industry-report-2015

Supply chains face conflicting demands to be better, faster and cheaper.
Innovation is the key to achieving all three.
The 2015 MHI Annual
Industry Report
Supply chain innovation—
Making the impossible possible

Table of contents
4 Supply chain innovation—Making the
impossible possible
8 Eight technologies redefining the future of
supply chains
12 Maturing technologies
13 Inventory and network optimization
16 Sensors and automatic identification
19 Cloud computing and storage
22 Robotics and automation
25 Growth technologies
26 Predictive analytics
29 Wearable and mobile technology
33 Emerging technologies
34 3D printing
38 Driverless vehicles and drones
41 Making it happen—Transforming your supply
chain
43 About the report
44 Acknowledgements
46 Addendum

The 2015 MHI Annual Industry Report 3
Challenges
Adoption Rate
Preparation
52%
Increased budget
46%
42% 41%
Training workforce to
use new technologies
Partnering with vendors
to understand benefits
Began piloting new
technologies
Emerging Technologies
of respondents believed that at least
one of the technologies could either
be a source of competitive
advantage or disruption in their
industry in the next 10 years.
75%
* Predictive analytics, is only used today with 24% of respondents, but expected to climb to 70% in the next 3-5 years.
Inventory & Network
Optimization Tools45%
Sensors & Automatic
Identification42%
Robotics & Automation
39%
Predictive Analytics*
38%
TopFourofEight
Barriers
Lack of a clear business case to
justify the investment.
Lack of adequate talent to utilize
the technology effectively.
Spending
51%Customer Demand for
Lower Delivered Costs
50% Customer Demand for
Faster Response Times
49%Rising Customer
Service Expectations
36%
31%
17% 49%
10MILLION
1MILLION
Companies spending on
emerging technologies
over the next two years.
4%
100MILLION$
$
$+
+
+
Eight emerging technologies that will transform traditional supply chain models over the next decade.
LEARN MORE p5
LEARN MORE p33
LEARN MORE p10
LEARN MORE p6–7
LEARN MORE p8
LEARN MORE p41
Inventory &
Network
Optimization
Tools
Sensors &
Automatic
Identification
Cloud
Computing &
Storage
Robotics &
Automation
Predictive
Analytics
Wearable &
Mobile
Technology
3D Printing Driverless
Vehicles &
Drones
Maturing Growth Emerging
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
5-year
Compound
Annual Growth
Rate
2014 Adoption

4
Supply chain innovation—
Making the impossible possible
Supply chains face constant pressure to do more with less.
After years of cost-cutting and efficiency improvements,
the pressure to reduce costs while simultaneously boosting
performance continues unabated—with no end in
sight. These conflicting challenges are putting pressure
on margins and creating headaches for supply chain
executives who are often stuck between the rock and hard
place of slashing expenses and building new capabilities.
As many supply chain organizations have spent years
cutting costs and eliminating waste, incremental
improvements are leading to diminishing returns. This is
driving the need for supply chain executives to seek more
innovative solutions.
“The speed at which supply chain innovation is being
adopted coupled with rising consumer expectations for
anytime, anywhere service is stressing traditional supply
chains to near-breaking points,” says George Prest, CEO
of MHI. “Companies that continue to rely on traditional
supply chain models will struggle to remain competitive and
deliver orders that are complete, accurate and on-time.”
In this year’s annual MHI Industry Report, developed in
collaboration with Deloitte, we delve more deeply into
these supply chain challenges with a specific lens on how
technology innovation can help illuminate the path to the
supply chain of the future.
In 2014, the 100-plus thought leaders and partners behind
The U.S. Roadmap for Material Handling & Logistics
predicted that traditional supply chain models will undergo
dramatic transformational change due to technological
innovation and changes in customer demand between
now and 2025.1
Survey participants for this Annual Industry report included
more than 400 supply chain professionals from a wide
range of industries, with the majority (57%) holding
executive positions such as CEO, Vice President, or General
Manager. Participating companies ranged in size from
small to large, with half reporting annual sales in excess of
$100 million, and 11% reporting $10 billion or more.2
1
2 About this Survey, end of document
“Companies that continue to
utilize traditional supply chain
models will struggle to remain
competitive and deliver orders
that are complete, accurate and
on-time.”
Figure 1: Challenges for supply chains
1
1 MHI: U.S. Roadmap for Material Handling & Logistics, January 2014
2 See "About the report", page 43
0% 20% 40% 60% 80% 100%
Not challenging
Somewhat challenging
Very challenging
Extremely challenging
Customer demands for more supply chain transparency/sustainability
Customer demands for smaller, more frequent shipments
Increasing volatility of supply, including supply disruptions
Increasing number of products
Increasing volatility of demand
Customer demands for more customized producrs and services
Increasing competitive intensity, rising customer service expectations
Customer demands for faster response times
Customer demands for lower delivered costs/pricing
Source: survey results

The survey focused on eight technologies identified by The
U.S. Roadmap for Material Handling & Logistics that are
driving next generation supply chains:
• Inventory and network optimization tools
• Sensors and automatic identification
• Cloud computing and storage
• Robotics and automation
• Predictive analytics
• Wearable and mobile technology
• 3D printing
• Driverless vehicles and drones
Across the board there is an expected increase in spending
on these supply chain technologies over the next two
years. At the high end of the spectrum, 4% of companies
plan to invest more than $100 million over the same
period.
The survey also identified the following five critical supply
chain realities where these technologies can help drive
step-change improvements.
It’s all about the customer experience
According to the survey, customer pricing pressure (51%),
demands for faster response times (50%), and rising
customer service expectations (49%) are the top three
issues that supply chain leaders and professionals find very
or extremely challenging (see Figure 1).
8%
17%
26%
27%
29%
35%
53%
0% 10% 20% 30% 40% 50% 60%
Holding inventory closer to key customers/markets
Building or modifying facilities foromni-channel distribution
and fast cycle-time, high volume shipments
Logistics outsourcing
Logistics insourcing
Collaborative logistics (sharing transportation or distribution
facility capacity with other companies)
Introducing "postponement" strategies to reduce
turn-around time on ﬁnal packaging or assembly
others
Figure 2: Fulfillment strategies to meet customer expectations
Driving the possible
To address these challenges, many organizations are
changing their fulfilment strategies and holding inventory
closer to key customers or markets and building
specialized, high-velocity facilities (see Figure 2). These
strategies are a step in the right direction; however,
fulfillment strategies alone will not be sufficient to address
the current and future challenges that supply chains face.
For example, although holding inventory can be an
effective way to buffer against uncertainty, it can also
be expensive. Emerging technologies such as advanced
inventory optimization tools can help supply chain leaders
make smarter decisions about where inventory buffers can
be deployed most effectively.
Similarly, building specialized, high-velocity distribution
facilities for high-volume products can streamline omni-
channel shipments and reduce total delivered costs.
However, in order for that fulfillment strategy to be both
efficient and effective, companies should invest in enabling
technologies such as tightly integrated planning and
execution systems coupled with automation and automatic
identification.
"The best decision-making is driven by feedback on
events as or before – not after – they occur," said John
Hill, a director at The St. Onge Company. "Automatic
identification, wearable and mobile technology, and
cloud-based systems provide the real-time visibility into
the dynamics of actual operations that companies must
have for world-class supply chain decision-making and
management."

66
Alignment between supply chains and customer
needs is paramount
As we pointed out above, 50% of this year’s survey
respondents cite “customer demands for faster response
times” as extremely or very challenging. As companies
expand their global footprints, adjust their trade flows,
and try to meet their customers' ever-rising expectations
for faster response times, they should invest in forward-
looking technologies and capabilities that can help them
rapidly assess and redesign their complex supply chain
networks to satisfy the demands of a constantly changing
marketplace.
Network optimization tools help companies develop
forward-looking scenarios that identify dollar-value impact
and associated risks. These tools can be very powerful
in determining where to produce which products, what
to make versus buy, where to hold inventory, which
transportation modes to use, and how to differentiate
service response times by product and customer.
Collaboration is crucial as supply chain
boundaries blur
“Material handling can no longer stand alone as an
efficiency play inside the four walls of a warehouse,” says
Mike Nayden, the leader of Deloitte Consulting LLP's
Logistics and Distribution practice. Data proliferation and
the emergence of powerful data-driven technologies are
laying the foundation for sharing information across the
entire value chain.
A smattering of companies are starting to leverage some
of these new technologies and pursuing collaboration in
a variety of ways, including: using customer data (23%)
or supplier data (16%) to drive predictive analytics; using
cloud computing to collaborate with trading partners
(20%); and using information from sensors and auto-
identification to share and collaborate with customers and
suppliers (22%).
“The best companies in the world use collaboration to
create high-performing, customer-oriented supply chains,”
says Prest. “They are finding new ways to compete by
leveraging innovation that is driven by technology and
the digitally-connected consumer. This collaboration
not only provides visibility into customer experience, but
drives innovation by producing a more complete view of a
company's products and supply chain.”
Traditional cost-cutting strategies will miss
financial targets
Many companies have already slashed substantial costs
from their supply chains. Continuing to rely on cost-cutting
measures is likely to provide diminishing returns and cause
supply chain organizations to fall short of financial and
competitive expectations.
As a result, deciding where and when to invest is critical
to success, especially for technologies that are still in their
infancy. Our survey found that the number one barrier to
investing in new technologies and innovations is the lack
of a clear business case (36%). Lack of access to capital
ranks as the lowest barrier to investment (25%), indicating
that companies are able to invest, they just aren’t sure how
to quantify the benefits in a way that justifies spending the
money.
“The best decision-making is
driven by feedback on events as
or before – not after –they
occur.”

