Professional Documents
Culture Documents
in Consumer Markets
Control Tower Advantage
March 2013
Bob Heaney
March 2013
Supply Chain Visibility in Consumer
Markets: Control Tower Advantage Analyst Insight
Aberdeen’s Insights provide the
In Aberdeen’s recent Supply Chain Visibility survey (Supply Chain Visibility analyst's perspective on the
Excellence: Mastering Complexity and Landed Costs, March 2012), 127 survey research as drawn from an
respondents indicated the rising complexity and globalization of operations aggregated view of research
(45%) as their top business pressure (Figure 1). Further, the second highest surveys, interviews, and
pressure among all respondents was the need to improve supply chain data analysis.
operational speed and accuracy (40%). These pressures are compounded in
the fast-moving consumer markets where the emergence of new sales Definitions
channels like online, mobile, and call center have further complicated the
supply chain. Aberdeen defines omni-
channel logistics as the art of
The research indicates that omni- and cross-channel logistics processes producing, selling, and fulfilling
(defined in sidebar) are increasing in complexity and importance. Reacting to customer needs for products
this complexity, consumer market companies have reinforced attempts to or services in more than one
strengthen visibility and collaborative execution across their extended sales channel such as stores,
online, call center, catalog,
supply chains. Aberdeen’s Chief Supply Chain Officer survey of 191
wholesale, and mobile. We
enterprises (updated November 2012) denotes that leading consumer define multi-channel
markets are 3.2-times more likely than all other companies to focus on logistics as a combination of
cross-channel logistics (in-bound and out-bound) needs by coordinating two or more of these channels.
product flow across all channels.
Cross-channel logistics is
This Analyst Insight highlights the 39 companies (from the 127 overall) defined as the art of producing,
within the consumer market sector. These companies address the need for selling, and fulfilling customer
effective logistics through timely response to demand regardless of the needs for a product or service
logistics channel dictated by the customer's specific request. The goal for in more than one sales or
leading retailers and suppliers is to work cohesively to ensure that products logistics channel. Cross-channel
logistics is facilitated in the
reach the right place at the right time to produce a seamless experience.
control tower approach
This must happen with visible, integrated operations and elevated levels of defined as a set of integrated
collaboration across all channels. In short, today's supply chain management processes and technologies that
professional is tasked with moving products further and faster than ever support a seamless flow of
before through various channels while striving to decrease logistics costs product from source to end
and increase profitability. consumer, regardless of each of
the various purchase, return,
and exchange preferences.
Business Pressures — Need for Speed
As mentioned above, the pressures of increased complexity and heightened Consumer Markets
comprise retail, food and
demand for speed have supply chain professionals looking for answers. A
beverage, consumer packaged
deeper look reveals supply chain velocity, whether operational speed or goods, and consumer
timeliness of shipment information, is the top (combined) pressure. Velocity
electronics verticals.
is a critical matter for the fast-moving supply chains within consumer
markets. Case in point, the items sold by many of these companies have a
short shelf life either due to high usage (i.e. toiletries or cleaning products)
or perishability (i.e. dairy, meat, or vegetables). For example, "The total shelf
This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies provide for objective fact-based research and
represent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc.
and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc.
Supply Chain Visibility in Consumer Markets: Control Tower Advantage
Page 2
life of fluid milk is about 14 days. In fact, the milk that is on the shelf today
was in a cow about two to three days ago," said Lee Falk, Vice President,
Distribution & Logistics, Dean Foods, at the 2012 Aberdeen Supply Chain
Summit.
The need for speed is obvious, but the actual pressure around increased
supply chain speed is the need to increase the accuracy of demand
forecasting and inventory. Since consumer markets depend on volume to
turn a profit, shelf availability is paramount. Without accurate demand
sensing and/or an accurate view of total inventory (amount by channel and
location), it is almost impossible to integrate logistics to put the right
product in the right place at the right time.
With the focus consumer market companies must have on supply chain
velocity (as mentioned above), it is little wonder that consumer market
companies are 35% more likely to have improving internal visibility and
integration as their top business strategy.
As the adoption levels of new logistics formats and cross channel capabilities
have advanced so have the collaborative technology solutions that
companies have deployed under a control tower platform. For these
solutions as well, the consumer market lead the way in adoption (Figure 3).
