Orchestrating a Supply Chain Competitive Edge

Orchestrating a Supply
Chain Competitive Edge
An effective supply chain is the key to creating
business value. By understanding the four stages
of supply chain maturity — from decentralization
to orchestration — organizations can focus change
efforts and maximize results.

2 KEEP CHALLENGING January 2015

Executive Summary
Your Supply Chain Matters
Whether your industry is retail or manufacturing, transport or healthcare, your
supply chain is the key to creating business value. An effective supply chain
delights customers (internal and external, business and consumer), controls
operational costs, and supports growth and expansion into new markets.
But what makes for an effective supply chain? And how can you approach new
initiatives and transformations to increase that effectiveness?
That’s what this paper explores. We introduce a model for supply chain maturity
that can take you from a standing start to the highest levels of excellence. We
also provide the frameworks and questions to ask that will help you benchmark
your performance today, and take a methodical organizational approach to
improving your supply chain effectiveness. Throughout we have provided
references to other publications that can help broaden your insight and get you
started on your journey.
ORCHESTRATING A SUPPLY CHAIN COMPETITIVE EDGE 3

Climbing the Supply Chain Maturity Curve
Mounting Pressure to Excel
The end goal of any supply chain is to be “capable to deliver” — having a full picture
of the lead time and resources that must be committed to meet the customer’s
delivery expectations. That has always been a challenge to achieve, and today a
host of trends are putting even more pressure on organizations’ supply chains.
In agriculture, for example, consumers are demanding to know where the food on
their supermarket shelves has come from, with unbroken traceability from “field to
fork”. In retail, customers expect stores to deliver a truly omni-channel experience,
with same-day delivery and no compromise on quality.
Breaking Down the Barriers
Supply chains have many moving parts, spanning multiple organizations, and in
reality they’re complex networks or ecosystems rather than simple chains. When
looking to drive improvements in supply chain performance, it’s not enough to focus
on one supply chain activity, one process or one entity in isolation.
Arguably, that’s exactly what ERP systems have encouraged. Many organizations
today have localized excellence, but processes and systems that are siloed. They’re
held back by the constraints of legacy systems and fragmented organizational
structures, and the experience they deliver is just as outdated and disjointed.
Competitive edge arises from mastering the big picture: orchestrating the movement
of goods and information seamlessly across functional and even organizational
boundaries and building effective end-to-end value chains.
Every industry has its own supply chain
dynamics. But many are looking to reduce
manual “touches”, improve cross-organization
collaboration, and improve speed to market
through careful orchestration of just-in-time
component delivery and product pickup.
Fast Food
The food industry is one
example of an industry
looking to better integrate
supply chains for speed,
efficiency and traceability.
Read more in “A Leap
Toward Sustainable
Development.”
http://cogniz.at/1wlQFkH
Quick Take

Four Steps to Business Value
Evolution and Revolution
There’s a continuum of supply chain sophistication and effectiveness. We’ve
identified four landmarks on this continuum (see The Four Levels of Supply Chain
Maturity), which can help you benchmark your current performance and identify
what you can achieve in the future. This paper describes that model and provides
some recommendations for how you can move your organization to the next level.
The four levels represent different degrees of business value created by the supply
chain — and different levels of business change needed to get there.
• Level 1: Decentralized. Individual processes and regions are optimized for
efficiency and performance, but there is little integration between elements of
the supply chain. Each unit operates independently.
• Level 2: Unified. Internal departments, such as procurement, finance and
logistics, are integrated as one team to create a central supply chain organization.
You have one supply chain across geographies. But this still leaves suppliers and
customers on the outside.
• Level 3: Networked. Integration creates a networked organization that brings
in partners, suppliers and even competitors to share information and reduce the
number of touchpoints. It will also see you develop a common language for all
units, which means that payment terms and delivery timescales, for example, are
standardized across your supplier ecosystem.
• Level 4: Orchestrated. At this stage you have created a complete end-to-end
supply chain that’s “capable to deliver”. Here everyone is working together to
get the right product, to the right place, at the right time. The entire supply chain
function is tightly integrated and synchronized, able to deal with huge complexity
and dramatic fluctuations in supply, demand and participant behavior. There is a
single view of customer demand across all channels of purchasing and fulfilment,
shared by all supply chain partners in real time. Ultimately, the goal is to have
a touchless supply chain, where the order is taken by the organization’s sales
function or retail partner and fulfilled directly by the supplier.
Among others, Gartner has proposed an alternative but compatible model, which
it calls the “Demand-Driven Maturity Model”1
. During its five stages — react,
anticipate, integrate, collaborate, orchestrate — organizations increasingly adopt an
“outside-in” mindset, integrating business unit supply chain functions, customers
and networks, benefiting from increasing levels of standardization, scalability and
adaptability. By delivering more efficient and better quality service to customers
even as demand and supply factors fluctuate, they maximize profitability.
Evolutionary supply chain
Increasing degree of business change
Increasing
degree of
business
value
Revolutionary supply chain
Orchestrated
Uniﬁed
Networked
Decentralized
The Four Levels of Supply Chain Maturity
Figure 1