The workforce crisis is real and innovation only
adds to the challenge
An estimated 600,000 manufacturing positions in the U.S.
are unfilled for a lack of qualified workers.1
In addition,
U.S. Roadmap for Material Handling & Logistics predicted
that, between now and 2018, there will be 1.4 million
new jobs in the logistics and supply chain field.2
“Multiple factors are contributing to the talent shortage
including an aging workforce,” says Prest. “But, the
changing skill sets needed for jobs in the supply chain
is the biggest factor. The sophistication of the skillsets
required to operate leading-edge equipment and systems
requires an equally sophisticated and well-trained
workforce.”
According to the survey data, 31% of respondents
cited the lack of adequate talent to implement and
deploy the technologies was a significant barrier to their
implementation. "The next supply chain evolution needs
to consider every aspect of its DNA, including the most
valuable asset--people," says Jonathon Rader, manager
of design engineering at FedEx SmartPost. "The industry
needs to work with the academic community to develop
curricula that prepares today's innovators and leaders and
creates career paths that the best and brightest will aspire
to."
The most critical supply chain skillset for the next five years
is strategic problem solving (53%), which is nearly twice
as important as functional supply chain knowledge (28%).
This suggests that traditional training programs might not
be preparing workers effectively for the supply chain of the
future.
1 World Economic Forum: The Future of Manufacturing, April 2012
2 MHI: U.S. Roadmap for Material Handling & Logistics, January 2014
Business leaders need to keep a close eye on new
technologies and have a strategy to incorporate them into
their operations. Technology innovation efforts should
not only focus on new products, but should also address
business model innovations focused on the people,
networks, processes, services or channels which can have
a major impact on supply chain performance. To make the
technology choices efficiently and effectively, supply chain
leaders need to address these questions:
• Which technologies will have the most profound impact
on supply chains over the next decade?
• When are most companies planning to deploy these
technologies?
• How are companies using the technologies today?
• Which technologies are right for my company?
• What should I do to get started?
In this report, we help supply chain and corporate leaders
find answers to the above questions in the context of their
specific challenges.

8
Eight technologies
redefining the future of
supply chains
Exponential advances in technology are creating a fertile
ground for innovations that are reshaping traditional
supply chains. These advances enable early adopters
to achieve dramatic improvements in efficiency and
performance. In some cases, the innovations are even
disrupting the basis of competition.
What's more, as the pace of innovation continues to
accelerate, the capability gap between early adopters and
their slower competitors is growing, giving leaders and
innovators a sustainable competitive advantage that makes
it difficult for companies with traditional supply chains to
compete or catch-up.
"Nothing can energize an organization and its people more
than a highly visible, developed, and supported innovation
program," says Art Roman, director of design and
construction at U.S. Foods. "Because it touches so many
people and processes, the supply chain function is uniquely
positioned within most organizations to provide a broad
and lasting injection of this energy.”
In this year’s report, we will examine eight technologies
identified in the The U.S. Roadmap for Material Handling
& Logistics that are revamping the supply chain landscape.
We grouped them into three categories—maturing,
growth and emerging—based on current adoption levels
and anticipated adoption over the next five years (see
Figure 3).
Supply chain technologies are high on corporate
radar
Although adoption of these technologies is not yet
pervasive, survey respondents have them in their sights.
The vast majority—75%—believe that in the decade ahead
at least one of the highlighted technologies will either be
a source of competitive advantage or a disrupter in their
industry.
The four technologies expected to have the greatest
competitive or disruptive impact are: optimization tools,
sensors and automatic identification, robotics and
automation, and predictive analytics (see Figure 4). As
Figure 3 shows, three of these four technologies are
already among the most widely used in supply chains
today.
5-year Compound Annual Growth RateCurrent Adoption
Figure 3: Adoption levels for supply chain technologies

“The pace of advancement in supply chain innovation is
forcing organizations to change the way they evaluate,
select, pilot, and deploy new technologies,” comments
Kelly Marchese, the leader of Deloitte’s Supply Chain
Strategy practice. “The ability to adapt and innovate will
likely be a key differentiator in the decade ahead.”
The exception is predictive analytics, which only 24% of
surveyed companies use currently. However, as Figure
3 shows, adoption of predictive analytics is expected to
climb to 70% over the next three to five years. Given the
significant expected growth (24% five-year CAGR) and
38% of respondents citing it as a source of competitive
advantage, early adopters are likely to pursue predictive
analytics solutions aggressively in the next one to two
years.
Phase Technologies What you need to know
Maturing • Inventory and network
optimization tools
• Sensors and automatic
identification
• Cloud computing and
storage
• Robotics and
automation
• Significant levels of adoption today (35%+) with moderate growth in
adoption (~10-15% CAGR) over next 3-5 years
• These technologies have reached the tipping point of adoption with a
wide variety of proven use cases and demonstrated business value
• Maturing technologies can offer significant improvements in both
efficiency and service which may quickly become the industry standard as
adoption levels approach 80-90% by 2019
• Bottom Line: Companies deferring investment will struggle to keep up
with customer expectations for lower costs and improved service levels
Growth • Predictive analytics
• Wearable and mobile
technology
• Moderate levels of adoption today (20%+) with significant growth in
adoption (20-25% CAGR) over next 3-5 years
• Approximately 1-2 years behind maturing technologies in expected
adoption
• Applications and use cases are less common, creating more ambiguity
around value and requiring different investment criteria and risk tolerance
• Bottom Line: Early adopters have an opportunity to get ahead of the
competition through early piloting and deployment
Emerging • 3D printing
• Driverless vehicles and
drones
• Lower levels of adoption today (~10%) with accelerating growth
• 6+ years behind maturing technologies in expected adoption levels
• Current applications are more limited and tend to be more relevant to
specific industries
• Bottom Line: Companies should understand current and near-term
applications in their industry and the potential for disruption
Supply Chain Innovations by Lifecycle Phase:
Eight technologies redefining the future of supply chains

10
Large and small companies are investing
Reflecting the urgent importance of new technologies,
respondents report that their organizations are making
substantial investments. On average, companies expect
to spend more than seven million dollars on new supply
chain technologies over the next two years, with the top
17% spending over $10 million (see Figure 5). With an
average of 16 manufacturing facilities (averaging 250,000
square feet), that’s nearly a half million dollars per facility
($450,000) in just two years.
Businesses that place large strategic bets on new supply
chain technologies and innovations are likely striving
to achieve a sustainable competitive advantage in the
marketplace. Larger firms clearly have an advantage in that
they can invest more dollars. However, they should invest
in the right areas, because any one of these disruptors
could open a vulnerability for competitors to exploit.
Smaller companies may lack the spending power of larger
enterprises, but can look for ways to pool resources and
collaborate in order to leverage communities and access
resources that are similar to those available to large firms.
Smaller companies need to look at these disruptors to
identify both vulnerabilities and opportunities.
Figure 4: Expectations for competitive advantage or disruption
0 20 40 60 80 100 0 20 40 60 80 100
Inventory and network
optimization tools
Sensors and automatic
identiﬁcation
Predictive analytics
Robotics and automation
Wearable and mobile
technology
Cloud computing and
storage
Driverless vehicles and
drones
3D printing
% Having some impact % Competitive advantage/disrutption

Taking action now can help companies address many
of the market’s competing demands, and may provide
a sustainable competitive advantage. It can also help a
business mitigate future risks such as labor shortages
and wage inflation triggered by economic growth, while
capitalizing on historically low interest rates that make it
relatively cheap to invest in the future (before those rates
start to rise).
Businesses are waiting for markets to move—at
their own peril
As the pace of innovation continues to accelerate, the
capability gap between early adopters and their slower
competitors is widening, creating a sustainable advantage
that disrupts the basis of competition. The gap can also
make it difficult for companies with traditional supply
chains to compete or catch-up.
According to the survey results, only 35% of companies
are early adopters that expect to deploy supply chain
innovations before their competitors do. A larger number
(46%) will likely wait until forced to do so—either by
mandate, regulation, or competitive necessity. Nineteen
percent take an opportunistic approach by planning to use
new technologies when the market advantage is clear (see
Figure 6).
A de facto strategy of delaying until forced to take action
might have worked in the past, but is unlikely to be
sufficient in the decade ahead as the accelerating pace of
technological advancement starts to create insurmountable
capability gaps.
Figure 5: Spending on new supply chain technologies
51% Less than $1 million
$1million to $5 million
$5 million to $10 million
Greater than $100 million
23%
9%
9%
4%
4%
Estimate
Figure 6: Supply chain innovations strategies

12
Maturing technologies can create dramatic improvements
in efficiency and service. Current adoption levels are
significant, with 35% or more of companies using them.
These technologies have reached their tipping point as
evidenced by adoption levels expected to reach 80%
to 90% by 2019. Companies holding off on deploying
maturing technologies may find themselves struggling to
keep pace with competitors as these technologies become
industry standards.
In this section, we offer a deep dive into these maturing
technologies:
• Inventory and network optimization
• Sensors and automatic identification
• Cloud computing and storage
• Robotics and automation
Maturing technologies

Figure 7: How are companies using inventory and
network optimization tools today (or planning to use it
over the next 1-2 years)?
29%
37%
37%
43%
0% 10% 20% 30% 40% 50%
Multi-echelon inventory
optimization (statistical safety
stocks across the chain)
Production optimization
(dynamic trade-off of inventory
vs. change-over costs)
Network optimization (footprint,
asset, and flowpath analysis)
Transport optimization (route
planning, asset management,
etc.)
According to the survey, inventory and network
optimization tools rank as the most widely used and
most likely to deliver a competitive advantage. This is not
surprising given their potential to significantly reduce costs
without requiring a major capital investment.
The ability to deploy assets and position inventory well
is crucial to delivering the right service at the right cost.
These are powerful decision-support tools to model
end-to-end supply chain costs and trade-offs.
By layering in costs and constraints, a company can design
networks that deliver orders at the lowest landed cost
while addressing defined constraints such as service levels
and capacities. This is especially powerful when creating
scenarios that address both hard constraints (which cannot
be changed) and soft constraints (which cost money to
change).
Applications
Figure 7 shows the top supply chain uses for inventory and
network optimization tools today and over the next one
to two years. Inventory and network optimization tools
can also be applied effectively to manufacturing strategy,
cost-to-serve optimization, M&A strategy and execution,
production capacity planning, and risk management.
Value drivers
Inventory and network optimization tools can reduce
total supply chain costs by 10% or more, with even larger
potential reductions in total inventory costs.1
Key benefits
include:
• Optimized inventory levels. This can include
inventory reductions, but in many cases companies
could actually be running too lean (a lesson learned
from the aftermath of the 2011 tsunami in Japan). A
strategic approach to inventory would include holding
the right amount of inventory in the right locations
based on desired service levels and risk tolerance.
Understanding risk vulnerabilities (e.g., suppliers in high
risk geographical areas) supports scenario modeling and
decision-making.
1 The European Business Review - Efficient Frontier: A Moving Target,
December 2014
Inventory and network
optimization

