Supply chain and

High-performance business Master core competencies Supply chain and the bottom line: A critical link By Robert L. D’Avanzo, C. Edwin Starr and Hans Von Lewinski Supply chain excellence is directly tied to a company’s financial performance. Which is why top performers incorporate supply chain management into their business strategies. Outlook 2004, Number 1 39 For computer maker Dell, the supply chain is “the biggest leverage point we have,” in the words of one executive. At global clothing manufacturer and retailer Zara, “the supply chain is the business model,” notes one observer. And an executive at Hong Kong-based global trading group Li & Fung opines that “customer value lies in our ability to architect and operate supply chains.” These observations may not, in fact, be typical of most companies. However, they do reflect the experience and insights of more and more of today’s successful busi- nesses: A correlation exists between an organization’s financial success and the depth and quality of its sup- ply chain. That connection—supply chain excellence directly linked to financial performance—is a key find- ing of a major study undertaken by a team of researchers from Accenture, Stanford University and INSEAD working with hundreds of companies in Europe and North America.1 But the report’s identification of a direct link from supply line to bot- tom line is only part of the story. Researchers also reached conclusions about how and why successful com- panies incorporate supply chain man- agement into their business strategies. Another channel of inquiry focused on the design and development of integrated operating models, which the research team found to be the key strategic difference between supply chain leaders and also-rans. The researchers also devoted significant effort to understanding how supply chain leaders execute against their operating strategies and adapt them to changing market needs (see “About the research,” page 44). Overall results bolster our hypo- thesis that the mastery of core competencies like supply chain management is a critical compo- nent of high performance. Four key findings emerged from the research. 1. Shareholder value and financial success: Senior executives at leading com- panies view supply chains as critical drivers of shareholder value and competitive differentiation. Confirm- ing that perspective, the research shows a strong connection between high-performance supply chains and financial success. Nearly 90 percent of respondents to a Web-survey component of the research said that their supply chain is “very important” or “critical” to their success. An equal percentage reported having increased their supply chain investments in recent years. Far trickier to ascertain, however, was how supply chain mastery contributes to an increase in shareholder value. To establish that relationship, the team analyzed corporate disclosure data from 636 global companies in 24 industries. For each company, three supply chain performance variables were measured: inventory turns, cost of goods sold (COGS) as a percent of revenue, and return on assets (ROA). Two time periods—1995 to 1997 and 1998 to 2000—were used to correlate gains or declines in supply chain per- formance with improvements or dete- rioration in financial performance. Superior supply chain performers were then defined as those whose supply chain execution ranked in the top one-third for two of the three variables (inventory turns, COGS and ROA). Companies were assessed according to these criteria for each time period and placed in one of four categories: • Leader. Superior supply chain per- formance was demonstrated across both time periods. • Transformer. Supply chain perfor- mance moved from the inferior range during the first time period to the superior range during the second time period. 1 The full report, “Connecting With the Bottom Line: A Global Study of Supply Chain Leadership and Its Contribution to the High-Performance Business,” is available at www.accenture.com/supplychain. 40 www.accenture.com/Outlook • Decliner. Supply chain perfor- mance declined from the superior range during the first time period to the inferior range during the second time period. • Laggard. Superior supply chain performance was not achieved dur- ing either time period. A similar exercise was used to cate- gorize each company’s financial performance across the same time periods. Superior financial perfor- mance was defined as a better-than- average compound annual growth rate (CAGR) of market capitalization within an industry. Again, each company was defined as a leader, transformer, decliner or laggard based on financial performance across both time periods. From there, the team cross-tabulated the companies studied in the supply chain and financial performance categories. What they observed was an exceptional degree of consis- tency. Supply chain leaders showed a higher-than-expected probability of also being financial leaders, supply chain decliners showed a higher-than-expected probability of also being financial decliners, and so on. This pattern strongly suggests a direct relationship between a com- pany’s supply chain performance and its financial performance. As seen in the chart below, supply chain leaders showed a market cap CAGR that was between 7 and 26 percentage points higher than the industry average. Over time, trans- formers showed an average increase Is there a relationship between supply chain mastery and shareholder value? Outlook 2004, Number 1 41 Leveraging supply chain mastery The "leaders" in the chart below are companies with superior performance in supply chain management and better-than-average compound annual growth rates of market capitalization within an industry in both time periods under study. (Time periods cover four years to calculate three-year CAGRs.) SOURCE: ACCENTURE ANALYSIS Relative market cap CAGR Time Industry average -10% -20% +20% +10% +30% 1994 -1997 TransformersLeaders Decliners Laggards 1997-2000 42 www.accenture.com/Outlook in relative market cap CAGR of 8 percentage points. Conversely, laggards’ market cap CAGRs trailed the industry average growth rate by 2 to 5 percentage points, while decliners showed an average drop in relative market cap CAGR of 25 percentage points. These results validate the efforts of forward-thinking executives who are increasingly looking to the supply chain to spur corporate differentiation and growth in shareholder value. 