Capgemini-未来十五个供应链工作

FIFTEENSUPPLY

CHAINJOBSOF

THEFUTURE

Adefinitiveguidetotheemergingroles

drivingtheintelligenttransformationof

supplychainoperations

GETTHEFUTURE

YOUWANT

TABLEOF

CONTENTS

Embracingthenewsupplychainparadigm

03

Peopleempowermentdrivestransformation

04

Changingtimes

05

Techrevolution

11

Sustainabilitycascade

17

Peoplearethefutureofsupplychain

23

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FIFTEENSUPPLYCHAINJOBSOFTHEFUTURE

EMBRACINGTHENEW

SUPPLYCHAINPARADIGM

Therecanbenodoubtthatpeople,process,andtechnologyformthebedrockofeverysuccessfulenterprise.Ofthese,thegreatestfactor–wemightargue–ispeople.

Peopleconceptualizeandrunourprocesses,buildandimplementourtechnology,anddriveoutcomesforourclientsinawaythatrespondstoandevenanticipatestheirbehavior.Toimaginethefutureofourbusinesses,weneedtofirstthinkaboutthefutureofourpeople.Whowillweemployin5or10years?Andhowcanweturnnewandexistingdisruptionsintoopportunitiesforourpeople?

Forsupplychains,thishasarguablyneverbeenmoreimportantthanitistoday.Thechallengesoftheglobalpandemic,economicdownturn,andgeopoliticalupheavalhavehighlightedtheneedtobuildresilienceintothesupplychain.Ontopofthis,most,ifnotall,majorenterprisesneedtoaddressandabidebystringentsustainabilitytargets–withsupplychainbeingoneofthemostimportantfactorsinreducingCO2emissions.

Butasthegeographicalspreadofthecustomerbasegrows,supplylinesgetlonger,andsupportingtechnologyevolves,sothetaskofuntanglingandtemperingthiscomplexitygetsharder.Especiallyinanenvironmentwheretheyneedtoservetransientandoftenfickleconsumers.

Inyearsgoneby,businesseshavehadtofollowthetrailblazedbyAmazonandotherdigitalnativesbyautomatingvastswathesoftheirsupplychainfunctionssimplytostayrelevant.Butalready,thistechnologyisprovingredundant.Theriseoftrulysmart

technologyhasledmanysupplychainleaderstotakeactiontoreimaginetheirindustryandcreateagile,efficientsupplychains.

Artificialintelligence(AI),theInternetofThings(IoT),andblockchainarenowchangingthewaysupplyservicesareimaginedanddelivered.

Themetaversewillgofurtherstill

,entirelytransformingthewayconsumers,producers,andintermediariesinteractwithsupplychains,resultinginamorefulfillingcustomerexperienceandgreaterloyalty.

Thesechallengesareprovingtoomuchformanyorganizations.A

recent

reportbytheCapgeminiResearchInstitute

(CRI)surveyed1,000organizationsacrosstheconsumerproducts,retail,manufacturing,andlifesciencessectors.Thereportstatedthatwhileoverhalf(54%)

oforganizationsacknowledgethattheirsupplychainshavealtered

significantlyinthepasttwoyears,only27%areimplementingend-

to-endsupplychaintransformation.Andwithsupplychainnow

a

board-levelpriority

,

fewerthan20%oforganizations

arecurrently

equippedtohandlethenewsupplychainreality.

ForCapgeminiandourclients,talentremainsamainstayforinnovationandtransformationinglobalsupplychains.Ultimately,weareonlyasgoodasthepeoplewehave.Inordertounderstandthefutureofsupplychains,weneedtosimultaneouslyidentifywhichskillsandpositionswillbecriticalinthefuture.”

DharmendraPatwardhan,

GlobalHeadofCapgemini’sIntelligentSupplyChainOperationsPractice,Capgemini

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FIFTEENSUPPLYCHAINJOBSOFTHEFUTURE

PEOPLEEMPOWERMENT

DRIVESTRANSFORMATION

Thechallengesthatmodernsupplychainsfacecannotbesolvedwithaquickfix.What’sneededisacompleteoverhaulofthewayweapproachsupplychainoperations.Luckily,wehaveanaceupoursleeves:ourpeople.Theyarethetruechampionswhowillleadthechargetowardanewandimprovedsupplychainreality.

