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1、 供应链行业现状2022 A D I V I S I O N O F F U T U R E 2 执行摘要 供应链组织不断寻求新的解决方案 由于大流行病的挑战依然存在，例如供应、运输和产能限制导致的交货时间延长、消费者需求的复杂模式以及供应商协作压力的增加。尽管存在这些障碍，以供应链为中心的公司在 2022 年的销售额同比增长了 13.02%，高于 2020 年的 8.09%和 2019 年的 8.3%。由于宏观经济趋势和入站成本压力，组织难以管理中断。当前的系统和流程并未让这些组织以最佳和有效的方式管理每个场景。该行业的整体库存水平较疫情前大幅下降，只有 59%的企业手头库存超过 1 个月，

2、较 2020 年的 70%稳步下降。需要注意的是原因是供应限制、健康需求以及它们之间的不匹配，而不是库存的有效利用。在经历了充满挑战的一年后，组织的目标越来越温和，与 2020 年相比，更多的组织达到或超过了他们的目标。然而，由于成本压力增加，该行业继续与定价策略作斗争。在大多数情况下，客户需求的变化限制了转嫁成本的能力，因为企业正在努力减少不需要的库存。由于这种价格压力，投资回报率也受到影响并挤压利润率。3 领导者参加一项深入了解他们的调查 第四年，Blue Ridge 询问供应行业 挑战、可能的解决方案以及技术进步的不断变化的格局如何 Blue Ridge 客户和 SmartBrief 读

3、者揭示了许多困扰该行业的相同问题 在前几年，同时也触及重要的新趋势，以提供对行业发展方向的洞察力。2022 2022 年调查的主要发现包括：年调查的主要发现包括：批发供应商、分销商和制造商继续努力应对供应方面的挑战，例如交货时间长和产能限制，最终导致严重的缺货(OOS)问题。在所有行业中，49%的受访者表示他们无法满足客户需求的时间超过 4%，相比之下 2020 年有 24%的参与者。无论 对于他们的担忧或挑战，受访者的总体反应仍然是手头保留更多库存以减轻不确定性问题。许多领导者希望通过关注生产力来改善财务指标，增加收入增长是整体成功的标志。机器学习和高级分析等技术变革取得了重大进 然而，时至

4、今日，由机器学习支持的先进技术已被证明是行业领导者的制胜战略。出于这个原因，许多组织继续投资于这些工具，以最大限度地提高利润和更好地管展，但许多业内人士仍然表示，很难看到可以证明必要的成本权衡合理的宏观经济投资价值。持续的经济和消费者不可预测性使得利用预测协调、外部数据和情景规划等工具成为每个行业取得成功的基本要素。尽管先进技术逐年受到越来越多的关注，但成功的用例仍然很难找到。理库存水平。受影响的操作。在所有行业中，49%的受访者表示他们无法满足客户需求 超过 4%的时间，而 2020 年参与者的比例为 24%49%20222022年对比年对比 2020 2020 年年 24%24%4 调查详

5、情 与往年一样，供应商、分销商和制造商继续持有更多库存以满足消费者需求，但较长的交货期和产能限制带来了冲突和不确定性。供应商问题因宏观经济趋势的逆风而变得更加复杂。2018 2018 年业绩年业绩|2019|2019 年业绩年业绩|2020|2020 年结果年结果|2022|2022 年结果年结果客户需求的复杂模式客户需求的复杂模式需求波动加剧需求波动加剧（新竞争、新客户、数字电子商务）（新竞争、新客户、数字电子商务）管理新产品介绍管理新产品介绍 /处理事件处理事件促销活动促销活动 20.5%17.7%40.7%43.8%42.2%33.7%60.3%78.8%74.8%74.7%71.9%7

