Business Intelligence Command and Control Center for the Chief Supply Chain Officer

Aberdeen Group, May 2011, Pages: 27

This report benchmarked 149 supply chain related executives on their business intelligence initiatives in March and April 2011. The top pressure that companies are facing is the growing complexity of global operations (57%), the lack of visibility at various nodes of the supply chain (41%) and the need to improve top line revenue (40%). On the other hand, only 33% of companies have had a supply chain business intelligence initiative in place for more than two years. Given this lack of maturity, the need for business intelligence is more than ever before.

The focus of this benchmark report is to identify the top strategic actions that Best-in-Class companies are taking and how they have reached the process maturity required to sustain business value through business intelligence.

This report used four key performance criteria to distinguish the Best-in-Class from Industry Average and Laggard organizations. Best-in-Class companies:

- Had an average cash conversion cycle time of 38.9 days.
- Possessed an average customer service level of 96% delivered to the customer.
- Had an average forecast accuracy rate of 78.7%.
- Decreased their actual warehouse operating cost by 2.1%.

Key Report Benefits:
- Boost Customer Service
- Increase Forecast Accuracy
- Cut Actual Warehouse Operating Costs

Aberdeen's Research Benchmarks provide an in-depth and comprehensive look into process, procedure, methodologies, and technologies with best practice identification and actionable recommendations.

Executive Summary
- Best-in-Class Performance
- Competitive Maturity Assessment
- Required Actions

Chapter One: Benchmarking the Best-in-Class
- Business Context
- The Maturity Class Framework
- The Best-in-Class PACE Model
- Best-in-Class Strategies

Chapter Two: Benchmarking Requirements for Success
- Competitive Assessment
- Capabilities and Enablers

Chapter Three: Required Actions
- Laggard Steps to Success
- Industry Average Steps to Success
- Best-in-Class Steps to Success

Appendix A: Research Methodology
Appendix B: Related Aberdeen Research

List of Figures

Figure 1: Top Pressures Faced by Organizations
Figure 2: Best-in-Class, Industry Average and Laggard Strategic Actions
Figure 3: Length of Time of Adoption of Business Intelligence Initiatives
Figure 4: Pervasive Availability of BI is Key to Best-in-Class Performance
Figure 5: Root Cause Analysis on Cost Metrics
Figure 6: Technology Enablers for Business Intelligence
Figure 7: Satisfaction Level with Business Intelligence Related Areas

List of Charts

Table 1: Top Performers Earn Best-in-Class Status
Table 2: Best-in-Class PACE Framework
Table 3: Unity in Variability across Demand-Supply Networks
Table 4: Competitive Framework
Table 5: Process Granularity and BI requirements
Table 6: Current and Planned Adoption of Deployment Models
Table 7: The PACE Framework Key
Table 8: The Competitive Framework Key
Table 9: Relationship Between PACE and the Competitive Framework

- Sysco
- Cargill
- Coca-Cola
- Kraft
- Kellogg's
- Hormel
- PF Chang's
- Potbelly
- Famous Dave's

Customers who bought this item also bought

• The Year of the Supplier: Perspectives on Supplier Management in 2011
• Mobility in ERP 2011
• Getting Product Design Right the First Time with CFD
• Industrial Networking: Building the Business Case for Industrial Ethernet
• Business Intelligence on the TCO Diet: Slashing the Cost of Insight with Analytical Fitness
• Operational Intelligence: Aligning Plant and Corporate IT
• Workforce Scheduling 2011: Automation Drives Accuracy, Efficiency and Business Outcomes
• Mobile BI: Actionable Intelligence for the Agile Enterprise
• Wireless LAN 2011: Readying the Invisible Network for the Smart Revolution
• Operational Performance Visibility: Improving Decision Timeliness and Accuracy