14
What leaders should be doing today
The value companies get from these tools is proportional to the complexity of their supply chains (including factors such
as the number of production facilities, products, warehouses, ship-to locations, and modes of transport). The more
complex your supply chain, the greater the potential value—and thus the more you will want to invest. Regardless of
your investment strategy, here are some guidelines to help you think through your approach:
• Align your network with your customers’ strategies. Before building your network of the future, engage with
your customers to understand their needs and growth plans, and how your business contributes to their success.
Segment customers based not only on their value to you, but also on how they value your products and services. Do
they prefer low prices over lead time responsiveness, or vice versa? The answers to such questions will impact how
you set up your network.
• Understand your costs. Some companies spend considerable time and money painstakingly modeling their supply
chain network only to base decisions on fundamentally flawed cost data. Making significant network decisions (e.g.,
production locations, make versus buy, source-switching, warehouse strategies) should use activity-based costing for
major cost drivers. Most companies accurately calculate variable costs, but struggle to apply fixed costs. Accuracy
with fixed costs is important since these are not fixed over the long term. Look at the impact of demand volatility
and the costs associated with change-overs, as well as inventory holding, returns, and transportation costs (e.g.,
partial shipments, expedites, demurrage/detention).
• Start small, learn, and expand. Instead of trying to model the entire supply chain for all products and regions—
which can be overwhelming—select a single product line, business unit, or region that is big enough to matter, but
small enough to generate a quick win. Good data is crucial to effective decision-making, but lack of perfect data is
no excuse for inaction. As you gain experience, you can start adding more complexity to the model by, for example,
removing hard constraints or adding tax data.
• Embed repeatable capabilities. It can be useful to engage an experienced, unbiased third party to assist with tool
selection, initial data gathering, modeling, and evaluation. However, it's important to embed training and knowledge
transfer into third-party agreements to help build the in-house capabilities required for sustained effectiveness. These
capabilities should include an explicit role for an optimizer who can maintain the data and run routine scenarios on
an ongoing basis.
• Lower transportation costs. Incorporating
transportation costs into inventory models balances
shipping expense with holding costs to meet demand
at the lowest landed cost. Optimization tools might also
identify alternate production or warehouse locations to
minimize overall transportation costs.
• Streamlined and aligned distribution network.
As companies grow, both organically and through
acquisitions, geographic concentrations of customer
demand can change. Using routine, forward-looking
scenarios to plan capacity and network configurations
are key to staying lean and aligning the distribution
network with future growth plans.
• Lower taxes. Tax implications can be a major benefit of
a network optimization. Producing, shipping, or storing
products in tax-advantaged jurisdictions often offsets
the incremental transportation costs, which can be
significant.
Maturing technologies Inventory and network optimization

Real-world uses of inventory and network optimization tools
A Fortune 500 food and beverage manufacturer was growing rapidly and needed to develop a scalable supply chain
network that could efficiently and effectively meet the changing needs of its expanding customer base. Like many
organizations, the company had been pursuing cost-cutting measures for some time and the efforts were yielding
diminishing returns.
Each of the company's two major business units had their own one-size-fits-all supply chain network. Company leaders
wanted to know if it would be feasible to merge the two networks and how best to serve customers in different
channels through a consolidated network.
The company tackled the problem in three stages:
• Voice of the customer. The first step was to understand the unique needs of the various customer segments that
the company served. Using cross-functional, customer-facing teams to conduct value-focused customer interviews
for large accounts, the company discovered distinct segments with differing delivery timeframes, price sensitivity and
value to the company. The resulting insights about service level requirements and service distances were valuable
inputs for the optimization model.
• Network modeling. The next step was to model the current network, apply constraints, and then model a variety
of scenarios (including the option of a consolidated network versus separate networks).
• Scenario modeling. The company then compared the results for different scenarios, weighing the pros and cons of
everything from customer to financial impact.
The result was approximately a 20% reduction in logistics costs, a reduced warehouse footprint, and a leaner, more
responsive supply chain network that was tailored to customer needs.
Escaping the diminishing returns of cost-cutting1
1 Source: Deloitte client experience
Maturing technologies Inventory and network optimization

16
Applications
Figure 8 shows the top supply chain applications for
sensors and automatic identification. Lot tracking and
traceability stand out as the top application. Auto ID
is helpful for tracking customer or supplier shipments,
or more easily tracking down inventory. Supply chain
monitoring ranks second and can help companies manage
supply chains more proactively with real-time data. A
growing number of companies are adopting supply chain
control towers to manage operations and supply chain risk.
Automatic identification (Auto ID) technologies—including
barcode, RFID and voice, point-of-sale systems, imagers,
and beacons—generate vast amounts of valuable data.
Auto ID feeds corporate information systems with the
precise identity and location of each physical item in a
supply chain in an automated and timely manner.
Adopting such technologies provides a major opportunity
to improve tracking and tracing systems, process control,
and inventory management. Longer term, Auto ID systems
can give a company full visibility into its supply chain
by removing a number of traditional limitations. Many
transportation and logistics companies are using RFID today
to achieve: near 100% accuracy in shipping, receiving,
orders, and inventory accuracy; 30% faster order processing;
and 30% reduction in labor costs.1
By 2018, the total market for RFID is expected to more
than double in size to $20 billion.2
The retail industry is the
primary user, and is expected to account for 27% of the
total global RFID market in 2024, up from 5% in 2014.3
Newer technologies, such as two-dimensional imagers,
are gaining momentum because of their ability to read
two-dimensional bar codes for coupons and other smart-
phone applications. In January 2013, Motorola announced
the first imaging scanner for retail point-of-sale applications,
the MP (multi-plane) 6000. Shortly thereafter, Datalogic
announced a line of image-based POS scanners. At the
2013 ProMat show, Cognex said the costs for imaging
technology for in-line, high speeds scanning applications
(such as bar codes on a conveyor line) are now on par with
laser scanners that have dominated the market for decades.
In addition, imagers will likely deliver higher read rates,
reducing misreads and costly carton rejects.4
1 Motorola: Advantages of RFID in Transportation and Logistics,
December 2011
2 Technavio: Global Sourcing of RFID Tags Market 2014-2018,
December 2014
3 IDTechEx: RFID Forecasts, Players and Opportunities 2014-2024,
July 2014
4 Supply Chain Digest: RFID and Auto ID News, March 2013
Figure 8: How are companies using sensors and
automatic identification today (or planning to use it
over the next 1 - 2 years)?
19%
20%
20%
22%
30%
43%
0% 10% 20% 30% 40% 50%
Security
Point of Sale - automatic check-out,
inventory consolidation and
replenishment, etc.
Supply Chain Event Management
(e.g., Re-Routing)
Customer and/or Supplier
Collaboration
Supply Chain Monitoring
Lot Tracking and Traceability (e.g.,
in-plant tracking, shipping)
Sensors and automatic
identification

Value drivers
In supply chain and logistics, Auto ID in combination
with GPS and other sensors and data loggers will be used
increasingly to track and monitor products and conditions
such as temperature. Specific benefits include:
• Fewer problems. Sensors and automatic identification
technology can help control and reduce product
contamination, counterfeiting, and piracy—problems
that are all too common in today's complex
supply chains which increasingly rely on offshore
manufacturing, multi-site storage, and third-party
shipping.
• Greater visibility and flexibility. Sensors and automatic
identification systems provide real-time information and
improved visibility, which enables increased flexibility
and responsiveness.
• Lower costs. RFID visibility provides earlier views into
potential inventory problems, allowing companies to
take pre-emptive action and reduce the need for costly
expedited freight.
• Reduction in waste, inventory and shrinkage.
Improved visibility allows for more effective inventory
control and deployment.
• Don’t just think of these as an isolated investment. Consider the impact that sensors and automatic identification
technology can have on other technology investments. For example, supply chain visualization and control tower
visibility are becoming more popular and valuable. However, they are only as good as the data that feeds them. RFID
and sensors can enable real-time visibility into where shipments are—and where delays are likely to occur—which
can help decision-makers address issues before they turn into problems.
• Revisit the business case. Supply chain executives should identify current supply chain challenges that could be
solved or mitigated by real-time data visibility or traceability. They should then determine if the potential benefits
justify the investment. Costs associated with these technologies have been steadily declining, so companies that
have considered these technologies in the past might want to take another look.
• Consider the costs and risks of not investing. These technologies can have a positive impact on customer
service and loyalty by improving supply chain visibility. Visibility leads to improved fill rates and greater transparency.
Companies that fall behind their competitors could find their customer accounts at risk.
Beyond common applications, different industries have
specialized uses for sensors and automatic identification
technologies:
• Automotive. Tracking spare parts availability, identifying
assembly line problems or bottlenecks, improving
critical parts availability, and managing containers and
shipping yards.
• Healthcare. Bedside point-of-care, prescription
administration, patient identification, and improving
accuracy when manufacturing, inspecting, labeling,
tracking, and dispensing products.
• Retail. Inventory tracking, put-away, inventory look-up,
restocking, receiving, picking, kitting, and shipping.
• Transportation. Parcel and shipment tracking; shipping,
delivery, receiving confirmation; and improving loading
and unloading accuracy.
• Warehousing. Inventory tracking, receiving, put-away,
cycle counting, picking, restocking, and data entry.
Sensors and automatic identification