2. Business strategy: Leading companies incorporate supply chains into their business strategies and devote significant attention to designing integrated operating models. The interviews and surveys con- ducted by the research team reveal that virtually all winning business strategies have competitively advan- taged supply chain management at their core. For example, Nokia’s fre- quent and rapid product introduc- tions—major contributors to fast revenue and profit growth—are sup- ported by a very flexible and effi- cient global supply chain. In effect, Nokia has altered the playing field with rapid-response manufacturing, quick-ship logistics and a global supply web that links Nokia suppli- ers and plants; the company also supports vendor-managed inventory and collaborative planning. Another example is Zara, a Spanish clothing manufacturer and retailer. The company’s supply chain strat- egy: dictate industry standards for time to market, costs, order fulfill- ment and customer satisfaction. Zara owns nearly all of its 582 retail stores. Its managers send customer feedback to in-house designers via handheld devices, keeping the designers instantly abreast of fast-changing trends, which helps Zara cull less desirable merchandise more quickly. The result is better-managed invento- ries, tight links between supply and demand, and reduced obsoles- cence costs. Zara also acquires fabrics in only four colors and postpones dyeing and printing until close to manufacture, thus reducing waste and minimizing the need to clear unsold inventories. With these supply chain innovations, Zara can deliver new styles in three to six weeks, compared with up to five months for competitors. The researchers also observed that few companies spend sufficient time designing integrated operating mod- els prior to implementing detailed processes and capabilities. However, integrated operating models are increasingly critical to successfully balancing supply and demand; hence, they are core components in any supply chain strategy. These models vary significantly by industry. But they always incorpo- rate world-class business processes— particularly customer relations, supplier management, new product design and core logistical opera- tions. They also tend to be the prod- uct of a management culture that encourages supply chain excellence. The research team identified three distinct approaches to defining an integrated operating model. The first, out of the box, develops an industry-redefining operating model as a core strategic component. Dell pioneered the direct-to-customer supply chain model for PCs, bypass- ing traditional, higher-cost channels and enabling consumers to customize their purchases and deliveries. Integrated operating models are increas- ingly critical to successfully balancing supply and demand. Other companies, such as Seven- Eleven Japan, use a later in life approach. These companies migrate to an integrated operating model as new opportunities present them- selves. Seven-Eleven Japan moved to eight store deliveries per day when it realized that customized assortments of key products oriented to time-of-day shopping could enhance revenues and profits. Finally, some companies are focused transformers: they adopt an inte- grated operating model in a specific part of the business. General Electric and Home Depot, for example, teamed to develop a “buy one/ make and ship one” model for home appliances. This approach minimizes inventory in retail stores and distribution channels, while giving consumers more product options, customized deliveries and post-sale services. 3. Innovation: Companies that excel in supply chain management build innovation into their operating models, with particular regard to outsourcing, internal/external integration, and matching supply and demand. Most of the world’s top companies understand that the basis of competi- tive differentiation is new—that is, innovative—ways to improve operating performance. The team identified three capabilities that foster or reflect inno- vation and supply chain leadership. Matching supply and demand. Supply chain leaders’ core operating principle and most critical supply chain process is balancing market needs with available supply. Researchers identified several best practices associated with this capability, including ultra–high- frequency deliveries, dynamic pricing coupled with customized assembly, and collaborative forecasting and inventory management. A good example of the latter is an initiative undertaken by Henkel (a multinational manufacturer of house- hold cleaners, adhesives, toiletries and other home-care products), Condis (one of Spain’s largest supermarket chains) and several packaging suppli- ers. These companies established a CPFR (collaborative planning, fore- casting and replenishment) process for laundry and home-care products that involves daily data interchange for key items, coordinated business planning and jointly developed key performance indicators. Next-generation efficiency gains. To minimize operating costs and employed assets, supply chain lead- ers are more likely than most com- panies to implement leading-edge operating strategies and technolo- gies. Some top food companies, for example, have implemented collabo- rative transportation management approaches, while innovative retail- ers such as Staples and Wal-Mart have combined cross-docking and advanced warehouse management to reset the bar in distribution. Researchers also cited an initiative in Europe, where UK-based supermarket chain Tesco has been testing Gillette Mach 3 razor blade packages that have been tagged with radio fre- quency identification devices. These tags make it possible for both com- panies to track inventories down to the item level, thus reducing channel volume and enhancing forecasting and planning capabilities. Organizational integration. Supply chain leaders align internal and external organizations to maximize product lifecycle revenues. To achieve this, they use value-analysis tools, shared metrics, and post-sale Continuous improve- ment and innovation should never come at the expense of smooth, ongoing execution. Outlook 2004, Number 1 43 support and management. Take US carmaker Saturn Corporation, which emphasizes total lifecycle ownership value by providing low prices and high levels of after-sale service. The company also pools retailer inventories and links demand data with external parts suppliers to support production planning. 