Butwhatwillthisnewrealitylooklike?We’veconductedextensiveresearchthroughindividualanalysis,subjectmatterexpertdiscussions,crowdsourcingfromthewiderIntelligentIndustrycommunity,andleadinganalystreportstopaintapictureofwhat’stocome.

Getready,becausethenatureofworkwithinthesupplychainissettochangedramaticallyinthenextfewyears.We’veidentifiedarangeofnewrolesthatwillemergeacrossthreebroadareas,shapingthefutureoftheindustry:

•Tacklingthechallengesofourchangingtimes

•Harnessingthepossibilitiesofthetechrevolution

•Meetingandexceedingregulatoryandcustomerexpectationsonthesustainabilitycascade.

Gonearethedayswheretraditionalbusinessrolesandskillsetswereenoughtocutitintheever-evolving

landscapeofsupplychainmanagement.Todayandinthefuture,anewbreedoftalentwithfreshideasandinnovativeapproachestonavigateamyriadofchallengeswillbeneeded.Asweenteraneweraofdigitally-enabledandresponsiblesupplychainmanagement,businessleadersmustre-evaluatetheirtalentpoolstofuture-prooftheirorganizations.

That’swherethisdefinitiveguidecomesin.We’reheretoshowyouhowempoweringyourpeoplewithnewandexcitingrolescandrivedigitaltransformationandunlockenhancedoutcomes,notjustinyoursupplychain,butacrossyourentireorganization.We’lldivedeepintothemacroeconomicinfluences,technologicaladvancements,andenvironmentalfactorsthatwillshapethewaywedobusinessoverthenext15years.Andwe’llexplorethecriticalrolesthatwillbekeytoyoursuccessinthisrapidly-changinglandscape.

So,ifyou’rereadytotakeyourorganizationtothenextlevelandprepareforthechallengesoftomorrow,payattention.Thisiswherethefuturebegins.

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CHANGINGTIMES

Theworldischangingandsoaresupplychains.Shortagesofgoods,increasedenergycosts,andsupplychainbottleneckshavecreatedanewparadigmfororganizationstonavigate.Additionally,macroeconomicandgeopoliticalinstability,specificsectortrends,andcontinuingchangesinconsumerbehaviorarechangingthewayorganizationsplanforthefutureandmanagetheircostbase,whilealsostrivingforresiliencyandsustainability.

Ourresearchfound

that45%oforganizationssaidtheirsupplychaincostbasehasincreasedoverthepastthreeyearstoaccommodatetheevolvingneedtoimprove

resilience,sustainability,andcustomer-centricity.However,nearly35%oforganizationsfinditchallengingtobalancetheseobjectives,andonlyasmallfractionofthemconsiderthemselveswell-equippedtohandlethenewparadigm.

Totacklethesechallenges,organizationsneedtocreatenewrolestoassessthepotentialimpactofthesechangesandmitigatethefalloutfortheirpartnersandcustomersinthesupplychain.

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FIFTEENSUPPLYCHAINJOBSOFTHEFUTURE

SupplyChef

Inaworldwherechangeistheonlyconstant,theroleofSupplyChefhasneverbeenmorecritical.Withfewersuppliersholdingmorepowerthaneverbeforeandtheneedforsustainabilityatanall-timehigh,thisroleispivotalinensuringthatthesupplychainremainsstableandsustainable.

TheSupplyChef,willberesponsibleformaintainingaportfolioofalternativeandsustainablesuppliers,updatingitasneededtokeepupwiththelatestproductline“recipes.”Thisindividualwillbethemasterofsupplierqualificationandcertification,ensuringthatallsuppliersmeetthenecessaryrequirementstokeepthesupplychainrunningsmoothly.

Thisisadynamicrolethatrequiresadeepunderstandingofprocurementstrategies,costmanagement,andcarbon

footprintreduction.TheSupplyChefwillberesponsiblefordevelopingandexecutingprocurementstrategiesthatensurehigh-qualityproducts,cost-effectiveprices,andlowcarbonfootprint.

