Asia Pacific Supply Chain Director Survey

NEW YORK, June 30, 2011 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:

Asia Pacific Supply Chain Director Survey

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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:

- 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

How can this report benefit your business?

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

Key report benefits: 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 8

1.1 Supply Chain Structure and Decision-Making 8

Figure 1.1: Share of companies that do not include Supply Chain Directors at Board level, 2011 8

1.2 Logistics Operations and Outsourcing Dynamics 9

Figure 1.2: 3PLs must demonstrate service capability and industry expertise, 2011 9

1.3 Evaluation of Logistical Competence 10

Figure 1.3: Supply chain performance has 'significantly improved', 2009-2010 10

1.4 Strategic Supply Chain Development 11

Figure 1.4: Share of Supply Chain Directors adopting a pan-Asia Pacific model after 2011 11

CHAPTER 2 INTRODUCTION 12

2.1 Research Objectives 12

2.2 Report Structure 13

2.3 Research Methodology and Data Definitions 14

CHAPTER 3 KEY ASSUMPTIONS AND ACTION POINTS 15

3.1 Key Assumptions 15

3.1.1 Supply Chain Structure and Decision Making 15

3.1.2 Logistics Operations and Outsourcing Dynamics 16

3.1.3 Evaluation of Logistical Competence 17

3.1.4 Supply Chain Development 18

3.2 Key Action Points 19

CHAPTER 4 SUPPLY CHAIN STRUCTURE AND DECISION-MAKING 23

4.1 Introduction 23

4.2 Strategic Decision-Making 23

4.2.1 Decision Making at Board Level 23

Figure 4.1: Share of Companies that do not make supply chain decisions at board level, 2011 24

Table 4.1: Share of logistics decisions taken at board level, 2011 25

4.2.2 Supply Chain Influence at Board Level 25

Figure 4.2: Share of companies currently viewing their supply chain as a 'profit centre', 2011 26

Table 4.2: Evaluation of the supply chain as a 'profit centre', 2011 26

Figure 4.3: Share of companies that do not include Supply Chain Directors at Board level, 2011 27

Table 4.3: Supply chain influence at board level, 2011 27

4.3 Supply Chain Decision Makers 27

4.3.1 Responsibility within the Supply Chain 27

Figure 4.4: Share of Supply Chain Directors that are primarily 'decision-makers', 2011 29

Figure 4.5: Operational managers are mainly 'influencers' and 'budget holders', 2011 30

Table 4.4: Recognising positions of responsibility within the supply chain, 2011 30

4.4 Investing in Human Resources 31

Figure 4.6: Supply chain headcount at Asia Pacific companies, 2008-2010 32

Table 4.5: Trends in the size of supply chain departments from 2008 – 2010 32

4.5 Key Findings 33

CHAPTER 5 LOGISTICS OPERATIONS AND OUTSOURCING DYNAMICS 34

5.1 Introduction 34

5.2 Geographical Scope of Outsourcing Decisions 34

Figure 5.1: Share of retailers and manufacturers that outsource transport activities nationally, 2011 35

Table 5.1: Supply chain outsourcing activity by geographical scope, 2011 36

5.3 Dynamics of Strategic Outsourcing Activity 36

Figure 5.2: Which outsourced services saw the largest growth from 2006-2010 37

Figure 5.3: Which outsourced services are set to rise the fastest, 2011-2015 37

5.3.1 Transportation 38

Table 5.2: Trends in outsourced transportation operations, 2006 – 2010 38

Table 5.3: Anticipated outsourced transportation operations, 2011 – 2015 38

Figure 5.4: Outsourced domestic transportation rates 2011 – 2015 39

Figure 5.5: Share of retailers and manufacturers increasing outsourced international transport requirements in the period 2011 – 2015 39

5.3.2 Reverse Logistics 40

Table 5.4: Trends in outsourced transportation operations, 2006 – 2010 40

Table 5.5: Anticipated outsourced reverse logistics, 2011 – 2015 40

Figure 5.6: Share of Asia Pacific retailers and manufacturers changing their outsourced reverse logistics requirements in the period 2011 – 2015 41