6、2.6%70.00%74.6%日益增长的供应商协作需求日益增长的供应商协作需求 14.1%24.6%41.6%39.5%36.3%44.2%缺乏内部流程和工具缺乏内部流程和工具 34.5%33.8%31.3%24.2%交货期长交货期长 40.2%42.2%37.5%76.3%“组织目前面临或预计在近期面临的主要预测和库存规划挑战5 2022 2022 年调查中提到的最大挑战是：年调查中提到的最大挑战是：交货时间长（76.39%高于 2020 年的 37.5%和 2019 年的 42.18%）供应商协作需求增加（44.23%高于 2020 年的 36.3%和 2019 年的 39.55%）客户需

7、求的复杂模式（70%略低于 2020 年的 72.58%和 2019 年的 71.88%）来自新客户和竞争的需求波动性增加，包括电子商务（60.32%低于 2020 年的 74.63%和 2019 年的 74.81%）虽然后两个挑战在过去四年中仍然具有相当的可比性，但公司现在发现管理较长的交货期比管理新产品的推出更具挑战性，后者在整体调查中跌至第五位。此外，最有可能的直接结果是，公司在处理供应商协作时注意到痛点。这清楚地表明，能见度降低以及运输和容量限制继续困扰着该行业 一个主要途径。组织不得不重新评估和简化现有流程，通常是通过人工干预。该调查非常清楚地描绘了许多企业面临的困境。整个供应链的销

8、货成本、劳动力和运输限制以及成本转嫁难度增加导致成本压力增加 这些因素给消费者带来了整体利润空间的挤压。约 90%的受访者在购买商品并出售给消费者时发现前端成本上升，高于 54.73%2020 年为 63.49%，2019 年为 63.49%。虽然转嫁额外成本的能力比过去的调查有所提高，但许多企业夹在中间，进一步压缩了利润率。当企业评估解决方案时，首要指令应该是关注有效的库存管理和正确的定价。随着客户需求的不断变化，该指令变得更加重要。6 制造制造/灯组件批发分销灯组件批发分销|库存持有天数零售零售 少于少于 7 7 天天 7%7%|1%|1%|3%3%8-8-18 18 天天9%|9%|20

9、%3131-60 60 天天 30%|27%|1919-30 30 天天26%|21%|23%23%81 81 天或更长时间天或更长时间11%|18%|6161-80 80 天天14%|21%|17%14%库存情况 与往年一样，适当的库存管理仍然是几乎每个行业的痛点。自 2020 年以来持有 61 天或以上库存的公司数量略有下降，略微回到上次水平 在 2019 年，持有 19 天至 61 天的库存有所增加，再次上升至 2019 年的水平。尽管在解释数据时这种趋势似乎是一个受欢迎的缓刑，但潜在的推理看起来非常令人担忧。所有数据都表明这是受限供应与健康需求之间不匹配的结果。总的来说，制造和轻型装配

10、看起来更适合管理库存水平，25.28%的库存超过 61 天，这可能是因为它们处于供应链的上游。然而，随着我们从供应商到客户的链条向下推进，库存往往会在系统中停留更长时间，其中 31.43%的库存在零售空间，39.26%的库存在系统中。持有货源超过 61 天的批发分销商。然而，更高的库存天数并不会改善产品可用性或客户服务。更多库存不是解决方案。正确的库存和能够对宏观经济变化做出快速反应的精益供应链是成功的要素。7 通过增加库存解决预测/规划挑战 OHOH-少于少于 7 7 天天|OH|OH-8 8 到到 18 18 天天|OH|OH-19 19 至至 30 30 天天 OHOH-31 31 至至

11、 60 60 天天|OH|OH-61 61 至至 80 80 天天|OH|OH-81 81 天或更长时间天或更长时间 交货期长交货期长 缺乏内部流程和工具缺乏内部流程和工具增加了对供应商协作的需求增加了对供应商协作的需求 管理新产品介绍管理新产品介绍需求波动加剧需求波动加剧（新竞争、新客户、数字电子商务）就需求挑战而言，一个明显的领跑者是缺货问题。在受访者中，有 49.78%的人表示他们无法满足消费者需求的时间超过 4%，大约是往年的两倍，2020 年为 24.83%，2019 年为 26.45%。这反映在其他业务领域，例如零售业，其中 42.86%的企业报告缺货更多 超过 4%的时间。随着时