ReportingdirectlytotheChiefProcurementOfficer,thisindividualwillbeanessentialmemberoftheprocurementteam.Ideally,someonewhoispassionateaboutsustainability,hasatalentformanagingcomplexsupplychains,andwhothrivesinafast-pacedenvironment,wouldbeanidealfit.

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DisruptionDirector

Disruptionshavebecomethenormintoday’sever-changingworld,andtheneedforaDisruptionDirectorismorecrucialthanever.Thispositioncallsforastrategicleaderwhocanreactquicklyandeffectivelytoanydisruptionthatmayarise,whetherit’saglobalpandemic,politicalchanges,energycrises,oreconomicdownturns.

TheDisruptionDirectormustpossessexceptionalproblem-solvingskillsandadeepunderstandingofthesupplychainecosystem.Theywillusewhat-ifanalysisandscenarioplanningtoensurethatthesupplychainispreparedtohandleanyfuturechallenges.Thisincludesidentifyingcriticalservicelevelswithinthecrisisplanandbuildingredundancyintothesystemtoguaranteedelivery.

Toaccomplishthis,theDisruptionDirectorwilldevelopandexecuteacomprehensivesupplychaincrisismanagementplan.Thisplanwilloutlinetheproceduresforrespondingtocriticalsupplychaindisruptionsandprovidestrategicdirectiontothecrisismanagementteam.TheDisruptionDirectorwillberesponsibleforcloselymonitoringtheimpactofsupplychaindisruptionsandadjustingstrategiesasneededtoensurecontinuityandmitigaterisk.

Thispivotalroleisbothchallengingandrewarding.

TheDisruptionDirectorhastheopportunitytomake

asignificantimpactbyensuringtheresilienceofthe

essentialsupplychainfunctionsthatkeepbusinesses

running.

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InefficiencyArchitect

Astheworldbecomesmoreunpredictable,reducingriskandenhancingtheresilienceofessentialsupplychainfunctionsiscriticaltoensurecontinuedsuccess.Toachievethis,organizationsneedanInefficiencyArchitectwhocanpartnerwiththeDisruptionDirectortobuildredundancyintothesystemandguaranteedeliveryofcriticalservicelevelsduringacrisis.

TheInefficiencyArchitectisastrategicrolethatinvolvesconductingacomprehensiveanalysisofsupplychainoperationstoidentifyareasofhighestriskandinefficiency.Byanalyzingkeyperformancemetrics,theycanidentifyinefficienciesandbottlenecksinthesupplychainandimplementprocessimprovementinitiativestostreamlineoperations,reducecosts,andimproveoverallefficiency.

Aspartoftheirrole,theInefficiencyArchitectwould

alsoworkcloselywiththeSupplyCheftomitigate

riskandensurecontinuityofsupply.Byidentifying

alternativeandsustainablesuppliers,theycanbuild

redundancyintothesystemandminimizetheimpact

ofsupplychaindisruptions.

Inessence,theInefficiencyArchitectisresponsible

forcreatingamoreefficientandresilientsupply

chainthatcanwithstanddisruptionandcontinueto

meettheevolvingneedsofthebusiness.Theyare

thedrivingforcebehindprocessimprovementsthat

reduceriskandensurecontinuityofsupply,making

themacriticalpartofanyorganization’ssupplychain

managementteam.

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HeadoftheTailor-Made

SupplyChain

Theworldofconsumerproductsisconstantlyevolving,andpersonalizedproductsarebecomingthenewnorm.Inordertomeettheseever-changingdemands,thesupplychainmusttakeanewapproach.That’swheretheHeadoftheTailor-MadeSupplyChaincomesin.

Astheleaderofthiscriticalfunction,theHeadoftheTailor-MadeSupplyChainwouldberesponsibleforoverseeingoperationsandstrategyacrosstheentiresupplychaintoensureitstaysaheadofconsumerdemand.Theywouldworkcloselywithproductdesign,engineering,andprocurementteamstounderstandcustomerneedsanddevelopcustom-madeproductsthatmeetthoseneeds.

Inthisrole,theHeadoftheTailor-MadeSupplyChainwoulddevelopandimplementstrategiestooptimizethesupply

chainforcustom-madeproducts,includingidentifyingandaddressingbottlenecks,improvingleadtimes,andcuttingcosts.Theywouldoverseerawmaterialprocurementforthemanufactureofcustom-madeproducts,ensuringthatthesupplychainisoptimizedtomeettheuniqueneedsofeachcustomer.

