Asia Pacific Supply Chain Director Survey
A qualified, independent and unbiased perspective on the key challenges faced by Supply Chain Directors in Asia today. An essential tool for anybody operating within the supply chain sector in an increasingly challenging global economy.
Businesses today are defined by their supply chains, a source of competitive advantage if managed effectively. With the global economy redefining the dynamics of industry competition, today’s faster paced markets demand speed, flexibility and innovation. Modern businesses face higher levels of scrutiny as they are pressurised to meet ever increasing customer requirements on an ongoing and increasingly demanding cost efficient basis.
In these challenging economic times, manufacturers and retailers continue to strive to achieve a profitable balance between satisfying customer requirements whilst streamlining their operational cost base. Hence the 2011 Analytiqa Asia Pacific Supply Chain Director’s Survey presents an Asia Pacific market perspective on the current supply chain industry based on primary information and opinion gathered directly from senior professionals within the region.
The report assesses the dynamics of the decision making currently employed by manufacturers and retailers across Asia Pacific in driving their supply chain strategy. This unique and privileged perspective, based on insight collected and analysed by Analytiqa from an independent and unbiased standpoint, provides you a critical window into the thoughts and concerns of Supply Chain Directors in the current operational climate.
This report will further assist you to better understand a demanding and challenging client base or simply benchmark your own thoughts, opinions or day-to-day operational experiences.
Scope of this report
This report is ideally suited to meet the information needs of professionals operating within companies that are either dedicated Asian contract logistics providers, supply chain service providers or a professional services organisation within the retail and manufacturing supply chain sectors across Asia Pacific. Based on unique primary research unavailable from any other source, this report will assist you to:
The independent and unbiased nature of Analytiqa’s privileged position in the market ensures that the analysis in this report portrays an accurate, objective view of the current market and its key participants. This enables you to draw conclusions with absolute confidence in the relevance, timeliness and accuracy of the insight provided.
As a supplier, customer or logistics service provider, this research will enable the informed identification and targeting of key drivers impacting on the decision making and supply chain strategies of major manufacturers and retailers across Asia.
Audience:
Businesses today are defined by their supply chains, a source of competitive advantage if managed effectively. With the global economy redefining the dynamics of industry competition, today’s faster paced markets demand speed, flexibility and innovation. Modern businesses face higher levels of scrutiny as they are pressurised to meet ever increasing customer requirements on an ongoing and increasingly demanding cost efficient basis.
In these challenging economic times, manufacturers and retailers continue to strive to achieve a profitable balance between satisfying customer requirements whilst streamlining their operational cost base. Hence the 2011 Analytiqa Asia Pacific Supply Chain Director’s Survey presents an Asia Pacific market perspective on the current supply chain industry based on primary information and opinion gathered directly from senior professionals within the region.
The report assesses the dynamics of the decision making currently employed by manufacturers and retailers across Asia Pacific in driving their supply chain strategy. This unique and privileged perspective, based on insight collected and analysed by Analytiqa from an independent and unbiased standpoint, provides you a critical window into the thoughts and concerns of Supply Chain Directors in the current operational climate.
This report will further assist you to better understand a demanding and challenging client base or simply benchmark your own thoughts, opinions or day-to-day operational experiences.
Scope of this report
This report is ideally suited to meet the information needs of professionals operating within companies that are either dedicated Asian contract logistics providers, supply chain service providers or a professional services organisation within the retail and manufacturing supply chain sectors across Asia Pacific. Based on unique primary research unavailable from any other source, this report will assist you to:
- Understand the key drivers for in-house and outsourced logistics decisions
- Compare outsourcing trends for individual supply chain activities
- Analyse the tender and decision making process when choosing a 3PL
- Assess the performance of supply chains within Asia Pacific retailers and manufacturers
The independent and unbiased nature of Analytiqa’s privileged position in the market ensures that the analysis in this report portrays an accurate, objective view of the current market and its key participants. This enables you to draw conclusions with absolute confidence in the relevance, timeliness and accuracy of the insight provided.
As a supplier, customer or logistics service provider, this research will enable the informed identification and targeting of key drivers impacting on the decision making and supply chain strategies of major manufacturers and retailers across Asia.