12、间的推移，这些挑战与库存的积累之间存在着密切的联系。随着企业努力确定消费者需求，他们继续 增加库存以帮助减轻不确定性。在继续前进以更好地理解权衡和风险建模以帮助最大客户需求的复杂模式客户需求的复杂模式程度地减少此问题时，应考虑采用更谨慎的方法。实现业务目标 尽管手头的关键库存连续数周有限，但公司仍然能够实现许多业务目标。在受访者中，32.09%达到或超过了去年的所有业务目标，33.02%达到或超过了他们的销售目标，这两者很可能都受到了价格上涨的支持。另一方面，由于组织努力有效地管理需求，库存和客户服务目标的实现水平已经直线下降，分别为 9.04%和 14.64%。5%7%27%27%18%17

13、%6%6%26%24%18%20%6%11%26%27%14%16%9%13%22%20%16%20%8%12%22%26%18%14%6%10%26%27%17%13%7%8%26%23%19%处理活动处理活动/17%促销活动促销活动8 去年的经营目标达成了吗？2020|2022 超越了我们所有的业务目标超越了我们所有的业务目标 达到达到/超过销售目标超过销售目标 已实现的已实现的库存目标库存目标实现的客实现的客户服务目标户服务目标实现投资目标回报实现投资目标回报9%14.6%12.2%11.2%18.5%23.6%22.3%23.2%32%33%销售增长 与库存增长 2020 0.73%投

14、资回报率仍然是一个全面的挑战，只有 11.21%的受访者实现了他们的目标，低于 2020 年的 12.24%。前一年的激进目标、无法将成本转嫁给消费者以及对不需要的库存管理不善是导致投资回报率不佳或不存在的因素。总体而言，2022 年销售和库存的增长速度要快得多，分别为 13.02%和 11.75%。制造和分销行业的增长更为明显。制造公司销售额增长 15.58%，分销商销售额增长 14.46%。一个外围行业是零售业，其销售增长比库存增长低近 2%，这可能是由于产品放错地方造成的。值得注意的是，在去年达到库存目标的分销商中，他们的平均库存增长比平均销售增长低 1.04%。那些没有达到库存目标的人

15、报告说，他们看到库存和销售额以相似的速度增长。由于这些行业的优先事项继续严重依赖于3.66%改善财务指标，公司 2022 1.04销售量销售量同比增长同比增长%0.49%应该着眼于降低整体成本压力的定价策略，并努力将经库存同比增长库存同比增长营成本转嫁给消费者。9 贵组织的首要任务是什么 改善内部协作改善内部协作提高知名度和外部协作提高知名度和外部协作减少库存减少库存11.8%10.1%10.4%提高生产力提高生产力改善现金流改善现金流12.9%15.9%14%增加收入增长增加收入增长25%实施技术 24.99%的受访者将提高收入增长列为首要任务，显然，更好的库存管理和更高的生产率 将是实现这

16、一目标的重要因素。未能实现目标的公司需要评估其当前的技术战略并检查其基础架构中的痛点以确定可以在哪些方面进行改进。在库存方面，42.6%的公司可以根据物品或客户的重要性提供差异化的服务水平。其他人使用工具根据需求变化(40.81%)评估行动计划，并根据增量服务水平(39.01%)确定成本影响，两者均高于 2020 年的 37.84%答案，2019 年分别为 30.72%和 33.99%。至少 37%的受访者不使用任何计划或生产调度工具作为其销售和运营计划流程的一部分。评估供应链成本和服务权衡2019 2019 年业绩年业绩|2020|2020 年业绩年业绩|2022|2022 年结果年结果 使

17、供应链与业务战略保使供应链与业务战略保34%|38%|39%38%|45%|43%31%|39%|41%35%|34%|39%25%|25%|23%了解提供增量服务级别的成本影响了解提供增量服务级别的成本影响的能力的能力能够根据项目重要性或客户提供差能够根据项目重要性或客户提供差异化异化服务级别服务级别由于需求变化动态评估行动计划的由于需求变化动态评估行动计划的能力能力协调销售、采购和财务计划以达成共协调销售、采购和财务计划以达成共识的能力识的能力没有任何没有任何持一致持一致10 19.2%25%26.7%37.8%35.1%22.4%2019 2019 年的回应年的回应 2020 2020