18
Real-world uses of sensors and automatic identification
A leading manufacturer was struggling to keep pace with cost pressures as commodity prices were rising and the
company was unable to pass those increases through to customers. The business had very manual and laborious paper-
based logistics systems that had become very expensive and challenging to manage. The lack of data and automation
was not only inefficient, it was leading to errors, missed deliveries, and customer service challenges. The company was
experiencing increased cycle times, low stock accuracy, and lost time due to counting and searching for materials. The
organization couldn’t increase production volume without hiring more personnel and incurring additional costs.
To address these challenges, the manufacturer launched a global project using Radio Frequency Identification. The goal
was to automate the tracking and tracing of products within their plants and create real-time visibility into the entire
supply chain. The company tested and developed the technology extensively before eventually making it live in all
facilities.
Today, the manufacturer can view inventory levels at any given moment, locate specific stock, and automate processes
that were previously handled manually. The result is more concise workflows and consistent business processes across
all facilities.
One of Asia’s largest logistics organizations needed greater efficiency in tracking goods and shipments at its Singapore
facility so the company and customers could have greater visibility into supply chain operations.
To create that visibility, the company deployed an RFID system that tagged each of the location’s 150,000 pallets with
UHF passive tags. When shipments arrive, staff members scan barcodes on boxes and use a portal to read RFID tags on
pallets. The pallet identification data is then sent via Wi-Fi to internal users and consumers.
This system saved six minutes of staff time per pallet, resulting in approximately two man-years of labor savings. In
addition, RFID reduced the potential for error and improved fulfillment.
Surmounting relentless cost pressures1
Cutting two man-years off labor costs2
2 Motorola: Advantages of RFID in Transportation and Logistics, December 2011
Maturing technologies Sensors and automatic identification

Enterprise businesses are steadily moving their information
technology services, applications and infrastructure to
cloud-based architectures. The trend has increased cloud-
based spends by 300% since 2011.1
Looking ahead,
spending on cloud services, applications, security and
data analytics is expected to grow by nearly 13% year-on-
year from $145 billion in 2013 to $235 billion in 2017.2
Industries likely to see the most added value from cloud
are manufacturing, healthcare, insurance, banking and
securities.
Cloud computing has also played a vital role in improving
supply chain management by helping enterprises share
data with multiple partners across many different locations
worldwide.
Cloud offerings fall into four major categories, each based
on an IT-related solution offered as a service rather than
physical products.
• Infrastructure-as-a-Service. Hardware resources and
computing power provided as cloud-based services.
Companies use these cloud resources instead of buying
dedicated servers and networking equipment.
• Database-as-a-Service. Storage and database
capabilities. Many of these offerings use a multi-tenant
architecture in which data for different clients is stored
in identical physical tables.
• Software-as-a-Service. Software applications provided
as a service, eliminating the need to buy, install, update
and maintain software packages. Application data
is stored in cloud databases. Major service providers
include Salesforce.com and SharePoint.
• Platform-as-a-Service. Complete cloud-based
application development platforms that support all
phases of the development lifecycle, from design
and debugging to deployment, implementation, and
testing. Companies are able to develop standalone web
applications and add-ons.
1 HIS: Cloud Related Spending by Businesses, February 2014
2 IDC: Worldwide SaaS and Cloud Software 2012–2016 Forecast and
2011 Vendor Shares, August 2012
18%
19%
20%
22%
27%
29%
31%
0% 10% 20% 30% 40%
Control tower analytics and
visualization for performance
management
Supports strategic decisions (e.g.,
profitability, cost-to-serve, and
segmentation analysis)
Supply chain collaboration with
trading partners (e.g., customers,
suppliers)
Spare parts management (e.g.,
inventory, order management)
Transportation Management
systems (e.g., On-demand TMS,
route optimization)
Supports Sales & Operations
Planning process (e.g., scenario
modeling)
Supports operational software
(e.g., supply chain execution
systems, WMS, Labor
Management, other)
Figure 9: How are companies using cloud computing
and storage today (or planning to use it over the next
1-2 years)?
Applications
The top supply chain uses for cloud computing today,
and over the next one to two years, include operational
software, sales and operational planning systems and
transportation management (see Figure 9).
Cloud computing and storage

20
• Collaborate across functions. As companies generate increasing amounts of data, there is a greater need to
store and analyze data to provide business insights. Sales and marketing are generally large users of structured and
unstructured data and need to define their own big data strategy. It is important to coordinate multiple functions
to develop a company-wide data strategy. Investments in cloud computing may have a higher ROI when viewed
holistically.
• Rethink the role of IT. To capitalize on cloud technology, companies should adapt their people, infrastructure,
and processes. CIOs could play a new role as strategic executives who add value by driving business transformation
through innovative uses of technology, rather than by overseeing a large IT staff. On-premise and co-located data
centers could be replaced by cloud-based infrastructure which also frees up IT staff so they can focus on more
strategic projects Similarly, software applications could be developed and hosted using Platform-as-a-Service, or even
replaced by Software-as-a-Service. Such shifts could help companies streamline their IT capital investments and staff,
while giving them the flexibility and scalability required to compete effectively in today's fast-moving marketplace.
• Faster time to market. Cloud providers can offer
their clients almost immediate access to computing
resources—with no upfront investment of time or
capital—which accelerates time to market for many
businesses.
• Easy scalability. By managing computing resources
through software, they can be deployed very quickly
as new requirements arise. A key goal for many cloud
providers is the ability to dynamically scale resources up
or down through software APIs in response to a client's
changing workload, with minimal service provider
interaction.
Value drivers
Cloud-based solutions offer a number of key benefits over
traditional IT. In particular, cloud computing and storage
enables:
• Lower cost of entry for smaller firms. In the past,
small- and medium-sized businesses often did not have
access to world-class IT systems and solutions because
of high upfront sourcing and deployment costs. Cloud
reduces the initial cost barrier, because cloud services
typically feature a usage-based pricing model. Other key
cloud benefits for small- and medium-sized businesses
include scalability, flexibility, and on-demand service.

Real-world uses of cloud computing and storage
A large, global electronics manufacturer serving customers in more than 160 countries was scrambling to meet
regional demand in the aftermath of the 2010 volcanic events in Iceland. Relying on spreadsheets, faxes and email, the
company’s shipment tracking and visibility processes were mainly manual and labor intensive.
In response, the organization deployed a new cloud visibility system that incorporates internal data as well as web and
EDI inputs from trading partners and carriers. The system coordinates logistics operations from the point of shipment
through transportation and freight selection. It also receives event milestone updates from carriers while balancing
logistics constraints and customer requirements. Using track and trace milestones across the globe, the new system
provides visibility into order status from factory to delivery. This new cloud visibility system allows shipping, shipping
companys and 3PLs to collaborate on an independent cloud platform.
In addition to supporting day-to-day operational efficiency, the cloud visibility systems improve transportation
management by producing milestone reports and performance data for each 3PL partner. To avoid potential schedule
slips, the EDI and web portal provide more timely information on a daily basis on carrier performance, in-flight visibility,
and custom clearance delays. In addition, the company can look at overall optimized container utilization, transit times,
end-to-end lead times, and trend analysis to drive innovation and efficiencies across the supply chain.
Competition was relentlessly squeezing margins at a major pharmaceutical company. To get breathing room, the
company tackled fixed IT costs by embracing cloud computing to replace its existing product delivery model. The first
step was to migrate a large portion of the workload to Infrastructure-as-a-Service. After that, once cloud technologies
and standards had matured, the company sourced a wide range of services from different cloud vendors, carefully
brokering and coordinating its cloud ecosystem. The objective was to reduce costs and increase IT responsiveness.
Cloud enabled the company to switch IT resources on or off in response to the changing needs of the business. It also
provided the flexibility to easily shift workloads between cloud providers as their capabilities evolved. In addition, cloud
reduced IT costs, allowing the company to focus its investment capital on revenue-generating activities. Today, cloud
computing is providing the company with reliable IT service that is faster, leaner, and more flexible than its traditional IT
model.
Learning the limits of manual processes the hard way1
Getting relief from squeezed margins2
1 Aberdeen Group: Globalization and Global Trade Drive Renewed Focus on Supply Chain Visibility, September 2011

22
Robots have revolutionized manufacturing. As they
become smarter, cheaper, and faster, they are able to do
much more than the repetitive and onerous tasks to which
they have been traditionally relegated. Today's robots can
produce goods with higher quality, less down time, and
fewer errors than can humans.
In today’s manufacturing world, which relies heavily on
outsourcing to countries with lower labor costs, robots
can have a significant impact on reducing supply chain
costs and risks. Modern-day robots are easily integrated
into existing manufacturing and distribution operations,
and they are versatile enough to pack boxes one day
and repair machines the next. Many of these robots
are surprisingly affordable and thus accessible to both
large and small businesses. Tasks that in the past might
not have been considered for automation can now be
automated inexpensively, flexibly, and in close proximity to
humans. This enables companies to co-locate design and
manufacturing in a cost effective manner. It also reduces
lead time.1
Robotic automation in the manufacturing and industrial
sectors has experienced strong growth over the past
decade, with nearly 180,000 units sold in 2013—a
12% increase over 2012.2
The automotive industry still
dominates the use of robots and automation. However,
other industries are expected to gain ground.
1 Aberdeen Group: Globalization and Global Trade Drive Renewed
Focus on Supply Chain Visibility, September 2011
2 International Federation of Robotics: 2014 Industrial Robot Statistics
Figure 10: How are companies using robotics and
automation today (or planning to use it over the next
1-2 years)?
14%
18%
18%
19%
25%
0% 10% 20% 30%
Processing - Welding, painting,
cutting, etc.
Receiving and Put-away
Loading/Unloading/Stacking
Assembly operations (multiple
products on an assembly line)
Picking/Packing/Sorting Orders
Applications
Current uses for robotics and automation span a range of
supply chain activities (see Figure 10).