Audience:
- Contract Logistics Providers
- Retailers
- Manufacturers
- Road Hauliers
- Freight Forwarders
- Express Operators
- Technology Providers
- Financial / Investment Institutions
- Professional Service Companies
- Strategic decision making processes
- Contribution of supply chain personnel
- Investment drivers and trends – Motivations for outsourcing
- Nature of in-house operations
- 3PL selection criteria
- Supply Chain Directors perspectives of 3PL performance
- Strategic requirements of 3PLs
- Future focus and development priorities for major supply chain operations
- Macro environmental concerns
- Operational trends
CHAPTER 1 EXECUTIVE SUMMARY
1.1 Supply Chain Structure and Decision-Making
Figure 1.1: Share of companies that do not include Supply Chain Directors at Board level, 2011
1.2 Logistics Operations and Outsourcing Dynamics
Figure 1.2: 3PLs must demonstrate service capability and industry expertise, 2011
1.3 Evaluation of Logistical Competence
Figure 1.3: Supply chain performance has ‘significantly improved’, 2009-2010
1.4 Strategic Supply Chain Development
Figure 1.4: Share of Supply Chain Directors adopting a pan-Asia Pacific model after 2011
CHAPTER 2 INTRODUCTION
2.1 Research Objectives
2.2 Report Structure
2.3 Research Methodology and Data Definitions
CHAPTER 3 KEY ASSUMPTIONS AND ACTION POINTS
3.1 Key Assumptions
3.1.1 Supply Chain Structure and Decision Making
3.1.2 Logistics Operations and Outsourcing Dynamics
3.1.3 Evaluation of Logistical Competence
3.1.4 Supply Chain Development
3.2 Key Action Points
CHAPTER 4 SUPPLY CHAIN STRUCTURE AND DECISION-MAKING
4.1 Introduction
4.2 Strategic Decision-Making
4.2.1 Decision Making at Board Level
Figure 4.1: Share of Companies that do not make supply chain decisions at board level, 2011
Table 4.1: Share of logistics decisions taken at board level, 2011
4.2.2 Supply Chain Influence at Board Level
Figure 4.2: Share of companies currently viewing their supply chain as a ‘profit centre’, 2011
Table 4.2: Evaluation of the supply chain as a ‘profit centre’, 2011
Figure 4.3: Share of companies that do not include Supply Chain Directors at Board level, 2011
Table 4.3: Supply chain influence at board level, 2011
4.3 Supply Chain Decision Makers
4.3.1 Responsibility within the Supply Chain
Figure 4.4: Share of Supply Chain Directors that are primarily ‘decision-makers’, 2011
Figure 4.5: Operational managers are mainly ‘influencers’ and ‘budget holders’, 2011
Table 4.4: Recognising positions of responsibility within the supply chain, 2011
4.4 Investing in Human Resources
Figure 4.6: Supply chain headcount at Asia Pacific companies, 2008-2010
Table 4.5: Trends in the size of supply chain departments from 2008 – 2010
4.5 Key Findings
CHAPTER 5 LOGISTICS OPERATIONS AND OUTSOURCING DYNAMICS
5.1 Introduction
5.2 Geographical Scope of Outsourcing Decisions
Figure 5.1: Share of retailers and manufacturers that outsource transport activities nationally, 2011
Table 5.1: Supply chain outsourcing activity by geographical scope, 2011
5.3 Dynamics of Strategic Outsourcing Activity
Figure 5.2: Which outsourced services saw the largest growth from 2006-2010
Figure 5.3: Which outsourced services are set to rise the fastest, 2011-2015
5.3.1 Transportation
Table 5.2: Trends in outsourced transportation operations, 2006 – 2010
Table 5.3: Anticipated outsourced transportation operations, 2011 – 2015
Figure 5.4: Outsourced domestic transportation rates 2011 – 2015
Figure 5.5: Share of retailers and manufacturers increasing outsourced international transport requirements in the period 2011 – 2015
5.3.2 Reverse Logistics
Table 5.4: Trends in outsourced transportation operations, 2006 – 2010
Table 5.5: Anticipated outsourced reverse logistics, 2011 – 2015
Figure 5.6: Share of Asia Pacific retailers and manufacturers changing their outsourced reverse logistics requirements in the period 2011 – 2015
5.3.3 Warehousing – Inventory Storage
Table 5.6: Trends in outsourced warehousing operations, 2006 – 2010
Table 5.7: Anticipated outsourced warehousing, 2011 – 2015
Figure 5.7: Share of retailers and manufacturers changing their outsourced warehousing setup in the period 2011 – 2015
5.3.4 ‘Added Value’ Services
Table 5.8: Trends in outsourced ‘added value’ services, 2006 – 2010
Table 5.9: Anticipated outsourced ‘added value’ services, 2011 – 2015
Figure 5.8: Share of retailers and manufacturers increasing outsourced ‘added value’ services in the period 2011 – 2015
5.3.5 Supply Chain Procurement
Table 5.10: Trends in outsourced procurement, 2006 – 2010
Table 5.11: Anticipated outsourced procurement, 2011 – 2015
Figure 5.9: Share of retailers and manufacturers increasing outsourced supply chain procurement in the period 2011 – 2015
5.3.6 Supply Chain Administration
Figure 5.10: Share of retailers and manufacturers increasing outsourced supply chain administration in the period 2011 – 2015
