1© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Rise of Digital Solutions to Optimize Local & Regional Supply ChainsEuroCham Breakfast, Ho Chi Minh City22 May 2019
Today’s Speakers
Nguyen Tuan Hong PhucDirector, Head of Customer & Operations, Digital ConsultingKPMG Vietnam & Cambodia
Peter LiddellSenior Partner, Asia-Pacific leader for Supply Chain & Operations AdvisoryKPMG Australia
Sharne UsherwoodDirector, Head of Customer & OperationsKPMG New Zealand
Michael SeitzPartner, Head of Procurement Advisory KPMG China
3© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Cross-sector business disruptors
Supply chain must disrupt itself to stay in front of change.
Supply Chain
Convergence of industry models
“Growth or die”
Emerging technology
Big data
Shifting geopolitical &
regulatory environment
Changing workforce
demographics
Experience centricity
New business models
4© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
What will supply chain look like in the future?
Supply chain in the future…Supply chain today…
Business model disruptors are changing the demands of supply chain, and supply chain as we know it will be radically different in 10 years.
Additive manufacturing utilized during the prototyping cycle
Leveraging additive manufacturing for “printing” new components on the spot to service customers
Predictive/Prescriptive data analytics – What will happen?/What should we do about it?
Increased use of robotics in materials movement Widely adopted autonomous vehicles for materials movement and customer deliveries
Control towers provide data points for SC visibility Cognitive control towers predict/prevent supply chain disruptions, outages, and cyber-attacks
Descriptive/diagnostic analytics - What happened? / Why?
Summarize physical, financial, and digital information within individual best of breed applications
Physical, financial, and digital information brought together in a single platform using blockchain
Manual processes and physical location dependencies Utilization of virtual and augmented reality to enable real-time facility view and assist with order fulfillments
Value Creation through Data Driven & Digital Supply Chains
6© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
CEOs remain focused on Driving Growth; but are also embracing the digital agenda. They see agility and intuition key to turning digital disruption into opportunity. This digital business path has critical implications for Operations
Current Situation
Our clients understand the case for change
95% 50% 28% 23% 33% 70%
Respondingto disruption
Risk Rethinking Operating Model
Increase focus on Customer-centric strategy
Growth Emerging markets
CEOs see technological disruption as more of an opportunity than a threat and 54% are actively disrupting the sector in which they operate, rather than waiting for competitors to do the disrupting
Over 50% of CEOs say that a strong cyber strategy is critical to engender trust with our key stakeholders
Over a quarter of CEOs (28%)say that changes to tax laws are causing them to think about changing their business operating model
Only a quarter (23%) of CEOs say they are currently exceeding customer expectations for a personalized experience
33% of CEOs say that strategic alliances would drive growth over the next 3 years, followed closely by organic growth (28%) and then mergers and acquisitions (16%)
70% of CEOs say their biggest priority for geographical expansion is emerging markets, with just 28% saying that developed markets are their priority
Within that 70% say Central/South America is the most important region for them
Source: Global CEO Outlook 2018, KPMG International
Chart1
1st Qtr
2nd Qtr
Sales
5
95
Sheet1
Sales
1st Qtr5
2nd Qtr95
Chart1
1st Qtr
2nd Qtr
Sales
50
50
Sheet1
Sales
1st Qtr50
2nd Qtr50
Chart1
1st Qtr
2nd Qtr
Sales
72
28
Sheet1
Sales
1st Qtr72
2nd Qtr28
Chart1
1st Qtr
2nd Qtr
Sales
77
23
Sheet1
Sales
1st Qtr77
2nd Qtr23
Chart1
1st Qtr
2nd Qtr
Sales
67
33
Sheet1
Sales
1st Qtr67
2nd Qtr33
Chart1
1st Qtr
2nd Qtr
Sales
30
70
Sheet1
Sales
1st Qtr30
2nd Qtr70
7© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Customer expectations continue to grow and evolve…..
greater customization
faster delivery
instant communication and tracking
smaller batch sizes
a transparent, sustainable supply chain: visibility over all suppliers, sources and materials
ethical sourcing
no contamination or tampering
Sources: https://www.campaignlive.co.uk/article/meet-dawn-customer-future/1433579https://www.unilever.com/news/Press-releases/2017/report-shows-a-third-of-consumers-prefer-sustainable-brands.htmlhttp://www.tradeready.ca/2018/topics/supply-chain-management/4-companies-succeed-focusing-ethical-sourcing-manufacturing/
Gartner predicts that more than 50% of
organizations will redirect their
investments to customer experience
innovations.