18、年的回应年的回应 2022 2022 年的回应年的回应 在谈到预测软件时，22.37%的人表示他们当前的 SCP 和库存优化流程不允许他们利用当前的宏观经济趋势，而 50.88%的人承认在评估这些趋势方面仅取得部分成功。2020年和2019年，企业反馈其工艺不具备优势的频率更高。这表明越来越多的公司发现了此类工具提供的指标和策略的价值。许多公司开始明白，如果没有机器学习支持的先进技术，他们根本无法实现预期目标。表示有兴趣投资预测和规划软件的供应商数量在 2022 年达到 31%，而 2020 年这一比例为 39.19%。至少 32%的受访者表示他们 使用这些工具，15%的人说他们发现它们对他们

19、的底线有好处，17%的人承认他们使用这些工具但无法解释 发现价值的数据。随着越来越多的组织投资于机器学习驱动的机会，制定有助于改进其业务模型以保持领先地位的战略变得前所未有的重要 的比赛。42.9%39.9%50.9%您当前的 SCP 和库存优化流程是否定位 您可以利用宏观经济趋势 是是|否否|部分地部分地 11 结论 调、生产计划和成本权衡等最佳实践与革命性的库存管理工具相结合，以实现他们的目标。能够预见未来的组织基本上在其市场中具有优势。这使他们可以自由地建立自己的业务，而无需通过反动策略来依赖宏观经济趋势。随着每个行业的消费者需求不断发展和变化，由机器学习平台提供支持的先进技术提供了有关

20、客户购物方式和地点的宝贵见解。虽然参与 Blue Ridge 调查的许多人尚未投资于这些奖励系统，但这并不与此类计划可以为以供应链为中心的企业提供的价值相矛盾。寻求在来年增加收入的公司也可以意识到需要通过提高可见性和更好的供应商协作来更清晰地管理库存水平。对先进技术的投资可以最大限度地提高公司的盈利能力和整体生产力，使其具有挑战最高水平的必要影响力很明显，供应链行业面临着巨大的挑战，包括管理供应方面的问题，例如交货时间长和产能限制，以及努力理解和满足复杂的客户需求。通过反思这些挑战并继续为了朝着业务目标努力，领导者可以在未来几年推动持续的成功和交付。成功的行业领导者也在利用先进技术最大限度地提

21、高他们所在领域的收益，并将预测协通过正确的定价有效竞争。关于关于 关于关于 A D I V I S I O N O F F U T U R E Blue Ridge 供应链规划解决方案使分销商、零售商和制造商能够利用 通过企业范围内的库存智能化、自动化和同步化，将利润转化为未发现的利润。Blue Ridge 独特地将需求预测、补货、综合业务规划和供应规划相结合，使企业能够主动了解不可预测的情况并分配正确的库存以加速实现顶线和底线结果。在一个唯一不变的是变化的世界里，Blue Ridge 提供了更多的确定性、更快的速度和更多的保证因此公司可以看到购买背后的原因并更快地响应 意外。这就是为什么主要

22、零售商、分销商和制造商在更可预见的未来依赖 Blue Ridge。了解更多信息，去.SmartBrief 为近 600 万高级管理人员、思想领袖和行业专业人士提供服务，是领先的有针对性的商业新闻和定制行业内容的数字媒体出版商。通过结合技术和编辑专业知识，SmartBrief 与领先的贸易协会、专业协会、非营利组织和公司合作，提供最相关的行业新闻和信息。了解 SmartBrief 如何支持您的自定义内容需求： D I V I S I O N O F F U T U R EThe State of the Supply Chain Industry2022EXECUTIVE SUMMARYSupp

23、ly chain organizations continue to seek new solutions as pandemic challenges remain,such as extended lead times caused by supply,transportation and capacity constraints,complex patterns of consumer demand and increasing supplier collaboration strains.Despite these obstacles,supply chain-centric comp