Table 5.12: Trends in outsourced supply chain administration, 2006 – 2010
Table 5.13: Anticipated outsourced supply chain administration, 2011 – 2015
5.3.7 Technology
Table 5.14: Trends in outsourced supply chain technology, 2006 – 2010
Figure 5.11: Share of Supply Chain Directors increasing their outsourced IT requirements during the period 2011 – 2015
Table 5.15: Anticipated outsourced supply chain technology, 2011 – 2015
5.4 In-House Logistics
Figure 5.12: Supply Chain Directors evaluate the key drivers of in-house logistics, 2011
Table 5.16: Key strategic drivers of in-house logistics operations, 2011
5.5 Employing Third-Party Logistics Providers
5.5.1 Trends in the Level of Supply Chain Outsourcing
Figure 5.13: Share of retailers and manufacturers outsourcing all their international transport requirements, 2011
Table 5.17: 3PLs employed in the Asia Pacific region between 2008 and 2010
5.5.2 3PL Employment
Figure 5.14: Companies have consolidated their number of 3PLs since 2008
Table 5.18: 3PLs employed in the Asia Pacific region between 2008 and 2010
5.5.3 Short-listing a Compatible Logistics Provider
Figure 5.15: How many 3PLs are evaluatedper outsourced logistics contract, 2011
Table 5.19: Number of 3PLs approached per logistics contract, 2011
5.5.4 Finding the Right Third-Party Logistics Provider
Figure 5.16: Methods used to investigate potential 3PL partners in Asia Pacific, 2011
Table 5.20: Comparing strategies to investigate prospective 3PL partners, 2011
5.5.5 3PL Influence during the Tender Process
Figure 5.17: 3PLs must demonstrate service capability and industry expertise, 2011
Table 5.21: 3PL characteristics that influence logistics outsourcing decisions, 2011
5.5.6 Unbranded Trucks
Figure 5.18: Share of Supply Chain Directors prefer using unbranded trucks, 2011
Table 5.22: Impact of unbranded trucks upon Supply Chain Directors, 2011
5.6 Key Findings
CHAPTER 6 EVALUATION OF LOGISTICAL COMPETENCE
6.1 Introduction
6.2 Supply Chain Performance Review
Figure 6.1: Supply chain performance between 2009 and 2010
Table 6.1: Supply Chain Directors assess their supply chain success from 2009 – 2010
6.3 Key Supply Chain Challenges
6.4 In-house versus Outsourced Performance
Figure 6.2: 3PLs lack the drive innovate and deliver excellent customer service, 2011
Table 6.2: Assessment of in-house versus outsourced supply chain performance, 2011
6.5 Key Findings
CHAPTER 7 STRATEGIC SUPPLY CHAIN DEVELOPMENT
7.1 Introduction
7.2. Alternative Approaches to Supply Chain Planning
Figure 7.1: Share of Supply Chain Directors reviewing their supply chain model annually, 2011
Table 7.1: Frequency of assessment of alternative supply chain models, 2011
7.3 ‘Open Book’ Contracts
Figure 7.2: Share of Supply Chain Directors considering an ‘open book’ model, 2011
Table 7.2: Manufacturers and retailers evaluate the adoption of ‘open book’ contracts, 2011
7.4 Pan-Asia Pacific Model
7.4.1 Perceived capabilities of pan-Asia Pacific logistics providers
Table 7.3: Evaluating the effectiveness of pan-Asia Pacific logistics providers, 2011
Figure 7.3: Pan-Asia Pacific logistic providers are becoming more effective, 2011
7.4.2 Benefiting from pan-Asia Pacific logistics providers
7.4.3 Employing a pan-Asia Pacific logistics provider
Figure 7.4: Share of Supply Chain Directors adopting a pan-Asia Pacific model after 2011
Table 7.4: Incorporating a pan-Asia Pacific model into logistics strategy, 2011
7.5 Divesting Supply Chain Management
Figure 7.5: Share of Supply Chain Directors not considering using a 4PL, 2011
Table 7.5: Evaluating the use of the 4PL model, 2011
7.6 Supply Chain Investment
7.6.1 Outsourcing Requirements
Table 7.6: Assessing manufacturers’ and retailers’ logistics model in 2011/2012
Figure 7.6: Share of Supply Chain Directors planning to change logistics providers during 2011/12
7.6.2 Operational Investment
Figure 7.7: Technology is the primary area of investment between 2011 and 2012
Table 7.7: Key areas of strategic supply chain investment during 2011-2012
7.7 Future Supply Chain Initiatives
Table 7.8: Supply chain initiatives to meet future operational strategies in Asia Pacific, 2011-2013
7.8 Key Findings
CHAPTER 8 ADDITIONAL RESOURCES
CHAPTER 9 APPENDIX
CHAPTER 1 EXECUTIVE SUMMARY
1.1 Supply Chain Structure and Decision-Making
Figure 1.1: Share of companies that do not include Supply Chain Directors at Board level, 2011
1.2 Logistics Operations and Outsourcing Dynamics
Figure 1.2: 3PLs must demonstrate service capability and industry expertise, 2011
1.3 Evaluation of Logistical Competence
Figure 1.3: Supply chain performance has ‘significantly improved’, 2009-2010
1.4 Strategic Supply Chain Development
Figure 1.4: Share of Supply Chain Directors adopting a pan-Asia Pacific model after 2011
CHAPTER 2 INTRODUCTION
2.1 Research Objectives
2.2 Report Structure
2.3 Research Methodology and Data Definitions
CHAPTER 3 KEY ASSUMPTIONS AND ACTION POINTS
3.1 Key Assumptions
3.1.1 Supply Chain Structure and Decision Making