52% of consumers said they choose products that don’t make them wait
A new international study by Unilever
reveals that a third of consumers (33%) are now choosing to
buy from brands they believe are doing
social or environmental good
Giants such as Starbucks and H&M are making ethical sourcing and supply chain transparency a key part of their customer strategy
Customers expectations
Increasing Focus on Customer
8© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Agility in the supply chain operating modelRethinking Operating Model
Future operating models need to be more responsive to the changing requirements of customer expectations; driving fundamental shifts in the operating model and Supply Chain strategies
Description Industry examples Potential Value Creation
Servitization • Faster delivery expectations • Sharing of supply chain network capabilities to enable faster delivery (eg Uberization of Transport)
• Amazon – rent warehouses from suppliers to keep stock nearer to consumers
• Increased consumer experience index by 2% - 7% through faster deliveries
HyperPersonalization
• Greater segmentation and customisation of products and offerings
• Capability to customize size, type and location of delivery
• Adidas - Speed Factory
• Revenue from sales increased by 1%-4%
ChannelConvergence
• Elimination of boundaries across sales and distribution channels to enable omni-channel
• E.g. Supply chain is able to work seamlessly with end-customers, providing and end-to-end experience
• Provide seamless customer experience in both physical and virtual channels
• Hointer – combine online and in store
• Reduced cost od sales by 3%-10%
Platforms / ecosystems
• Smaller batch production vs traditional long batch runs
• Maximizing capacity utilization through sharing excess production capacity with industry to keep variable costs within control
• Decrease variable costs by 3-5% through the increase of asset utilization between 5-25%
9© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
More value can be created through data driven supply chain by making the right decisions
Descriptive Analytics
Center of Excellence
Targeted (tailored)
Supply Chain Segmentation
DiagnosticAnalytics
Supply Chain Management Business-Process-as-a- Service(BPaaS)
Supply Chain
Visibility
Social Learning Platforms
Solution-Centric Supply Chains
Big Data
The next 5 years will very much be a make or break for many companies who find themselves, mid-air, having yet to notice they have jumped into the Digital world, prepared or not1
In KPMG’s view, the five highlighted time sensitive technologies displayed in the diagram on the left are those which require immediate attention
Emerging technologies
Source: 1 Gartner Supply Chain Hype Cycle July 2017; KPMG Project Experience
“ “
10© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Predictive SCM Blockchain Track & Trace
Case Studies – Emerging Technologies
Emerging technologiesThere are 3 emerging technologies that are helping to create value in the Life Sciences industry
11© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Executivedashboard
The Dashboard in the home screen shows a number of important parameters with respect to the Organization’s supply chain health check.
Forecast events
The real power of our solution comes into play when you consider the predictive capability to forecast events. Unlike traditional risk management approaches, our solutions forecasted events are not predicted based on historic data alone, but rather on the use of internal and external smart data points enabled by digital supply chains.
Supplier, product &raw material view
Solution highlights the number of components that’s being supplied by a Supplier, along with supplier performance details such as lead times, risk ratings, revenue at risk, and alternative suppliers.
Planning & strategy model
The Planning module allows you to create a digital twin of your current supply chain and quick model contingency supply chains around forecast and current events. Providing impact to sales, lead time, and cost to implement. Module provide customisable rules to create the contingency plans.
