Organizational Alignment Study-Summary Charts-May 2013

Organizational Alignment Study:

Summary ChartsMay 2013

Agenda

Study Overview

Alignment

Agility

Sales and Operations Planning (S&OP)

Supply Chain Role

Finance Role

Information Technology (IT) Role

Study Overview

Results from 3 Functional Roles:Supply Chain, Finance and IT

Respondents from a Mix of Discrete and Process Manufacturing Companies

Top Industries Represented Include Consumer Packaged Goods, Food & Beverage

and High Tech & Electronics

Respondents in Supply Chain Roles Come from Companies with Higher Revenue,

$4.4B on Average

Those in Supply Chain Are Mostly Directors+; Those in Finance and IT Tend

to Come from Lower Roles

Those in Supply Chain Role Are More Likely Than Finance or IT to Have

Open Design Network with Suppliers

Those in Supply Chain or IT Roles Are More Likely to Report Having Either a Supply Chain orBusiness Intelligence Center of Excellence

Those in Supply Chain or IT Are More Likely to Have Corporate Social Responsibility Goals

Agenda

Study Overview

Alignment

Agility

Supply Chain Role

Finance Role

Alignment between Manufacturing & Procurement Is Seen as Among the Most Important for All Three Roles

Alignment Is Most Apparent between Manufacturing & Procurement

and Sales & Marketing

Gaps in Alignment Are Among the Highestfor Sales & Operations and Sales & Marketing

For Supply Chain, the Largest Gap in Alignment Importance vs. Performance

Is for Sales & Operations

For Finance, the Most Important Areas forAlignment Are Among the Least Aligned

For IT, Two of the Largest Gaps in Alignment Importance vs. Performance Are for Sales & Marketing

and Manufacturing & Procurement

For Those in Supply Chain, Having a Centerof Excellence Means Greater Alignment forMarketing & Finance and CSR & Operations

For Those in Supply Chain, Having a Mature Agility Definition Means Greater Alignment

between Marketing & Finance

For Those in Supply Chain, Having Higher Agility Means Greater Alignment between Manufacturing

& Procurement, Sales & Operations and Operations & IT

For Those in Supply Chain, Having a More Mature S&OP Goal Means Greater Alignment between

Sales & Finance and Sales & Operations

For All 3 Groups, the Most Common Metrics IncludeOperating Margin, Cost of Goods Sold & Shipments

For All 3 Groups, 3 of the Top 5 Metrics IncludeOperating Margin, Shipments & Cost of Goods Sold

Those with a Supply Chain Center of ExcellenceAre Somewhat More Likely to Track Cost to Serve

Those with a Supply Chain Organization Are More Likely to Track Days of Inventory and Cost to Serve

Those with a S&OP Process Are More Likely to Track Operating Margin, Days of Inventory

and Volume Sold

Supply Chain Respondents Report 5 Most Important Metrics Are Operating Margin, Shipments,

Cost of Goods Sold, Days of Inventory & Volume Sold

For Supply Chain Respondents, the 5 Most Important Metrics Are Operating Margin, Shipments,

Cost of Goods Sold, Days of Inventory & Volume Sold

Finance Respondents Report 5 Most Important Metrics Are Operating Margin, Cost of Goods Sold, Shipments, Return

on Assets, Cash-to-Cash Cycle & Forecast Accuracy

Finance Respondents Report 5 Most Important Metrics Are Operating Margin, Cost of Goods Sold, Shipments, Return on Assets & Cash-to-Cash Cycle

IT Respondents Report 5 Most Important Metrics Are Operating Margin, Market Share,

Cost of Goods Sold, Shipments & Forecast Accuracy

IT Respondents Report 5 Most Important Metrics Are Operating Margin, Market Share,

