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1、Gartner,Inc.|G00785139Page 1 of 38Power of the Profession Supply Chain Awards2023:Global,Social and E2E Innovation RisePublished 15 February 2023-ID G00785139-49 min readBy Analyst(s):Eric ODafferInitiatives:Supply Chain LeadershipGartners ninth Power of the Profession Supply Chain Awardsfeature adv
2、ances in process,technology,customer/patientinnovations,people breakthroughs and social impact.CSCOs canlearn from our 20 finalists and four winners:Zuellig Pharma,Procter&Gamble,Vodacom,and overall winner,Microsoft.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Pa
3、ge 2 of 38OverviewKey FindingsMicrosoft was awarded the Power of the Profession Supply Chain Breakthrough of theYear for 2023 for developing a sentient supply chain with end-to-end,real-time visibility.Microsoft also won the Process or Technology Innovation of the Year Award for thisbreakthrough.The
4、 three other category winners,along with 14 of our 20 finalists overall,had a globalfocus:A record number of 153 submissions were received for the 2023 Power of the ProfessionAwards,up 83%over last year.Of this increase,43%came from small-andmidcapitalization companies(less than$10 billion in revenu
5、e),increasing the number ofsubmissions five times for organizations this size over 2022.RecommendationsChief supply chain officers(CSCO)responsible for strategic leadership should:Vodacom won the Customer or Patient Innovation Award for developing a healthcarecold-chain beyond COVID-19 in Africa.Pro
6、cter&Gambles(P&Gs)Saksham Initiative won the People Breakthrough of theYear Award for delivering equality and inclusion to a production plant in Goa inwestern India.Zuellig Pharma won the Social Impact of the Year Award for developing eZTracker,an end-to-end supply chain traceability solution powere
7、d by blockchain for theAssociation of Southeast Asian Nations.Systematize innovation and breakthrough program development.Leading initiativestypically develop as organizations intentionally work to break new ground onproblems outside continuous improvement efforts.Study the Power of the Profession w
8、inners and finalists case studies,seekinginspiration for their initiatives as well as those of their teams.Some of these effortsmay directly apply to a supply chain challenge at their organization and are sharedhere to inspire and catalyze action across the industry.This research note is restricted
9、to the personal use of xxx.Gartner,Inc.|G00785139Page 3 of 38AnalysisAwards Had Key Themes Aligned to the Rise in Innovation in 2023Our 2023 Power of the Profession Supply Chain Awards showcase powerful initiativesthat enhance communities and the environment while delivering results that benefitbusi
10、nesses,communities,stakeholders and customers.The category winners are outlinedin Figure 1 and will be covered in detail in the balance of this research.Figure 1:2023 Award WinnersThe awards had a few key themes this year aligned to the rise in innovation overall.Thefirst theme is the rise of global
11、 initiatives,with 14 of our 20 finalists and three of our fourcategory winners having a global focus.Specifically,three of these winners focused onsolving big problems in Asia and Africa,directly impacting the quality of life in historicallyunderserved regions.In 2021 and 2022,we had a few globally
12、focused submissions,butthis year was much greater and it translated into winning in the categories.Set a goal to share their supply chain advancements to enhance the profession.Doing great things and sharing them builds stronger supply chains across industriesand attracts talent to the profession.Th
13、is research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 4 of 38The second is the rise of social impact,with 129%growth in that category.Some amazingsustainability innovations were represented by the finalists.And,last but not least,the riseof the midcap and small-cap com
14、panies.We issued a challenge for highlightinginnovation and these organizations responded,representing 26%of our submissions thisyear versus 9%in 2022(see March Madness for Supply Chain Innovation:Seeking Smalland Midmarket Companies).Smaller enterprises can innovate in supply chain and welllook for
15、 more innovations from this group in the future.Highlights of the finalists and winners this year include:IntroductionThe Gartner Power of the Profession Supply Chain Awards spotlight new initiatives thatmade a substantial impact in four award categories,with an overall winner also selectedfor the s
16、upply chain breakthrough of the year(see Table 1).Each initiative demonstratessignificant investment and commitment to people as critical enablers of supply chainstrategy and business performance,and we celebrate them all.We expanded our numberof finalists this year to highlight the tremendous advan
17、ces these companies are makingand the growing competition in each of the categories.The table shows the companiescompeting in each category and highlights the winner in each.Developing new platforms and programs to improve performance,gain efficiencyand reduce costs.Improving the experience for cust
18、omers or patients,including accelerating service,enhancing care and delivering life-saving medicines.Creatively addressing labor challenges,embracing diversity and inclusion,andimproving employee safety and well-being.Innovating in new areas to impact global sustainability and working conditions for
19、people.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 5 of 38Table 1:Gartner Power of the Profession Supply Chain Awards 2023(Enlarged table in Appendix)There was a broad representation of industries in the submissions:High technology was the leading area,repr
20、esenting almost 23%.Consumer goodsrepresented 17%;life sciences 16%.No other industry segment represented more than 10%of the total.The top innovationcategories were:Process or Technology Innovation at 48%.Social Impact at 26%.Customer or Patient Innovation at 15%.This research note is restricted to
21、 the personal use of xxx.Gartner,Inc.|G00785139Page 6 of 38Microsoft won both our Supply Chain Breakthrough ofthe Year along with the Process or TechnologyInnovation of the Year,garnering the most first-placevotes for companies in each category.Microsoftdemonstrated that technology forwards innovati
22、onsand that breaking new ground with substantial impactto the enterprise can win,especially in process andtechnology,and even in the overall breakthrough of theyear.The company managed a cost avoidance of$550million while increasing sales and improving efficiency a huge impact at scale for quick act
23、ion in achanging environment caught the eye of our judges.Congratulations to Microsoft.Overall,Power of the Profession submissions increased by 70 over 2022,with growth inevery category.Social Impact rose the most by percentage with a 129%increase insubmissions.Process or Technology Innovation had t
24、he largest volume increase with 40more submissions than in 2022.For the case studies shared below,these are directly from the company submissions ineach category revised and edited lightly for consistency and size.Supply Chain Breakthrough of the YearBack to topWinner:MicrosoftPeople Breakthrough at
25、 11%.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 7 of 38Customer or Patient Innovation of the YearBack to topSupply chains are tasked with meeting increasing demands from customers and patients.Zuellig Pharma won the Customer or Patient Innovation of the Ye
26、ar for its eZTrackerinitiative,making healthcare safer through a blockchain-enabled,track-and-tracetechnology for pharmaceutical products in Southeast Asia.The other four finalists in thiscategory include Corewell Health,Dyson,Pfizer and Woolworths Group.These companies:Winner:Zuellig Pharma eZTrack
27、er:Making Safe Healthcare More Accessible FromPlant to Patient With BlockchainData silos in pharma hinder supply chain visibility andstifle collaboration across healthcare,resulting invulnerabilities and inefficiencies which cause monumentaldisruption and threaten patient safety.With its low digital
28、 maturity,the pharmaindustry cannot orchestrate a coordinated response in a timely fashion to addressissues like counterfeits,poor cold-chain management and medicine shortages.To make safe healthcare more accessible,Zuellig Pharma developed eZTracker,thefirst production-grade,end-to-end supply chain
29、 traceability solution powered byblockchain.Live in five markets,eZTracker is an award-winning solution that tracksmore than 2.9 million products and connects more than 53,000 active users onblockchain.Achieved positive,quantifiable impacts on customers or patients,thanks to supplychain innovations