Predictive Supply Chain ManagementCase Studies – Emerging Technologies
Collate data to provide insights to identify and mitigate the impact of disruption and variability through predictive risk management
12© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Case Studies – Emerging Technologies
With a trackster device, an asset can now be found within or outside a scanning network at a fraction of the cost of traditional tracking technologies
Track & TraceHaving full visibility of the supply chain will enable value added decisions to be made in real-time
Geo TrackingReal time visibility of assets and packages across the entire supply chain without the cost of satellite technology
Automated Scan EventsActive devices unlike GPS and RFID, removing the need for human scan intervention and eliminating error scans
Data AnalyticsDigitally maintain continuous visibility of an article/asset in transit throughout the complete supply chain
Asset ManagementReal time, visibility of assets and packages across the entire supply chain
Multi-senseAbility to measure temperature, shock, tilt, moisture, gases and light
Chain of CustodyAbility to validate chain of custody and independently verify time and locations of adverse /significant events
13© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Leveraging digital in Retail:
AvailabilityOn Shelf
14© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.© 2019 KPMG, a New Zealand partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 14
is changing the world in which we live and work. This change is driving increasing expectations with customers, and the pace of change is unlikely to slow any time soon.
Digital disruption
15© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.© 2019 KPMG, a New Zealand partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 15
To deliver on changing customer expectations, every business needs a digital roadmap. The challenge is knowing where to start. A steadfast focus on core capabilities is vital.
Below are the five building blocks to a digital supply chain:
1. Define digitalAim to make processes frictionless and decisions effortless
2. Start with performanceFocus on intended results not with data or technology
3. Focus on ROI and paybackSmart sequence your initiatives
4. Develop your people Nurture and develop new capabilities
5. Partner for successBuild an ecosystem
Your digital journey
16© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.© 2019 KPMG, a New Zealand partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Introducing On Shelf
Availability:
What is OSAOn Shelf Availability (OSA) measures the availability of your products for customers to purchase at the shelf, which is a direct inverse of out-of-stock rate. Very few retail businesses are effectively monitoring on shelf availability, and those that are do not have a comprehensive understanding of the root causes underlying out-of-stock events. As a result, most organisations struggle to improve their OSA levels.
The gap effectWhile it differs by country and organisation, OSA levels in big box retail is typically around 90 – 95%, which is around 5-9% lower than most businesses expect.
Any out of stock has some impact on a customer experience, but depending on the industry and the product loyalty, the customer faces a dilemma:
1. Purchase a substitute product (typically for elastic or low-loyalty products)
2. Postpone the purchase (typically for inelastic and high-loyalty products)
3. Not buy it at all (typically for impulse or inelastic products)
4. Try finding the product at another retailer (typically for high-loyalty products).
Regardless of the decision, gaps have a tangible impact on both a retailers immediate sales potential, as well as their in-store experience (and therefore retailer loyalty).
17© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.© 2019 KPMG, a New Zealand partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
An innovative
KPMG has developed a predictive analytics engine, the KPMG OSA Analytics Engine, to help retailers identify, understand the reasons for, and sustainably improve their OSA. It is designed to leverage existing data to automatically determine root causes and highlight them to the relevant parties.
• All data is daily or weekly, and at a SKU and Store level:• Demand forecasts• Promotional plans• Replenishment • Purchase orders• Logistics data
(Advanced shipping notice, purchase order acceptance, inwards goods scan data)
• Bin location data• Stocktake data• Gap scan data• Planogram data
• What is my OSA level by item, store, supplier, day etc
• Combination of:• Stock on hand data• Sales velocity data• Inwards /
replenishment data• Physical audits• Visual / digital
merchandise
• Why is it happening?• 12 individual root
causes in total• Level 1 in the root
cause tree:• Shelf replenishment
issue• Inventory data issue• Forecasting /
planning issue• Purchasing issue• Supplier issue
• Visualising OSA levels and root causes in customised interactive workbenches designed for specific uses:• Store focus – Store
inventory controllers or Store managers
• Operations focus –Head office supply chain team members
• Product focus –Suppliers and retailer category managers / merchandise planners
Analysis of different data sources
What is OSA?
01What are the rootcauses of my out-of-stock?
02Who needs to do what to resolve them?
