Top 10 Consulting Companies: Deloitte
Originally founded in 1845 by William Deloitte, the company has over 300,000 employees in more than 150 countries. Considered the leading multinational professional services company, Deloitte provides audit & assurance, consulting, risk and financial advisory, risk management, tax and related services to select clients. Deloitte serves a range of industries, such as consumer, government & public services, energy, resources & industrials, life sciences & healthcare, financial services and technology, media & telecommunications.
Supply chain services
Deloitte’s global supply chain focuses on delivering practical, strategy-driven solutions through advisory services that optimise, reinvent and improve the overall end-to-end supply chain. Deloitte helps companies through their most complex issues by drawing on global capabilities that cover all areas of business strategy and operations and industries.
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Its supply chain services are:
Supply Chain Strategy
Supply Chain Planning
Manufacturing Strategy & Operations
Sourcing & Procurement
Logistics & Distribution
Deloitte produces an annual procurement survey and has researched the procurement agenda since 2011. In its latest survey in 2019, the key themes explored were complexity, talent and digital procurement. Some of the surveys key findings found that:
Complexity is there to be leveraged
Chief Procurement Officers are facing vast amounts of complexity, both in the outside world and within the inside of the company. From the 500 respondents to the survey, it was found that economic downturn (42%), internal complexity (39%) and managing risk within mega suppliers (37%) are the most often mentioned risks and challenges that organisations face.
Most CPOs believe procurement-related risks have increased over the past year.
Organisations are subject to lots of external complexity and are more willing to address top risks (58%) than organisations operating in a world of lesser complexity (41%).
Talent models are to be changed
Retaining and recruiting the right talent is already a key pillar for many CPOs. With the entire skillset of procurement changing, the confidence level among CPOs on the ability to deliver on strategy has dropped from 49% to 46% this year. Strategic sourcing and category management is considered the largest (68%) area of training over the next 12 months.
Procurement goes digital - but is not mature enough
Procurement is becoming increasingly aligned to digital strategies with business strategies.
Low-in-maturity strategies such as improving and automating procurement processes (68%) and extending digital procurement tools to internal and external stakeholders (59%) are among the top digitisation strategies for CPOs.
High-in-maturity strategies such as connecting the supplier to the customer (21%) or tapping digital innovations from the supply base.
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For more information on procurement, supply chain and logistics topics - please take a look at the latest edition of Supply Chain Digital magazine.
Pandora and IBM digitise jewellery supply chain
Pandora has overhauled its global supply chain in partnership with IBM amid an ecommerce sales boom for its hand-finished jewellery.
The company found international success offering customisable charm bracelets and other personalised jewellery though its chain of bricks and mortar retail destinations. But in 2020, as the COVID-19 outbreak forced physical stores to close, Pandora strengthened its omnichannel operations and doubled online sales.
A focus on customer experience included deploying IBM’s Sterling Order Management, increasing supply chain resiliency and safeguarding against disruption across the global value chain.
Pandora leverages IBM Sterling Order Management as the backbone it its omnichannel fulfilment, with Salesforce Commerce Cloud powering its ecommerce. Greater automation across its channels has boosted the jeweller’s sustainability credentials, IBM said, streamlining processes for more efficient delivery. It has also given in-store staff and virtual customer service representatives superior end-to-end visibility to better meet consumer needs.
Jim Cruickshank, VP of Digital Development & Retail Technology, Pandora, said the digital transformation journey has brought “digital and store technology closer together and closer to the customer”, highlighting how important the customer journey remains, even during unprecedented disruption.
"Our mission is about creating a personal experience and we've instituted massive platform changes with IBM Sterling and Salesforce to enable new digital-first capabilities that are much more individualised, localised and connected across channels and markets,” he added.
Pandora’s pivot to digital
The pandemic forced the doors closed at most of Pandora’s 2,700 retail locations. To remain competitive, it pivoted to online retail. Virtual queuing for stores and virtual product trials via augmented reality (AR) technology went someway to emulating the in-store experience and retail theatre that is the brand’s hallmark. Meanwhile digital investments in supply chain efficiency was central to delivering on consumer demand.
“Consumer behaviour has significantly shifted and will continue to evolve with businesses needing to quickly adapt to new preferences and needs,” said Kareem Yusuf, General Manager, AI Applications and Blockchain, IBM. “To address this shift, leading retailers like Pandora rely on innovation to increase their business agility by enabling and scaling sustainable supply chain operations using AI and cloud.”
Yusuf said Pandora’s success was indicative of how to remain competitive by “finding new ways to create differentiated customer experiences that protect their enterprises from disruptions to help mitigate risk and accelerate growth”.