消費(fèi)性包裝商品（CPG）行業(yè)的變革步伐是無情的。即使是那些長期定義行業(yè)的消費(fèi)者品牌也會看到小型企業(yè)的潮流浪潮占據(jù)了相當(dāng)大的市場份額。同時，消費(fèi)者越來越需要速度和便利性，這給這些公司施加壓力，要求他們在復(fù)雜的多渠道環(huán)境中快速銷售和分銷，設(shè)計(jì)創(chuàng)新產(chǎn)品和定制的消費(fèi)者體驗(yàn)。

The pace of change in the consumer packaged goods (CPG) industry is relentless. Even those consumer brands that have long defined the industry are seeing a tidal wave of smaller players assume sizeable market shares. Meanwhile, consumers increasingly demand speed and convenience, which places pressure on these companies to design innovative products and customized consumer experiences with fast sales and distribution in a complex, multi-channel environment.

對于今天的消費(fèi)品公司來說，通過規(guī)模實(shí)現(xiàn)的運(yùn)營效率不再像過去那樣提供相同的供應(yīng)鏈優(yōu)勢。這使得成為一個更現(xiàn)代，更快速的消費(fèi)品制造商的舉措，對于捕捉未開發(fā)的市場增長至關(guān)重要。數(shù)字供應(yīng)鏈有可能成為最大的支持功能之一 那么為什么消費(fèi)品高管會忽視投資數(shù)字化的機(jī)會呢？

For today’s CPG companies, operational efficiency through scale no longer provides the same supply chain advantage it once did. This makes the move to becoming a more modern and faster CPG manufacturer essential for capturing untapped market growth. Digital supply chains have the potential to be one of the greatest enabling functions so why, then, do CPG executives overlook opportunities to invest in digitization?

從歷史上看，消費(fèi)品中的技術(shù)在很大程度上被視為后臺資產(chǎn)。但是今天，新的和新興的工具可以徹底改變業(yè)務(wù)功能和運(yùn)營模式，消除不良的響應(yīng)時間，消除沖突的優(yōu)先級并克服低效的履行流程。然而，根據(jù)埃森哲的報(bào)告“您的供應(yīng)鏈?zhǔn)欠裼兄谀砷L？”，接受調(diào)查的消費(fèi)品高管中幾乎有一半認(rèn)為，缺乏將新信息技術(shù)（IT）整合到供應(yīng)鏈中的商業(yè)案例是一項(xiàng)關(guān)鍵挑戰(zhàn)。這是違反直覺的，因?yàn)橛凶C據(jù)表明，數(shù)字化的現(xiàn)代供應(yīng)鏈?zhǔn)蛊髽I(yè)能夠快速行動，更好地適應(yīng)市場和消費(fèi)者行為模式 - 這兩者都能提高運(yùn)營效率。

Historically, technology in CPGs was largely viewed as a back-office asset. But today, new and emerging tools can completely revolutionize business functions and operating models, eliminating poor response times, removing conflicting priorities and overcoming inefficient fulfillment processes. Yet, according to the Accenture report “Is your supply chain helping you grow?”, almost half of the CPG executives surveyed identified the lack of a business case to integrate new information technology (IT) in the supply chain as a critical challenge. This is counterintuitive, as evidence suggests that a digitized, modern supply chain enables businesses to move quickly and better adapt to market and consumer behavior patterns both of which enable advanced operational efficiencies.

因此，要真正改變現(xiàn)狀，改革的責(zé)任就必須落在業(yè)務(wù)決策者身上，為更新過時的供應(yīng)鏈創(chuàng)造一個堅(jiān)實(shí)的商業(yè)理由，使其具備利用最新技術(shù)的新的、有影響力的能力。為了說服高管成員對供應(yīng)鏈進(jìn)行投資，供應(yīng)鏈管理專業(yè)人士首先必須解決他們中許多人面臨的共同挑戰(zhàn)。

Therefore, to truly move the dial, the onus for change must fall on the operational decision-makers to create a solid business case for upgrading outdated supply chains with new, impactful capabilities that leverage the latest technologies. To persuade members of the C-suite to invest in their supply chains, supply chain management professionals first must address common challenges faced by many in their position.

Misplaced measurements

錯位的測量

通常情況下，消費(fèi)品領(lǐng)導(dǎo)者只會評估其供應(yīng)鏈?zhǔn)欠衲軌驕p少支出。但降低成本只是一個關(guān)鍵因素;增長和差異化的實(shí)現(xiàn)對于衡量供應(yīng)鏈的有效性同樣重要。雖然這兩個要素并不容易量化，但這種轉(zhuǎn)變可能是巨大的，并且可以促進(jìn)整個消費(fèi)品組織的發(fā)展。不幸的是，大多數(shù)消費(fèi)品公司都錯失了利用供應(yīng)鏈來支持這種有利可圖的發(fā)展的機(jī)會。

Typically, CPG leaders evaluate the success of their supply chains on only their ability to reduce expenditures. But cost-reduction is only one key element; the enablement of growth and differentiation are just as essential in measuring supply chain effectiveness. While these two elements are not as readily quantifiable, the shift can be enormous and can advance the entire CPG organization. Unfortunately, most CPG companies are missing opportunities to use the supply chain to support this kind of profitable development.