TheHeadoftheTailor-MadeSupplyChainwouldneed

tobeastrategicthinker,withadeepunderstanding

ofsupplychainoperationsandapassionformeeting

customerneeds.Theywouldworkcloselywithcross-

functionalteamstoensurethatthesupplychainis

designedtomeettheever-changingdemandsofthe

consumerproductsindustry.

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TheSupergridHero

Imagineaworldwherethesupplychainoperateslikeawell-oiledmachine,witheverythingworkinginperfectharmony.That’stheworldtheSupergridHerowantstocreate.

Asthenamesuggests,theSupergridHeroisachampionofthenewtrendofsupergridecosystemsthataresettorevolutionizethesupplychainlandscape.Thisisarolethatrequiresastrategicandvisionaryleaderwhocancoordinateandcollaboratewithcompetitorsandlogisticsbusinessestocreateamoreconnectedtransportationandcommunicationnetwork.Bydoingso,theycan

reduceoperationalrisk,optimizefulfillment,andincreasedecarbonization–allwhileliftingtheentireindustrytonewheights.

TheSupergridHerohasalong-termoutlookand

focusesonidentifyingnewpracticesandglobal

relationshipsthatbenefitthebusinessasawhole.

Theyworkcloselywithcompetitorsandgovernment

entitiesinthesupplychainindustrytoaddressmutual

challenges,regulatorychanges,andopportunities.

Inshort,theSupergridHeroisallaboutmaintaining

relationshipsandcollaboratingtosucceedtogether.

THETECHREVOLUTION

Theworldofsupplychainsisinthemidstofatechnologicalrevolution,andit’sanexcitingtimetobeapartofit.AIisthestaroftheshow,butthereareahostofotherincredibletechnologiesthatarepoisedtorevolutionizethewaywestore,forecast,anddelivergoods.Thinkquantumcomputing,themetaverse,robotics,anddrones–thesecutting-edgeinnovationsaresettotransformthesupplychaingame.

Thesetechnologiesofferawealthofbenefits,includingprofoundefficiencyandprocessimprovementsthatwillhelporganizationskeeppacewithchangingcustomerbehaviourandexpectations.Infact,awhopping

66%ofconsumers

expectorganizationstodeliverapersonalizedexperiencethatcaterstotheirindividualneeds,accordingtoresearchbySalesforce.

Whileautomationmayputsometraditionaltask-basedrolesoutofajob,it’simportanttorememberthatnewtechnologieswillalsocreatenewjobopportunities.Asautomationestablishesitselfandisjoinedbyothertech,sonewroleswillemerge.

Unfortunately,

ourresearchshows

thatmostorganizationsareill-equippedtodeliverthehyper-personalized,real-timecustomerexperiencethatconsumerscrave.Withthevolumeofonlinepurchasesgrowingatarapidpace,thiscouldspelldisasterformanyorganizations.Shockingly,only16%oforganizationsarepreparedtohandlethecomingonslaughtofdemand.

Tomeetthischallengehead-on,organizationsneedanewbreedofsupplychainprofessional.Theseprofessionalsmustbecomfortablewithcutting-edgetechnologiessuchasAI,automation,blockchain,andtheinternetofthings.Byembracingthesetools,organizationscangenerateefficienciesandfocusonvalue-addingaspectssuchascustomerinteractions,analysis,anddecision-making.

Butit’snotjustabouttheflashystuff–logisticstechnologyandwearableroboticscanalsoplayakeyroleinsuperchargingsupplychainsanddeliveringatrulyworld-classcustomerexperience.

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TheParameterPedant

Intoday’sworldofrapidlyadvancingtechnology,thesupplychainindustryiscontinuouslyevolving.Asaresult,theroleofthesupplychainprofessionalhasbecomeincreasinglycomplex,requiringthemtostayup-to-datewiththelatestadvancementsandinnovationstokeeptheiroperationsrunningefficiently.

EntertheParameterPedant,adynamicrolethatrequiresacombinationofanalyticalandcreativeskills.Thisroleisfocusedondrivingsupplychainperformancebyidentifyingnewopportunitiesandimplementingcutting-edgetechnologies.