5.3.3 Warehousing – Inventory Storage 42

Table 5.6: Trends in outsourced warehousing operations, 2006 – 2010 42

Table 5.7: Anticipated outsourced warehousing, 2011 – 2015 42

Figure 5.7: Share of retailers and manufacturers changing their outsourced warehousing setup in the period 2011 – 2015 43

5.3.4 'Added Value' Services 43

Table 5.8: Trends in outsourced 'added value' services, 2006 – 2010 43

Table 5.9: Anticipated outsourced 'added value' services, 2011 – 2015 44

Figure 5.8: Share of retailers and manufacturers increasing outsourced 'added value' services in the period 2011 – 2015 44

5.3.5 Supply Chain Procurement 45

Table 5.10: Trends in outsourced procurement, 2006 – 2010 45

Table 5.11: Anticipated outsourced procurement, 2011 – 2015 45

Figure 5.9: Share of retailers and manufacturers increasing outsourced supply chain procurement in the period 2011 – 2015 46

5.3.6 Supply Chain Administration 46

Figure 5.10: Share of retailers and manufacturers increasing outsourced supply chain administration in the period 2011 – 2015 47

Table 5.12: Trends in outsourced supply chain administration, 2006 – 2010 47

Table 5.13: Anticipated outsourced supply chain administration, 2011 – 2015 47

5.3.7 Technology 47

Table 5.14: Trends in outsourced supply chain technology, 2006 – 2010 48

Figure 5.11: Share of Supply Chain Directors increasing their outsourced IT requirements during the period 2011 – 2015 48

Table 5.15: Anticipated outsourced supply chain technology, 2011 – 2015 49

5.4 In-House Logistics 49

Figure 5.12: Supply Chain Directors evaluate the key drivers of in-house logistics, 2011 49

Table 5.16: Key strategic drivers of in-house logistics operations, 2011 51

5.5 Employing Third-Party Logistics Providers 51

5.5.1 Trends in the Level of Supply Chain Outsourcing 51

Figure 5.13: Share of retailers and manufacturers outsourcing all their international transport requirements, 2011 53

Table 5.17: 3PLs employed in the Asia Pacific region between 2008 and 2010 53

5.5.2 3PL Employment 54

Figure 5.14: Companies have consolidated their number of 3PLs since 2008 54

Table 5.18: 3PLs employed in the Asia Pacific region between 2008 and 2010 55

5.5.3 Short-listing a Compatible Logistics Provider 55

Figure 5.15: How many 3PLs are evaluated per outsourced logistics contract, 2011 56

Table 5.19: Number of 3PLs approached per logistics contract, 2011 56

5.5.4 Finding the Right Third-Party Logistics Provider 57

Figure 5.16: Methods used to investigate potential 3PL partners in Asia Pacific, 2011 58

Table 5.20: Comparing strategies to investigate prospective 3PL partners, 2011 58

5.5.5 3PL Influence during the Tender Process 59

Figure 5.17: 3PLs must demonstrate service capability and industry expertise, 2011 60

Table 5.21: 3PL characteristics that influence logistics outsourcing decisions, 2011 63

5.5.6 Unbranded Trucks 63

Figure 5.18: Share of Supply Chain Directors prefer using unbranded trucks, 2011 64

Table 5.22: Impact of unbranded trucks upon Supply Chain Directors, 2011 65

5.6 Key Findings 66

CHAPTER 6 EVALUATION OF LOGISTICAL COMPETENCE 68

6.1 Introduction 68

6.2 Supply Chain Performance Review 68

Figure 6.1: Supply chain performance between 2009 and 2010 69

Table 6.1: Supply Chain Directors assess their supply chain success from 2009 – 2010 69

6.3 Key Supply Chain Challenges 70

6.4 In-house versus Outsourced Performance 72

Figure 6.2: 3PLs lack the drive innovate and deliver excellent customer service, 2011 72

Table 6.2: Assessment of in-house versus outsourced supply chain performance, 2011 74

6.5 Key Findings 75

CHAPTER 7 STRATEGIC SUPPLY CHAIN DEVELOPMENT 76

7.1 Introduction 76

7.2. Alternative Approaches to Supply Chain Planning 76

Figure 7.1: Share of Supply Chain Directors reviewing their supply chain model annually, 2011 77