• Understand where and when investments make sense for your business. Robots are a good solution for
high-volume, high-utilization environments, particularly where labor is expensive. However, robots might not make
sense for a business with a variable labor pool and extended periods of downtime. The business would lose some
of its ability to flex its workforce in response to changing demand. However, robotics and automation should not
be viewed as an all-or-nothing-proposition. For example, you might be able to capitalize on robotics by segmenting
your products into (1) high-volume, predictable products and (2) lower-volume or more erratic products, and then
establishing an automated production facility for the high-volume segment.
• Start with a single line or facility. In addition, there are a number of business events that might create an
opportunity for robotics, including building new facilities, expanding capacity, redesigning the network, or
re-evaluating make-buy decisions. Often companies start with a single production line as a pilot test, which can help
provide the data required to build a business case for broader expansion.
• Talk to companies using the technology. When working with vendors, ask to speak with their existing customers
and tour facilities where the technology has already been implemented. Many companies are very open about
sharing their experiences and lessons learned.
• Develop your talent strategy. Begin thinking about which roles may be automated in the next 5-10 years and
develop a transition strategy. Think about how roles will evolve and what skillsets will be needed. Think about when
you should let natural attrition play into reduced headcount needs or how you will redeploy workers to higher-
value activities. Robotic technicians and engineers are roles that may be in high demand even though they are not
prevalent today.
Value drivers
Robotics and automation are gaining new ground in
companies of many shapes and sizes. Key benefits include:
• Productivity increases. Robotics and automation
reduce manual effort, including searching for goods in
the picking process, which increases overall workforce
productivity by focusing humans on higher-value tasks.
It also reduces the training cycle time in a high-churn
operating environment.
• Faster response times. In high-demand, high-velocity
omni-channel environments, automation can drastically
reduce the pick, pack, and ship times to better meet
customer demand.
• Improved warehouse efficiency. Automation
helps reduce operating costs, space utilization, and
energy efficiency (reduces the need for lighting and
temperature control in robotic-only areas).
• Lower production costs. Declining wage arbitrage
opportunities in Asia are forcing companies to adopt
robotics and automation in order to reduce costs.
• Improved security and control. Maintaining robotic-
only areas reduces safety incidents and pilferage risks.
Furthermore, inventory accuracy can improve as human
error is removed from the process.
• Improved safety. Robotics can help take people out of
hazardous environments. It also can help to eliminate
strenuous jobs where the risk of injury, whether
immediate or over time due to repetition, is very high.
Innovations in robotics—and the laws that govern its
use—are now allowing machines to work side-by-side
with humans.

24
Real-world uses of robotics and automation
An online clothing retailer dedicated half of its central distribution center to pilot an automated picking solution.
Dividing the center allowed the company to directly compare productivity, costs, and risks in the two environments and
determine the value of additional warehouse automation.
The online retailer receives everything from a single product order to complex multi-orders with varying types of
products. In their traditional picking environment, it can take up to 48 minutes to fulfill a a single order and up to three
hours for a more complex one.
After automating a portion of the warehouse and tracking results over time, the company achieved the following:
• Doubled warehouse efficiency
• Drastically reduced picking time—down to 12 minutes from 48 to 180 (order dependent)
• Improved storage capacity—80% better than on the traditional side of the house
• Perfect inventory accuracy—100% (zero defects in cycle counts)
• Zero safety incidents—versus two or three per week in traditional warehousing operations
• Reduced training cycle time—critical in high-churn operational environments
• Lower energy costs—reduced need for lighting and climate control
• Improved security—personnel are not allowed in robotics areas which reduced pilferage risk
The powerful results have led the company to explore additional automation innovations.
A dietary supplement manufacturer and distributor streamlined its distribution operations by automating its material
handling system. The initiative was driven by an acquisition that required the company to significantly reduce inventory
to generate more cash. Large inventories were also masking inherent flaws in its supply chain operations. The company
realized that optimal inventory levels would need a much smaller facility than the company currently had. Ultimately the
manufacturer relocated from a 280,000 square foot location to a much smaller facility with only 100,000 square feet.
To make the move, the new distribution center needed to support annual throughput of 33 million bottles, with 2,000
SKUs requiring a mix of refrigerated and ambient temperature handling.
To achieve its aims, the company designed and implemented a multi-level pick module system to fit its operation into
the smaller space. It used automation to reduce touches, travel, and headcount by more than 50% while doubling
productivity from 110 to 222 lines per hour.
Proving the value: robots versus traditional warehouse operations1
Cutting warehouse space in half2
1 Kiva Systems: YouTube https://www.youtube.com/watch?v=Fdd6sQ8Cbe0

Growth technologies
Although current adoption levels of these technologies
are moderate—approximately 20%—they are expected
to mount significantly over the next three to five years.
In fact, their adoption lags that of maturing technologies
by only one or two years. Applications and use cases are
not yet widespread which can create ambiguity around
the value of these technologies and require different
investment criteria and risk tolerance. However, early
adopters may gain an advantage over their competitors.
In this section, we delve into these growth technologies:
• Predictive analytics
• Wearable and mobile technology

26
Predictive analytics is the application of advanced statistical
analysis of structured and unstructured data sources to
identify patterns and predict future events or outcomes.
For example, predictive analytics can provide companies
with a look into the future and give them opportunities to
identify emerging patterns in the marketplace that can lead
to highly effective and personalized customer engagement
strategies.
Companies are no longer limited to looking in the rearview
mirror to see what happened after the fact. Instead,
they can take their data, and in some cases pair it with
third-party data, to do predictive modeling and scenario
analysis.
For decades, companies have been employing a basic form
of predictive analytics through forecasting techniques that
use sales history as the primary indicator of future market
demand. However, with the proliferation of data, the
sources and volume of both leading and lagging indicators
allow for much richer analysis and broader applications.
The market for advanced and predictive analytics software
is projected to grow from $2.2B in 2013 to $3.4B in 2018
(a 9.9% CAGR).1
Global spending on hardware, software
and services for big data is expected to grow at a CAGR of
30% through 2018, reaching a total market size of $114
billion.2
In 2013, the market experienced a noticeable shift
toward cloud-based solutions. In addition, the distinction
between business analytics and big data is increasingly
blurring now that the hype over big data is subsiding.
Predictive analytics lets supply chain managers manage
inventory better, plan more reliable transportation
networks and reduce variability in lead times. This can
enhance service levels, lower costs and improve the
bottom line.
1 IDC: Worldwide Business Analytics Software 2014–2018 Forecast,
July 2014
2 ABI Research: Big Data Spending to Reach $114 Billion in 2018;
Look for Machine Learning to Drive Analytics, September 2013
Applications
Figure 11 shows the top supply chain uses for predictive
analytics today, and over the next one to two years.
However, other valuable applications for predictive
analytics include:
• Evaluating machine use, performance, and failure
rates to predict potential breakdowns for preventive
maintenance
• Predicting product failure rates for returns or warranty
planning
• Using external data—such as population growth,
demographics, and economic growth—to design a
supply chain footprint that aligns with future demand
• Leveraging external supplier data for risk modelling
to identify, measure and understand potential
vulnerabilities to production or service levels.
• Monitoring retail point of sale to adjust production and
replenishment plans base on consumer activity
Figure 11: How are companies using predictive
analytics today (or planning to use it over the next 1-2
years)?
15%
16%
16%
16%
17%
23%
24%
38%
0% 10% 20% 30% 40%
Using external data (e.g.,
population growth,
demographics, economic…
Predicting product failure rates
for returns or warranty planning
Predicting machine breakdowns
for preventive maintenance
Using external supplier data
(e.g., supplier locations, credit
ratings) to assess supply risk
Using external leading indicators
(e.g., commodity prices)
Using big data (e.g., customer
behavior, social media, etc.)
Using external customer data
(e.g., Point-of-Sale)
Using internal data
Growth technologies

• Improved responsiveness. Incorporating big data
and social media into analytics can quickly identify
important market changes such as shifts in demand
patterns or potential supply shortages. For example,
overlaying supply chain maps with social media data
can reveal the need to transfer inventory to areas
with higher use of certain keywords. Similarly, a price
reduction in retail stores might indicate potential
shortages.
• Reduced failure rates. By using data such as
historical machine breakdowns and utilization levels,
manufacturers can better predict breakdowns before
they happen. This capability can enable preventative
maintenance at the right time and reduce costly
failures.
Value drivers
As supply chains become more global and interconnected,
supply and demand volatility is increasing and driving the
need for better predictive models. Specific benefits of
predictive analytics include:
• Ability to sense demand. Companies are able to
move beyond sales history and use forward-looking
indicators—such as commodity prices, point-of-sale
data, social media information, and macro-trend data—
to better predict near-term demand. Such uses have
positive ripple effects, including reduced inventory and
better customer service levels.
• Start with the business problem you are trying to solve. Knowing where to start is the biggest barrier to
embracing the power of predictive analytics. Data sources and potential applications can seem endless, which often
leads to analysis paralysis. A great way to begin is to think about the business problems you are trying to solve. What
are the greatest unmet customer needs or pain points within the supply chain? What information and insights could
help address those issues? Where might the required data be found?
• Start small and iterate. The next step is to know how to mine and analyze the data. This requires careful
consideration of your system architecture and potential solutions. Work with your IT organization to better
understand the available options and associated costs. In many cases, your options might range from simple
spreadsheets to complex visualization layers. A key is to start with something small enough to be achievable, yet big
enough to matter—and then iterate and improve from there.
• Listen to the customer. Practice ‘social listening’ to predict consumer behavior in the near future. The ability to
leverage unstructured data from social media or internet content, analyze that information and quickly respond
can be a huge advantage especially for retailers and consumer product companies. Understanding and aggregating
customer sentiment in real time is another means to forecast short-term demand more accurately and then respond
with the right item for your customers.
Growth technologies Predictive analytics

Real-world uses of predictive analytics
A small appliance manufacturer was plagued by high failure rates that were impacting sales and significantly increasing
warranty expenses. Even worse was the risk to the company’s brand and reputation. The organization had limited
knowledge of the drivers of these product failures or what to do about it. The challenge was exacerbated by the fact
that all manufacturing was done in Asia using contract manufacturers
To better understand and isolate the underlying drivers of these failures, the manufacturer employed predictive analytics
using a series of internal and third-party data. First the business gathered internal data to segment appliance families
based on quality issues. Drilling down further, the company overlaid third party data to determine appliance reliability as
a function of manufacturing variability, product usage, consumer demographics and water hardness ratings by U.S. city.
The company developed predictive models to estimate the probability of product failure and key drivers of failure based
on manufacturing line, shift, batch size, day and month, number of engineering changes, consumer usage patterns,
demographics, and water hardness ratings by city.
The analysis identified $16-$28 million in cost of quality reductions.
A manufacturing company was plagued by the increasing severity and frequency of worldwide supply disruptions.
Many such disruptions were driven by natural disasters such as severe storms, hurricanes, and tsunamis. However, some
geographic markets were more prone to disruptions spurred by political unrest, labor stoppages, or changing regulatory
restrictions. Moreover, the company realized that if it could respond to supply disruptions better than its competitors
did, it would have a new competitive advantage.
By harnessing the power of big data and predictive analytics, the manufacturer was able to assess a wide range of risk
factors, including historical weather statistics, to identify high-risk geographies. Overlaying supply chain data such as
key suppliers, material flows, and production facilities, predictive analytics were then used to calculate probabilities of
delays, identify back-up suppliers, and develop contingency plans to ensure continued production even during a natural
disaster.
This new capability not only reduced supply chain risk in an increasingly volatile world, it increased responsiveness and
customer service during normal times when its competitors struggled to satisfy customer demand.
28
Growth technologies Predictive analytics
Predicting failures before customers experience them1
Beating competitors to the punch2