3.1.2 Logistics Operations and Outsourcing Dynamics
3.1.3 Evaluation of Logistical Competence
3.1.4 Supply Chain Development
3.2 Key Action Points
CHAPTER 4 SUPPLY CHAIN STRUCTURE AND DECISION-MAKING
4.1 Introduction
4.2 Strategic Decision-Making
4.2.1 Decision Making at Board Level
Figure 4.1: Share of Companies that do not make supply chain decisions at board level, 2011
Table 4.1: Share of logistics decisions taken at board level, 2011
4.2.2 Supply Chain Influence at Board Level
Figure 4.2: Share of companies currently viewing their supply chain as a ‘profit centre’, 2011
Table 4.2: Evaluation of the supply chain as a ‘profit centre’, 2011
Figure 4.3: Share of companies that do not include Supply Chain Directors at Board level, 2011
Table 4.3: Supply chain influence at board level, 2011
4.3 Supply Chain Decision Makers
4.3.1 Responsibility within the Supply Chain
Figure 4.4: Share of Supply Chain Directors that are primarily ‘decision-makers’, 2011
Figure 4.5: Operational managers are mainly ‘influencers’ and ‘budget holders’, 2011
Table 4.4: Recognising positions of responsibility within the supply chain, 2011
4.4 Investing in Human Resources
Figure 4.6: Supply chain headcount at Asia Pacific companies, 2008-2010
Table 4.5: Trends in the size of supply chain departments from 2008 – 2010
4.5 Key Findings
CHAPTER 5 LOGISTICS OPERATIONS AND OUTSOURCING DYNAMICS
5.1 Introduction
5.2 Geographical Scope of Outsourcing Decisions
Figure 5.1: Share of retailers and manufacturers that outsource transport activities nationally, 2011
Table 5.1: Supply chain outsourcing activity by geographical scope, 2011
5.3 Dynamics of Strategic Outsourcing Activity
Figure 5.2: Which outsourced services saw the largest growth from 2006-2010
Figure 5.3: Which outsourced services are set to rise the fastest, 2011-2015
5.3.1 Transportation
Table 5.2: Trends in outsourced transportation operations, 2006 – 2010
Table 5.3: Anticipated outsourced transportation operations, 2011 – 2015
Figure 5.4: Outsourced domestic transportation rates 2011 – 2015
Figure 5.5: Share of retailers and manufacturers increasing outsourced international transport requirements in the period 2011 – 2015
5.3.2 Reverse Logistics
Table 5.4: Trends in outsourced transportation operations, 2006 – 2010
Table 5.5: Anticipated outsourced reverse logistics, 2011 – 2015
Figure 5.6: Share of Asia Pacific retailers and manufacturers changing their outsourced reverse logistics requirements in the period 2011 – 2015
5.3.3 Warehousing – Inventory Storage
Table 5.6: Trends in outsourced warehousing operations, 2006 – 2010
Table 5.7: Anticipated outsourced warehousing, 2011 – 2015
Figure 5.7: Share of retailers and manufacturers changing their outsourced warehousing setup in the period 2011 – 2015
5.3.4 ‘Added Value’ Services
Table 5.8: Trends in outsourced ‘added value’ services, 2006 – 2010
Table 5.9: Anticipated outsourced ‘added value’ services, 2011 – 2015
Figure 5.8: Share of retailers and manufacturers increasing outsourced ‘added value’ services in the period 2011 – 2015
5.3.5 Supply Chain Procurement
Table 5.10: Trends in outsourced procurement, 2006 – 2010
Table 5.11: Anticipated outsourced procurement, 2011 – 2015
Figure 5.9: Share of retailers and manufacturers increasing outsourced supply chain procurement in the period 2011 – 2015
5.3.6 Supply Chain Administration
Figure 5.10: Share of retailers and manufacturers increasing outsourced supply chain administration in the period 2011 – 2015
Table 5.12: Trends in outsourced supply chain administration, 2006 – 2010
Table 5.13: Anticipated outsourced supply chain administration, 2011 – 2015
5.3.7 Technology
Table 5.14: Trends in outsourced supply chain technology, 2006 – 2010
Figure 5.11: Share of Supply Chain Directors increasing their outsourced IT requirements during the period 2011 – 2015
Table 5.15: Anticipated outsourced supply chain technology, 2011 – 2015
5.4 In-House Logistics
Figure 5.12: Supply Chain Directors evaluate the key drivers of in-house logistics, 2011
Table 5.16: Key strategic drivers of in-house logistics operations, 2011
5.5 Employing Third-Party Logistics Providers
5.5.1 Trends in the Level of Supply Chain Outsourcing
Figure 5.13: Share of retailers and manufacturers outsourcing all their international transport requirements, 2011
Table 5.17: 3PLs employed in the Asia Pacific region between 2008 and 2010
5.5.2 3PL Employment
Figure 5.14: Companies have consolidated their number of 3PLs since 2008
Table 5.18: 3PLs employed in the Asia Pacific region between 2008 and 2010
5.5.3 Short-listing a Compatible Logistics Provider
Figure 5.15: How many 3PLs are evaluatedper outsourced logistics contract, 2011
Table 5.19: Number of 3PLs approached per logistics contract, 2011
5.5.4 Finding the Right Third-Party Logistics Provider
Figure 5.16: Methods used to investigate potential 3PL partners in Asia Pacific, 2011