03
Growing the Future of Procurement
19© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 19© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 807686
Extreme Automation
Big, Intuitive, Insightful, Data
Twice as much with half the resources
Self-Service as the norm
How not to get disintermediated?
How are we contributing to value? Cost savings not enough
Does procurement have a role?
How does procurement stay relevant?
Procurement
Procurement must disrupt itself to grow and stay in front of change
Disruptors are shaping the future
20© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Procurement should lead the functional shift to digital
by …Procurement will …Where Procurement is going
1990’s: Purchasing 2000’s: Sourcing Today: Digitalization
capitalize on market data leveraging technology that perpetually monitors changes in variables that comprise should-cost models
shift towards marketplaces directing tactical spend to supplier networks and marketplaces
become invisible to customers providing simple interaction with chatbots, Digital Assistants, and Artificial Intelligence (e.g., Cognitive Contract Authoring)
using technology to make decisions, improve processes, propose actions, and automate repeatable activities
model collaborative behaviors finding new insights from data that connects the front, middle & back office
directly impact 70% of the organizational role structure
21© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Key contributor in the business planning process (ex. Zero-Based Budgeting, Should-Cost Modeling)
Driver of spend behavior using key insights into spend data, supplier
relationships, and risks
Broker to products, skills, and sources of innovation to solve the
business’ problems
Responsible for long term decisions that benefit the business, its customers,
environment, and society.
Instill a human-centered approach to solving problems and measure true customer satisfaction
Focus on reducing the cost of change and adapt quicker- Invest in digital technologies
Monitor market trends and assess potential impacts to procurement- Foster a culture of innovation
Drive spend behavior proactively by making the right data available at the right time - Invest in artificial intelligence
Transforming Procurement’s Role
Transforming Procurement’s Behavior
Customer centricity will require new roles and behaviorsBecoming a “User Friendly Function” and delivering a “seamless commerce experience”
22© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Internal and external Big data used to develop and support strategies Should-cost analyticsinform decisionsPredictive analytics drive action
Utilizing AI agents to monitor/ forecast market changes, events and trendsMonitoring leading indicators within the organization
Actively testing disruption hypotheses for step-change performance improvement
Engaging suppliers in disruption opportunity identification
Category demand and costs linked to business activitiesZero-based category cost budgets utilized for financial management
Supply market knowledge injected into functional/business strategies
Insights “on-demand”via AI assistants
Tactical activities fully automatedBasic category management
via tech-enabled “self-service”
Category innovation is needed to unlock untapped valueIntegrated business planning driven through deep supply market insights and predictive analytics
Supplier centricity focuses on integrated relationships
Supplier Centric Procurement
Driving supplier performance and relationships to a new level while fostering innovation and mitigating risk
Extremeintegration
— Visibility through deep interconnection of systems and data— Supplier-managed storefronts and content
Supplier innovation
— Suppliers contribute to business, product, and category innovation— Evaluated based on value added to the business
Optimized performance
— Proactive / predictive AI management of performance— Integrated view (sentiment, community and, 3rd party data)
— Automation of transaction, contract, and regulatory compliance— Predictive compliance management leveraging community data
Perfect compliance
24© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 24© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 807686
The Digital Procurement Platform will enable modernization
Extreme automation— Robust technology enablement across end-to-end
Procurement cycle — Continuous pursuit of process automation
Extreme integration— End-to-end integration beyond Procurement— Simple and adaptive integration (Cloud integration,
Blockchain)
Value-added services— Managed services used to maximize Procurement ROI— External insights available seamlessly, on demand
AI everywhere— AI and machine-learning deployed to be seamless
and invisible— Automation of decisions and decision implementation
Digital Platform
25© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Future Challenges and Needs….