Wearable and mobile technologies give people convenient
and immediate access to information wherever they
happen to be working. Mobile technology includes smart
phones, tablets and other wireless devices that have
become ubiquitous in recent years. Wearable technology
is a new product category that includes smart glasses and
watches as well as voice-directed, hands-free wearable
scanners. These devices give the people who wear them
ready access to a world of information and can also
collect and display data about the wearer and surrounding
environment.
Transportation devices, such as on-board or in-cab
computers, are another arena where mobile devices are
gaining traction. Near-real-time data such as routing
information, signature captures for proof of delivery, and
driver hours of service can bolster efficient operations
and improve customer service. The ability to track where
vehicles are located provides more accurate and timely
information about where assets are at any given time.
These devices can also capture real-time traffic information
and suggest alternate routes to avoid delays. They provide
geo-fencing to confirm an appointment automatically
once a truck moves within a certain distance of a DC.
This capability can improve delivery times and help set
customer expectations with more accurate ETAs.
Applications for wearable devices such as smart glasses are
still emerging but have significant potential for desk-less
workforce applications. They enable real-time information
to be overlaid onto actual work environments through a
hands-free, intuitive interface.
Manufacturers, distributors and their partners are
experimenting with these technologies to expedite
processes, improve worker safety and increase
transparency within the supply chain to proactively free up
potential bottlenecks.
Today, there are approximately 17 million workers in
the fields of manufacturing, logistics, technical services,
emergency response, and medical care.1
Many need
to work hands-free and require real-time data and
intelligence.
1 Deloitte University Press: Wearables Tech Trends 2014, February
2014
Enterprise adoption is now economically viable, with clear
use cases and a compelling returns on investment. Device
costs are coming down, and enabling technologies such as
software applications and cloud computing are increasingly
available.
Although wearable technology is still in the early stages of
adoption, the market is exploding—with projected growth
of 38% year-on-year from $2.5 billion in 2013 to $12.6
billion by 2018.2
As of 2014, over 19 million wearable
devices have shipped worldwide, tripling 2013 figures—
with businesses driving much of the growth.3
Applications
According to our survey, the top supply chain applications
for wearable and mobile technology today, and over
the next one to two years show a clear focus on
manufacturing and warehousing activities (see Figure 12)
such as order picking and value-added processing.
“Companies are beginning to experiment and prove
the value of smart glass hardware and software,” says
Joe Fitzgerald, a senior manager at Deloitte leading the
firm's Wearables Innovation practice. “In supply chains,
this is often combined with IoT device experimentation.
Companies are piloting smart glasses in supply chain
and manufacturing operations to understand how
the technology can augment the existing systems and
workforce. This might include improvements to existing
processes for monitoring operations, routing workers
around factories, warehouses or installation sites, and
providing remote expert support to workers in the field.”
Other relevant near-term applications include:
• Field installation and repair of complex equipment
• Receiving inventory for validation and storing
• Routing, tracking, expediting, and exception handling
• Visual inventory cycle counts
• Visual picking of eCommerce goods in fulfillment
centers and in the store
• Equipment maintenance and calibration
2 Statistica: Wearable Device Market Value from 2010 to 2018
3 Deloitte University Press: Wearables Tech Trends 2014, February
2014
Growth technologies
Wearable and mobile technology

30
Figure 12: How are companies using wearable and mobile technology today (or
planning to use it over the next 1-2 years)?
4%
10%
13%
16%
23%
24%
26%
26%
29%
0% 10% 20% 30% 40%
Retail - Compliance
Retail - Inventory management or
near real-time replenishment
Field services - Installation, repair,
maintenance, or monitoring
Sales Data collection (e.g., orders,
Sales forecasts)
Manufacturing and Warehousing -
cycle counting
Receiving
High-value asset handling or
monitoring
Routing, tracking, expediting and
exception handling
Order picking, value-added
processing
Wearable and Mobile technology
Growth technologies Wearable and mobile technology

• Identify the most applicable use cases for your company. Take time to evaluate the potential use cases and
applications, and then assess your own supply chain environment to identify efficiency opportunities. Start within
the manufacturing environment and field services as these both require hands-free, remote work and access to data.
High-value assets with costly downtimes are particularly worth evaluating. Large distribution centers are another
good area, especially the handling of custom orders, which take extra time and are prone to errors.
• Understand the risk and impact of not adopting. Explore and assess opportunities and risks created by the
broader ecosystem associated with wearable and mobile technologies, focusing not only on replacing existing
technologies but on discovering new value-added applications.
• Start paving the road for future adoption. Since the wearables industry is maturing quickly, companies should
take steps to evaluate, adopt, and deploy trials of wearable technologies within the next two to three years. These
technologies will likely face some initial resistance from the organization, but the more you familiarize employees
with the technology, the easier it will be to drive more widespread adoption.
Growth technologies
Value drivers
The return on investment for wearable and mobile
technology is becoming clearer. “Many of the smart
glasses that could be used in supply chains today are
priced on par with hand-held scanners, which cost several
thousand dollars each,” says Fitzgerald of Deloitte. “It’s
important to note that the components used in these
systems are based on those used in cutting edge smart
phones. Therefore improvements in smart glasses can build
on innovations in miniaturization within the smart phone
market."
Key sources of impact and benefit include:
• Improved capabilities and efficiency for remote
workers. Wearable and mobile devices can boost the
productivity of remote workers by providing critical
information wherever and whenever they happen to be
working. Workers can promptly connect to experienced
supervisors who can see what employees are doing and
guide them through the task rather than waiting for a
manager to arrive on-site.
Wearable and mobile technology
• Improved order fulfillment. In addition, mobile
technologies enabled by GPS can support optimal
routing, dynamic re-routing based on traffic and
weather, reduced fuel costs, and more accurate ETAs
for customers.
• Accuracy and productivity. Voice-directed software
for hands-free wearable devices enables automation
throughout the supply chain. The potential benefits
include significant improvements in productivity
and fulfillment accuracy when compared to manual
operations.
• Improved training. Visually laying out work tasks and
requiring completion of a task before moving on to the
next improves training efficiency and effectiveness. In
high-turnover manufacturing industries, this efficiency
can be a tremendous advantage.
• Improved safety. Wearable solutions can be embedded
into protective glasses and clothing such as jackets and
boots. They can also provide hands-free convenience so
workers can use their hands for other tasks.

32
Real-world uses of wearable and mobile technology
Improving the accuracy of the estimated arrival times for its nearly 400 trucks was critical to the success of a large food
and beverage distributor. To improve that accuracy, the company turned to a mobile PC solution that offered:
• Navigation and messaging capabilities to transmit data in near-real-time for analysis, re-routing, and more accurate
ETAs so customers can plan shipment arrivals, unloading, and take pre-emptive actions to manage delays
• The ability to log route data and customer interactions, eliminating the need for drivers to enter data manually at
each stop and at distribution centers
• Embedded GPS to optimize its delivery network, significantly reducing fuel costs and the company’s carbon footprint
The roll-out increased customer satisfaction, improved driver efficiency, and reduced transportation costs. In addition,
the company experienced a marked improvement in driver-to-dispatch and transportation-to-sales communication.
A multinational electronics company had been using hand-held scanners and paper pack lists which was time
consuming and prone to error. To address the issue, the organization partnered with DHL to create a more efficient and
scalable process for order picking in its warehouses. The company equipped pickers with smart glasses supported by
Ubimax software to create a leaner, hands-free order picking process. It works as follows:
• A picker logs in through smart glasses
• He or she then scans the next available picking trolley which brings up the pick list
• The smart glass software puts task information in front of the picker’s eyes (e.g., isle number, location ID, quantity,
percent complete)
• The glasses provide a visualization of the trolley so pickers can see what goes where and the percent complete
The technology drives a much faster, more accurate, and user friendly approach to order picking over traditional
methods. A pilot project has already shown significant improvements in time efficiency and error reduction. The
technology has also received high scores from pickers. “This is just our first step in our innovation journey,” says Dr.
Markus Kuckelhaus, director of DHL Trend Research. “In the future, we see augmented reality playing a role in other
parts of the supply chain.”
At a grocery store distribution center in Ireland, workers move among 87 aisles of three-story shelves. Many wear
armbands that track the goods they’re gathering, freeing up time they would otherwise spend marking clipboards. The
armbands also assign tasks to the wearers, forecast completion times, and quantify their precise movements within
the facility’s 9.6 miles of shelving and 111 loading bays. A 2.8-inch display provides analytical feedback, verifying the
correct fulfilment of an order, for example, or nudging a worker whose order is short.
The grocer has been tapping such tools since 2004, when it signed a $9 million deal for an earlier generation of wearables
to put into service in 300 locations across the UK. The efficiency gains it hoped to achieve have been fully realized, with
the number of full-time employees needed to run a 40,000-square-foot store dropping by 18% from 2007 to 2012.
Tracking trucks in real time1
Augmenting pickers' reality2
Slashing costs by almost a fifth3
1 Inbound Logistics—Mobile Communications: Managing Supply Chains on the Go, October 2011
2 Vision Picking at DHL—Augmented Reality in Logistics, YouTube https://www.youtube.com/watch?v=I8vYrAUb0BQ
Growth technologies Wearable and mobile technology

According to our survey, the use of emerging technologies
is on the upswing even though current adoption hovers
around 10%. Although current applications are rather
limited to specific industries, company leaders should
understand the current and near-term uses of these
technologies and prepare for the possibility that they may
significantly disrupt their industries over the next six or
more years.
In this section, we examine these emerging technologies:
• 3D printing
• Driverless vehicles and drones
Emerging technologies