30、in loyalty.Overcame significant barriers to improve customer and patient experience andhealth outcomes.Employed holistic,customer-centric approaches that leverage customer quality dataanalysis,overhauling systems and working with coalition partners.This research note is restricted to the personal us
31、e of xxx.Gartner,Inc.|G00785139Page 8 of 38Breaking the data silos in pharma is crucial to tackle supply chain inefficiencies likecounterfeits,which cost the industry more than$2.6 billion in Association ofSoutheast Asian Nations(ASEAN)alone.A trusted system and strong collaborationbetween stakehold
32、ers are key to improve supply chain resilience andpharmacovigilance.eZTracker now enables pharmaceutical manufacturers,patientsand healthcare practitioners(HCPs)to participate in data sharing,with extended usecases of integrating blockchain with warehouse platforms,a patient-facing mobileapplication
33、,and an interactive dashboard for real-time verification and datatransparency.A first mover in the enterprise blockchain space,eZTrackers multicloud and vendor-agnostic architecture empowers enterprises to join the blockchain quickly and unlockgreater digital resiliency.Beyond anti-counterfeit verif
34、ication,other potential use casesinclude effective product recall management,cold-chain monitoring,autoreplenishment,e-product information and more.Benefits:Today,eZTracker empowers patients and HCPs across five markets with:More than 53,000 app users.More than 3 million products tracked on the bloc
35、kchain.More than 150,000 scans.The eZTracker mobile app proved to be a crucial verification tool in 2021 whenZuellig Pharmas team was notified of a third-party selling clients products onsocial media platforms at prices significantly cheaper than most retailers.Uponinvestigation,the client released
36、a statement to clarify that the products soldwere not distributed by them.To help consumers differentiate authorizedproducts from potentially harmful counterfeits,the eZTracker mobile app wasannounced as the official verification application for customers to scan andverify their products.Zuellig Pha
37、rmas clients partnered with the company to use blockchain toimprove cold-chain monitoring.With end-to-end traceability,the client can extractaccurate reports to provide greater accountability and assurance.When a leading vaccine manufacturer required a GS1(a standard mandated inThis research note is
38、 restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 9 of 38FinalistsCorewell Health Early Warning Score:Disrupting Medical Supply DisruptionMedical supply shortages created by the global COVID-19pandemic have been a daily challenge for healthcareprovider supply chain teams.In 2020,shor
39、tages startedwith personal protective equipment(PPE),sanitizing products and testing supplies,butsoon spread into many other supply categories.Coupled with the fact that it wasunknown how long the supply challenges would persist,the sheer volume of productsaffected made it extremely difficult for th
40、ose procuring the products.Corewell HealthSupply Chain Purchasing,responsible for procuring these supplies,initially relied on itsstandard practice:Focusing its efforts on the highest volume items.the U.K.health sector)serialization tracking solution for their vaccine distributionhub involving more
41、than 15 countries,eZTracker was appointed as the solutionof choice.This project improved turnaround time,streamlined processes andhelped achieve greater operational efficiency.Corewell Health Supply Chain,with clinician input,created an early warning score(EWS)for approximately 12,000 medical supply
42、 SKUs,resulting in a proactiveplanning process addressing potential backorders,recalls and product inventorymonitoring.These actions reduced disruption in critical medical supplyavailability during a worldwide supply chain crisis.The early warning score algorithm accounts for practice change require
43、ments,substitute complexity,criticality to care,item class and item usage throughoutthe health system.Supply chain teams have realized increased efficiency,reduced overnight deliveryfees and enhanced trust and collaboration between supply chain and clinicalstakeholders.This research note is restrict
44、ed to the personal use of xxx.Gartner,Inc.|G00785139Page 10 of 38The goal of EWS is to proactively identify and prioritize those items most critical toclinical operations so potential problems could be recognized early enough to avoidstock-out situations.In creating this innovative approach to backo
45、rders,CorewellHealth buyers began the backorder mitigation process when days-on-hand supplylevels fell below its score-based threshold.For high-risk items,this process wouldbegin when a backorder had been found and stock was 18 days on hand.Moderaterisk items have a threshold of 10 days on hand and
46、low-risk items have a threshold offive days or less on hand.Benefits:Dyson From Seven Days to Seven MinutesAt the time of EWS implementation in early 2022,Corewell Health had nearly 800monthly stock-outs.Within the first five months of implementation,there was a38%decrease in stock-outs,avoiding rou
47、ghly 300 monthly stock-outs.This datawas further verified over the next three months when monthly stock-outs hoveredbetween 300 and 325.The direct and indirect impacts of this significant improvement cannot beunderstated.Within the supply chain,avoiding stock-outs allows purchasing,sourcing,value an
48、alysis and all functional areas affected by unplanned stock-outs to focus on their daily operational priorities.While not measured,reduction of unplanned,last-minute stakeholder meetings,team members working evenings and weekends,and the elimination of stock-outdisruptions,have made significant impr
49、ovements to the teams efficiency andability to drive forward other initiatives.Reduction of overnight freight and shipping costs for just-in-time substituteproducts have also been realized.EWS has not only ensured more products on shelves to take care of patients,butit has also instilled a higher de
50、gree of trust and collaboration between the supplychain teams and clinical stakeholders.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 11 of 38Starting in 2021,engineers at Dyson,the household appliance manufacturer,havebeen leading the digital transformation
51、of the companys customer service model.During that time,its gone from a traditional return-to-base service model to a virtualservice engineer(VSE)online service model.In traditional after-sales service,customers would either send back their machines orbring them to a service center.Service would nor
52、mally require seven days of cycle time,a period in which customers might become annoyed by the inability to use their Dysontechnology.Under COVID-19 restrictions,moreover,the impact on logistics,as well asthe effect of interruptions,could mean an even worse customer experience.Dysons engineers belie
53、ved that a digital solution could be a more effective andefficient way to address customer complaints,while also allowing the company tohave more direct communication with consumers.After all,Dyson had observed thatmore than 30%of the consumer complaints were about technology awareness ormisuse of p
54、roducts,not quality or performance issues,which would necessarily requirea return-to-base model of service.What makes the VSE solution unique is the way it engages with customers.Instead ofwaiting for days without a visual on products and the repair process,customers areinvited at their consent and
55、with their privacy protected into a video chat withDyson engineers.These engineers show them how products can be best used andoffer tips that consumers might find helpful in daily life.This one-to-one livepresentation not only helps build up customers self-service capabilities and reduce theoverall
56、number of complaints and cost,but it also helps to improve Dyson engineersskill set in communicating and better understanding customer needs.Benefits:Pfizer An Accord for a Healthier WorldThe VSE model has reduced service time significantly,from seven days to sevenminutes.The program had far-reachin
57、g financial impacts,saving the company$20million.It also helped Dyson in cutting 4,000 tons of carbon emissions through a muchreduced use of packaging and freight in three years.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 12 of 38Patients incomes shouldnt a
58、ffect health outcomes,andgeography shouldnt impact quality of care.Yet for asmany as 1.2 billion people living in lower-income countries,healthcare investment remains highly inequitable,andessential medicines and vaccines take four to seven years longer to reach them,if theybecome available at all.P
59、eople living in these countries are disproportionatelyimpacted by noncommunicable diseases(NCDs).Pfizer believes that better health is possible for everyone everywhere and that allpeople deserve access to high-quality,safe and effective healthcare solutionsirrespective of income or geography.That is