Table 5.20: Comparing strategies to investigate prospective 3PL partners, 2011
5.5.5 3PL Influence during the Tender Process
Figure 5.17: 3PLs must demonstrate service capability and industry expertise, 2011
Table 5.21: 3PL characteristics that influence logistics outsourcing decisions, 2011
5.5.6 Unbranded Trucks
Figure 5.18: Share of Supply Chain Directors prefer using unbranded trucks, 2011
Table 5.22: Impact of unbranded trucks upon Supply Chain Directors, 2011
5.6 Key Findings
CHAPTER 6 EVALUATION OF LOGISTICAL COMPETENCE
6.1 Introduction
6.2 Supply Chain Performance Review
Figure 6.1: Supply chain performance between 2009 and 2010
Table 6.1: Supply Chain Directors assess their supply chain success from 2009 – 2010
6.3 Key Supply Chain Challenges
6.4 In-house versus Outsourced Performance
Figure 6.2: 3PLs lack the drive innovate and deliver excellent customer service, 2011
Table 6.2: Assessment of in-house versus outsourced supply chain performance, 2011
6.5 Key Findings
CHAPTER 7 STRATEGIC SUPPLY CHAIN DEVELOPMENT
7.1 Introduction
7.2. Alternative Approaches to Supply Chain Planning
Figure 7.1: Share of Supply Chain Directors reviewing their supply chain model annually, 2011
Table 7.1: Frequency of assessment of alternative supply chain models, 2011
7.3 ‘Open Book’ Contracts
Figure 7.2: Share of Supply Chain Directors considering an ‘open book’ model, 2011
Table 7.2: Manufacturers and retailers evaluate the adoption of ‘open book’ contracts, 2011
7.4 Pan-Asia Pacific Model
7.4.1 Perceived capabilities of pan-Asia Pacific logistics providers
Table 7.3: Evaluating the effectiveness of pan-Asia Pacific logistics providers, 2011
Figure 7.3: Pan-Asia Pacific logistic providers are becoming more effective, 2011
7.4.2 Benefiting from pan-Asia Pacific logistics providers
7.4.3 Employing a pan-Asia Pacific logistics provider
Figure 7.4: Share of Supply Chain Directors adopting a pan-Asia Pacific model after 2011
Table 7.4: Incorporating a pan-Asia Pacific model into logistics strategy, 2011
7.5 Divesting Supply Chain Management
Figure 7.5: Share of Supply Chain Directors not considering using a 4PL, 2011
Table 7.5: Evaluating the use of the 4PL model, 2011
7.6 Supply Chain Investment
7.6.1 Outsourcing Requirements
Table 7.6: Assessing manufacturers’ and retailers’ logistics model in 2011/2012
Figure 7.6: Share of Supply Chain Directors planning to change logistics providers during 2011/12
7.6.2 Operational Investment
Figure 7.7: Technology is the primary area of investment between 2011 and 2012
Table 7.7: Key areas of strategic supply chain investment during 2011-2012
7.7 Future Supply Chain Initiatives
Table 7.8: Supply chain initiatives to meet future operational strategies in Asia Pacific, 2011-2013
7.8 Key Findings
CHAPTER 8 ADDITIONAL RESOURCES
CHAPTER 9 APPENDIX
1.1 Supply Chain Structure and Decision-Making
Figure 1.1: Share of companies that do not include Supply Chain Directors at Board level, 2011
1.2 Logistics Operations and Outsourcing Dynamics
Figure 1.2: 3PLs must demonstrate service capability and industry expertise, 2011
1.3 Evaluation of Logistical Competence
Figure 1.3: Supply chain performance has ‘significantly improved’, 2009-2010
1.4 Strategic Supply Chain Development
Figure 1.4: Share of Supply Chain Directors adopting a pan-Asia Pacific model after 2011
CHAPTER 2 INTRODUCTION
2.1 Research Objectives
2.2 Report Structure
2.3 Research Methodology and Data Definitions
CHAPTER 3 KEY ASSUMPTIONS AND ACTION POINTS
3.1 Key Assumptions
3.1.1 Supply Chain Structure and Decision Making
3.1.2 Logistics Operations and Outsourcing Dynamics
3.1.3 Evaluation of Logistical Competence
3.1.4 Supply Chain Development
3.2 Key Action Points
CHAPTER 4 SUPPLY CHAIN STRUCTURE AND DECISION-MAKING
4.1 Introduction
4.2 Strategic Decision-Making
4.2.1 Decision Making at Board Level
Figure 4.1: Share of Companies that do not make supply chain decisions at board level, 2011
Table 4.1: Share of logistics decisions taken at board level, 2011
4.2.2 Supply Chain Influence at Board Level
Figure 4.2: Share of companies currently viewing their supply chain as a ‘profit centre’, 2011
Table 4.2: Evaluation of the supply chain as a ‘profit centre’, 2011
Figure 4.3: Share of companies that do not include Supply Chain Directors at Board level, 2011
Table 4.3: Supply chain influence at board level, 2011
4.3 Supply Chain Decision Makers
4.3.1 Responsibility within the Supply Chain
Figure 4.4: Share of Supply Chain Directors that are primarily ‘decision-makers’, 2011
Figure 4.5: Operational managers are mainly ‘influencers’ and ‘budget holders’, 2011
Table 4.4: Recognising positions of responsibility within the supply chain, 2011
4.4 Investing in Human Resources
Figure 4.6: Supply chain headcount at Asia Pacific companies, 2008-2010
Table 4.5: Trends in the size of supply chain departments from 2008 – 2010
4.5 Key Findings
CHAPTER 5 LOGISTICS OPERATIONS AND OUTSOURCING DYNAMICS