24、anies posted year-over-year sales growth of 13.02%in 2022,up from 8.09%in 2020 and 8.3%in 2019.Organizations struggle to manage disruptions due to macroeconomic trends and inbound cost pressures.The current systems and processes are not positioning these organizations to manage each scenario in an o

25、ptimal and effective manner.The industrys overall inventory on-hand levels have come down significantly from the pre-pandemic period,with only 59%of businesses keeping more than one month of inventory on hand,a steady decline from 70%in 2020.It is important to note that the cause is due to supply co

26、nstraints,healthy demand and the mismatch between them,not the efficient use of inventory.Coming out of a challenging year,organizations have increasingly moderate goals,resulting in more organizations meeting or exceeding their goals when compared with 2020.The industry,however,continues to struggl

27、e with pricing strategies due to increased cost pressure.Shifts in customer demand limit the ability to pass on the cost in most cases,as businesses struggle to draw down unwanted inventory.Return on investment also suffers due to this price pressure and squeezed margin.1 1For the fourth year,Blue R

28、idge asked supply industry leaders to take part in a survey that delves into their challenges,possible solutions and how the evolving landscape of technological advancement has affected operations.Blue Ridge customers and SmartBrief readers brought to light many of the same issues that beset the ind

29、ustry in previous years,while also touching on vital new trends,to offer insight into where the industry is heading.Key findings for the 2022 survey include:Wholesale suppliers,distributors and manufacturers continue to struggle with managing supply side challenges such as long lead times and capaci

30、ty constraints,which ultimately lead to enormous out-of-stock(OOS)issues.Across all industries,49%of respondents reported they could not fulfill customer demands more than 4%of the time,compared with 24%of participants in 2020.Regardless of their concerns or challenges,the overall response from thos

31、e surveyed continues to be to keep more inventory on hand to mitigate the problem of uncertainty.Many leaders look to improve financial metrics by focusing on productivity,with increased revenue growth being the marker for overall success.Technology changes,like machine learning,and advanced analyti

32、cs have gained significant traction,but many in the industry still say it is difficult to see the macroeconomic investment value that would justify the necessary cost tradeoffs.Continued economic and consumer unpredictability make utilizing tools such as forecast reconciliation,external data and sce

33、nario planning essential elements for success across every industry.While advanced technologies gain ever-increasing traction year-over-year,successful use cases continue to be hard to find.To this day,however,advanced technologies powered by machine learning have proven to be a winning strategy amo

34、ng industry leaders.For this reason,many organizations continue to invest in these tools to maximize profit and better manage inventory levels.Across all industries,49%of respondents reported they could not fulfill customer demands more than 4%of the time,compared with 24%of participants in 202049%i

35、n 2022 vs.24%in 20202 2SURVEY DETAILSAs in previous years,suppliers,distributors and manufacturers continue to hold more inventory to meet consumer demands,but long lead times and capacity constraints have brought strife and uncertainty.Supplier problems are compounded through the headwinds from mac

36、roeconomic trends.“COMPLEX PATTERNS OF CUSTOMER DEMAND74.7%71.9%72.6%70.00%INCREASING VOLATILITY OF DEMAND(NEW COMPETITION,NEW CUSTOMERS,DIGITAL E-COMMERCE)78.8%74.8%74.6%MANAGING NEW PRODUCT INTRODUCTIONS40.7%43.8%42.2%HANDLING EVENT/PROMOTIONAL ACTIVITIES20.5%17.7%24.6%14.1%INCREASING SUPPLIER COL

37、LABORATION NEEDS41.6%39.5%36.3%LACK OF INTERNAL PROCESSES AND TOOLS34.5%33.8%31.3%24.2%LONG LEAD TIMES40.2%42.2%37.5%76.3%60.3%33.7%44.2%Top forecasting and inventory planning challenges organizations currently face or expect to face in the near-term2018 RESULTS|2019 RESULTS|2020 RESULTS|2022 RESULT