Table 7.1: Frequency of assessment of alternative supply chain models, 2011 78

7.3 'Open Book' Contracts 78

Figure 7.2: Share of Supply Chain Directors considering an 'open book' model, 2011 79

Table 7.2: Manufacturers and retailers evaluate the adoption of 'open book' contracts, 2011 79

7.4 Pan-Asia Pacific Model 80

7.4.1 Perceived capabilities of pan-Asia Pacific logistics providers 80

Table 7.3: Evaluating the effectiveness of pan-Asia Pacific logistics providers, 2011 80

Figure 7.3: Pan-Asia Pacific logistic providers are becoming more effective, 2011 81

7.4.2 Benefiting from pan-Asia Pacific logistics providers 81

7.4.3 Employing a pan-Asia Pacific logistics provider 82

Figure 7.4: Share of Supply Chain Directors adopting a pan-Asia Pacific model after 2011 82

Table 7.4: Incorporating a pan-Asia Pacific model into logistics strategy, 2011 83

7.5 Divesting Supply Chain Management 83

Figure 7.5: Share of Supply Chain Directors not considering using a 4PL, 2011 84

Table 7.5: Evaluating the use of the 4PL model, 2011 84

7.6 Supply Chain Investment 85

7.6.1 Outsourcing Requirements 85

Table 7.6: Assessing manufacturers' and retailers' logistics model in 2011/2012 85

Figure 7.6: Share of Supply Chain Directors planning to change logistics providers during 2011/12 86

7.6.2 Operational Investment 86

Figure 7.7: Technology is the primary area of investment between 2011 and 2012 89

Table 7.7: Key areas of strategic supply chain investment during 2011-2012 89

7.7 Future Supply Chain Initiatives 90

Table 7.8: Supply chain initiatives to meet future operational strategies in Asia Pacific, 2011-2013 90

7.8 Key Findings 92

CHAPTER 8 ADDITIONAL RESOURCES 93

CHAPTER 9 APPENDIX 94

CHAPTER 1 EXECUTIVE SUMMARY 8

1.1 Supply Chain Structure and Decision-Making 8

Figure 1.1: Share of companies that do not include Supply Chain Directors at Board level, 2011 8

1.2 Logistics Operations and Outsourcing Dynamics 9

Figure 1.2: 3PLs must demonstrate service capability and industry expertise, 2011 9

1.3 Evaluation of Logistical Competence 10

Figure 1.3: Supply chain performance has 'significantly improved', 2009-2010 10

1.4 Strategic Supply Chain Development 11

Figure 1.4: Share of Supply Chain Directors adopting a pan-Asia Pacific model after 2011 11

CHAPTER 2 INTRODUCTION 12

2.1 Research Objectives 12

2.2 Report Structure 13

2.3 Research Methodology and Data Definitions 14

CHAPTER 3 KEY ASSUMPTIONS AND ACTION POINTS 15

3.1 Key Assumptions 15

3.1.1 Supply Chain Structure and Decision Making 15

3.1.2 Logistics Operations and Outsourcing Dynamics 16

3.1.3 Evaluation of Logistical Competence 17

3.1.4 Supply Chain Development 18

3.2 Key Action Points 19

CHAPTER 4 SUPPLY CHAIN STRUCTURE AND DECISION-MAKING 23

4.1 Introduction 23

4.2 Strategic Decision-Making 23

4.2.1 Decision Making at Board Level 23

Figure 4.1: Share of Companies that do not make supply chain decisions at board level, 2011 24

Table 4.1: Share of logistics decisions taken at board level, 2011 25

4.2.2 Supply Chain Influence at Board Level 25

Figure 4.2: Share of companies currently viewing their supply chain as a 'profit centre', 2011 26

Table 4.2: Evaluation of the supply chain as a 'profit centre', 2011 26

Figure 4.3: Share of companies that do not include Supply Chain Directors at Board level, 2011 27

Table 4.3: Supply chain influence at board level, 2011 27

4.3 Supply Chain Decision Makers 27

4.3.1 Responsibility within the Supply Chain 27

Figure 4.4: Share of Supply Chain Directors that are primarily 'decision-makers', 2011 29

