Supply chain management
in the cloud
How can cloud-based computing make
supply chains more competitive?
New cloud computing technologies are enabling
breakthrough innovations in supply chain
management (SCM) applications delivered
via SaaS (software as a service) models.
1. What new capabilities does cloud computing
bring to supply chain management?
Digital supply chain networks come of age
Most supply chain strategies originate from
earlier times when the business environment
was more stable. With predictable business
cycles, competent management teams could
navigate the challenges and still focus their
supply chain strategies on cost reduction.
They did so in part by establishing low-cost
manufacturing in locations far from core
markets, rationalizing the supplier base,
reducing inventories by integrating partners
into ecosystem, and applying lean principles
to their processes.
Now, as every business becomes a digital
business, digitization has the potential
to transform the supply chain by making
services more valuable, accessible and
affordable. For digital technologies to
create new supply chain opportunities,
a new perspective is needed. Organizations
should reimagine the supply chain as a
digital supply network that unites not just
physical flows of products and services, but
also talent, information and finance. In an
abstract sense, people and dataas well as
materials, products and suppliesmust travel
together across the extended enterprise.
As a key enabler in this new digital world,
cloud computing can have a transformational
impact on the business and the supply
chain operating model by enabling data
and analytics, mobility and social media
functions (see Figure 1).
as a supply chain, enabling data to flow
through the entire organizationand out
to its ecosystem of partners. By leveraging
this data, cloud solutions facilitate the
actionable insights that make digital supply
networks intelligent.
Cloud computing helps organizations to
realize major benefits from key marketplace
trends that are redefining traditional supply
chain networks:
3. Digital technologies are
industrial grade
1. Volatility is the new normal
Although unstable conditions are familiar
terrain to supply chain professionals,
few supply chains can accommodate the
relentless speed and amplitude of volatility
today. Cloud computing facilitates enhanced
responsiveness to supply chain disruptions.
2. Data volumes are surging
Because most data technologies have
been adopted in piecemeal fashion,
enterprise data is vastly underutilized. To
unlock the value of external and internal
data, companies must start to treat it
The flow of goods can now be managed
with digital tools that leverage high
volumes of data from multiple sources,
connect resources (machines and humans)
in real-time, and embrace social media to
collaborate beyond organization boundaries.
By moving to the cloud, organizations
can operate with increased flexibility and
mass-customize their products and services.
4. End-to-end visibility has arrived
New technologies and service providers
make it possible for companies to turn their
supply chains into end-to-end business
operating strategies. The connected cloud
enables the real-time collaboration that
makes this possible.
Figure 1: Convergence of supply chains
Talent
Supply Chain
Mobility
Information
Supply Chain
Cloud
Digital Technologies
Business
Digital Supply Network
Supply Chains
Social Media
Physical
Supply Chain
Analytics/
Big Data
Financial
Supply Chain
Copyright 2014 Accenture. All rights reserved.
Cloud computing: the engine that makes supply chains talk to each other
Supply chains face a common challenge.
Detailed knowledge of operations is held
locally creating silosorganizational,
functional and culturaland these undermine
effective collaboration between different
elements of the supply chain, increasing the
likelihood of problems emerging at a late
stage, and limiting options for response.
By enabling a network view, digitization
can help companies capture huge savings
and competitive advantages by fostering
networked processes; optimizing the
complete enterprise instead of individual
functions; and driving new ways of thinking
and working by enhancing visibility,
collaboration and innovation.
As supply chain managers target even
greater efficiencies, one overarching cloudbased strategy can be used to enhance cost
improvements and performance: establishing a
control tower to coordinate and orchestrate
the elements that make up the supply chain.
Control tower systems connect trading
partners and service providers to create a
vibrant, always on electronic community.
The data network spans the globe and must
be capable of integrating with the proprietary
systems of hundreds of partners. This is a
long list of conversationsall of which
must be tapped, translated and understood.
Which is why the cloud is so essential.