根據(jù)埃森哲的研究，投資于增強(qiáng)和改善供應(yīng)鏈所需的新功能通常被視為與IT相關(guān)的決策，而不是更廣泛的業(yè)務(wù)戰(zhàn)略的一部分。調(diào)查發(fā)現(xiàn)，首席技術(shù)官（CTO）和首席信息官（CIO）是CPG供應(yīng)鏈中技術(shù)投資決策的主要業(yè)務(wù)利益相關(guān)者。令人驚訝的是，只有16％的公司表示首席執(zhí)行官（CEO）參與了圍繞這些投資的決策，只有23％的公司認(rèn)定首席財(cái)務(wù)官（CFO）是決策者。According to the Accenture research, investing in new capabilities required to enhance and improve the supply chain often are considered IT-related decisions, rather than part of the broader business strategy. The survey found that chief technology officers (CTOs) and chief information officers (CIOs) are the top business stakeholders for technology investment decisions in the CPG supply chain. Surprisingly, only 16 percent of companies said the chief executive officer (CEO) was involved with the decisions surrounding where these investments would be made, and just 23 percent identified the chief financial officer (CFO) as a decision-maker.

在不降低CTO和CIO重要性的同時，這一見解也揭示出，CTO和CIO仍未被視為真正的戰(zhàn)略性業(yè)務(wù)促進(jìn)因素。未來成功的CPG制造商將是那些跨越角色和職能的人，獲得正確技術(shù)方面的專家指導(dǎo)和知識，從而實(shí)現(xiàn)推動增長所需的前沿能力。

While not minimizing the importance of CTOs and CIOs, this insight reveals that IT is still not seen as a true strategic business enabler. Successful CPG manufacturers of the future will be those that work across roles and functions to obtain expert guidance and knowledge on the right technologies to enable leading-edge capabilities required to power growth.

有時，無法為供應(yīng)鏈的數(shù)字化提出業(yè)務(wù)理由，是因?yàn)楸窘M織沒有適當(dāng)?shù)馁Y源，無法在適當(dāng)?shù)哪芰ν顿Y的推動下開展有效的業(yè)務(wù)。例如，調(diào)查答復(fù)者報(bào)告說，缺乏信息技術(shù)技能和與遺留系統(tǒng)的兼容性問題是阻礙它們前進(jìn)的主要問題。

Occasionally, the inability to create a business case for the digitization of the supply chain comes down to the fact that the organization does not have the proper resources in place to enable effective operations that are driven by the right capability investments. For instance, survey respondents reported a lack of IT skills and compatibility issues with legacy systems as the primary issues holding them back.

消費(fèi)品公司如何開始解決這些問題？沒有一刀切的辦法，因?yàn)樵搼?zhàn)略必須與公司的愿景，市場地位和獨(dú)特挑戰(zhàn)保持一致。但是，消費(fèi)品制造商可以通過三種方式開始轉(zhuǎn)變：

How can CPG companies begin to address these problems? There is no one-size-fits-all approach because the strategy must align with the company’s vision, market position and unique challenges. However, there are three ways CPG manufacturers can begin the shift:

1.改變思維模式。變革必須來自高層，它需要一種新的前景，供應(yīng)鏈才是真正的增長動力。埃森哲的研究表明，仍有大量工作要做，69％的高管表示他們將供應(yīng)鏈管理活動視為支持功能。也就是說，61％的人確實(shí)認(rèn)為供應(yīng)鏈在成本效率方面起著關(guān)鍵作用。

1. Modify the mindset. Change must come from the top, and it requires a new outlook in which the supply chain is a true growth driver. The Accenture research suggests that there is still considerable work to be done, with 69 percent of executives reporting that they view supply chain management activities as support functions. That said, 61 percent do believe supply chain plays a key role in cost efficiency.

好消息是轉(zhuǎn)型即將來臨。在接受調(diào)查的所有消費(fèi)品高管中，近一半表示他們認(rèn)為供應(yīng)鏈將在2020年成為競爭優(yōu)勢。同樣，55％的人表示供應(yīng)鏈將成為增長的推動因素，67％的人認(rèn)為供應(yīng)鏈可能會發(fā)揮作用。改善客戶服務(wù)的作用。

The good news is that transformation is coming. Nearly half of all CPG executives surveyed stated that they believe the supply chain will be a competitive differentiator by 2020. Similarly, 55 percent report that the supply chain will be a growth enabler, and 67 percent see the potential for the supply chain to play a role in improving customer service.