Figure 4.5: Operational managers are mainly 'influencers' and 'budget holders', 2011 30

Table 4.4: Recognising positions of responsibility within the supply chain, 2011 30

4.4 Investing in Human Resources 31

Figure 4.6: Supply chain headcount at Asia Pacific companies, 2008-2010 32

Table 4.5: Trends in the size of supply chain departments from 2008 – 2010 32

4.5 Key Findings 33

CHAPTER 5 LOGISTICS OPERATIONS AND OUTSOURCING DYNAMICS 34

5.1 Introduction 34

5.2 Geographical Scope of Outsourcing Decisions 34

Figure 5.1: Share of retailers and manufacturers that outsource transport activities nationally, 2011 35

Table 5.1: Supply chain outsourcing activity by geographical scope, 2011 36

5.3 Dynamics of Strategic Outsourcing Activity 36

Figure 5.2: Which outsourced services saw the largest growth from 2006-2010 37

Figure 5.3: Which outsourced services are set to rise the fastest, 2011-2015 37

5.3.1 Transportation 38

Table 5.2: Trends in outsourced transportation operations, 2006 – 2010 38

Table 5.3: Anticipated outsourced transportation operations, 2011 – 2015 38

Figure 5.4: Outsourced domestic transportation rates 2011 – 2015 39

Figure 5.5: Share of retailers and manufacturers increasing outsourced international transport requirements in the period 2011 – 2015 39

5.3.2 Reverse Logistics 40

Table 5.4: Trends in outsourced transportation operations, 2006 – 2010 40

Table 5.5: Anticipated outsourced reverse logistics, 2011 – 2015 40

Figure 5.6: Share of Asia Pacific retailers and manufacturers changing their outsourced reverse logistics requirements in the period 2011 – 2015 41

5.3.3 Warehousing – Inventory Storage 42

Table 5.6: Trends in outsourced warehousing operations, 2006 – 2010 42

Table 5.7: Anticipated outsourced warehousing, 2011 – 2015 42

Figure 5.7: Share of retailers and manufacturers changing their outsourced warehousing setup in the period 2011 – 2015 43

5.3.4 'Added Value' Services 43

Table 5.8: Trends in outsourced 'added value' services, 2006 – 2010 43

Table 5.9: Anticipated outsourced 'added value' services, 2011 – 2015 44

Figure 5.8: Share of retailers and manufacturers increasing outsourced 'added value' services in the period 2011 – 2015 44

5.3.5 Supply Chain Procurement 45

Table 5.10: Trends in outsourced procurement, 2006 – 2010 45

Table 5.11: Anticipated outsourced procurement, 2011 – 2015 45

Figure 5.9: Share of retailers and manufacturers increasing outsourced supply chain procurement in the period 2011 – 2015 46

5.3.6 Supply Chain Administration 46

Figure 5.10: Share of retailers and manufacturers increasing outsourced supply chain administration in the period 2011 – 2015 47

Table 5.12: Trends in outsourced supply chain administration, 2006 – 2010 47

Table 5.13: Anticipated outsourced supply chain administration, 2011 – 2015 47

5.3.7 Technology 47

Table 5.14: Trends in outsourced supply chain technology, 2006 – 2010 48

Figure 5.11: Share of Supply Chain Directors increasing their outsourced IT requirements during the period 2011 – 2015 48

Table 5.15: Anticipated outsourced supply chain technology, 2011 – 2015 49

5.4 In-House Logistics 49

Figure 5.12: Supply Chain Directors evaluate the key drivers of in-house logistics, 2011 49

Table 5.16: Key strategic drivers of in-house logistics operations, 2011 51

5.5 Employing Third-Party Logistics Providers 51

5.5.1 Trends in the Level of Supply Chain Outsourcing 51

Figure 5.13: Share of retailers and manufacturers outsourcing all their international transport requirements, 2011 53

