製造業における高度需要管理ソリューションの促進

Driving Advanced Demand Solutions in Manufacturing (Strategic Focus)

発行	Datamonitor
出版日	2008年11月	商品コード	78192
ページ情報	英文 51 pages
価格	こちらの商品の販売は終了いたしました。

概要
原文目次
関連レポート

当商品の販売は、2011年07月19日を持ちまして終了しました。

原文目次

Abstract

Overview

Introduction

While investment in supply side technology has been a focus for manufacturers in recent years, an increasing number are trying to improve the efficiency of demand processes. This includes developing demand-driven supply chains and enhancing collaboration. This strategic focus sets out the market drivers and resulting technology investment priorities for global manufacturers.

Scope

This strategic focus looks at the global manufacturing industry with a discussion of trends within three key regions.
A range of different manufacturing industries are evaluated including consumer packaged goods, automotive, and high-tech & electronic.

Report Highlights

To alleviate the pressures of potentially declining revenues and increasing costs, manufacturers are moving to protect margins for key product families across their operations. Ensuring that supply chain-oriented processes are as lean as possible is a general theme for the industry, and particularly relevant to the topic of demand management.

Reasons to Purchase

Gain an insight into the drivers of demand management technology investment.
Understand which regional and industry markets will provide the most opportunity for technology vendors.
Assess the key demand management issues to focus on when engaging in sales activities.

Overview
- Catalyst
- Summary
Key Messages
- Economic uncertainty and planning process refinement are driving demand management
- A number of demand management drivers are being seen in the market
- The state of the market is mixed, with a low penetration of demand management technology
- Investment in demand management technology will grow at a fast pace
- Data siloing is still a dominant trend within systems used for demand management
- Demand shaping is moving up the list of manufacturers' priorities
- A lack of demand visibility is a challenge, but is increasingly easy to solve with technology
- Vendors must target appropriate pain points within manufacturing companies
Table of Contents
Table of figures
Table of tables
Market Opportunity
- Economic uncertainty and planning process refinement are driving demand management
  - The uncertain economic environment is forcing manufacturers to consider demand management
  - There is an increasing focus on linking operations with demand planning processes
- Demand management means different things to different people
  - Demand management is not just forecasting
  - Demand management supports the organization of multiple plans to align supply with demand
- A number of demand management drivers are being seen in the market
  - Deliver/return process priorities show demand management-related processes are ranked highly
  - Changes in production outsourcing and relocation are also affecting demand management
  - A reduction in inventory holding and production cycle sizes leads an array of demand management drivers
  - New product introduction cycles are shortening, causing complications in demand
- The state of the market is mixed, with a low penetration of demand management technology
  - Not all manufacturing companies have developed formal demand management strategies
- Investment in demand management technology will grow at a fast pace
  - North America will provide the most opportunity for vendors
  - The discrete industry will invest the most in demand management technology
  - The CPG industry is leading the discrete manufacturing industry
  - Both the pharmaceutical and food & beverage industries will invest in demand management technology
Technology Evolution
- Manufacturers will increasingly look to technology to support demand management
- Data siloing is still a dominant trend within systems used for demand management
- Manufacturers are trying to source customer data as close to the customer as possible
- There is a marked shift from historically derived forecasts to predictive models
- Integration with order management systems is becoming an imperative
- Demand shaping is moving up the list of manufacturers' priorities
Customer Impact: driving demand management processes
- A lack of demand visibility is a challenge, but is increasingly easy to solve with technology
  - Better collaboration with customers is a rising priority for manufacturers
  - Supply chain channels severely complicate demand management processes
  - Demand management solutions can improve visibility
- A difference between forecast and actual demand is costing manufacturers dearly
  - Inventory management is at the heart of the issue
  - Most manufacturers do not forecast at an appropriate level of granularity
Competitive Landscape
- A small number of vendors dominate mindshare for demand management technology
  - SAP accounts for more than half of the mindshare for future investment
  - HP and IBM sit at the top of the heap for the services market
- SAS
- Epicor
- JustEnough
- HP
- Genpact
Go to Market
- CEOs are the technology investment decision makers, but LOB should still be a priority
- Vendors must target appropriate pain points within manufacturing companies
  - There is significant variation between those manufacturers with differing degrees of globalization
  - The maturity of a formal demand management strategy will also affect which issues are important
APPENDIX
- Definitions
- Methodology
- Further reading
- Ask the analyst
- Datamonitor consulting
- Disclaimer
- List of Tables
Table 1: Global investment in demand management technology 2007-13 ($m)
Table 2: Regional investment in demand management technology 2007-13 ($m)
Table 3: Global industry investment in demand management technology 2007-13 ($m)
Table 4: Global discrete investment in demand management technology 2007-13 ($m)
Table 5: Global batch investment in demand management technology 2007-13 ($m)
- List of Figures
Figure 1: General priorities for deliver and return processes
Figure 2: Degree of production outsourcing or relocation among survey respondents
Figure 3: Degree of production outsourcing or relocation among survey respondents (by region)
Figure 4: Degree of production outsourcing or relocation among survey respondents (by industry)
Figure 5: Identification of demand management-related issues affecting surveyed manufacturers
Figure 6: Identification of demand management-related issues affecting surveyed manufacturers (region)
Figure 7: Identification of demand management-related issues affecting surveyed manufacturers (industry)
Figure 8: Relative maturity of formal demand management strategy among surveyed manufacturers
Figure 9: Relative maturity of formal demand management strategy among surveyed manufacturers (region)
Figure 10: Relative maturity of demand management strategy among surveyed manufacturers (industry)
Figure 11: Global investment in demand management technology 2007-13 ($m)
Figure 12: Regional investment in demand management technology 2007-13 ($m)
Figure 13: Global industry investment in demand management technology 2007-13 ($m)
Figure 14: Global discrete investment in demand management technology 2007-13 ($m)
Figure 15: Global batch investment in demand management technology 2007-13 ($m)
Figure 16: Degree to which surveyed manufacturers will look to technology for demand management
Figure 17: Degree to which surveyed manufacturers will look to technology for demand management (region)
Figure 18: Degree to which manufacturers will look to technology for demand management (industry)
Figure 19: Degree to which manufacturers will look to technology for demand management (strategy maturity)
Figure 20: Vendor mindshare for future investment in demand management software
Figure 21: Vendor mindshare for future investment in demand management software (strategy maturity)
Figure 22: Vendor mindshare for future investment in demand management services
Figure 23: Vendor mindshare for future investment in demand management services (strategy maturity)
Figure 24: Investment decision makers for demand management technology
Figure 25: Investment decision makers for demand management technology (region)
Figure 26: Investment decision makers for demand management technology (industry)
Figure 27: Issue prioritization for manufacturers based on outsourcing or relocation activity
Figure 28: Issue prioritization for manufacturers based on formal strategy maturity