38、S3The top challenges cited in the 2022 survey were:Long lead times(76.39%up from 37.5%in 2020 and 42.18%in 2019)Increasing supplier collaboration needs(44.23%up from 36.3%in 2020 and 39.55%in 2019)Complex patterns of customer demand (70%slightly down from 72.58%in 2020 and 71.88%in 2019)Increasing v

39、olatility of demand from new customers and competition,including e-commerce(60.32%down from 74.63%in 2020 and 74.81%in 2019)While the two latter challenges remained fairly comparable over the past four years,companies now find it exorbitantly more challenging to manage long lead times than managing

40、introductions for new products,which fell to the fifth spot on the overall survey.In addition,and most likely as a direct result,companies note pain points when dealing with supplier collaboration.This is a clear indication that reduced visibility,as well as transportation and capacity constraints c

41、ontinue to plague the industry in a major way.Organizations have had to reevaluate and streamline existing processes,often through manual intervention.The survey paints a very clear picture of the struggles many businesses face.Increased cost pressures from COGS,labor and transportation constraints

42、throughout the supply chain and difficulty in passing the cost of these factors to the consumer have squeezed the overall margin.About 90%of respondents observed rising costs on the front end,when purchasing goods to sell to consumers,up significantly from 54.73%in 2020 and 63.49%in 2019.While the a

43、bility to pass on additional costs has increased from past surveys,many businesses are caught somewhere in the middle,squeezing their margins even further.As businesses evaluate solutions,the prime directive should be a focus on effective management of inventory coupled with right pricing.This direc

44、tive becomes even more significant as customer demand continues to shift.4 4THE INVENTORY PICTUREAs in previous years,proper management of inventory continues to be a pain point within almost every industry.The number of companies holding 61 days or more of inventory has slightly decreased since 202

45、0,returning somewhat closely to the level last seen in 2019,while those holding stock between 19 and 61 days has increased somewhat,again rising to meet 2019 levels.Although this trend seems to be a welcome reprieve when interpreting the data,the underlying reasoning looks to be quite concerning.All

46、 data points to this being the result of a mismatch between constrained supply and healthy demand.In general,manufacturing and light assembly look to be better placed in managing inventory levels,with 25.28%of supply stocked over 61 days on hand,possibly because they are upstream in the chain.As we

47、progress down the chain from supplier to customer,however,inventory tends to stay in the system longer,with 31.43%of those in the retail space and 39.26%of wholesale distributors holding supply for more than 61 days.However,higher days on hand does not improve product availability or customer servic

48、e.More inventory is not the solution.Right inventory and a lean supply chain that can quickly react to macroeconomic changes are the ingredients to success.MANUFACTURING/LIGHT ASSEMBLY WHOLESALE DISTRIBUTION|RETAILLESS THAN 7 DAYS 7%|1%|3%8-18 DAYS 9%|9%|20%19-30 DAYS 26%|21%|23%31-60 DAYS 30%|27%|2

49、3%61-80 DAYS 14%|21%|17%81 DAYS OR MORE 11%|18%|14%Days on Hand by business5One clear front-runner in terms of challenges with demand is the out-of-stock question.Among survey respondents,49.78%reported that they could not meet consumer demand more than 4%of the time,about double the figures from pr

50、evious years,24.83%in 2020 and 26.45%in 2019.This is mirrored across other business segments,such as retail,where 42.86%of businesses reported being out of stock more than 4%of the time.There is a strong connection between these challenges and the buildup of inventory over time.As businesses fight t

51、o pinpoint consumer demand,they continue to pad up inventory to help mitigate uncertainty.A more cautious approach should be considered when moving forward to better understand the tradeoffs and the risk modeling to help minimize this problem.MEETING BUSINESS GOALSDespite having limited crucial inve

52、ntory on hand for weeks on end,companies were still able to achieve many of their business goals.Of the respondents,32.09%achieved or exceeded all of last years business goals and 33.02%met or exceeded their sales goals,both most likely supported by price inflation.On the other side of the coin,achi