Figure 2: Understanding the benefits a control tower brings to the supply chain
Level 1:
Integrated
transactional
systems
Real-time visibility
Level 2:
Analytics
Root cause analysis
Alarms generated
Dashboards
Simulations, what if scenarios
Risk analysis & response management
Level 3:
Execution
Management insights
Executive decisions
Improved KPIs
Understanding what cloud computing can do for supply chains
Digital supply networks, enabled by the
cloud, have four distinct advantages which,
together, drive unprecedented visibility,
insights and flexibilitywhile operating
rapidly and at scale (see Figure 3). These
advantages are summarized below.
Connected
Connectivity provides unprecedented visibility
and the real-time ability to touch/influence,
resulting in an intelligent supply network and
evolved operating models. Leveraging this
advantage, companies can easily connect
with their suppliers, vendors and customers.
Connectivity also provides infrastructure
advantages such as dynamic provisioning,
multi-tenancy, improved server utilization,
and datacenter efficiency. Past studies have
shown cloud solutions can reduce energy use
and carbon emissions by more than 30 percent
when compared to their corresponding
applications installed on-premise.1
The connected supply chain advantage means:
Real-time visibility: supply chains become
more dynamic, secure and interactive
Seamless collaboration: supply chain
capabilities are harmonized beyond
physical boundaries
Highly evolved operating models: product/
service delivery is exponentially improved
to meet customers evolving demands.
Intelligent
Scalable
Once the supply network is connected, it
leverages analytics, cognitive equipment and
smart apps to provide the right information
for decision-making, at the right time. These
intelligent technologies mean that supply
chain managers can make proactive decisions
on the go, while enabling set-up of rulebased decisions for basic tasks. Predictive
analytics can spot potential risks and provide
alternative options for decisions on proactive
actions and damage limitation. One example
of cloud computing-enabled intelligence is
Taleris (a joint venture between GE Aviation
and Accenture). Taleris uses predictive
analytics technology to analyze data from
the various sensors installed on multiple
aircraft parts, components and systems
and make predictive recommendations
on aircraft maintenance and operations.2
Now connected and intelligent, the supply
network is able to scaleas well as plugging
in different partners and suppliers as needed,
companies can scale down their operations
to target niche markets/segments/customers,
and/or target newer markets. Because cloudbased computing supply chain solutions
operate on a flexible, usage-based model,
network, storage, and capacity can be quickly
changed to take account of the volatility of
customer demands and market conditions.
The intelligent supply chain advantage means:
Actionable insights: innovative data analysis
supports advanced decision-making
Automated execution: seamless humanmachine interaction increases operational
efficiency
Enhanced, accelerated innovation:
digital inspires and supports creative
advances in design, personnel, operations
and customer relationships.
Figure 3: Four distinct advantages of digital supply networks
Manufacturer
Retailer
Rapid
Scale
Talent
Supply Chain
Physical
Supply Chain
IO
Intelligent
O O
O IIO II
O OO
I
IO
O O
O IIO II
O OO
I
OOIO
OIIOO
IOOII
Connected
IO
O O
O IIO II
O OO
I
OOIO
OIIOO
IOOII
OOIO
OIIOO
IOOII
Supplier
Logistics provider
Information
Supply Chain
Financial
Supply Chain
Customer
Distributor
The scalable supply chain advantage means:
Maximum efficiency: integration of people,
process and technology
Organizational flexibility: digital plug-andplay enablers provide natural configure
and re-configure capabilities
Personalized experiences: channel-centric
supply networks help foster individualized
products and services.
Rapid
Building upon the first three advantages,
companies can now operate their supply
chain networks at speedsuccessfully
executing in the midst of permanent
volatility. Faster planning and execution
capabilities (supported by advanced analytics
and in-memory computing) result in reduced
time to market, while enhanced flexibility
and responsiveness to market conditions
comes from better access to resources and/
or quick shifting of resources within the
company, as well as across the extended
enterprise. For enterprises using private
cloud computing solutions, software-defined
networking (SDN) enables integrated bursting
to public cloud computing infrastructure
when business demands on computing
capacity overwhelm internal capabilities.
The rapid supply chain advantage means:
Enhanced responsiveness: using better
information and sophisticated analytics to
interpret and react speedily to disruptions,
including demand and supply signals
Proactive prevention: decision support,
driven by predictive analytics, helps to
confirm reliability and rapid adaptability
Last mile postponement: swift repurposing
of organizational assets at short notice
helps to ensure that supplies always meet
changing demands.