4. Strategies, capabilities and execution: Companies that focus on supply chain mastery rigorously execute against their strategies and capabili- ties, and they constantly adapt them to changing market needs. Simply put, leading supply chain companies do the basics well by ensuring that processes are designed to be easily executed and that strict performance standards are met. Nokia drives end-to-end process excellence across its operating model. It builds market-driven processes from the customer back through internal functions. Other companies foster process- oriented, collaborative cultures within and across organizations. Sun Microsystems’ customers, for example, receive consistent service and quality across the globe from Sun employees with instant access to all account, ordering and delivery information. And still other companies, such as the Esquel Group, develop corporate- wide, high-level metrics. Driven by About the research To establish the link between supply chain and financial perfor- mance, and to identify the success factors that lead to supply chain excellence, researchers from Accenture, Stanford Univer- sity and INSEAD analyzed corporate-disclosure data from 636 of the world’s 3,000 largest companies, and conducted in-depth interviews with more than 75 executives from 60 companies. The research team also analyzed more than 100 responses to a Web-based survey designed to capture the supply chain insights and experiences of leading executives from companies across North America and Europe. In addition, the team con- sulted with industry analysts, academic experts and Accenture executives, and analyzed and compared results from previous Accenture, Stanford and INSEAD studies. Researchers pursued three primary lines of inquiry. Why is the supply chain strategic? • In what contexts do executives see the supply chain as a vital (that is, strategic) component of their business? • Can a clear relationship be established between supply chain performance and shareholder value? How are leading companies using the supply chain to drive competitive advantage? • What forms of business value do companies most frequently desire from their supply chain initiatives? • What supply chain functions are thought to provide the greatest improvement opportunities? • What are the most widely applied best-practice capabilities of supply chain leaders? • On an ongoing basis, how do business leaders increase the value of their supply chains? What is the nature and success probability of various supply chain transformation initiatives? • What alternatives exist for structuring and managing supply chain transformation projects? • What is the likelihood of success for each identified planning and implementation alternative? well-designed and strongly enforced performance measures, all operating units at the Hong Kong-based high- end apparel supplier collaborate to improve supply chain performance. Supply chain leaders also under- stand that successful execution is a journey that combines the focused completion of everyday operations with continual supply chain innovations. Put another way, they recognize the importance of continuous improvement and innovation, but never at the expense of smooth, ongoing execu- tion. Three companies that are par- ticularly adept at introducing new initiatives without upsetting day- to-day operations are Microsoft Corporation, DuPont and Grainger. Microsoft, for example, used an extensive network of contract man- ufacturers and logistics providers to support the successful launch of its Xbox game machine. Customers for DuPont’s paints are an integral part of the supply chain process, taking responsibility for mixing final colors and ensuring paint quality, which significantly reduces DuPont’s sup- ply costs. Industrial products distrib- utor Grainger, on the other hand, has suppliers assume primary responsibility for product quality through a four-step approach: edu- cate, establish objectives, continu- ally improve processes, and ensure tight and frequent communication. Strategic cornerstones Taken together, the observations made by Accenture, Stanford Uni- versity and INSEAD imply that at least three supply chain manage- ment strategies are common to most business leaders, regardless of industry. • Relentlessly shorten the supply chain to reduce costs and enhance profits. A prime practitioner in this area is Zara, which is able to introduce 11,000 new designs to the market each year—generally with a three- to six-week lead time and with costs that are markedly lower than its competi- tors’ costs. • Flawlessly execute supply chain capabilities internally and with partners. Dell has eliminated inventory echelons and reduced supply chain costs by fostering broad partnerships with suppliers. • Continuously evolve strategies and operating models in anti- cipation of new market condi- tions. Seven-Eleven Japan makes multiple daily deliveries to indi- vidual stores to match consumer desires that shift according to the time of day. Deliveries also are coupled with new product and service offerings. The importance of these three strate- gies is their ubiquity: They are the cornerstones of virtually every lead- ing company’s supply chain transfor- mation agenda. Of course, no two companies will follow an identical transition path. But the ones that succeed most completely are certain to have constructed short, tight sup- ply chains that are flexible and fun- damentally collaborative. They also will demonstrate supply chain inno- vation in a way that cogently reflects their unique mission as well as their high-performance aspirations. � About the authors Robert L. D’Avanzo, a partner in the Accenture Supply Chain Management service line, co-leads the company’s Supply Chain Value Transformation prac- tice. Mr. D’Avanzo is based in New York. robert.l.d’avanzo@accenture.com C. Edwin Starr is a partner in the Accenture Supply Chain Management service line; he oversees the practice in the Americas and in the company’s Communications & High Tech operating group. Based in Chicago, Mr. Starr writes and speaks frequently on various business issues in communications, high tech and supply chain. c.edwin.starr@accenture.com Hans Von Lewinski is a London-based partner in the Accenture Supply Chain Management service line. He leads the company’s Supply Chain Value Transformation practice in Europe. hans.von.lewinski@accenture.com Outlook 2004, Number 1 45