60、 why the company came together withgovernments and other entities to launch An Accord for a Healthier World.In partnership with governments and global health partners,Pfizer aims to addresssome of the challenges and systemic barriers that limit or prevent equitable access tomedicines and vaccines.Th
61、e company plans on providing breakthrough preventionand treatment options for millions of people impacted by deadly infectious diseaseslike COVID-19 and pneumonia,as well as certain cancers and rare and inflammatorydiseases.Benefits:An Accord for a Healthier World(AAHW)is an initiative by Pfizer foc
62、used onreducing the health inequities that exist between many lower-income countriesand the rest of the world.The company does this by providing Pfizers patented,high-quality medicines and vaccines available in the U.S.or EU on a not-for-profitbasis.Partners and participating governments collaborate
63、d to identify quick andefficient regulatory pathways and procurement processes to reduce time taken tomake new medicines and vaccines available in these countries.Pfizers supply teams worked quickly always with safety,quality andcompliance at top of mind to deliver the first medicines to help patien
64、ts inRwanda.This delivery was an outcome of a successfully orchestrated supplystrategy,designed to support all markets included in the Accord Program.During the first executed order,1,500 treatment doses of oncology and vaccinemedicines were shipped to Rwanda.As the program grows and reaches the 45T
65、his research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 13 of 38Woolworths Group Supply Chain as a Service:“Primary Connect+”The Woolworths Group provides a supply chain service fornot only Woolworths Group businesses,but also forexternal business customers.It is now br
66、anded as anecosystem:“Primary Connect.”In October 2020,the Primary Connect rebranding broughttogether all Australian Woolworths Group supply chain team members under thePrimary Connect brand,allowing more services to be offered.This milestone wasreferred to as the beginning of the companys team“beco
67、ming Primary Connect,”referring to the multiyear transformational journey it was embarking on to provide afull-service supply chain offering for other companies.In 2022,Woolworths Group considered itself to have become Primary Connect,providing supply chain services,solutions and technology,working
68、with its partnerscontinually to find smarter and safer ways of doing business,and realizing more than$1 billion in revenue(doubling in three years).Woolworths Group refers to theinnovative commercial side of its business as“Primary Connect+,”and it is nowproviding services that include:markets in sc
69、ope,Pfizer plans to improve the health of approximately 1.2 billionpeople living in these countries on a not-for-profit basis.Supply chain security until the last mile:Serialization is utilized to uniquelyidentify each product,enabling end-to-end traceability.Product movements aresystematically capt
70、ured,and information stored,to enable real-time dataexchange with the last-mile traceability solution.This has drastically reduced thetime to respond to exceptions and intervene in case of deviations.The program utilized existing manufacturing and planning systems toaccommodate for volatility in dem
71、and from the target countries.Pfizer is also utilizing its Global Health Teams(GHT)program to deploy targetedsubject matter experts(SMEs)to drive skill-based assessments,includingcapability building for vaccines programing and for maintenance of cold-chainequipment.Providing sustainable and safe ser
72、vices to Woolworths Group brands andThis research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 14 of 38Benefits:external customers and 1,300 partners(storage,freight,international)in Australiaand New Zealand to streamline their supply chains.Securing inbound stock into Wo
73、olworths Groups distribution centers(DCs)more than 52%of inbound on Primary Connect+.Digitizing Woolworths Groups operations for commercialization.Culture change to servicing internal and external customers(suppliers).Establishment of a business development team to develop solutions forsuppliers and
74、 customers.Development of commercial services to a major liquor retailer.Latent storage solutions colocated in Woolworths DCs(ability to transfer stockwith no movement).This includes ambient,chilled and frozen capabilities.International solutions developed,including sourcing and custom clearances.El
75、ectronic proof of delivery to suppliers.Driver app(for carrier partners)for visibility.Data insights and dashboard.Customer self-service booking and visibility online tool.Development of transport hubs to optimize cost and reduce“miles.”Development of new sustainable truck designs for long haul(road
76、 trains).This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 15 of 38Process or Technology Innovation of the YearBack to topSupply chains faced with growing complexity and volatility are under pressure to adapthow they operate in order to meet customer needs and ac
77、hieve business results.Alongwith winner Microsoft,the four other finalists this year include AB InBev,JD.com,MTNGroup and Schneider Electric.These companies:Winner:Microsoft Real-Time Visibility Enabling a Sentient Supply ChainAs the COVID-19 pandemics effects on supply anddemand waned in 2022,chang
78、ing market conditionsrequired Microsofts Devices Supply Chain(DSC)team to make some difficultdecisions to enable a quick pivot from a supply-constrained environment to a fullyorder-driven model.This pivot allowed Microsoft to avoid significant inventory risks.The DSC team invested in digital transfo
79、rmations that created capabilities for data-driven and actionable insights to drive these decisions.Microsoft wanted to develop asentient supply chain that was“all-sensing and monitoring,”predictive and able toconsistently optimize itself in real time.This meant building end-to-end(E2E)visibility,fr
80、om tracking every raw material to finished goods sales,returns and repair operations.Achieved outstanding and quantifiable business performance,thanks tobreakthrough supply chain innovations in process engineering or technologyapplication.Established major visibility and agility enhancements.Built a
81、nd relied on strong relationships with ecosystem partners,IT and internalcustomers.Challenged existing ways of working and piloted(as well as scaled)new,innovativeapproaches.DSC avoided$550 million-plus in inventory risks by transforming its supply chainfrom being reactive and high-touch to a sentie
82、nt,all-sensing,real-time,predictiveThis research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 16 of 38Prior to this sentient supply chain transformation,these types of decisions took weeksto cycle through and were dependent on heavy manual data analyses with limitedscenar
83、io planning capabilities.There was poor E2E data coverage across the network.Data visibility was limited to just 20%of all required data points,with the remaining80%of datasets residing on multiple Microsoft Excel files,emails,IMs and MicrosoftPowerPoint slides.With a network of more than 30 differe
84、nt systems spread acrossthe supply chain,every business function had its own data silo.This led to inventoryand balance sheet risks,unpredictability,and an inability to remain agile and resilientin an ever-changing or volatile business environment.Benefits:supply chain.By leveraging the Microsoft Az
85、ure-based data platform,DSC captures more than50 million data points per day,from raw materials to end customers,creating asingle data source and eliminating data silos.Through a suite of self-serve analytics,DSC converts insights from real-time andnear-real-time signals into actionable intelligence
86、.In addition,business processesare now set up to act on the data,risks and opportunities,helping the business bemore agile,resilient and proactive.At present,this innovation provides 92%end-to-end data visibility and datacoverage(up 70%).Robust data coverage across businesses has beenfoundational to
87、 this transformational journey.Currently,DSC operates with 99.9%data availability and uptime(up 49.9%).Before the pandemic,inaccurate,delayed or incomplete data was commonplacenearly 50%of the time.The cycle time for making supply decisions was reduced from more than eightweeks to a few days in four
88、 years.Inventory cost avoidance was up$550 million in 2022,and improved datavisibility allows managers to make quick and optimal inventory decisions.Within a four-year period,customer revenue opportunities increased(more than20%shelf availability,more than 4%sales,more than$50 million in revenue).Th