2.專注于供應(yīng)鏈成為推動者。隨著執(zhí)行思維方式的轉(zhuǎn)變，將供應(yīng)鏈決策與業(yè)務(wù)戰(zhàn)略決策相匹配變得越來越重要。對于重新定義供應(yīng)鏈的技術(shù)，消費(fèi)品公司必須在整個高管的支持下，將供應(yīng)鏈作為其品牌體驗(yàn)戰(zhàn)略的關(guān)鍵部分。為了實(shí)現(xiàn)這一目標(biāo)，消費(fèi)品制造商需要向行業(yè)領(lǐng)導(dǎo)者學(xué)習(xí) - 并推動決策投資供應(yīng)鏈的新技術(shù)來自首席執(zhí)行官和首席財(cái)務(wù)官，而不僅僅是首席技術(shù)官和首席信息官。

2.Focus on the supply chain becoming an enabler. As the executive mindset shifts, it becomes increasingly important to match supply chain decisions with business strategy decisions. For technology to significantly redefine the supply chain, CPG companies must make the supply chain a key part of their brand experience strategy, with support from the entire C-suite. To achieve this, CPG manufacturers need to learn from industry leaders and push for the decision to invest in new technology for the supply chain to come from CEOs and CFOs, rather than just the CTOs and CIOs.

以可口可樂為例。為了給客戶提供更加個性化的體驗(yàn)，制造商在可口可樂自由式機(jī)器的開發(fā)中完全將其供應(yīng)鏈數(shù)字化。 Freestyle提供100多種不同的飲料選擇，所有公司的飲料產(chǎn)品在銷售點(diǎn)從單一來源提供給消費(fèi)者。甚至還有一個可口可樂Freestyle應(yīng)用程序，它允許用戶創(chuàng)建自定義混音并獲得獎勵。這些機(jī)器以完全自動化的方式管理和補(bǔ)充原材料。為實(shí)現(xiàn)這一目標(biāo)，可口可樂將供應(yīng)鏈中的IT投資與總體業(yè)務(wù)戰(zhàn)略結(jié)合起來，并確定每個項(xiàng)目產(chǎn)生最大影響的位置。

Take Coca-Cola, for example. To give its customers a more personalized experience, the manufacturer completely digitized its supply chain in the development of Coca-Cola Freestyle machines. Freestyle presents more than 100 different beverage options, with all of the company’s drink products available to the consumer from a single source at the point of sale. There is even a Coca-Cola Freestyle app, which enables users to create custom mixes and earn rewards. The machines are managed and replenished with raw material in an entirely automated manner. To achieve this, Coca-Cola aligned IT investments in the supply chain to the overarching business strategy and determined where each would have the greatest impact.

3.關(guān)注成功案例。在某些情況下，消費(fèi)品業(yè)務(wù)的供應(yīng)鏈投資過于分散。為了避免這種情況，行業(yè)專業(yè)人士必須更加重視以業(yè)務(wù)戰(zhàn)略為基礎(chǔ)的重點(diǎn)投資。一家消費(fèi)品跨國公司正在實(shí)現(xiàn)這一目標(biāo)：百事公司在其直接商店配送模式背后的技術(shù)上投入了大量資金，從而改善了公司計(jì)劃業(yè)務(wù)的方式并改善了客戶關(guān)系。同樣，法國達(dá)能與JD.com合作建立了一個新的倉庫，該倉庫采用大數(shù)據(jù)分析來確保精確的補(bǔ)貨和更快的庫存周轉(zhuǎn)。

3. Highlight success stories. In some cases, CPG businesses spread their supply chain investments too thin. To avoid this, industry professionals must place a greater emphasis on focused investments that drive the most opportunity based on the business strategy. One CPG multinational company is getting this right: PepsiCo invested heavily in the technology behind its direct store delivery distribution model, thus improving how the company plans its business and improves customer relations. Similarly, France’s Danone partnered with JD.com to build a new warehouse that employs big data analytics to ensure precise replenishments and faster inventory turnover.

Look to the future

展望未來

對大數(shù)據(jù)分析和智能計(jì)算的投資可能對規(guī)劃，履行，采購和采購功能產(chǎn)生重大影響，而機(jī)器人和虛擬現(xiàn)實(shí)則有可能改變倉庫管理運(yùn)營，制造，產(chǎn)品開發(fā)和設(shè)計(jì)。由創(chuàng)新技術(shù)驅(qū)動的數(shù)字化供應(yīng)鏈將使消費(fèi)品制造商更智能，更具適應(yīng)性，更容易感知和響應(yīng)消費(fèi)者和市場需求模式。通過投資他們的供應(yīng)鏈，消費(fèi)品公司投資于整個業(yè)務(wù)的未來。

Investments in big data analytics and smart computing can have a significant impact on planning, fulfillment, sourcing and procurement functions, while robotics and virtual reality have the potential to transform warehouse management operations, manufacturing, and product development and design. Digitized supply chains powered by innovative technology will make CPG manufacturers smarter, more adaptable and more readily able to sense and respond to consumer and market demand patterns. By investing in their supply chains, CPG companies invest in the future of the entire business.