5.1 Introduction
5.2 Geographical Scope of Outsourcing Decisions
Figure 5.1: Share of retailers and manufacturers that outsource transport activities nationally, 2011
Table 5.1: Supply chain outsourcing activity by geographical scope, 2011
5.3 Dynamics of Strategic Outsourcing Activity
Figure 5.2: Which outsourced services saw the largest growth from 2006-2010
Figure 5.3: Which outsourced services are set to rise the fastest, 2011-2015
5.3.1 Transportation
Table 5.2: Trends in outsourced transportation operations, 2006 – 2010
Table 5.3: Anticipated outsourced transportation operations, 2011 – 2015
Figure 5.4: Outsourced domestic transportation rates 2011 – 2015
Figure 5.5: Share of retailers and manufacturers increasing outsourced international transport requirements in the period 2011 – 2015
5.3.2 Reverse Logistics
Table 5.4: Trends in outsourced transportation operations, 2006 – 2010
Table 5.5: Anticipated outsourced reverse logistics, 2011 – 2015
Figure 5.6: Share of Asia Pacific retailers and manufacturers changing their outsourced reverse logistics requirements in the period 2011 – 2015
5.3.3 Warehousing – Inventory Storage
Table 5.6: Trends in outsourced warehousing operations, 2006 – 2010
Table 5.7: Anticipated outsourced warehousing, 2011 – 2015
Figure 5.7: Share of retailers and manufacturers changing their outsourced warehousing setup in the period 2011 – 2015
5.3.4 ‘Added Value’ Services
Table 5.8: Trends in outsourced ‘added value’ services, 2006 – 2010
Table 5.9: Anticipated outsourced ‘added value’ services, 2011 – 2015
Figure 5.8: Share of retailers and manufacturers increasing outsourced ‘added value’ services in the period 2011 – 2015
5.3.5 Supply Chain Procurement
Table 5.10: Trends in outsourced procurement, 2006 – 2010
Table 5.11: Anticipated outsourced procurement, 2011 – 2015
Figure 5.9: Share of retailers and manufacturers increasing outsourced supply chain procurement in the period 2011 – 2015
5.3.6 Supply Chain Administration
Figure 5.10: Share of retailers and manufacturers increasing outsourced supply chain administration in the period 2011 – 2015
Table 5.12: Trends in outsourced supply chain administration, 2006 – 2010
Table 5.13: Anticipated outsourced supply chain administration, 2011 – 2015
5.3.7 Technology
Table 5.14: Trends in outsourced supply chain technology, 2006 – 2010
Figure 5.11: Share of Supply Chain Directors increasing their outsourced IT requirements during the period 2011 – 2015
Table 5.15: Anticipated outsourced supply chain technology, 2011 – 2015
5.4 In-House Logistics
Figure 5.12: Supply Chain Directors evaluate the key drivers of in-house logistics, 2011
Table 5.16: Key strategic drivers of in-house logistics operations, 2011
5.5 Employing Third-Party Logistics Providers
5.5.1 Trends in the Level of Supply Chain Outsourcing
Figure 5.13: Share of retailers and manufacturers outsourcing all their international transport requirements, 2011
Table 5.17: 3PLs employed in the Asia Pacific region between 2008 and 2010
5.5.2 3PL Employment
Figure 5.14: Companies have consolidated their number of 3PLs since 2008
Table 5.18: 3PLs employed in the Asia Pacific region between 2008 and 2010
5.5.3 Short-listing a Compatible Logistics Provider
Figure 5.15: How many 3PLs are evaluatedper outsourced logistics contract, 2011
Table 5.19: Number of 3PLs approached per logistics contract, 2011
5.5.4 Finding the Right Third-Party Logistics Provider
Figure 5.16: Methods used to investigate potential 3PL partners in Asia Pacific, 2011
Table 5.20: Comparing strategies to investigate prospective 3PL partners, 2011
5.5.5 3PL Influence during the Tender Process
Figure 5.17: 3PLs must demonstrate service capability and industry expertise, 2011
Table 5.21: 3PL characteristics that influence logistics outsourcing decisions, 2011
5.5.6 Unbranded Trucks
Figure 5.18: Share of Supply Chain Directors prefer using unbranded trucks, 2011
Table 5.22: Impact of unbranded trucks upon Supply Chain Directors, 2011
5.6 Key Findings
CHAPTER 6 EVALUATION OF LOGISTICAL COMPETENCE
6.1 Introduction
6.2 Supply Chain Performance Review
Figure 6.1: Supply chain performance between 2009 and 2010
Table 6.1: Supply Chain Directors assess their supply chain success from 2009 – 2010
6.3 Key Supply Chain Challenges
6.4 In-house versus Outsourced Performance
Figure 6.2: 3PLs lack the drive innovate and deliver excellent customer service, 2011
Table 6.2: Assessment of in-house versus outsourced supply chain performance, 2011
6.5 Key Findings
CHAPTER 7 STRATEGIC SUPPLY CHAIN DEVELOPMENT
7.1 Introduction
7.2. Alternative Approaches to Supply Chain Planning
Figure 7.1: Share of Supply Chain Directors reviewing their supply chain model annually, 2011
Table 7.1: Frequency of assessment of alternative supply chain models, 2011
7.3 ‘Open Book’ Contracts
Figure 7.2: Share of Supply Chain Directors considering an ‘open book’ model, 2011