Cost of Goods Sold, Shipments & Forecast Accuracy

Agenda

Study Overview

Alignment

Agility

Supply Chain Role

Finance Role

The Most Common Definition of “Supply Chain Agility” for All 3 Groups Is

Adapting to Variations in Demand and Supply

All 3 Groups Believe That Supply Chain Agility Is Important

For All 3 Groups, Less Than Half Think TheirSupply Chain Is Agile

Those in Supply Chain Report a Greater Gap in Supply Chain Agility Importance vs. Performance

Those in Supply Chain Are Somewhat More Likelyto Report Increased Agility

Than Those in Finance

For All 3 Groups, the Top Techniques forImprove Agility Include Improved Demand

Forecasting and Lean Manufacturing

Agenda

Study Overview

Alignment

Agility

Supply Chain Role

Finance Role

Those in Supply Chain Are More Likely Than Finance and IT to Report Having a S&OP Process

Those More Likely to Have S&OP Process:Have Supply Chain Organization or

Have Supply Chain Center of Excellence

Those in Supply Chain and Finance Are More Likely to Report Having

Two or More S&OP Processes

For Those in Supply Chain, the Most CommonS&OP Goal Is the Most Mature:

Maximize Opportunity and Mitigate Risk

Nearly Half of Those in Supply Chain Report That Their S&OP Process Is Effective

Among Supply Chain Respondents, S&OPPerformance Is Higher for Delivering Role-based

Views and Running What-if Analyses

For Supply Chain Respondents, the Top S&OP Challenges Are Not Having Technologies

or Executive Support

Supply Chain Respondents Report Wanting aHigher Frequency for S&OP Processes

Nearly Two in Five Supply Chain RespondentsReport That Their S&OP Plan Is Executed

Most or All of the Time

Collaborative Decision Making and Central View of Data Are Top Ways S&OP Technology

Supports Supply Chain Agility

Nearly Two in Five Report the S&OP Group HasResponsibility for S&OP Technology Budget,

Primarily Joint Responsibility

Agenda

Study Overview

Alignment

Agility

Supply Chain Role

Finance Role

Most Supply Chain Respondents Report Having a Formal Supply Chain Organization,

but Less Than One-Third Have Chief SCO

Nearly Half of Supply Chain Respondents with a Supply Chain OrganizationHave Had One for Over 10 Years

Supply Chain Planning, Transportation and Inventory Are Top Functions Reporting Through

the Supply Chain Organization

Most Supply Chain Leaders Report to the CEO, COO or President

Demand and Supply Volatility Are Among TopSupply Chain Pain for All Three Groups

While Those with a S&OP Process Report More Pain About the Speed of Business,

Those Without it Report More Regulations Pain

Over One-Third of Those in Supply Chain ReportHaving a Supply Chain “Center of Excellence”

Those More Likely to Have Supply Chain Center of Excellence: Process Industry, Have Supply Chain Organization, or Have S&OP Process

The Most Common Definition of Supply Chain Excellence Is

“Right Product, Right Place, Right Time at Right Cost”

Most Important Functions of Supply Chain Center of Excellence Are Planning, Identifying

Best Practices, and Strategy

Top Performing Functions of Supply Chain Center of Excellence Are Planning, Goals,

Identifying Best Practices and Strategy

Facilitation of Horizontal Processes and Inventory Strategies Are Functions

with Low Performing Relative to Importance

Over Half of Those with a Supply Chain Centerof Excellence Report It Is Effective

Agenda

Study Overview

Alignment

Agility

Supply Chain Role

Finance Role

Top Operational Finance Goal IsMaximizing Profitability

For Most, Operational Finance Goals AreLimited to the Company Only

Global Goal Setting and Regional PlanningAre Equally Common for Operational Finance

Half Report Company Success AtMeeting Operational Finance Goals

Agenda

Study Overview

Alignment

Agility

Supply Chain Role

Finance Role

One-Third of Those in IT Report Having IT Members with Career Through

Line of Business Roles

IT Respondents Report IT Role Is Focused onKeeping IT Safe and Driving Innovation

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