89、is research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 17 of 38FinalistsAB InBev Segue:Driving Line Flow With Artificial IntelligenceAnheuser-Busch(AB)InBev,the worlds largest brewer,faced a challenge on its packaging lines:Many of itsmachines come from different suppli
90、ers and represent a wide range of ages andtechnologies.To solve this problem,the Supply Transformation team needed todevelop a line balance optimization solution that could increase efficiency inpackaging lines while also being agnostic in terms of automation to effectivelycommunicate with machines
91、from different vendors.Additionally,there was a realthirst to improve technical ownership and augment the freedom to innovate amongfrontline operators.In response,AB InBev developed a homegrown,intelligent line balance optimizationtool called Segue,which optimizes packaging line speed to smooth out
92、microstopsand increase line efficiency by 2%to 4%.Segue relies on real-time artificial intelligence(AI)and is entered directly into the programmable logic controller.It uses big data andcoded algorithms to adapt the lines speed to the best configuration model,so that nomatter what stoppage happens o
93、n the line,the company is constantly recalibrating toan optimal speed baseline.There is an automatic retraining(every model change)based on maximum and minimum machine speed,and maintenance parameters,suchas mean time between failures and mean time to recover from failures.Benefits:On-time delivery
94、performance has been consistently more than 97%in four years.Microsoft gained more than 80,000 productivity hours within four years.Segue is in active scale-up stage,being installed on 39 lines this year andincreasing packaging line efficiency by more than$45 million in cumulativebenefits.On the man
95、agement level,Segue provided a simple and visual forecast in a real-time screen for the main packaging key performance indicators(KPIs).Theoutcomes from the project were then used by the operators and managers in theirdaily routine to track their packaging KPI evolution.When any anomaly happenedThis
96、 research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 18 of 38JD.com Achieving Planning Excellence With Explainable and Intelligent ForecastingTechnologyJD.coms Explainable and Intelligent Forecast Systemcovers millions of SKUs.Using self-learning and deeplearning combin
97、ed with explainable artificial intelligencetechnology,the demand forecasting process becomesmore transparent.Some key components include:Causallogic of decision making,accurate demand breakdown,interactive forecast simulation capabilities and explainablenew product forecast.This system enables busin
98、ess units to further automatecommodity replenishment,allocation,promotion and marketing management.The new Explainable Forecast System uses combined explainable AI technology withforecasting algorithms,where users have visibility of forecast components and drivers,which significantly increases confi
99、dence in forecast outputs.And,more importantly,users accepted this new system because they have more trust and understanding.Atthe same time,user feedback and interaction mechanisms are significantly improved,and more integrated forecasting processes lead to better accuracy and efficiency.Compared w
100、ith traditional forecasting methods,the new Explainable Forecast Systemsignificantly improves forecast visibility,interaction capability,accuracy and efficiency.Importantly,users more confidently navigate the new system,which improvesautomation rates.Compared with previous opaque forecasts,new clear
101、-box forecastsprovide more information on decision logic,and better support for user interactionthrough forecast simulation and feedback inputs.Since the new system started,system utilization improved to 90%versus the old system,and the supplier purchaseorder(PO)replenishment automation rate increas
102、ed by 20%.on the line,the system would automatically adjust the speed of the entire line,reducing the overall impact on industrial costs due to a stopped line.Since the system enhances line efficiency and improves the line flow,it enablesthe production of even more assorted brands of beer for the cu
103、stomer.Seguemakes the line setups easier and faster,creating the possibility to innovate in ABInBevs products for the market.These production improvements are sustainable because the algorithm behind itlearns continuously.This research note is restricted to the personal use of xxx.Gartner,Inc.|G0078
104、5139Page 19 of 38Benefits:MTN Group Global Sourcing and Supply Chain:Predictive Procurement forStrategic SourcingThe MTN Procurement Excellence team developed apredictive procurement system to leverage sourcing datapoints across 17 countries.This system enabled:Sourcing continuous monitoring by a re
105、commendation engine tofind bundles for joint negotiation opportunities.MTN,a South Africa-basedtelecommunications company,monitors ongoing events,planned events and earlycontract renewal opportunities.This has directly impacted commercial terms andmotivated suppliers to innovate their proposals.Curr
106、ently the Explainable Forecast System generates daily sales forecasts forabout 4 million SKUs(approximately 40%of total SKUs sold)and supportsdifferent types of SKUs such as:best-selling,long-tail and seasonality.Forecast accuracy improved 6%year over year for covered SKUs.Usage increased from 55%on
107、 the old system to 90%on the new system,whichsignificantly improved user productivity by eliminating manual work,such assubmitting huge amounts of manual supplier purchase orders(POs)for coveredSKUs.Supplier purchase order automation rate increased by 20%for covered SKUs,andquantity of automatic sup
108、plier POs reached more than 39 million(the first threequarters of 2022).Total supplier PO automation rate increased from 40%to 80%.Since startup,the new system has saved about$2.23 million.Savings arederived from better inventory allocation,more accurate replenishment andreduced warehousing-related
109、costs.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 20 of 38MTN also developed an AI-enabled assistant called“GeSSiCa.”GeSSiCa is MTNs firstfemale voice“AI assistant,”with cognitive and robotic process automation(RPA)capabilities.By introducing GeSSiCa,MTN de
110、creased cycle time and achievedoperational efficiency through automation of processes and manual tasks.Thecompany is more strategically focused and has moved away from monotonousrepetitive tasks.The procurement excellence further innovated game-theory-driven negotiations usingdecision support applic
111、ation(DSA).By introducing DSA,MTN has taken outsubjectivity from its sourcing decisions.All bids are now analyzed for their cost drivers,stress-tested with award scenario optimization,and negotiation agendas are draftedusing game theory for each bidder.Benefits:The recommendation engine ensures MTN
112、benefits from every possible bundlingopportunity by scanning ongoing and planned sourcing events.Bundlingrecommendations delivered by the recommendation engine has improved thecompanys leverage over suppliers during sourcing events.This has directlyimpacted the commercial terms and conditions,and mo
113、tivated suppliers toinnovate their business proposals to MTN,strengthening the companysnegotiation position.By introducing GeSSiCa,MTN decreased the cycle time and achieved operationalefficiency through the automation of processes and manual tasks.Forautomation of the processes,the company reduced t
114、he cycle time by 80%for 15high-impact business processes.MTN also automated 10 manual datapreparation processes,reducing the cycle time by 95%.As a result,MTN becamemore strategically focused,and processes became more flexible,scalable andaccurate.MTNs scenario analysis tool was built to optimize a
115、multibillion dollar sourcingtransaction with millions of different outcomes/scenarios.The company hasused DSA in strategic tenders totaling up to$1 billion in bid value and hasanalyzed more than 50 million awarding scenarios.DSA has been successfullyimplemented in more than five very large value str
116、ategic projects.The impactreaches further than only time being saved.It is also 100%accurate,traceableand,most importantly,auditable.The actionable insights from DSA haveoptimized MTNs negotiation strategy.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 21 of 3
117、8Schneider Electric Program TRINETRA:Computer Vision Technology,a Key QualityEnabler Saving More Than 50 MillionSchneider Electrics Global supply chain operations arespread across more than 250 factories and distributioncenters,where supply chain resilience is crucial to meetcomplex customer require
