceCapabilitiesSurvey(N=136).Note:%denotesapproximatepercentageofcompaniesin

thequadrant.Thepercentagesforabsorptionandrecoveryratesin

thegraphmay

notmatch

thenumber

ofdotsbecausetheyareroundedbasedonquadrant

cuto?s;exactpercentagesmay

varywithineachquadrant.Maturity=theabilitytoabsorbsupply

chain

shocksortorecoverquicklyaSUSTAINABILITYExternal

pressuresa

re

forcing

compa

n

ies

to

prioritize

env

iron

menta

l

sustainabilityRegulations

are

takinge?ect

mandating

theshiConsumerInvestors

are

directingcapital

to

companiesthat

focus

onEnvironmental

changespose

increasingly

graverisks

to

global

supplychainsexpectations

aroundsustainable

productsare

rising

rapidlysustainable

practicessustainable

practices127

7

3%

$

53tn

$30

0bcountries

withrestrictionsonsingle-use

plasticof

global

consumers

say

theywill

alter

buying

habits

toreduce

environmental

impactin

global

AUM

is

estimated

tobeallocated

to

ESGinvestingby

2025in

annual

climate

adaptationcostsin

developing

countriesby

2023Sources:

United

NationsEnvironmentProgramme;Nielsen;BloombergIntelligence.Note:

AUM

=assetsundermanagement.ESG=environmental,social,andgovernance.SUSTAINABILITYThe

transformation

journey

is

complex

and

requiresa

continuous

focus

on

allsustainability

enablersCOMPLEXITY

DIMENSIONSSustainability

enablersBreadthScopeDepthTimelinessof

ESG

topicsof

data

availabilityof

analysesof

available

data+

Productlevel+

Ecosystem+

Scope

3Agility

&transformationSustainability-focused

talentStrategicalignment+

Divisionlevel+Real-timeScope

Corporate1

&

2

level+

WaterFuture-built/scaling+

Quarterly/monthly+

WasteEmergingCarbonAnnualStagnatingDigitalapplicationsSustainabilityfundingJourney

from

compliance

focus

to

unlocking

fullsustainability

advantageSource:BCG.Note:ESG=environmental,social,andgovernance.SUSTAINABILITYSustainability

leaders

are

more

skilled

at

using

AI

and

a

na

lytics

to

developenv

iron

menta

l

capabilities

across

the

va

lue

chainStagnating

and

emergingcompanies

focused

on

foundational“tablestakes”

capabilities

(%)Advanced

companies1

advancedpeople,

data,

and

tech

capabilitiesfor

environmental

maturity

(%)Sustainability

Use

CasesDi?erentialAI-poweredsmart

emissions

tracking825273.0x2.6x2.1x2.1x2.6x2.8x2.1x2.8x1.5x1.8xImproved

traceability

through

control

towersPredictive

maintenance

of

asset,driven

by

AIIoT

for

environmental

data

collection

and

monitoringWaste

reduction

driven

by

analytics1113131718181821252628434937523144Digitalsupply

chain

optimizationReduced

emissions

through

optimized

operational

energyuseESGcontent

of

products

communicated

to

customersSustainable

investment

strategy

implementedReduced

energyconsumption

in

o?cesSource:BCG’s

Build

fortheFuture

Survey2022(N=507).Note:

IoT

=Internetofthings.ESG=environmental,social,andgovernance.1Scalingandfuture-builtcompaniesaregroupedtogetheras

“advancedcompanies.”COSTMargins

have

been

compressed,

but

investors

expect

compa

n

ies

to

solve

that

soon…creating

a

critical

in?ection

point

for

CPG

companiesasthey

control

costs

to

meet

analysts’

margin

expectationsOperating

costs

have

outpaced

revenue

growth,resulting

in

greater

margin

pressure…IncubationS&P500CPG

COMPANIES1TOP

100CPG

COMPANIES’

EBIT

MARGINS3CAGR

(2yr)Normalized,

Index

2020130Average

EBIT

margin

(%)12.4%22RevenueOperating

costs2HistoricActualAnalyst

consensus1201101009021201918CAGR

(2yr)10.9%202020212022YoY

EBITmarginchange–20bps–110bps2020202120222023202420253Sources:

S&PCapitalIQ;company10kreports;BCGanalysis.Note:

Values

convertedtoindexes,2020value=100%;Q4

2022excludesadditionalthreecompanieswithearningsresultspending(HRL,BF.B,

CPB).1ConsumerStaplesSelectSectorSPDR

Fund

(XLP)

companies,excluding

retailers(KR,COST,

SYY,WMT,

WBA).

2Operatingcosts=costofgoodssoldplus

selling,general,andadministrativecosts.

3Re?ectschangeofaverageEBIT

marginacrosstop100CPGcompanieswithpubliclyavailabledataandat

leastoneanalystpredictionfor2023through2025.Building“supply

chain

of

the

future”

winnersrequires

severa

lcritica

lsteps

ateach

stage

of

the

journeyFrom

Scaling

to

Future-BuiltInnovate

continuallyFrom

Emerging

to

ScalingBuilding

advanced

capabilitiesFrom

Stagnating

to

EmergingBuild

analways-on,AI-drivedecisionintelligencesystemAt-scale

rollout

oforganization

changesBuilding

foundational

capabilitiesFocus

onAdopt

a

transformation

mindsetAI-and

digital-drivenorchestration

andcustomization

ofinnovation

e?ortshigh-value

usecases

andprocesses

andthe

optimalecosystemDevelop

new

business

modelsCreate

data-driven

ecosystemsSet

a

clear

3-

to5-

year

visionfor

digitizingthe

supplyDevelop

a

digital,

data-drivensupply

chain

strategyIdentify

high-value

use

casesEstablish

processesTarget

AI

at

scaleDevelop

key

digital

channelsUse

digital

and

AIchaintechnologies

to

supportsupply

chain

resilienceand

sustainabilityTake

on

one

supply

chaintransformation

at

a

timeCreate

new

ways

of

workingand

upskill

talent360°visibility

into

the

value

chainDeliver

value

through

PoCData

harmonization

through