TheParameterPedantisastrategicthinkerwhocollaborateswithcross-functionalteamstodevelopand

implementtechnologysolutionsthatdrivebusinessobjectives.Theyareadeptatanalyzingcomplexsupplychainprocessestoidentifyareasforimprovement,optimizinginventorysystems,manufacturingcontrols,andautonomousrobotstoimproveperformance.

Thisroleisallaboutstayingaheadofthecurveandusingthelatesttechnologiestostreamlineprocesses,increaseefficiency,andimprovecustomersatisfaction.TheParameterPedantisavitalpartofanyorganizationlookingtooptimizetheirsupplychainoperationsintheintelligentage.

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MetaverseMerchandizer

Astheworldbecomesmoreimmersedinthemetaverse,businessesmustadapttomeettheircustomers’needsinthisnewdigitalrealm.EntertheMetaverseMerchandizer,adynamicrolethatrequirescreativity,adaptability,andadeepunderstandingofconsumerbehavior.

TheMetaverseMerchandizerisnotjustanothermarketer–theyarethebridgebetweentherealworldandthemetaverse.Theybringabrand’sproductsandservicestolifeinavirtualworld,creatinganexperiencethatisbothuniqueandfamiliartocustomers.Byusingdataandinsights,theycanunderstandthepreferencesandinterestsoftheiraudienceandtailortheirofferingsaccordingly.

TheMetaverseMerchandizermustworkcloselywiththeHeadoftheTailor-MadeSupplyChaintoensurethattheirproductandserviceofferingsarenotonlyreflectiveofthebrandbutalsoofthemetaverseplatform’s

overarchinggoals.Theymustbeabletodevelopand

executeamerchandisestrategythatalignswiththe

brand’svisionwhilesimultaneouslycateringtothe

customer’sneeds.

Inthisrole,creativityandinnovationarekey.TheMetaverseMerchandizermustbeabletothinkoutsidetheboxtocreateengagingexperiencesthatcapturetheattentionofconsumersinaworldthatisfullofdistractions.Theymustbeabletocombinetraditionalmerchandisingstrategieswithnewandemergingtechnologiestodeliveratrulyuniqueandmemorableexperience.

Asthemetaversecontinuestogrowandevolve,so

toowilltheroleoftheMetaverseMerchandizer.This

isapositionthatrequiresawillingnesstoadaptand

apassionforinnovation.

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TheBionicHuman

Bionicenhancementisbreakingdownthebarriersbetweenhumanandmachines.Withtheintroductionofwearableexoskeletons,traditionalgenderrolesintheworkforcewillbecomeathingofthepast.

TheBionicHuman,regardlessofphysicalcapability,willbeabletoperformphysicallydemandingtasksacrossthesupplychain,fromliftingandloadingstockbinstomovingmaterialsandfillingconsignments.Withtheaidofexoskeletondevices,thesetaskswillbecomeeasierandmoreefficient.

TheBionicHuman,wouldberesponsibleforoperatingandmaintainingtheexoskeletondevice,ensuringthatit

isingoodworkingorder,charged,andsafetouse.

Thisrolealsoinvolvesworkingcloselywithwarehouse

workersandmanagerstocompletetasksquicklyand

effectively.

Saygoodbyetothelimitationsofphysicalstrength

andhellotothepossibilitiesofbionicenhancement.

TheBionicHumanroleoffersauniqueopportunityto

revolutionizethesupplychainindustryandredefine

whatitmeanstobeaproductivememberofthe

workforce.

UpCloseandPersonalTrainer

Real-worldexperienceisundoubtedlyvaluable,butit’simpossibletoanticipateeverypossiblescenariothatemployeesmayfaceonthejob.That’swheretheUpCloseandPersonalTrainer(UCPT)comesin–aninnovativerolethatutilizescutting-edgeaugmentedreality(AR)technologytocreateimmersiveandeffectivetrainingprograms.

TheUCPTwouldberesponsiblefordevelopingAR-basedtrainingprogramsthatprepareemployeesforanysituationtheymayencounteronthejob.Withtheabilitytosimulatereal-worldscenariosinasafeandcontrolledenvironment,employeescanpracticeofflineandoutofharm’sway.