118、ments.To meet these objectives,it is essential for SchneiderElectric to produce similar references from multiple geographies.The assembly and inspection processes were highly dependent on human resourceswith specialized skills,where human errors cannot be completely eliminated.Due tothe very nature
119、of manual dependency,the accuracy of the inspection was debatable.Key challenges to the process were that it was time-consuming,record keeping had tobe manual,finding skilled resources across three shifts was difficult,there could beergonomic issues for repeat activities and personnel safety was a p
120、riority.As part of the“Smart Factory program,”Schneider Electric has accelerated the digitaltransformation of quality processes by leveraging“computer vision”technology toimprove inspection and assembly processes.This initiative,dubbed“TRINETRA,”hasdelivered more than 50 million in savings.It includ
121、es:TRINETRA is derived from supply chain strategy STRIVE powered by a“Smart Factoryprogram.”In TRINETRA,the TR stands for trusted,IN stands for intelligent with atagline“Beyond IMAGINation.”Adoption of computer vision technology across the global supply chain(GSC)encompassing more than 100 smart fac
122、tories and distribution centers,coveringmore than 26,000 product references.Development and adoption of AI-based,deep-learning vision solutions,automaticoptical inspection,high-precision dimensional measurement,guided workinstructions and machine vision solutions.Computer vision(CV)has helped Schnei
123、der Electric to improve operationalefficiency and productivity,reduce nonquality costs,product recalls,deskilling ofthe process and improving safety and customer experience.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 22 of 38TRINETRA is a culmination of mul
124、tiple technologies where the emphasis is aroundleveraging computer vision systems with deep learning capabilities across SchneiderElectric facilities.Benefits:Qualitative benefits could be summarized in terms of deskilling the resources for theinspection processes.It is also defined by engineering e
125、fforts,compliance to safety byadhering to PPE norms,shorter lead time to onboard production and quality operators,reduced engineering efforts and environmental impact by reducing waste.Quantifiable benefits include:Social Impact of the YearBack to topNonquality cost(NQC)reduction by 8%.Red and black
126、 risk priority number(RPN)reduction by 40%to 50%.Labor productivity improvement by 30%.Safety RPN reduced by 60%.Customer returns reduced by 5%.Rework efforts reduced by 6%.Engineering and maintenance efforts reduced by 10%.Consolidated savings impact of more than 50 million.This research note is re
127、stricted to the personal use of xxx.Gartner,Inc.|G00785139Page 23 of 38Social impact focuses on achieving a positive,quantifiable impact on a community orenvironment through the supply chain.Vodacom won the category this year for itsimpactful public health innovation,bringing needed vaccines to coun
128、tries across Africa.The other four finalists in this category are Diageo,General Mills,Schneider Electric andShell.These companies:Winner:Vodacom A Healthcare Cold-Chain Beyond COVID-19Many countries in Africa lack the basic infrastructure andcapacity to safely store vaccines at the extremely lowtem
129、peratures required.Backed by a donation of 4.2million(about$4.4 million),Vodafone Foundation together with Vodacom,the SouthAfrica-based mobile communications company,spearheaded the successful rollout ofa vaccine cold storage and distribution solution in Africa.Through strengthening the cold-chain
130、capabilities of developing countries in Africa,this initiative has not only ensured a successful COVID-19 vaccine rollout,but alsounlocked long-term benefits for public healthcare capacity and infrastructure.Withimproved cold-chain facilities now available,more people can be treated on a regularbasi
131、s to boost immunization rates against several types of diseases and safeguardagainst future pandemic risks.For this project to succeed,logistics execution was key,with close to 3,000 cold-chainunits supplied to more than 500 vaccination sites across South Africa,Mozambique,Tanzania,Democratic Republ
132、ic of the Congo(DRC)and Ghana in a short space oftime.Vodacom leveraged its internal supply chain expertise to coordinate and trackthe successful delivery of equipment,with the rapid establishment of a dedicated cold-chain logistics control tower solution to oversee operations.Made great strides in
133、circularity,recyclable packaging and improving health andequity in local communities.Highlighted a transition taking place as supply chain leaders move from ambitiousaction to authentic achievement of social responsibility and environmentalsustainability.Demonstrated that thoughtful investments can
134、maximize business impact,meetstakeholder expectations and create a competitive advantage.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 24 of 38In the wake of the COVID-19 pandemic,governments,businesses,welfareorganizations and independent donors all contribu
135、ted funds toward a mass globalvaccination initiative.While the availability and sponsorship of vaccines appeared tomark the end of this worldwide struggle,Africa still faced a historical healthcarechallenge the safe storage and distribution of temperature-sensitive vaccines in aregion without adequa
136、te cold-chain infrastructure.Vodacom and the VodafoneFoundation worked with UNICEF and the African Vaccine Acquisition Task Team(AVATT),to procure,distribute and track delivery of equipment from supplier origin todestination hospitals and clinics in Africa.Benefits:FinalistsDiageo Tequila Agave Spra
137、ying by DroneThe Vodafone Foundation and Vodacoms donation funded 2,197 cold-chainunits(including freezers,refrigerators,cooler boxes and carriers)for allocationwithin South Africa,with a further 690 units provided for Ghana,the DRC,Tanzania and Mozambique.In South Africa,a total of 326 vaccine roll
138、out sites were provided with cold-chainequipment.The bulk of the donation was distributed across the provinces ofGauteng,KwaZulu-Natal,Western Cape and Eastern Cape(constituting 68.4%ofthe countrys total population of 60 million),which has greatly helped strengthenSouth Africas public health cold-ch
139、ain capability.Ghana was also among the first to receive its pledged cold-chain infrastructure of461 units,spread over 185 rollout sites.Mozambique was allotted 189 units of cold-chain equipment across publichealth facilities situated in the provinces of Cabo Delgado,Manica,Sofala,Nampula,Zambezia,a
140、s well as the sparsely populated Inhambane region.The remaining equipment was reserved for Tanzania and the DRC,receiving 12and 28 cold-chain units,respectively.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 25 of 38The traditional approach to spraying agave f
141、ields is employing sprinkling devicescarried by people.The challenge here is the shortage of personnel combined with thefact that spraying of agave must occur at certain times.Agave captures moisture fromthe air during the night.During the day,it closes its stomata to reduce evaporation.So,to be eff
142、ective,spraying of agave must happen during the night or very early morning.This presents considerable complexity associated with spraying an isolated agavefield in complete darkness not to mention that mobilizing a high number of peopleduring this time is risky.Diageo employed an innovative approac
143、h to solving this problem in the use ofspraying drones.A single drone,handled by a single individual,can cover between 20to 30 hectares each day,equivalent to the results of 30 people under the traditionalapplication method.A single person,with the required security equipment,handles thepreparation
144、of agricultural inputs.This means more efficiency and greater productionin terms of time and cost.Due to the higher precision in spraying,there is a reduction in cost of applying product.There is also an impact in the communities where spraying by drone is implementedas local talent is trained in th
145、e associated technologies,creating new job opportunitiesand attracting the interest of higher educational institutions to contribute to agriculturetechnification.Benefits:General Mills Regenerative AgricultureThe drone uses 70%less water in high-precision spraying than in manualapplications and has
146、a positive impact on Diageos carbon footprint.Because of drone use over the last six months,Diageo has saved 2 million litersof water and it is expected that water savings for 2022 will be in the region of 3.2million liters.Health and safety are Diageos top priorities and drone use supports this as
147、asafer method of water spraying and minimizes the potential for lost-timeaccidents.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 26 of 38Climate change threatens agricultural production boththrough sudden shocks,like catastrophic weather,andgradually escalati