Table 5.17: 3PLs employed in the Asia Pacific region between 2008 and 2010 53

5.5.2 3PL Employment 54

Figure 5.14: Companies have consolidated their number of 3PLs since 2008 54

Table 5.18: 3PLs employed in the Asia Pacific region between 2008 and 2010 55

5.5.3 Short-listing a Compatible Logistics Provider 55

Figure 5.15: How many 3PLs are evaluated per outsourced logistics contract, 2011 56

Table 5.19: Number of 3PLs approached per logistics contract, 2011 56

5.5.4 Finding the Right Third-Party Logistics Provider 57

Figure 5.16: Methods used to investigate potential 3PL partners in Asia Pacific, 2011 58

Table 5.20: Comparing strategies to investigate prospective 3PL partners, 2011 58

5.5.5 3PL Influence during the Tender Process 59

Figure 5.17: 3PLs must demonstrate service capability and industry expertise, 2011 60

Table 5.21: 3PL characteristics that influence logistics outsourcing decisions, 2011 63

5.5.6 Unbranded Trucks 63

Figure 5.18: Share of Supply Chain Directors prefer using unbranded trucks, 2011 64

Table 5.22: Impact of unbranded trucks upon Supply Chain Directors, 2011 65

5.6 Key Findings 66

CHAPTER 6 EVALUATION OF LOGISTICAL COMPETENCE 68

6.1 Introduction 68

6.2 Supply Chain Performance Review 68

Figure 6.1: Supply chain performance between 2009 and 2010 69

Table 6.1: Supply Chain Directors assess their supply chain success from 2009 – 2010 69

6.3 Key Supply Chain Challenges 70

6.4 In-house versus Outsourced Performance 72

Figure 6.2: 3PLs lack the drive innovate and deliver excellent customer service, 2011 72

Table 6.2: Assessment of in-house versus outsourced supply chain performance, 2011 74

6.5 Key Findings 75

CHAPTER 7 STRATEGIC SUPPLY CHAIN DEVELOPMENT 76

7.1 Introduction 76

7.2. Alternative Approaches to Supply Chain Planning 76

Figure 7.1: Share of Supply Chain Directors reviewing their supply chain model annually, 2011 77

Table 7.1: Frequency of assessment of alternative supply chain models, 2011 78

7.3 'Open Book' Contracts 78

Figure 7.2: Share of Supply Chain Directors considering an 'open book' model, 2011 79

Table 7.2: Manufacturers and retailers evaluate the adoption of 'open book' contracts, 2011 79

7.4 Pan-Asia Pacific Model 80

7.4.1 Perceived capabilities of pan-Asia Pacific logistics providers 80

Table 7.3: Evaluating the effectiveness of pan-Asia Pacific logistics providers, 2011 80

Figure 7.3: Pan-Asia Pacific logistic providers are becoming more effective, 2011 81

7.4.2 Benefiting from pan-Asia Pacific logistics providers 81

7.4.3 Employing a pan-Asia Pacific logistics provider 82

Figure 7.4: Share of Supply Chain Directors adopting a pan-Asia Pacific model after 2011 82

Table 7.4: Incorporating a pan-Asia Pacific model into logistics strategy, 2011 83

7.5 Divesting Supply Chain Management 83

Figure 7.5: Share of Supply Chain Directors not considering using a 4PL, 2011 84

Table 7.5: Evaluating the use of the 4PL model, 2011 84

7.6 Supply Chain Investment 85

7.6.1 Outsourcing Requirements 85

Table 7.6: Assessing manufacturers' and retailers' logistics model in 2011/2012 85

Figure 7.6: Share of Supply Chain Directors planning to change logistics providers during 2011/12 86

7.6.2 Operational Investment 86

Figure 7.7: Technology is the primary area of investment between 2011 and 2012 89

Table 7.7: Key areas of strategic supply chain investment during 2011-2012 89

7.7 Future Supply Chain Initiatives 90

Table 7.8: Supply chain initiatives to meet future operational strategies in Asia Pacific, 2011-2013 90

7.8 Key Findings 92

CHAPTER 8 ADDITIONAL RESOURCES 93

CHAPTER 9 APPENDIX 94

Companies mentioned

To order this report:

Logistics and Freight Industry: Asia Pacific Supply Chain Director Survey

Logistics and Freight Business News

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