Overview 1
Catalyst 1
Summary 1
Methodology 1
Executive Summary 2
Introduction 2
Identifying risk in the manufacturing Supply-Chain (Market Focus) 2
Mitigating the risk of Supply-Chain calamity (Strategy Focus) 2
The Supply-Chain Risk Management solution puzzle (Technology Focus) 2
Supply-chain analytics in the US and UK manufacturing industry (Databook) 3
Contents 4
Figures 5
Tables 6
Identifying risk in the manufacturing supply-chain (market focus) 6
Summary 6
Macroeconomic risks weigh heavily on the minds of manufacturers 7
Supply chain security is seen as the most important risk for manufacturers 8
Regulation will continue to be a concern for manufacturers around the world 8
There is risk associated with an increased dependency on IT 9
Security is a major concern for operational IT systems 9
The possibility of IT contract lock-ins worries some manufacturers 9
IT continuity is critical for operational uptime 9
Economic fluctuations pose considerable direct and indirect risk for manufacturers 9
The least risky macroeconomic element is political developments 10
Globalization carries with it its own set of risks for manufacturers 10
Expanding production into new regions is the most risky globalization strategy 11
There is also considerable risk associated with outsourcing to low-cost regions 12
The least risk associated with globalization is sourcing from low cost regions 12
A number of risks are associated with manufacturing supply-bases 13
Relying on a small supply-base is inherently risky 14
The difficulty of managing a large supply-base creates its own set of risks 14
Upstream merger and acquisition activity will have little bearing on manufacturers 15
Customer dynamics also create risk for manufacturers 15
Managing a large customer-base is seen as the riskiest element of customer dynamics 16
Reliance upon small customer-base is a risky strategy for manufacturers 16
Downstream merger and acquisition activity is seen as the lowest risk element of all categories 17
Mitigating the risk of Supply-Chain calamity (Strategy Focus) 18
Summary 18
Improving the visibility of risk is critically important for manufacturers 19
Assessing current risk builds upon supply-chain risk visibility 20
Manufacturers are looking to develop strong supply-chain reaction capabilities 21
Developing contingencies is critical to an agile supply-chain risk management strategy 21
Scenario building and modeling is a complex form of contingency planning that can yield strong benefits 22
Plan execution should form a core component of contingency strategies 23
KPIs and reporting form the backbone of effective supply-chain risk management 23
KPIs or KRIs will need to be formulated to ensure continuous supply-chain risk management 24
Reporting on KRIs and other supply-chain risk dynamics is growing in popularity 24
Linking financial metrics will be key to effective management of supply-chain risk 25
Technology requirements for supply-chain risk management are evolving 25
Supply-chain risk management solutions should integrate with both suppliers and customers 26
Financial aspects of supply-chain risk management solutions will need to interact with ERP 26
Manufacturing companies still have numerous disjointed systems, hampering risk management efforts 26
The supply-chain risk management solution puzzle (technology Focus) 28
Summary 28
Vendors are taking different approaches for the supply-chain risk management market 29
The business intelligence approach focuses on supply-chain risk visibility 29
Sales and operations planning is helping manufacturers with contingency planning capabilities 29
There remains a role for sourcing and procurement within the supply-chain risk management market 30
Overall, manufacturers believe that risk management solutions are adequate, but there is a caveat 30
Manufacturers will also look to services vendors for complex implementations 32
Significant hurdles to adoption of supply-chain risk management solutions remain 33
The competitive dynamics within the supply-chain risk management market are diverse 33
Manufacturers will mostly look to engage with ERP and services vendors 33
Different vendors have different priorities for supply-chain risk management 35
The market for supply-chain analytics is growing quickly 35
Overall growth within the supply-chain analytics market is strong 36
Europe and North America lead investment in supply-chain analytics software 36
The discrete industry represents the biggest opportunity for supply-chain analytics software 37
Automotive and CPG manufacturers will lead discrete investment in supply-chain analytics software 38
The pharma and food & beverage markets will be the largest investors in supply-chain analytics software 39
Chemical and oil & gas manufacturers will invest most heavily in supply-chain analytics software 40
Supply-chain analytics in the US manufacturing industry (Databook) 42
Introduction 42
Supply-chain analytics software in the US manufacturing industry 2006-12 ($m) 43
Supply-chain analytics software in the US by manufacturing industry type 2006-12 ($m) 44
Supply-chain analytics software in US discrete manufacturing 2006-12 ($m) 45
Supply-chain analytics software in US batch manufacturing 2006-12 ($m) 46
Supply-chain analytics software in US process manufacturing 2006-12 ($m) 47
Supply-chain analytics in the UK manufacturing industry (Databook) 48
Introduction 48
Supply-chain analytics software in the UK manufacturing industry 2006-12 ($m) 49
Supply-chain analytics software in the UK by manufacturing industry type 2006-12 ($m) 50
Supply-chain analytics software in UK discrete manufacturing 2006-12 ($m) 51
Supply-chain analytics software in UK batch manufacturing 2006-12 ($m) 52
Supply-chain analytics software in UK process manufacturing 2006-12 ($m) 53
APPENDIX 54
Definitions 54
Methodology 54
Further reading 54
Ask the analyst 55
Datamonitor consulting 55
Disclaimer 55
[Inhaltsverzeichnis ausblenden]