148、ng pressures,such as shiftingtemperature and precipitation patterns.These risks arecompounded by the continued degradation of naturalresources.The food system accounts for one-third of all greenhouse gas emissions,with around 80%coming from agriculture and conversion of natural lands tofarmland.Gene
149、ral Mills is one of the first companies to commit to advance regenerativeagriculture 1 million acres of farmland by 2030 and is focused on creatingresources to support farmers on their journey.General Mills defines regenerativeagriculture as a holistic,principles-based approach to farming and ranchi
150、ng that seeksto strengthen ecosystems and community resilience.The company is accelerating efforts in key regions,or“supply sheds,”where it sourcesits ingredients versus supply chain only,which supports broader systems change sothe entire industry can benefit.Its also out front in understanding holi
151、sticmeasurement outcomes and quantifying impacts.Key outcome areas include soilhealth and carbon sequestration,biodiversity,water quality and quantity,and farmereconomic resilience.With more than 90%of General Mills greenhouse gas emissions coming from Scope 3 the majority upstream in agriculture co
152、mpany leaders believe regenerativeagriculture is the best solution to reach the companys climate goals and createpositive planetary outcomes.Benefits:Today,more than 250,000 acres are enrolled in General Mills regenerativeagriculture programs,and the company expects to reach 350,000 by the end ofthi
153、s fiscal year.General Mills and Regrow Agriculture are partnering to monitor agriculturalpractices and their environmental impacts across 175 million acres of farmlandin North America,Europe and South America.This acreage represents thecompanys estimated supply sheds the regions where it sources key
154、ingredients,like wheat,oat and dairy(within the total acreage being monitored,General Mills sources from roughly 3 million acres of farmland each year).This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 27 of 38Schneider Electric Sustainable Procurement FrameworkI
155、n 2021,Schneider Electric,the French digital automationand energy management company,implemented a newsustainable procurement policy.The organizationssustainable procurement framework provides clear expectations and responsibilities toeveryone in the supply chain,from its procurement business to its
156、 suppliers.These expectations cover the entire scope of the environmental,social and governance(ESG)pillars.It facilitates strong governance,policies,processes and interventions toidentify all current and potential impacts of supplier operations on society andinternalizes supplier engagement to reme
157、diate impact.In encouraging Schneiderssuppliers to become sustainable change agents,the policy creates a multiplier effectacross the companys own ecosystems and customer networks as they embark ontheir transformation journey.Schneiders sustainable procurement framework not only sets expectations and
158、responsibilities,it also provides an in-depth support framework.This is done througheducational materials,one-on-one support,on-site support,digital suite and more toenable the companys suppliers to engage and deliver quickly on the sustainabilitytopics Schneider prioritizes.Benefits:For every$1 con
159、tributed toward regenerative agriculture,approximately$5 inadditional social,environmental,and economic value is generated for farmers,taxpayers,community members and society broadly(including more than$2directly for farmers).Regenerative agriculture has the promise to deliver a massive social retur
160、n oninvestment.As part of the Zero Carbon Project,1,016 Schneider suppliers have formallycommitted to reduce carbon emissions in line with the 1.5 degrees Celsiustrajectory.More than 70%of suppliers are first-timers and initiated emissionreduction due to the Zero Carbon Project requirement.As of Sep
161、tember 2022,more than 80%of suppliers have quantified,and reported,their carbon footprintand achieved more than 6%average reduction in Scope 1 and 2 greenhouse gas(GHG)emissions for 2021.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 28 of 38Shells Supplier En
162、ergy Transition HubBy implementing a net-zero supply chain,Shell can reduceits climate impact,enable emission reductions in hard-to-abate sectors and accelerate decarbonization in countrieswhere it may not be high on the priority list.However,the challenges of getting to a net-zero supplychain are e
163、specially demanding for Shell,with tens ofthousands of individual products purchased.Supply chain emissions can be attributedto 22,000 suppliers in many countries around the globe.Prompting action at this scalecan be complex.Shells project was looking to enable the company and its suppliers touse su
164、pply chains as game changers to accelerate the energy transition.The ShellSupplier Energy Transition Hub(the Hub)was the result.The Hub is a free-of-charge,collaborative,digital platform that allows companies tosimulate progressive emission targets with help from Shell.Owing to efforts on resource c
165、onservation and establishing a circular businessmodel across commodities,suppliers have initiated transformational businesspractices.For example,36%of the packaging spend of Schneider Electric isalready converted to sustainable packaging,validated by documentary evidencecollected from suppliers.Effo
166、rts are underway to achieve 100%.At Schneider Electric,14%of materials purchased are converted to“green”materials.This includes 31%of aluminum,18%of steel and 3%of thermoplasticthat qualify under the green criteria.Schneider Electric addresses the workers rights issue in its supply base byadopting a
167、 risk-based approach and implementing various measures.About 580high-risk suppliers have been audited between 2017 and 2021,identifying morethan 7,400 noncompliances(37%safety,25%labor and human rights).Issueswere successfully remediated,improving the working conditions of about185,000 supplier empl
168、oyees.In 2022,785 high-risk suppliers have been assessedso far(through August,via on-site and remote assessments;the objective is toreach 4,000 audits by 2025),and corrective measures are under implementation.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 29 o
169、f 38Through the Hub,companies have access to more than 35 global,innovative,low-carbon solutions which will help them reduce their emissions.These solutions areorganized into eight categories:Renewable power,waste and recycling,fuel switch,nature-based solutions,carbon capture,renewable heat,materia
170、l and processefficiency,and behavioral change.In addition,the Hub allows companies to participate in an online collaboration spacewhere they can share lessons and best practices with other companies as they embarkon a journey to reduce their emissions.Companies can keep their data anonymous,but if t
171、he data is approved for sharing,companies can compare their own emissiondata and targets with other companies in their sector or industry.This helpscompanies further chart their decarbonization journey.Benefits:People Breakthrough of the YearBack to topSuccess is measured by having active suppliers
172、on the Hub.Suppliers aresharing their targets and providing updates on how they are working toward theirtargets.To date,Shell has supported 343 companies to estimate and set targetsin minutes,which equates to about 20%of Shells supply chain by third-partyspend.Shell believes that the platform will h
173、elp accelerate the reduction of carbonemissions across global supply chains.Aside from providing meaningfulinsights,it also helps set realistic reduction ambitions,allows for best practicesharing and offers fit-for-purpose low-carbon solutions for all industries,including hard-to-abate sectors that
174、go far beyond carbon offsetting only.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 30 of 38People make supply chains work.Fostering diversity on the supply chain team,creatingvalue for the business through the supply chain and developing capabilities across t
175、hevalue chain are keys to supply chain success.Procter&Gambles Equality and Inclusion“Saksham”Initiative in a production plant in Goa,India,won this year for enabling womento thrive in the workforce,providing a model for other countries and initiatives.The otherfour finalists include Cardinal Health
176、,Cisco Systems,Procter&Gamble(a secondsubmission outlined below)and Shell.These companies:Winner:Procter&Gamble Equality and Inclusion:Goa Plant“Saksham”Goa is a small state in India with conservative legislativenorms that do not allow women to work in manufacturingindustries beyond a day shift(7 a.