53、evement levels of inventory and customer service goals have plummeted,at 9.04%and 14.64%respectively,due to organizations struggling to manage demand effectively.5%7%27%27%18%17%6%6%26%24%18%20%6%11%26%27%14%16%9%13%22%20%16%20%8%12%22%26%18%14%6%10%26%27%17%13%7%8%26%23%19%17%Forecasting/planning c

54、hallenges addressed through increased inventoryOH-LESS THAN 7 DAYS|OH-8 TO 18 DAYS|OH-19 TO 30 DAYS OH-31 TO 60 DAYS|OH-61 TO 80 DAYS|OH-81 DAYS OR MORECOMPLEX PATTERNS OF CUSTOMER DEMANDLONG LEAD TIMESLACK OF INTERNAL PROCESSES AND TOOLSINCREASING SUPPLIER COLLABORATION NEEDSHANDLING EVENT/PROMOTIO

55、NAL ACTIVITIESMANAGING NEW PRODUCT INTRODUCTIONSINCREASING VOLATILITY OF DEMAND (new competition,new customers,digital e-commerce)6 6Return on investment managed to remain a challenge across the board,with only 11.21%of those surveyed achieving their goals,down from 12.24%in 2020.Aggressive goals fr

56、om the previous year,the inability to pass costs to consumers and the mismanagement of unwanted inventory are factors in less-than-optimal or nonexistent ROI.Overall,sales and inventory grew at a much faster pace in 2022,at 13.02%and 11.75%,respectively.The growth was more pronounced in the manufact

57、uring and distribution industries.Manufacturing companies noted a 15.58%sales growth,and distributors sales increased 14.46%.The one outlying industry was in retail,where sales growth was almost 2%lower than inventory growth,possibly due to misplaced product.Remarkably,among distributors that met in

58、ventory goals last year,their average inventory growth was 1.04%less than average sales growth.Those who missed inventory goals reported seeing inventory increase alongside sales at a similar rate.As the priorities within these industries continue to lean heavily on improving financial metrics,compa

59、nies should look toward pricing strategies that decrease cost pressures overall and work toward more diligently passing the cost of doing business to consumers.3.66%0.73%0.49%1.04%20202022Sales growth vs.inventory growthSALES YEAR-OVER-YEAR GROWTHINVENTORY YEAR-OVER-YEAR GROWTHACHIEVED INVENTORY GOA

60、LS9%EXCEEDED ALL OUR BUSINESS GOALS32%ACHIEVED CUSTOMER SERVICE GOALS14.6%MET/EXCEEDED SALES GOALS33%ACHIEVED RETURN ON INVESTMENT GOALS11.2%22.3%18.5%23.2%23.6%12.2%Have you achieved last years business goal?2020|2022710.4%11.8%25%10.1%12.9%15.9%14%REDUCE INVENTORYIMPROVE INTERNAL COLLABORATIONINCR

61、EASE REVENUE GROWTHIMPROVE VISIBILITY AND EXTERNAL COLLABORATIONALIGN SUPPLY CHAIN WITH BUSINESS STRATEGYIMPROVE PRODUCTIVITYIMPROVE CASH FLOWEvaluating the supply chain cost&service tradeoffs2019 RESULTS|2020 RESULTS|2022 RESULTSABILITY TO KNOW THE COST IMPACT OF PROVIDING INCREMENTAL SERVICE LEVEL

62、 ABILITY TO OFFER DIFFERENTIATED SERVICE LEVEL BASED ON ITEM IMPORTANCE OR CLIENT ABILITY TO DYNAMICALLY EVALUATE THE ACTION PLAN BECAUSE OF DEMAND CHANGES ABILITY TO RECONCILE SALES,PURCHASING AND FINANCIAL PLANS TO A CONSENSUS PLAN NONEWhat are your organizations top priorities34%|38%|39%38%|45%|4

63、3%31%|39%|41%35%|34%|39%25%|25%|23%IMPLEMENTING TECHNOLOGYWith 24.99%of respondents citing increasing revenue growth as their top priority,it is clear that better inventory management and increased productivity will be important factors to reach this goal.Companies falling short of their goals need