Realizing immediate tactical benefits
Alongside these core strategic advantages,
the replacement of on-premise solutions with
SaaS-based SCM models have the potential
to deliver four immediate tactical benefits,
with quick wins helping to support buy-in:
Speed
Much faster to deploy than linear on-premise
ERP implementations, SaaS-based SCM
solutions facilitate rapid demonstration
of ROI and avoid long IT project queues.
In addition, upgrades can be delivered
more timely with limited manpower.
Single source of truth
By enabling a single source of the truth
accessible anywhere/anytime and easily
shared on a real-time basisSaaS-based
solutions can quickly lead to the connectivity
that turns traditional supply chains into
supply networks.
Cost
SaaS-based SCM solutions enable low
cost-of-entry for fast-growing companies
to build a business case and gain executive
buy-in. Because they can support highly
distributed operational processes at a low
cost, they provide an attractive alternative
to on-premise solutions for supply chain
managers confronted with limited IT
resources and tight budget constraints.
These solutions also help reduce the need
for substantial upfront capital investment
integration and configuration costs can
be transferred into operating costs.
Business value
Ideally suited to facilitate rapid, flexible
implementation of SCM capabilities in
small and mid-sized companies, SaaSbased solutions allow these organizations
to build the competencies they need prior
to investing, as well as providing a route
to experiment with innovation at a lower
cost, without long-term commitment.
2. Why is now the time for action?
Cloud computing is now recognized as a real game-changer,
providing a route through which supply chain executives can
rapidly and efficiently access innovative supply chain solutions
delivered through a SaaS modeland deploy them at scale. Driven
by growing realization of the benefits these solutions provide, the
SaaS for SCM market is predicted to grow by 24 percent in 2014,
and reach a 19 percent compound annual growth rate to become
a US$4.4 billion opportunity by 2018.3
SaaS-based approaches work well when
collaborative processes are involved. In
todays complex, global supply chain
networks, effective business-to-business (B2B)
collaboration is essentialand this is where
SaaS-based solutions can deliver real benefits.
We are also seeing capabilities such as
in-memory databases, analytics and
performance management increasingly being
combined with the cloud to address many of
the challenges arising from the mass of data
that must be managed and mined for insights
to provide new sources of business value.
Figure 4: SaaS for SCM Market Size
SaaS for SCM Market Size ($m)
5,000
4,387.8
4,500
19.1% CAGR
4,000
3,313.6
3,500
2,784.8
3,000
2,281.6
2,500
2,000
1,500
3,840.5
1,834.5
1,523.4
1,000
500
0
2012
2013
2014
2015
2016
2017
2018
Copyright 2014 Accenture. All rights reserved. Copyright Gartner, Inc. Source: Forecast: Public Cloud Services,
Worldwide, 2012-2018, 2Q14 Update, 25 June 2014
3. Considerations for adopting
cloud computing in SCM
Taking a strategic approach
A strategic approach to implementation
is essential. This should recognize that
not all supply chain processes are suitable
candidates for migration to the cloud. Two
categories of process in particular may prove
to be unsuited to cloud computing. First,
complex and/or unique processes that require
a heavy degree of customized processing are
less likely to be delivered as cloud computingbased services, at least in the near future.
And second, processes that require heavy
integration with either a physical flow or
with other information systemsparticularly
those requiring ultrafast response times
are currently not well-suited to cloud.
So which capabilities should be considered
for deployment in the cloudand how best
to get underway? Companies are flocking
in ever-increasing numbers to clouds
everything-as-a-service promise. But it
is important to recognize that a reliance
on traditional, in-house IT systems and
applications still exists. What has emerged
is a more complex hybrid-technology
landscapeone in which multiple emerging
technologies must be assimilated with legacy
systems. To transition effectively and manage
in this hybrid world, organizations need deep
knowledge, experience and insights into both
cloud and legacy technologies. Moreover,
they need the know-how, solutions, assets
and implementation firepower to take optimal
advantage of the unique opportunities
that a hybrid model provides. The ways in
which Accenture is helping organizations to
embrace cloud computing are showcased in
Putting the cloud to work with Accenture.4
Which functions should take the lead?