177、m.to 7 p.m.).Thiseffectively meant that women could not be part of Procter&Gambles 24/7 production crews;any attempt to do so had to be first worked outwith the legislative bodies governing these statutes.Goa is also home to a P&G production facility for a female-only product.Havingfemale technician
178、s on the production floor more closely mirroring the targetconsumer was also quite critical from a business standpoint.P&G expects this willbe a starting point for getting more insights into improving its product quality andwork processes for the Goa site.Additionally,in the local community,the tale
179、nt pipeline in technical training institutes istraditionally almost completely made up of male students.Primarily,this ties to yearsof cultural bias against young girls in rural areas pursuing careers,especially intechnical disciplines.The impact effectively meant P&Gs hiring strategies needed tobe
180、reexamined if the company wanted to get female talent into its operations.That ishow P&G came up with the idea for“saksham.”Took fresh approaches to address labor tightness,enhance company culture,drivebehavioral changes in the workplace and improve employee safety.Differentiated themselves by archi
181、tecting successful human interactions.Mobilized people with purpose to drive exponential results and employed technologyto drive improvement.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 31 of 38Saksham is a Hindi word meaning“capable;competent.”Through this
182、unique equalityand inclusion program,P&G aimed to hire female shop floor trainees to recognizethem as“saksham”and achieve professional goals,and eventually become rolemodels to inspire others in the futureThis initiative pushed P&G to innovate by:The result:A comprehensive program that within six mo
183、nths moved from ideaconception(November 2021)to enabling a fully female shop floor production crew,thefirst of its kind in P&Gs Feminine Care business in the Asia,Middle East and Africaregion.Benefits:Working with external government agencies to address legislative barriers.Coming up with new recrui
184、ting approaches and onboarding programs.Working with its internal supply chain teams to create flexible operatingstrategies.The site gender diversity among trainees doubled from 7%to 15%;consideringonly shop floor trainees,this was a first-ever situation in the history of the Goaplant.The site maint
185、ained operational excellence and continued to deliver servicedespite external challenges during this organizational initiative.Expansion locally:This program was launched as a pilot and is now paving theway for expanding the idea to P&Gs third-party resource partners.P&G isexploring ways for them to
186、 achieve 50%gender diversity in its external partnerssupplying the Goa plant.Expansion globally:Other P&G sites in Egypt,South Africa,Japan and Pakistanhave taken inspiration from the Goa program and have started to chart out theirown customized programs based on the basic framework that the Goa pla
187、ntfollowed.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 32 of 38FinalistsCardinal Health Flexible Staffing for the Workforce of TodayCardinal Health is a distributor of pharmaceuticals,as wellas manufacturer and distributor of medical and laboratoryproducts.
188、The company serves more than 60,000 U.S.pharmacies and nearly 90%of U.S.hospitals,with annual revenue of$163 billion infiscal year 2021.In 2013,the United States was forecast to have 165 million workers by 2022.In 2019,the workforce hit a high of 152 million workers,and then the COVID-19 pandemic hi
189、t.Cardinal Health needed to solve a labor mismatch where volume wasdisproportionately spread throughout the week while ensuring the company remainedan employer of choice,as profit margins in pharmaceutical distribution are usuallyrazor thin.As a result,Cardinal Health implemented flexible staffing m
190、odels in four sites as apilot,two gig worker test sites and two flexible staffing platform offerings that allowedexisting employees to easily select shifts.Flexible staffing led to improvements in keyareas,specifically in overtime(OT)and on-time departure(OTD).More importantly,Cardinal Health discov
191、ered a new pool of labor that had previously been uninterestedin its distribution centers,allowing the company to flex into a new staffing model whileretaining talent,and introducing new options for better work-life balance.Benefits:The Flexible Staffing Option was piloted by Boston,Massachusetts,U.
192、S.,and Aurora,Illinois,U.S.The Gig Worker Option was piloted in Salt Lake City and Dallas.The 90-day Flexible Staffing Option pilots kicked off well with:Aurora 196,or 85%,of its workforce downloaded the Flexible Staffing Optionapp.Boston 213 workers downloaded the app,or 81%.Boston had 113 shifts,o
193、r 936 hours,covered through Flexible Staffing Optionpostings;80%of the posted shifts were covered.Acceptance rate grew to 90%.Aurora had 239 shifts covered,or 1,868 hours;89%of the posted shifts wereThis research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 33 of 38The us
194、e of the Gig Worker Option kicked off with the Dallas DC averaging 18 shifts perweek worked by independent contractors(ICs),while Salt Lake City averaged six shiftsper week.Cisco Systems Innovation Through Gamification in Data Literacy&DemandForecastingIn gamification,user engagement is driven by bu
195、ildingteams,offering rewards and tracking leaderboards.Thisengagement can be used to motivate people to solvecomplex business problems.The Cisco supply chain hassuccessfully used gamification to:covered with the acceptance rate eventually at 99%.Both DCs used the app for general communications to Fl
196、exible Staffing Optionusers,such as employee anniversaries,performance recognition,safetyreminders and well wishes.Aurora sent 24 messages and Boston sent 14 in a 90-day period.Both DCs experienced 100%coverage for their postings,with the ICs quicklyapplying to cover the shifts.Shift completion pred
197、ictability By the end of the pilots,shift end times at thebeginning of the week were averaging 85%completed within 90 minutes of theexpected end time versus 30%prior to the pilots.This was despite an increase involume of 15%over the same time frame,and shifts that exceeded 150 minutespast the end ti
198、me were less than 8%.Build a confident,data-driven community with self-serve analytics skills.Harness crowdsourced wisdom to improve demand forecast accuracy.Attract diverse talent.Foster innovation.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 34 of 38The Pr
199、oduct Operations team has observed an organizationwide mindset shift interms of data literacy.The self-serve data tools usage has increased to 47%,three-fourths of the team(73%)completed internal live training in data fundamentals,and26%of employees continue to improve their data skills with additio
200、nal training andcertifications.The Demand Planning team runs a gamification-based program,“Cisco ForecastLeague.”An average of 35 teams participate in the internal competition to generate thebest demand forecast for 250 Cisco products.A recently established external programenlists undergraduate stud
201、ent teams from five U.S.universities to prove theirforecasting prowess.This successful program has helped introduce processinnovation,attract diverse talent and improve forecast accuracy.Benefits:Ciscos leaders believe that the true measure of success of its program has been theparticipation rate.Th
202、e Data Literacy program has been incredibly successful,asparticipants desire to learn more and develop additional data skills grew:73%of the organization completed the Business Intelligence 101 certification.Seventy-six percent of the organization participated in biweekly data challengesthroughout t
203、he fiscal year.Across the organization,43%of participants were awarded the novice levelbadge,24%were awarded the adept level badge and 13%were awarded theexpert level badge.For the internal Cisco Forecast League,the participation has been impressive.Inthe beginning,the newness of the concept attract
204、ed more than 68 teams acrossthe supply chain organization.The global pandemic and work-from-homemandates impacted the participation rates around 2021,but the teamresponsible for the program added exciting features to improve participation.Now,participation is increasing quarter over quarter.In terms
205、 of forecast performance,the winning teams have consistently providedforecasts 3%to 5%more accurate than the dedicated demand planners forecastfor the same products.The external Cisco Forecast League started in late fiscal 2022 with a singleThis research note is restricted to the personal use of xxx
206、.Gartner,Inc.|G00785139Page 35 of 38Procter&Gamble Neurodiversity:Beautiful MindsNeurodiverse individuals use and process informationdifferently and can bring unique strengths into supplychain operations.Standard recruiting processes mayoverlook,or might inhibit,people in this group.For example,85%o
207、f people on the autism spectrum are unemployed.In response,Procter&Gamblecreated an alternative,but equitable,hiring process more friendly to neurodiverseindividuals.Procter&Gamble matched more than 30 neurodiverse individuals with supply chainroles,creating career opportunities from a pilot in 2019
208、 to 2020 into a scale-up in 2021to 2022.The program provides meaningful work in an inclusive workplace and turnsthis social challenge into a win-win situation for the business,the organization and theindividuals.This program was piloted in Costa Rica,Warsaw,Poland,Cincinnati,Ohio,U.S.,and Singapore.