For instance, when we examine the capabilities of granular visibility into
warehouse operations (65% of consumer markets), escalating and tracking
capabilities across inbound or outbound flows (50% to 62% range), and pre-
labeling of cartons for DC bypass (43%), we find that companies in the
© 2013 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
Supply Chain Visibility in Consumer Markets: Control Tower Advantage
Page 7
suppliers, and carrier partners for each customer's inbound rather than
outbound network."
The new order management solution moves inbound order tracking and
visibility to a collaborative third-party technology platform and decision
support system. This highly configurable, multi-enterprise platform allows
secured, cloud-based interconnectivity across each customer's supply-
demand network, enabling in-depth visibility to the multi-enterprise
extended supply chain. “Through scalable cloud-based
"In the past, event tracking for inbound orders and shipments was largely supply chain management
limited to internal UPS staff on our in-house legacy systems,” Boike said. technologies such as UPS
Order Watch, our new cloud-
“Now customers, suppliers, third-party carriers, and partners can just plug
based solution powered by GT
into the new cloud-based platform behind its multi-enterprise firewall. Each Nexus, companies are not only
person in the extended supply chain can now go online to input status able to streamline management
changes, monitor exceptions, and transact business, according to their of vendors, but also manage all
permissions and workflow. This allows customers to more efficiently of their inbound shipments via
collaborate with global suppliers and partners and better manage their a single platform. This can
inbound supply chains. By going to a multi-party online platform for inbound, provide opportunities to
we can now complete the loop and offer full traceability from inbound consolidate ocean freight
origin to outbound final delivery for both customers and partners," Boike shipments and improve
went on to say. container usage to realize cost
savings. This is increasingly
important as COOs are looking
Benefits of a Cloud-Based Solution for ways to mitigate ocean
The benefits to customers of closing the loop on inbound-to-outbound transportation costs following
the ocean carrier rate increases
visibility include:
in 2013."
1. Increased customer/supplier control — Enhanced monitoring ~ Tom Boike, Vice President of
of vendor bookings against purchase order (PO) details increases Supplier Management, UPS
inventory control, enabling intervention in early or late shipments
or improper order quantities.
2. Facilitates single version of the truth — Connecting the entire
supply chain community from ocean carriers to suppliers provides a
direct online linkage to the host cloud network, reducing latency,
inaccuracy and redundancy.
3. Move from EDI batching to online — This eliminates the need
for electronic data interchange (EDI) file exchanges between each
customer and supplier or carrier pair. Ocean carriers and suppliers
already on the host cloud platform have immediate interconnectivity
and access to UPS POs and shipments as soon as they enter the
Order Watch system.
4. Enables Collaborative Execution — System-generated
exception alerts, dashboards, and drilldowns help ensure vendor
adherence to customer requirements and provide an online system
for approvals and facilitating PO and shipment-specific
communication between vendor or carrier and customer.
5. Enables DC Bypass and speed to channel — By closing the
loop on inbound-to-outbound visibility the company can enhance its
© 2013 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
Supply Chain Visibility in Consumer Markets: Control Tower Advantage
Page 9
Related Research
B2B Collaboration: No Longer Optional, Global Trade and Supply Chain
May 2012 Management: The Global Imperative;
Transportation Procure to Pay: Spend November 2011
Management Trends under 2011 Transportation Contract, Tender
Globalization; April 2012 and Spend Management; April 2011
Supply Chain Visibility Excellence: Supply Chain Visibility: Fostering Security,
Mastering Complexity and Landed Costs; Resiliency, and Efficiency; February 2011
March 2012 International Transportation: Optimize
Intermodal Optimization- Enhancing Last Cost and Service in a Global Market; July
Mile Visibility and Execution; February 2010
2012
Fulfillment Excellence and Dynamic
Event Warehousing Come of Age;
January 2012
Authors: Bob Heaney, Senior Analyst, Supply Chain Execution
(bob.heaney@aberdeen.com)
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This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies
provide for objective fact-based research and represent the best analysis available at the time of publication. Unless
otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not be
reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by
Aberdeen Group, Inc. (2013a)