Table 7.2: Manufacturers and retailers evaluate the adoption of ‘open book’ contracts, 2011
7.4 Pan-Asia Pacific Model
7.4.1 Perceived capabilities of pan-Asia Pacific logistics providers
Table 7.3: Evaluating the effectiveness of pan-Asia Pacific logistics providers, 2011
Figure 7.3: Pan-Asia Pacific logistic providers are becoming more effective, 2011
7.4.2 Benefiting from pan-Asia Pacific logistics providers
7.4.3 Employing a pan-Asia Pacific logistics provider
Figure 7.4: Share of Supply Chain Directors adopting a pan-Asia Pacific model after 2011
Table 7.4: Incorporating a pan-Asia Pacific model into logistics strategy, 2011
7.5 Divesting Supply Chain Management
Figure 7.5: Share of Supply Chain Directors not considering using a 4PL, 2011
Table 7.5: Evaluating the use of the 4PL model, 2011
7.6 Supply Chain Investment
7.6.1 Outsourcing Requirements
Table 7.6: Assessing manufacturers’ and retailers’ logistics model in 2011/2012
Figure 7.6: Share of Supply Chain Directors planning to change logistics providers during 2011/12
7.6.2 Operational Investment
Figure 7.7: Technology is the primary area of investment between 2011 and 2012
Table 7.7: Key areas of strategic supply chain investment during 2011-2012
7.7 Future Supply Chain Initiatives
Table 7.8: Supply chain initiatives to meet future operational strategies in Asia Pacific, 2011-2013
7.8 Key Findings
CHAPTER 8 ADDITIONAL RESOURCES
CHAPTER 9 APPENDIX
CHAPTER 1 EXECUTIVE SUMMARY
1.1 Supply Chain Structure and Decision-Making
Figure 1.1: Share of companies that do not include Supply Chain Directors at Board level, 2011
1.2 Logistics Operations and Outsourcing Dynamics
Figure 1.2: 3PLs must demonstrate service capability and industry expertise, 2011
1.3 Evaluation of Logistical Competence
Figure 1.3: Supply chain performance has ‘significantly improved’, 2009-2010
1.4 Strategic Supply Chain Development
Figure 1.4: Share of Supply Chain Directors adopting a pan-Asia Pacific model after 2011
CHAPTER 2 INTRODUCTION
2.1 Research Objectives
2.2 Report Structure
2.3 Research Methodology and Data Definitions
CHAPTER 3 KEY ASSUMPTIONS AND ACTION POINTS
3.1 Key Assumptions
3.1.1 Supply Chain Structure and Decision Making
3.1.2 Logistics Operations and Outsourcing Dynamics
3.1.3 Evaluation of Logistical Competence
3.1.4 Supply Chain Development
3.2 Key Action Points
CHAPTER 4 SUPPLY CHAIN STRUCTURE AND DECISION-MAKING
4.1 Introduction
4.2 Strategic Decision-Making
4.2.1 Decision Making at Board Level
Figure 4.1: Share of Companies that do not make supply chain decisions at board level, 2011
Table 4.1: Share of logistics decisions taken at board level, 2011
4.2.2 Supply Chain Influence at Board Level
Figure 4.2: Share of companies currently viewing their supply chain as a ‘profit centre’, 2011
Table 4.2: Evaluation of the supply chain as a ‘profit centre’, 2011
Figure 4.3: Share of companies that do not include Supply Chain Directors at Board level, 2011
Table 4.3: Supply chain influence at board level, 2011
4.3 Supply Chain Decision Makers
4.3.1 Responsibility within the Supply Chain
Figure 4.4: Share of Supply Chain Directors that are primarily ‘decision-makers’, 2011
Figure 4.5: Operational managers are mainly ‘influencers’ and ‘budget holders’, 2011
Table 4.4: Recognising positions of responsibility within the supply chain, 2011
4.4 Investing in Human Resources
Figure 4.6: Supply chain headcount at Asia Pacific companies, 2008-2010
Table 4.5: Trends in the size of supply chain departments from 2008 – 2010
4.5 Key Findings
CHAPTER 5 LOGISTICS OPERATIONS AND OUTSOURCING DYNAMICS
5.1 Introduction
5.2 Geographical Scope of Outsourcing Decisions
Figure 5.1: Share of retailers and manufacturers that outsource transport activities nationally, 2011
Table 5.1: Supply chain outsourcing activity by geographical scope, 2011
5.3 Dynamics of Strategic Outsourcing Activity
Figure 5.2: Which outsourced services saw the largest growth from 2006-2010
Figure 5.3: Which outsourced services are set to rise the fastest, 2011-2015
5.3.1 Transportation
Table 5.2: Trends in outsourced transportation operations, 2006 – 2010
Table 5.3: Anticipated outsourced transportation operations, 2011 – 2015
Figure 5.4: Outsourced domestic transportation rates 2011 – 2015
Figure 5.5: Share of retailers and manufacturers increasing outsourced international transport requirements in the period 2011 – 2015
5.3.2 Reverse Logistics
Table 5.4: Trends in outsourced transportation operations, 2006 – 2010
Table 5.5: Anticipated outsourced reverse logistics, 2011 – 2015
Figure 5.6: Share of Asia Pacific retailers and manufacturers changing their outsourced reverse logistics requirements in the period 2011 – 2015
5.3.3 Warehousing – Inventory Storage
Table 5.6: Trends in outsourced warehousing operations, 2006 – 2010
Table 5.7: Anticipated outsourced warehousing, 2011 – 2015
Figure 5.7: Share of retailers and manufacturers changing their outsourced warehousing setup in the period 2011 – 2015