209、In Singapore,this program was called“Beautiful Minds.”By tapping into the special talents of neurodiverse individuals,and creating anenvironment where they can thrive,P&G was able to make a positive impact to thebusiness,organization,individuals and communities in which they live and work.While this
210、 work started in the supply chain(across operations and IT),there are plansto expand into marketing and R&D roles based on the lessons.The vision of Beautiful Minds was to fully unleash neurodiverse talent by providingmeaningful work in an inclusive workplace and,in doing so,move to the next level o
211、fsocial responsibility.The program team strongly believed in the importance of diversityof thought because this helps P&G leverage people with different backgrounds,perspectives,strengths and experiences to maximize results.With personal passion,the team was highly engaged in the project,coping with
212、 external challenges likeCOVID-19 and remote working conditions as this project started.All in all,this programenabled P&G to:university and five teams.This fiscal year,it has expanded to five universitiesacross the United States with a plan to add more the next year.As participationgrows,so will th
213、e influx of new generations of talent to the Cisco supply chain.Bring in the right talent for specific technical roles.Provide meaningful career opportunities for neurodiverse talents.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 36 of 38Benefits:Shell Profes
214、sional Drivers:Visibly ValuedShell has long recognized the vital part its drivers play inensuring continued safe deliveries to customers.To createa strong professional driver value proposition,the ShellRoad Transport Team in Germany launched a campaign tocelebrate its 800 or so existing drivers and
215、create aplatform to attract new ones.The market for professional heavy and dangerous goods drivers is experiencing asignificant shortage of personnel.The current average age of drivers in Germany isaround 50-plus,which means that in the next few years a high number of drivers willretire.This dilemma
216、 will impact the ability of companies to continue deliveries tocurrent customers,but also limit the opportunity for further growth.The constraints inensuring robust supply chains through safe road transport operations will not onlyaffect businesses but will,in the longer term,result in broader socie
217、tal impact.Currentforecasts show that in Germany alone it is expected that as many as 40,000professional drivers will retire every year,while the road transport industry is onlyattracting 15,000 new drivers per year.Further strengthened P&Gs culture of inclusion.To date,P&G has matched more than 30
218、neurodiverse talents with supply chainroles,creating career opportunities for them.For the neurodiverse individuals,being employed helps with quality of life,influencing social status,providing a source of income and helping create asocial network.What did not change,but was reaffirmed,was the busin
219、ess value of operating aninclusive workplace,welcoming diversity in all forms and providing anenvironment where everyone can succeed.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 37 of 38The transport teams campaign produced custom truck branding,celebrating
220、drivers byusing their pictures together with special slogans,which included“For You on theRoad”or“A Strong Team”on one side of heavy goods vehicles(large trucks).Advertisements on the other side(aimed at schools)promoted truck driving as anexciting career opportunity.In addition,a digital screen cam
221、paign in more than 600service stations was launched to hire new drivers and attract young,talented people.Benefits:Recommended by the AuthorSome documents may not be available as part of your current Gartner subscription.Supply Chain Executive Report:Power of the Profession Supply Chain AwardsThe ab
222、ility to attract additional drivers has delivered,in the short term,significantly stronger performance a decrease in stock-outs and an increase incommercial value.The campaign has succeeded in sending a clear and compelling message tohauler companies that Shell is willing and able to step up and pro
223、vide tangiblesupport with significant industry challenges,which has served to build evenstronger partnerships.In addition,36 young people have now signed up to start their training asprofessional drivers.Most importantly,the campaign has elevated the status of professional driversand created a sense
224、 of true pride in the driver community.Shells profiles of realpeople doing extraordinary work every day have resulted in drivers feeling seenand valued.As a result,drivers feel confident to speak up and be heard.Finally,this campaign is making a very positive contribution to health and safetyperform
225、ance.By creating a more psychologically safe environment,drivers arespeaking up and sharing personal stories when potential incidents take place.This allows everyone to really learn from potential incidents and near misses,and to put sustainable mitigations in place.Shell is helping to create safer
226、roadsfor all.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 38 of 38Supply Chain Brief:Power of the Profession Winners Recognize Convergence of Process,TechnologySupply Chain Podcast:Gartner Power of the Profession Supply Chain Awards With EricODafferThe Gartn
227、er Supply Chain Top 25 for 2022:Insights on LeadersThe Healthcare Supply Chain Top 25 for 2022 2023 Gartner,Inc.and/or its affiliates.All rights reserved.Gartner is a registered trademark ofGartner,Inc.and its affiliates.This publication may not be reproduced or distributed in any formwithout Gartne
228、rs prior written permission.It consists of the opinions of Gartners researchorganization,which should not be construed as statements of fact.While the information contained inthis publication has been obtained from sources believed to be reliable,Gartner disclaims all warrantiesas to the accuracy,co
229、mpleteness or adequacy of such information.Although Gartner research mayaddress legal and financial issues,Gartner does not provide legal or investment advice and its researchshould not be construed or used as such.Your access and use of this publication are governed byGartners Usage Policy.Gartner
230、prides itself on its reputation for independence and objectivity.Itsresearch is produced independently by its research organization without input or influence from anythird party.For further information,see Guiding Principles on Independence and Objectivity.This research note is restricted to the pe
231、rsonal use of xxx.Gartner,Inc.|G00785139Page 1A of 3ATable 1:Gartner Power of the Profession Supply Chain Awards 2023Supply Chain Breakthrough of the YearDriving a breakthrough innovation for customers,the business and the lasting benefit of society.Customer or Patient Innovation of the YearAchievin
232、g a positive,quantifiable impact oncustomer or patient loyalty through supply chain.Microsoft:Real-Time Visibility Enabling aSentient Supply Chain.Corewell Health|Early Warning Score Disrupting Medical Supply Disruption.Dyson|From Seven Days to Seven Minutes.Pfizer|An Accord for a Healthier World.Wo
233、olworths Group|Supply Chain as a Service“Primary Connect+.”*WINNER:Zuellig Pharma|eZTracker MakingSafe Healthcare More Accessible From Plant toPatient With Blockchain.AB InBev|Segue:Driving Line Flow WithThis research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 2A of 3AP
234、rocess or Technology Innovation of the YearAchieving outstanding and quantifiable businessperformance thanks to a breakthrough supplychain innovation in process engineering ortechnology application.Social Impact of the YearAchieving a positive,quantifiable impact on thecommunity and/or environment t
235、hrough supplychain.AB InBev|Segue:Driving Line Flow WithArtificial IntelligenceJD.com|Achieving Planning Excellence WithExplainable and Intelligent ForecastingTechnology.*WINNER:Microsoft|Real-Time VisibilityEnabling a Sentient Supply Chain.MTN Group Global Sourcing and SupplyChain(GSSC)|Predictive
236、Procurement forStrategic Sourcing.Schneider Electric|Program TRINETRA Computer Vision Technology,a Key QualityEnabler Saving More Than 50 Million.Diageo|Tequila Agave Spraying by Drone.General Mills|Regenerative Agriculture.Schneider Electric|Sustainable ProcurementFramework How to Accelerate the Su
237、pplyChain.ESG Journey Through an ExtensiveSupplier Engagement Program.Shell|Supplier Energy Transition Hub.*WINNER:Vodacom|A Healthcare Cold-ChainBeyond COVID-19.This research note is restricted to the personal use of xxx.Gartner,Inc.|G00785139Page 3A of 3ASource:GartnerPeople Breakthrough of the Ye
238、arFostering diversity on the supply chain team,creating value for the business through supplychain,and/or developing capabilities across thevalue chain.Cardinal Health|Flexible Staffing for theWorkforce of Today.Cisco Systems|Innovation ThroughGamification in Data Literacy&DemandForecasting.*WINNER:Procter&Gamble|Equality&Inclusion Goa Plant“Saksham.”Procter&Gamble|Neurodiversity BeautifulMinds.Shell|Professional Drivers Visibility Valued.This research note is restricted to the personal use of xxx.