64、to evaluate their current technological strategies and examine pain points within their infrastructure to determine where improvements can be made.When it comes to inventory,42.6%of companies can offer differentiated service levels based on the importance of items or clients.Others use tools that ev

65、aluate action plans based on demand changes(40.81%)and determine cost impacts in terms of incremental service levels(39.01%),an increase from 37.84%in 2020 for both answers,and 30.72%and 33.99%,respectively,in 2019.At least 37%of respondents do not use any planning or production scheduling tools as

66、a part of their sales and operations planning process.8 8When it comes to forecasting software,22.37%said their current SCP and inventory optimization processes do not allow them to take advantage of current macroeconomic trends,while 50.88%admitted only partial success in evaluating these trends.In

67、 2020 and 2019,companies responded more frequently that their processes were not advantageous.This points to a growing number of companies finding value in the metrics and strategies provided by such tools.Many companies are starting to understand that without advanced technologies powered by machin

68、e learning,they simply cannot reach their desired goals.The number of suppliers who expressed interest in investing in forecasting and planning software came in at 31%in 2022,compared with 39.19%in 2020.At least 32%of respondents said they used these tools,with 15%saying they found them beneficial t

69、o their bottom line,and 17%acknowledged they use these tools but were unable to interpret the data to find value.As more organizations invest in machine learning-powered opportunities,it has never been more important to develop strategies that can help improve their business models to stay ahead of

70、the competition.2022 RESPONSES2020 RESPONSES39.9%35.1%25%42.9%37.8%19.2%50.9%22.4%26.7%2019 RESPONSESDo your current SCP&inventory optimization processes position you to take advantage of the macro economic trends YES|NO|PARTIALLY9CONCLUSIONIts clear that the supply chain industry has faced monument

71、al challenges,including managing supply side issues such as long lead times and capacity constraints as well as working to understand and meet complex customer demands.By reflecting on these challenges and continuing to work toward business goals,leaders can drive continued success and delivery in t

72、he coming years.Successful industry leaders are also utilizing advanced technologies to maximize gains in their field and blending best practices such as forecast reconciliation,production planning and cost tradeoffs with revolutionary inventory management tools to achieve their goals.Organizations

73、that can anticipate what is to come essentially have the advantage within their market.This gives them the freedom to build up their business and not need to rely on macroeconomic trends with reactionary strategies.As consumer demand continues to evolve and change across every industry,advanced tech

74、nologies,powered by machine learning platforms,provide valuable insights into how and where customers shop.While many who participated in the Blue Ridge survey have yet to invest in these rewarding systems,it does not contradict the value such programs can provide to supply chain centric businesses.

75、Companies seeking to increase revenue in the coming year can also appreciate the need to manage inventory levels with more clarity from increased visibility and better supplier collaboration.Investment in advanced technologies maximizes a companys profitability and overall productivity,giving it the

76、 necessary leverage to challenge even the highest level of competition effectively with right pricing.1010Serving nearly 6 million senior executives,thought leaders and industry professionals,SmartBrief is the leading digital media publisher of targeted business news and custom industry content.By c

77、ombining technology and editorial expertise,SmartBrief delivers the most relevant industry news and information in partnership with leading trade associations,professional societies,nonprofits and corporations.Learn how SmartBrief can support your custom content needs: Ridge Supply Chain Planning so

78、lutions empower distributors,retailers and manufacturers to tap into undiscovered margin through enterprise-wide inventory intelligence,automation and synchronization.Blue Ridge uniquely combines Demand Forecasting,Replenishment,Integrated Business Planning and Supply Planning so that businesses can

79、 proactively understand the unpredictable and allocate the right inventory to accelerate top-and bottom-line results.In a world where the only constant is change,Blue Ridge provides more certainty,more speed and more assurance so companies can see the why behind the buy and respond faster to the unexpected.Thats why major retailers,distributors and manufacturers rely on Blue Ridge for a more foreseeable future.For more information,go to .ABOUTABOUTA D I V I S I O N O F F U T U R E