As the SCM application market expands, we
are seeing different rates of adoption across
the four core elements of the supply chain:
SaaS for Supply Chain Planning
Although levels of adoption in this segment
are low, especially in large enterprises,
the supply chain planning (SCP) market
is expected to grow rapidly as current
concernssuch as data security and
ERP/cloud integrationare overcome.
SaaS for Sourcing and Procurement
SaaS for Logistics
There are high levels of adoption in this
segment, largely because of the rapid
implementation, low cost and innovation
provided by SaaS solutions.
Cloud computing is rapidly maturing
to support collaborative transportation
management solutions (TMS) along with
other aspects of transportation management,
such as sourcing of network capacity,
robust visibility and event management
and ancillary functions, including freight
pay and audit. These capabilities allow
companies to close the loop on procureto-pay processes and verify that improved
performance can be delivered in carrier
selection, track/pay/audit and spend
analytics. In addition, SaaS solutions
provide a central repository of global trade
content that can be accessed on demand.
SaaS for Manufacturing
On-premise is the dominant software delivery
model for manufacturing management.
However, there are alternative delivery models
for software supporting environmental,
health and safety activities, quality
management, and business intelligence.
Understanding the organizational impact
As we have seen, cloud computing has the
potential to create great value for supply
chain organizations in every industry. At
the same time, however, it is important to
recognize how the centrifugal force of cloud
computing pushes greater IT power out to the
entire business. Accordingly, more and more
non-IT groups within an organization are now
involved in IT purchasing decisions. According
to a 2012 Everest Group study,5 64 percent
of stakeholders involved in cloud-solution
purchases were from outside the IT function.
So whats needed to more effectively manage
this new and more complex IT reality? The very
term IT governance may be outdated. Note
that in an automobile engine, a governor
is something that exists to limit the power
and speed of the machine. Its about control.
Whats really needed today is a way to
increase speed, not throttle it, to manage
IT toward greater efficiency in its new role
as a service delivery function.
And that requires a set of capabilities
focused on areas that are generally not
part of traditional IT governance:
Architecture
To manage complex solution designs that
may include combinations of private cloud,
managed cloud, virtual private cloud
and public cloud, a business architecture
capability is requiredone that pools
resources and provides knowledge across
key business functions and delivery needs.
Delivery
The service delivery environment today
is highly complex in part because the
architectural environment is more complex
a hybrid of legacy and cloud computing
technologies. In response to that complexity,
there is a growing need for management
skills outside the traditional sweet spot
of IT managers. These skills will need to
span service integration, an informed
buying capability, contract facilitation and
monitoring, and vendor development.
These capabilities are discussed in length
in Outlook, Accentures journal of highperformance business.6
Value
A value-creation functionwhich in some
cases is an actual responsibility, akin to
a program management officeworks in
concert with the business to assess and
realize value from an IT initiative, drive
innovation and provide an enhanced
level of insight for stakeholders.
4. Cloud computing in supply chain
management: what does the future look like?
Organizations are increasingly taking advantage of cloud solutions
for specific activities such as network collaboration, back-office
support, as well as transport and logistics management. Looking
ahead, we expect to see a number of key technologies enabling
further innovation in the SCM application marketplacefrom
in-memory databases and powerful analytics, to product lifecycle
management (PLM) solutions:
Cloud computing-based product
lifecycle management (PLM)
Cloud-based computing applications are
expected to transform the PLM market in
the medium-term, with these solutions being
used to enable field force product support,
as well as facilitating Marketing in collecting/
analyzing customer data.
In-memory databases
New next-generation applications and realtime data platforms are coming to market,
with the first wave of cloud computingbased applications for SCM already available.
Processing that used to take hours can now
be executed in seconds with in-memory
database technology.
Analytics
Basic supply chain analytics will increasingly
devolve into tactical departmental analytics,
while a more strategic usage of supply chain
performance management (SCPM) will, over
time, replace this with a robust view of supply
chain management.
Pfizers supply chain moves into the cloud
Leading companies are building a track record for cloud computing-driven delivery.