5.3.4 ‘Added Value’ Services
Table 5.8: Trends in outsourced ‘added value’ services, 2006 – 2010
Table 5.9: Anticipated outsourced ‘added value’ services, 2011 – 2015
Figure 5.8: Share of retailers and manufacturers increasing outsourced ‘added value’ services in the period 2011 – 2015
5.3.5 Supply Chain Procurement
Table 5.10: Trends in outsourced procurement, 2006 – 2010
Table 5.11: Anticipated outsourced procurement, 2011 – 2015
Figure 5.9: Share of retailers and manufacturers increasing outsourced supply chain procurement in the period 2011 – 2015
5.3.6 Supply Chain Administration
Figure 5.10: Share of retailers and manufacturers increasing outsourced supply chain administration in the period 2011 – 2015
Table 5.12: Trends in outsourced supply chain administration, 2006 – 2010
Table 5.13: Anticipated outsourced supply chain administration, 2011 – 2015
5.3.7 Technology
Table 5.14: Trends in outsourced supply chain technology, 2006 – 2010
Figure 5.11: Share of Supply Chain Directors increasing their outsourced IT requirements during the period 2011 – 2015
Table 5.15: Anticipated outsourced supply chain technology, 2011 – 2015
5.4 In-House Logistics
Figure 5.12: Supply Chain Directors evaluate the key drivers of in-house logistics, 2011
Table 5.16: Key strategic drivers of in-house logistics operations, 2011
5.5 Employing Third-Party Logistics Providers
5.5.1 Trends in the Level of Supply Chain Outsourcing
Figure 5.13: Share of retailers and manufacturers outsourcing all their international transport requirements, 2011
Table 5.17: 3PLs employed in the Asia Pacific region between 2008 and 2010
5.5.2 3PL Employment
Figure 5.14: Companies have consolidated their number of 3PLs since 2008
Table 5.18: 3PLs employed in the Asia Pacific region between 2008 and 2010
5.5.3 Short-listing a Compatible Logistics Provider
Figure 5.15: How many 3PLs are evaluatedper outsourced logistics contract, 2011
Table 5.19: Number of 3PLs approached per logistics contract, 2011
5.5.4 Finding the Right Third-Party Logistics Provider
Figure 5.16: Methods used to investigate potential 3PL partners in Asia Pacific, 2011
Table 5.20: Comparing strategies to investigate prospective 3PL partners, 2011
5.5.5 3PL Influence during the Tender Process
Figure 5.17: 3PLs must demonstrate service capability and industry expertise, 2011
Table 5.21: 3PL characteristics that influence logistics outsourcing decisions, 2011
5.5.6 Unbranded Trucks
Figure 5.18: Share of Supply Chain Directors prefer using unbranded trucks, 2011
Table 5.22: Impact of unbranded trucks upon Supply Chain Directors, 2011
5.6 Key Findings
CHAPTER 6 EVALUATION OF LOGISTICAL COMPETENCE
6.1 Introduction
6.2 Supply Chain Performance Review
Figure 6.1: Supply chain performance between 2009 and 2010
Table 6.1: Supply Chain Directors assess their supply chain success from 2009 – 2010
6.3 Key Supply Chain Challenges
6.4 In-house versus Outsourced Performance
Figure 6.2: 3PLs lack the drive innovate and deliver excellent customer service, 2011
Table 6.2: Assessment of in-house versus outsourced supply chain performance, 2011
6.5 Key Findings
CHAPTER 7 STRATEGIC SUPPLY CHAIN DEVELOPMENT
7.1 Introduction
7.2. Alternative Approaches to Supply Chain Planning
Figure 7.1: Share of Supply Chain Directors reviewing their supply chain model annually, 2011
Table 7.1: Frequency of assessment of alternative supply chain models, 2011
7.3 ‘Open Book’ Contracts
Figure 7.2: Share of Supply Chain Directors considering an ‘open book’ model, 2011
Table 7.2: Manufacturers and retailers evaluate the adoption of ‘open book’ contracts, 2011
7.4 Pan-Asia Pacific Model
7.4.1 Perceived capabilities of pan-Asia Pacific logistics providers
Table 7.3: Evaluating the effectiveness of pan-Asia Pacific logistics providers, 2011
Figure 7.3: Pan-Asia Pacific logistic providers are becoming more effective, 2011
7.4.2 Benefiting from pan-Asia Pacific logistics providers
7.4.3 Employing a pan-Asia Pacific logistics provider
Figure 7.4: Share of Supply Chain Directors adopting a pan-Asia Pacific model after 2011
Table 7.4: Incorporating a pan-Asia Pacific model into logistics strategy, 2011
7.5 Divesting Supply Chain Management
Figure 7.5: Share of Supply Chain Directors not considering using a 4PL, 2011
Table 7.5: Evaluating the use of the 4PL model, 2011
7.6 Supply Chain Investment
7.6.1 Outsourcing Requirements
Table 7.6: Assessing manufacturers’ and retailers’ logistics model in 2011/2012
Figure 7.6: Share of Supply Chain Directors planning to change logistics providers during 2011/12
7.6.2 Operational Investment
Figure 7.7: Technology is the primary area of investment between 2011 and 2012
Table 7.7: Key areas of strategic supply chain investment during 2011-2012
7.7 Future Supply Chain Initiatives
Table 7.8: Supply chain initiatives to meet future operational strategies in Asia Pacific, 2011-2013
7.8 Key Findings
CHAPTER 8 ADDITIONAL RESOURCES
CHAPTER 9 APPENDIX