34
Industries including aerospace and defense, automotive,
healthcare, consumer products, and retail have seen the
most significant applications.
The survey results in figure 14 show the top uses for AM
currently. Very soon, we expect to see a rise in the use of
AM for:
• Service parts
• High-volume/complex products (e.g., chocolate:
Hershey has announced partnership with 3D Systems to
create a 3D chocolate printer)2
• Fashion/trend products with high-volume/short
lifecycles
Over the long term (as the technology improves), we see a
broader applicability for mass production / customization
of fast-moving consumer goods.
The survey results in Figure 14 shows the top uses for AM.
2
Additive Manufacturing (AM), also known as 3D printing,
refers to a group of technologies that manufacture
products through addition of layers from a digital 3D blue
print. With additive manufacturing, companies can create
complex designs, increase speed to market, and reduce
waste compared to traditional manufacturing methods.
Use of AM for production of parts and final products has
grown from near zero to 28.3% over the past decade and
is continuing to improve its functionality and applications.1
In essence, instead of injection molding or fabricating
products, 3D printing builds them layer-by-layer.
3D printing can be a potentially disruptive force because
the barriers to manufacturing (requiring investment in
infrastructure) are effectively removed. For example, a
small firm can now create a 3D computerized model of a
toy and then send it to a 3D printer locally or even around
the world to China for production. 3D printing changes the
concept of economies of scale by providing the ability to
customize at no incremental cost and produce fewer items
at lower cost than with assembly-line production.
Perhaps the real news in 3D printing is the capability to
print quickly with high-performance metals. That capability
will be of great benefit to companies that need to decrease
the time between when they complete the initial phases of
product design to the prototyping and refinement phases.
1 Wohler Associates: The Use of 3D Printing for Final Part Production
Continues Impressive 10-Year Growth Trend, November 2013
2 3D Systems: 3D Systems Previews New Chocolate 3D Printer
CocoJetTM at 2015 International CES, January 2015
Applications
3D printing

Figure 14: How are companies using 3D printing today (or planning to use it over
the next 1-2 years)?
New product prototyping
Small runs of high
value/replacement parts
Complex/personalized products
High-volume/complex/short
life-cycle products
On-demand/on-site production
Maintenance, Repair, and
Operations (MRO) items
Components whose designs are crowd
sourced/in consultation with customers 2%
6%
6%
6%
6%
10%
19%
0% 5% 10% 15% 20% 25%
Emerging technologies 3D printing

36
Value drivers
Additive manufacturing could eventually transform how
many products are manufactured and distributed. In
particular, it enables:
• Low volume production. AM redefines economies of
scale by providing the ability to customize products at
no incremental cost and to produce fewer items at a
lower cost than with assembly-line production.
• Mass customization. Since there is no change
over cost, AM allows consumers to customize or
create unique products, such as personalized toys
or products with images of themselves. This might
prompt traditional business-to-business companies
to build ecommerce channels to interact directly
with consumers, which may require new processes,
infrastructure, and capabilities.
• Shortened supply chain with localized production.
Start familiarizing yourself with the technology now. Pilot programs can help you build valuable internal capabilities
and external alliances, positioning your business to capitalize as technology advances support broader applications. For
many manufacturers, prototyping is a practical application that can provide value in the short term while evaluating
longer-term opportunities. This can be especially true for businesses where speed to market is important and products
go through many iterations during development.
To capitalize on AM’s long-term potential, supply chain leaders should ask these questions:
• How can products and components be redesigned using AM to reduce material and assembly costs?
• Can AM improve product performance and/or reduce production quality issues?
• What supply chain challenges, such as speed to market, can AM help surmount?
AM enables the ability to print products and parts on
demand—whenever and wherever they are needed—
instead of mass producing them at a centralized
manufacturing facility and then fulfilling orders from
a distribution center. This could be particularly useful
for maintenance, repair, and operations (MRO), where
parts and tooling are complex and expensive, and
storage space is limited.
• Optimized design: By building layer upon layer, AM
allows infinitely complex designs without additional
cost or specialized tooling.
• Low cost production: AM reduces or eliminates scrap
and changeover costs. Currently, AM material costs are
higher than those of traditional raw materials, but the
costs have been steadily decreasing.

Real-world uses of 3D printing
The automotive and aerospace industries are two of the main beneficiaries of 3D printing. In 2012, an aircraft
manufacturer purchased one of the biggest metal additive manufacturers in the world to begin ramping up 3D printing
of aero engine fuel nozzles. The conventional method of building fuel nozzles required making 20 separate parts and
welding them together, which is extremely labor-intensive and has a high scrap rate.
3D printing allows the creation of preassembled nozzles which reduces the need for purchasing, inventorying, and
assembling those different components. The manufacturer predicts that, by late 2015, it will make 10–20 fuel nozzles
for each engine using 3D printing, or 25,000 a year. The company also predicts that 50% of a jet engine will be additive
manufactured within current lifetimes.
An industrial manufacturer purchased a Fused Deposition Modeling 3D Printer to in-source building form, fit, and
function prototypes for items such as mounting brackets for motors, conduit boxes, fans, and breakers.
Models that once cost $500 to prototype are now produced for $15 in-house through 3D Printing. Prototype creations
that once took four to six weeks now only take an hour. As a result of faster turnarounds, the company has been able
to deliver more innovative products, cheaper, and faster to market.
Going from twenty separate parts to one1
Accelerating speed to market2
1 Source: 3D Systems
2 Source: 3D Systems

38
• Oil and gas. Field monitoring and mapping to identify
problem areas, detect oil spills, monitor terrain, map
landscape, and drive in low visibility conditions and
difficult terrain.
• Search, rescue and firefighting. Rescuers and
firefighters locating accidents, and mapping locations to
increase personnel safety.
• Agriculture and crop management. Increasing crop
yields and reducing damage by mapping locations to
help identify irrigation problems, soil variation, pest
infestations, and other threats.
• Media and entertainment. Using mobile cameras to
capture sporting, news, and other media events.
Self-driving vehicles and drones use a variety of
technologies including cameras and advanced driver
assistance systems to handle some or all functions
of operating a vehicle. By 2017, 20% of logistics
organizations will exploit drones as part of their
monitoring, searching and event management activities.1
What's more, by 2030, vehicles capable of driving
autonomously are expected to represent approximately
25% of the passenger vehicle population in mature
markets.2
In reality, this idea is not new to the supply chain.
Autonomous vehicles have been used in material handling
applications for years and many autonomous commercial
vehicle (ACV)-related systems are already in use today
within the trucking industry. Examples include electronic
stability control (ESC), collision avoidance technology, rear-
and forward-view camera systems, plus related electronic
sensor arrays needed for transmitting data between such
systems and a truck’s engine, transmission, and brakes.
Applications
The survey results in Figure 13 show that the supply chain
applications for these emerging technologies today and
over the next one to two years are still fairly limited. A
common use is on-site transportation within a corporate
campus or building, followed by transportation and
inbound transportation.
Although drones and driverless vehicles have yet to enter
the mainstream consumer market, some companies are
already exploring how these technologies can transform
their businesses. Application areas include:
• Consumer product delivery. Last mile delivery of
orders by retailers, food delivery by restaurants, and
parcel delivery by logistics companies.
1 Gartner: Predicts 2014: Global Logistics Differentiating for the
Future, November 2013
2 Gartner: Crashing Industries and Our Societal Beliefs — The Real
Implications of the Autonomous Vehicle, October 2014
Figure 13: How are companies using driverless
vehicles and drones today (or planning to use it
over the next 1-2 years)?
7%
8%
13%
0% 10% 20%
Inbound Transportation
Outbound Transportation
On-Site Transportation
(Transportation within a
campus/building)
Driverless vehicles and drones

• Explore the possibilities. Self-driving vehicles and drones for business use are closer to reality than many people
think—and the implications aren't limited to convenience. These technologies may soon have a major impact on
your organization, employees, supply chain, and internal operations, so it's important to start preparing now. Find
ways to expand your business by looking for new cross-industry opportunities that combine transportation-related
benefits with other activities. Explore innovations that use drones and other automated vehicles to supplement or
improve activities that currently require human pilots and drivers.
• Look for the tipping point. Sandeep Kar, global director of automotive & transportation research at Frost &
Sullivan, identified three key total cost of ownership benefits that should make ACV technology an attractive
investment for on-road fleets over time:2
1. Driver satisfaction for both existing and future truck operators: “Drivers won’t have to physically operate the
truck for long periods as the [ACV] technology will allow them to take breaks and stay connected with the
world outside while in the cab," he comments. "That ‘connectivity’ will be very important for recruiting younger
drivers.”
2. Increased fuel efficiency and lower maintenance costs from more “optimized” truck operation due to ACV
guidance systems.
3. Improved safety performance will round out the gains fleets can achieve from so-called “driverless” trucks.
Value drivers
Although driverless vehicles and drones are still in their
infancy, they are generating a great deal of interest and
press coverage—especially for business applications. In
five years, drones are expected to be a standard part of
operations in many industries, particularly for remote
activities such as agriculture and oil exploration. Over
the next five to six years, self-aware vehicles will likely
emerge that are increasingly able to sense, interpret,
decide, act, and communicate with other automobiles,
infrastructures, organizations and people. A recent study
by Frost & Sullivan found that some price-sensitive markets
may be slow to adopt such technology. Other markets
—notably the long-haul trucking sector—may experience
at minimum a return on investment (ROI) period of three
years. The study also predicts active use of automated
vehicles on North American roads by 2025.1
Driverless vehicles and drones offer a number of key
benefits over traditional manned vehicles, including:
• Lower costs. Driverless vehicles and drones are
more efficient and cheaper to operate as they can
optimize fuel and maintenance costs and may alleviate
constrained demand for qualified truck drivers.
• Improved safety. Automation reduces the potential for
human error, though there are still the legal implications
of driverless vehicles involved in potential accidents that
have yet to be resolved.
• Reduced stress. Driverless vehicles and drones enable
people to focus on more important tasks. This is
especially true for long haul carriers that allow drivers to
take breaks and stay connected with the outside world.
Emerging technologies Driverless vehicles and drones
1
1 FleetOwner: Costs and Benefits of Automated Vehicles Analyzed, January 28, 2015
2 FleetOwner: Costs and Benefits of Automated Vehicles Analyzed, January 28, 2015