Millennial workforce replacing the institutional knowledge of retirees and desiring a different “employee experience”
Digital transformation eliminating the work of the transactional & tactical procurement workforce
Training programs to accommodate future skills and different learning environments
Contingent labor required to support the highly skilled analytical positions
Future Skills Required for Procurement…
Relationship management both internal and external
Analytical modelling capability and the need for the “Citizen Data Scientist”
“Bot Managers” who manage virtual AI teams
Cross functional expertise, improved business acumen, and negotiation readiness
Delivering the future relies on a workforce of the futureDigital acumen will be as important as procurement acumen to growand serve your organization
26© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Methods, decision making, and governance— Strong continued importance on simplifying the governance and
decision authority frameworks with cross-functional alignment
Behaviors within the organization— More proactive focus on defining
the right culture needed to support the procurement strategy and sustain long term value
Ability to undertake & manage changes — Continuous improvement, Kaizen,
innovation, future proofing to be agile and continuously improve
Role of Procurement, Size, Shape, Automation, and Delivery Model— Procurement organization structure will
be lean, right-sized, and focused on higher-value services
Strategic, direction, support& communication Cross-functional & cross-business unit leadership involvement will be more prominent. — Procurement leadership sets the
stage, and drives accountability
Process & measurement of organizational performance— Procurement Effectiveness at the Enterprise level will be a key
indicator for success along with clear line of sight into what drives value for the organization
Agile operating models tie it all together Organizations will move to operating models with a high degree of flexibility in the digital age
27© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
How do we start?
— Agile Operating Model
Optimize the Value
— Digital Platform, Workforce of the Future, Intelligent Automation
— Robotic Process Automation, Base Spend Analytics
Target the Value and Roadmap
Early Value Opportunity Execution
Close Foundational Gaps
— Category Innovation, Managed Services, Supplier Storefront
Continuous Optimization
— What can be shifted to self-service
— How many people should I have
— What high ROI automation opportunities exist
— What insights will maximize procurement
— What impact can I have on resources in/out of procurement
28© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
P365D addresses these typical challenges by offering a central digital workplace with innovative functionalities. In a nutshell, the platform enables all stakeholder groups to collaborate using a world-class category management process that is aligned with and supported by all procurement systems.
Our Solution – Procurement 365 Digital
Platform Functionalities
Process Orchestration
Cognitive Procurement
Knowledge Capturing & Continuous Improvement
Automation & Augmentation
Collaboration
KPMG Asset: Procurement 365 DigitalJoint development project with:
Technology partner
Contact us: Nguyen Tuan Hong PhucDirector, Head of Customer & Operations, Digital ConsultingKPMG Vietnam & [email protected]
Peter LiddellSenior Partner, Asia-Pacific leader for Supply Chain & Operations AdvisoryKPMG [email protected]
Sharne UsherwoodDirector, Head of Customer & OperationsKPMG New Zealand [email protected]
Michael SeitzPartner, Head of Procurement AdvisoryKPMG [email protected]
30© 2019 KPMG Limited, KPMG Tax and Advisory Limited, KPMG Legal Limited, all Vietnamese limited liability companies and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Experience demos and interact with KPMG Digital experts in your areas of interest:
Digital Summit 2019
Enterprise applications
Procurement & sourcing
Customer experience
Human resource management
Technology risk and cyber security
ABCDE
Date : 8:30 – 11:30am, 12 June 2019Venue : Gem Center, 8 Nguyen Binh Khiem, District 1, HCMCRegister : Contact us at [email protected]
Rise of Digital Solutions to Optimize Local & Regional Supply Chains�Today’s SpeakersCross-sector business disruptorsWhat will supply chain look like in the future?Slide Number 5Our clients understand the case for change Customer expectations continue to grow and evolve…..Agility in the supply chain operating modelMore value can be created through data driven supply chain by making the right decisions Emerging technologiesPredictive Supply Chain ManagementTrack & TraceSlide Number 13Slide Number 14Slide Number 15OSASolutionGrowing the Future of ProcurementDisruptors are shaping the futureProcurement should lead the functional shift to digitalCustomer centricity will require new roles and behaviorsCategory innovation is needed to unlock untapped valueSupplier centricity focuses on integrated relationshipsThe Digital Procurement Platform will enable modernizationDelivering the future relies on a workforce of the futureAgile operating models tie it all together How do we start?Our Solution – Procurement 365 DigitalContact us:Slide Number 30