ThisrolewouldinvolvecuratingalibraryofARtrainingmaterials,includingsimulations,interactivelessons,and

assessments.Workingcloselywithsubjectmatterexperts,theUCPTwouldcreateeffectiveandengagingAR-basedcontentthataddressesallaspectsofthejob,fromsafetyprotocolstocomplextechnicalprocedures.

Toexcelinthisrole,anindividualwouldneedtostay

uptodatewiththelatestARtechnologyandtools,

ensuringthatyourtrainingprogramsarecontinually

evolvingandimproving.Withaninnovativeand

forward-thinkingapproach,theUCPTwouldhelp

torevolutionizethewaythatcompaniestraintheir

employees,settinganewstandardforsafety,

efficiency,andeffectivenessintheworkplace.

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VTOLCommander

ImagineaworldwhereunmannedVTOL(verticaltakeoffandlanding)vehiclesareusedtodelivercriticalcomponentsorhigh-valueitems.TheVTOLCommanderistheonewhocanmakethishappen.Byanalyzingdronedata,thistech-savvyindividualcouldcreateanagileandefficientdronelogisticsservicemodelthatcouldadapttodemand,makingthedeliveryprocessfasterandmorereliablethaneverbefore.

Thisroleinvolvescollaboratingwithvariousteams,includingtheHeadoftheTailor-MadeSupplyChain,toidentifydeliveryneedsanddevelopstrategiesforusingdrones.TheVTOLCommanderwouldberesponsibleforidentifyingareaswheredronescouldbedeployed,evaluatingthesafetyofthedroneusage,andensuringthatthecost-effectivenessandefficiencyofthedronedeliveryservicemodelaremaintained.

TheVTOLCommanderwouldalsoplayavitalroleinselectingtherightdronesforthejob,ensuringthatthedronesusedareequippedwiththenecessarysensorsandsystemstomakedeliveries.Theywouldoverseetheoperationandmaintenanceofthedrones,ensuringthattheyarealwaysinexcellentworkingcondition.

WiththehelpoftheVTOLCommander,dronescouldbecomeagame-changerinthesupplychainindustry.Fromdeliveringmedicalsuppliestoremoteareastotransportinghigh-valuegoodsacrosslongdistances,droneshavethepotentialtotransformthewaywedobusiness.Withtheirexpertiseandknowledgeofdronetechnology,theVTOLCommandercouldrevolutionizethedeliveryprocess,makingitfaster,safer,andmoreefficientthaneverbefore.

SUSTAINABILITYCASCADE

Sustainabilityisnolongerjustabuzzword,it’sacrucialaspectthateveryorganizationmusttakeseriously.Themarketpressuretomeetsustainabilitygoalshasrapidlytransformedintoalegalrequirement.Governmentsandtheinternationalcommunitywon’tacceptditherordelay,andnorwillcustomers.

Onemajorcontributortoanorganization’scarbonfootprintisitssupplychain.Theimpactonsustainabilitymetricsisnotjustfromdirectchangessuchasswitchingtosustainableproductprocurementorelectricvehicles,butalsofromsecondarychangessuchasreducingwastethereforecreatingafurthercascadeofsustainabilityrelatedimpacts.

Unfortunately,our

researchshows

thatonlyoneinfourorganizationsareactivelyscalingtheirsustainabilityinitiativesinthesupplychain.Thenumbersarealarmingwithonly24%measuringthecarbonfootprintofpurchasedgoodsandservices,18%implementingarobustsupplychainforreturns,andjust15%embeddingsustainabilitymetricsandactionplansforreturnablepackaging.

Thishighlightsapressingneedfornewsupplychainprofessionalswhocanquantify,forecast,andimplementsustainabilitymeasuresintheirsupplychain.Theymustbeabletoidentifyareaswherethesupplychaincanbeoptimizedforsustainabilityandimplementsolutionsthatalignwiththeorganization’ssustainabilitygoals.

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WasteWealthManager

Theconceptofacirculareconomy,wherematerialsarekeptinuseforaslongaspossible,isgainingpopularityinthebusinessworld.Companiesarerealizingthevalueofr