40
Real-world uses of driverless vehicles and drones
One of the largest mining companies in the world is now funding the globe’s largest non-military robotics programs.
As of 2014, the company operates 40 autonomous haul trucks (AHT) working at locations across Australia, with plans
to add 150 more. All trucks are controlled remotely from as far as one thousand miles from the mines. To navigate, the
vehicles use a combination of senors, radar and GPS.
The company began conducting trials with a robo-truck fleet of five in December 2008. Since then, the trucks have
moved more than 130 million metric tons (mmt) of material. The benefits are ponounced: fewer staff and tired drivers
as well as fuel savings.
Other mining competitors are following suit which is just the beginning of an evolution of driverless vehicles in mining
and beyond.
Autonomous trucking
Last summer, Daimler AG demonstrated its driverless tractor trailer, FutureTruck 2025, which navigates via sensor
and camera technology. Daimler plans to have the truck on the road within a decade. A group of Dutch logistics and
technology companies has a shorter timetable, however. Within five years it wants to employ driverless trucks to deliver
goods from the Port of Rotterdam to other cities in the Netherlands.
Meanwhile, Volvo Trucks has been participating in the SARTRE (Safe Road Trains for the Environment) project to test
vehicle platooning. In this system, a driver at the head of a convoy of electronically-linked trucks drives the entire line of
vehicles, assisted by automated systems in each vehicle that adjust for following distances and speed. The drivers in the
following vehicles serve primarily as emergency backups. The aerodynamics of trucks driving platoon-style would result
in better gas mileage, increasing fuel efficiency by 15 percent or more.
Current highway regulations that prohibit or restrict self-driving vehicles are one of the biggest obstacles to their
growth. But that is changing gradually.
Turning the age old mining industry on its head1
1 Wall St Daily: New Robo-Trucks Poised to Revolutionize the Mining Industry, May 21, 2014
2 Future Truck: https://www.youtube.com/watch?v=HHpXny86TcY and http://www.daimler.com/
dccom/0-5-1714412-1-1714415-1-0-0-1714446-0-0-135-7165-0-0-0-0-0-0-0.html and http://www.
cnbc.com/id/102024253
3 http://www.sartre-project.eu/en/Sidor/default.aspx
Driverless vehicles and drones

Determine where to invest
Deciding where and when to invest is crucial to achieving
results, especially for technologies that are still in their
infancy. As a starting point, define your innovation
strategy (early adopter or opportunistic), which will help
to define your investment strategies for mature, growth,
and emerging technologies. Regardless of your strategy,
it always helps to start with the business problem you
are trying to solve and quantify the benefits of a given
technology.
A key challenge is that problems are not always obvious
because their solutions are not yet widely known—or
didn't exist before—enabling less than optimal practices to
become entrenched as standard ways of doing business. It
is important to continually scan the technology landscape
and pilot new technologies. Keep lines of communication
open with third party vendors, analysts, consultants,
and trade groups to understand the evolving technology
landscape and applications, and push them to help you
develop an effective business case. According to this year's
survey results, 46% of respondents are developing these
partnerships in order to do just that.
Making it happen—
Transforming your supply
chain
Align with customer needs
Start with a forward looking view of what your supply
chain will look like five years from now. Work with sales
and marketing to understand growth projections by
country and region. How will your product mix change?
Consider various scenarios that cover ranges of possibilities
and select a tool that will help to model your supply chain
and support scenario planning.
Start small, with a single business unit or product line. If
you’ve never used a network modeling tool before, seek
third party support. There is no one way to optimize a
supply chain and mistakes can be costly. Think of it as an
investment in capabilities. These can be powerful tools
to support decision-making and to align functions on
long-term strategies supported by financial returns.
Collaborate across blurring boundaries
Collaboration can be a powerful way to establish a
competitive advantage and emerging technologies are
creating new opportunities for such collaboration. The
combination of cloud solutions, auto ID, and predictive
analytics are creating ripe opportunities for sharing data
and offering value-added services.
Of course, it is not practical or even possible to collaborate
with all value chain partners. That's why the first step
is to segment customers, suppliers, and partners to
understand where collaboration can create the most value.
Collaboration often involves tangible costs, including the
expense of establishing security and privacy protections.
The non-stop spiral of higher service levels at lower prices is pushing supply chain capabilities and infrastructure to the
breaking point. Companies that continue to rely on traditional supply chain models will likely find it increasingly difficult to
stay competitive and meet customer expectations for orders that are complete, accurate and on-time. “I believe that we
are at the dawn of an innovation wave that will soon hit the material handling industry," says Scott Sopher, principal with
Deloitte Consulting. "The convergence of big data, faster and cheaper computer power, and the increasing demands of
customers will accelerate the growth of innovative products and services in the material handling industry.”
The innovations and technologies highlighted in this report have the potential to provide step-change improvements in
both cost and service. To advance efforts and surmount the supply chain challenges ripe for innovation, supply chain
leaders can take these actions:
“We are at the dawn of an
innovation wave that will soon
hit the material handling
industry.”

42
Making it Happen—Transforming your supply chain
Invest in workforce hiring and training strategies
The supply chain workforce crisis is real and will likely
accelerate as new technologies demand a labor pool
with increasingly advanced skill sets. MHI has focused on
the talent shortage for years and works with the trade
to address this critical issue. MHI sponsors the College
Industry Council on Material Handling Education (CICMHE),
which is a key resource and a supports professors and
students in supply chain engineering university programs.
In addition, MHI and the Material Handling Education
Foundation, Inc. (MHEFI) have developed the Career
Technical Education Program (CTEP), which is helping to
build the workforce of tomorrow by supporting curriculum,
resources and certification programs at the high-school,
vocational-technical- school and community-college levels.
As the Industry That Makes Supply Chains Work, MHI is
committed to be at the forefront of these developments.
MHI and its members provide industry information and
best-in-class equipment and systems that can help deliver
on the promise of supply chain efficiency, costs savings and
speed to market that customers are demanding. MHI can
be a resource to firms pursuing these new technologies.

About the report
Surveyed companies range in size from small to large, with half reporting annual sales in excess of $100 million, and 11%
reporting annual sales of $10 billion or more.
Responder’s role in %
33 27
16 14 27
CEO or President
Manager or Engineer
VP or Sr. VP
General Manager or Department Head
GM or Dept Head
Company’s type
22%
20%
11%
Manufacturer
Distributer
Service Provider
Other (Please Specify)
47%
22% Less than $10 million
$1billion to $10 billion
$Greater than $10 billion
$500 million to $1 billion
20%
18%
13%
11%
8%
8%
The 2015 MHI Annual Industry Report is our second annual study of emerging disruptive technologies and innovations
that are transforming supply chains around the world. The findings are primarily based on an in-depth global survey
conducted in late 2014, which involved more than 400 supply chain professionals from a wide range of company types
and industries. The majority of participants (57%) are executives holding the role of CEO, Vice President, or General
Manager.

44
Acknowledgments
We would like to acknowledge the hundreds of organizations that participated in our survey. We would also like to thank
the MHI Board for their contributions to the survey and conclusions.
MHI Officers
• Chairman of MHI, David Young, President, EGA Products, Inc.
• President of MHI, John Paxton, Vice President and General Manager, Terex Corporation
• Vice President of MHI, Gregg E. Goodner, President Hytrol Conveyor Company, Inc.
• Last Retiring Executive Chairman of MHI, Larry Strayhorn, President, WEPCO, Inc.
MHI Board of Governors
• Steve Buccella, Vice President Corporate Sales and Business Development, Dematic Corporation
• Bryan Carey, President, Starrco Co., Inc.
• Brian Cohen, Chief Executive, Hanel Storage Systems
• Willard P. Heddles, Chairman and CEO, Tiffin Metal Products Co.
• David R. Lippert, President, Hamilton Caster and Mfg. Co.
• Brian McNamara, President & CEO, Southworth International Group, Inc.
• George Prest, CEO MHI
• Colin Wilson, President and Chief Executive Officer, NACCO Materials Handling Group, Inc.
• Brett Wood, President and CEO, Toyota Material Handling, USA, Inc.
Additional contributors from the MHI Roundtable
• Ken Beckerman, President, Flexcon Container
• John Hill, Director, St. Onge Company
• Kevin O’Neill, Vice President, Steele Solutions, Inc.
• Pat Sedlak, Principal, Sedlak Management Consultants
For further information about the survey, contact the following:
George Prest
CEO
MHI
+ 1 704 676 1190
gprest@mhi.org
Scott Sopher
Principal and Leader of the Global Supply Chain Practice
Deloitte Consulting LLP
+1 404 631 2600
ssopher@deloitte.com
About the report
Acknowledgements

About MHI
MHI is an international trade association that has
represented the material handling and logistics industry
since 1945. MHI members include material handling,
logistics and supply chain equipment and systems
manufacturers, integrators, consultants, publishers, and
third party logistics providers.
MHI offers education, networking and solution sourcing
for members, their customers and the industry as a
whole through programming and events. The association
sponsors trade events, such as ProMat and MODEX
to showcase the products and services of its member
companies and to educate manufacturing and supply
chain professionals on the productivity solutions provided
through material handling and logistics.
MHI
8720 Red Oak Blvd.
Suite 201
Charlotte, NC 28217-3992
Tel: 704-676-1190
Fax: 704-676-1199
www.mhi.org
This publication contains general information only and
Deloitte and MHI are not, by means of this publication,
rendering accounting, business, financial, investment,
legal, tax, or other professional advice or services. This
publication is not a substitute for such professional advice
or services, nor should it be used as a basis for any decision
or action that may affect your business. Before making any
decision or taking any action that may affect your business,
you should consult a qualified professional advisor.
Deloitte and MHI shall not be responsible for any loss
sustained by any person who relies on this publication.
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu
Limited, a UK private company limited by guarantee
(“DTTL”), its network of member firms, and their related
entities. DTTL and each of its member firms are legally
separate and independent entities. DTTL (also referred
to as “Deloitte Global”) does not provide services to
clients. Please see www.deloitte.com/about for a detailed
description of DTTL and its member firms. Please see www.
deloitte.com/us/about for a detailed description of the
legal structure of Deloitte LLP and its subsidiaries. Certain
services may not be available to attest clients under the
rules and regulations of public accounting.
Copyright © 2015 MHI, all rights reserved.
© 2015 Deloitte Development LLC. All rights reserved
Member of Deloitte Touche Tohmatsu Limited
About the report Acknowledgements

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