After over 25 acquisitions in two decades, Pfizer needed to re-engineer its complex
supply chain to enable greater agility and responsiveness to unexpected events, while
providing the company and its partners with a single version of the truth.
To achieve these objectives, Pfizer set about transforming its supply chain to device
independence, by moving to one common cloud-based platform for management of the
supply chain network. As part of this process, the company required its 500 suppliers
to implement a cloud computing-based, common-information-exchange framework on
which each supplier was represented as a node on a virtual supply chain. Although the
shape and scope of the network may change over time, the cloud layer isolates Pfizer
from any underlying physical changes and allows supply chain network participants to be
added or removed rapidly. Pfizers vice president of supply network services, Jim Cafone,
traced the progress over a year and a halffrom zero shipment traceability to a deviceindependent platform that has already handled more than 40,000 shipments. This new
visibility is essential to expanding global markets. Cafone pointed out that the virtualized
infrastructure has made it possible for Pfizer to land products into portions of the world
where before we and the rest of the industry were flying blind. For example, we know when
a product lands in Kenya or anywhere else in the world, because we have that traceability.7
10
References
About Accenture
Accenture and WSP, Cloud Computing
and Sustainability: The Environmental
Benefits of Moving to the Cloud, 2010
Accenture is a global management
consulting, technology services and
outsourcing company, with more than
293,000 people serving clients in more
than 120 countries. Combining unparalleled
experience, comprehensive capabilities
across all industries and business functions,
and extensive research on the worlds
most successful companies, Accenture
collaborates with clients to help them
become high-performance businesses and
governments. The company generated net
revenues of US$28.6 billion for the fiscal
year ended Aug. 31, 2013. Its home page
is www.accenture.com.
Etihad Airways and Taleris Implement
New Technology to Predict Aircraft
Maintenance Faults, Reduce Flight Delays,
http://www.businesswire.com/news/
home/20130618005809/en/Etihad-AirwaysTaleris-Implement-Technology-PredictAircraft#.Ut_G4xC6bVQ
Gartner, Forecast: Public Cloud Services,
Worldwide, 2012-2018, 2Q14 Update,
June 2014
www.accenture.com/SiteCollection
Documents/PDF/Accenture-Putting-CloudWork-Accenture.pdf
Evaluating Cloud Service Providers,
Everest Group, 2012
www.accenture.com/us-en/outlook/Pages/
outlook-journal-2013-information-technologygoverance-spinning-into-control.aspx
6
Paul Taylor, Pfizer moves supply chain to
cloud, September 11, 2012 (www.ft.com/cms/
s/0/1608e5d6-fc59-11e1-ac0f-00144feabdc0.
html?siteedition=uk#axzz31gZIsVem)
For more information
Saideep Raj
Emerging Platforms Lead
[email protected]Aditya Sharma
Global Digital Operations Lead
[email protected]About Accenture Cloud
Accenture is uniquely positioned to help
organizations use the cloud for competitive
advantage within a complex digital
marketplace. With a full range of cloud
services, from strategy and implementation
to migration and a cloud brokerage, we help
clients plan for, integrate and manage in a
hybrid world where cloud and legacy systems
co-exist. We combine those insights with
our industry knowledge, delivery experience
and diverse ecosystem to drive innovation
and transform complex environments
into high-performing digital businesses.
Accenture has worked on more than 8,000
cloud computing projects for clients,
including nearly 70percent of the Fortune
Global 100, and has more than 10,000
professionals trained in cloud computing.
Follow us: @AccentureCloud and
visit us: www.accenture.com/cloud
Copyright 2014 Accenture. All rights reserved.
Accenture, its logo, and High Performance Delivered
are trademarks of Accenture. This document is
produced by consultants at Accenture as general
guidance. It is not intended to provide specific
advice on your circumstances. If you require advice
or further details on any matters referred to,
please contact your Accenture representative.
This document makes descriptive reference to
trademarks that may be owned by others. The use of
such trademarks herein is not an assertion of ownership
of such trademarks by Accenture and is not intended
to represent or imply the existence of an association
between Accenture and the lawful owners of such.
Copyright 2014 Accenture
All rights reserved.
Accenture, its logo, and
High Performance Delivered
are trademarks of Accenture.
14-3994/ 11-9315