How Mature is your Supply Chain?
Most Supply Chains are a Long Way from Orchestration
Although organizations today have more sophisticated systems available to
support them than ever before, most still report low levels of supply chain
integration. As you can see below only 10% report “high” levels of integration.
We can map these tiers to levels 1, 2 and 3 on our model — very few organizations
have attained level 4 today.
Change is No Easy Task
It’s no surprise that many organizations are still at an early stage on this maturity
curve. A large retailer, auto manufacturer, food and beverage manufacturer or
pharmaceuticals company may have thousands of outlets and depots, thousands
of SKUs made from millions of assemblies, components and raw materials, and
thousands of suppliers in dozens of countries. Dozens of related systems and
processes around pricing, promotions, packaging, payment terms and more are also
intimately connected.
This complexity only functions thanks to layers of legacy systems, experienced
practitioners, and large numbers of distributed physical assets, from retail point
of sale systems to warehouse inventory and fleet dispatch applications. Changing
these processes, people and systems is like steering an oil tanker: it’s slow going and
has to be done with care if you’re to avoid a disaster.
Maintaining the Status Quo is Not Enough
Although change is difficult, every organization needs to establish a plan for
advancing their supply chain competencies in order to maintain a competitive edge.
According to PwC2
, CEOs are looking to supply chain leaders to support business
growth in a range of different areas:
• New product or service development — cited by 35%.
• Organic growth in existing domestic markets — cited by 30%.
• New M&A, JV or strategic alliance — cited by 20%.
• Organic growth in new geographic markets — cited by 15%.
Supply chain organizations are responding to these goals with advanced new
capabilities. In our 2014 benchmarking study3
, 83% of supply chain leaders said that
supply chain is heading toward real-time planning. 78% said that adaptive planning
will become commonplace. 75% said that their planning function is becoming
globalized. And 64% say that they will increasingly use new data sources, such as
social, in their planning.
22%
have a disconnected
planning environment
55%
have a “modestly”
integrated planning
environment
10%
have a highly integrated
supply chain planning
environment
Cognizant’s supply chain planning benchmark study 2014 found that
Figure 2
Supply Chain
Intelligence
To find out more about
the state of supply chain
excellence, read the “2014
Supply Chain Planning
Benchmark Study.”
http://cogniz.at/1nC289M
Quick Take

Planning the Journey to Achieve Balanced Results – Measuring Strategic Direction
Cognizant’s Supply Chain Strategy Lifecycle brings together two frameworks to
help organizations conceptualize, plan and measure for the great journey ahead,
defining the target operating model.
The first part is an architecture vision composed of four elements. In order to
become a fully orchestrated organization, businesses need to think about how all
four of these disciplines connect to impact their strategy.
Figure 3
• Business architecture — including process and organizational factors such
as roles and functions. The vision for business capabilities, such as strategic
procurement services or integrated business planning.
• Information architecture — the conceptual information model and business
information model. A common model for corporate data and language rules that
underpins business processes.
• Application architecture — encompassing the application reference architecture
model and application strategic intent. The application packages that support
data transactions.
• Technology architecture — the lean, mobile, scalable device, hardware and
network platforms that deliver applications.
The Supply Chain Strategy Lifecycle
Reliability
Agility
Business
Application
Technology
InformationCost
Asset management
Responsiveness

8 KEEP CHALLENGING May 2014
Success in these four disciplines can be measured using the Supply Chain Council’s
SCOR model, which defines five attributes of supply chain performance. As
organizations transition through the supply chain maturity curve, they should
benchmark their position in all five areas:
• Reliability — perfect order fulfillment.
• Responsiveness — order fulfillment cycle time.
• Agility — flexibility, adaptability and value-at-risk.
• Cost — total cost to serve.
• Assets — cash to cash cycle time, return on assets, and return on working capital.
Excellence in one area is not enough; the organization’s overall supply chain
maturity level and performance will be dragged down by the weakest discipline
(see Achieving Balanced Results Across the SCOR Disciplines).
Achieving Balanced Results Across the SCOR Disciplines
Decentralized
Uniﬁed
Networked
Orchestrated
Reliability Responsiveness Agility Costs Assets
Supply chain performance attributes
Figure 4

Level 1: Decentralization
Decentralization Does Not Mean Low Quality
Decentralized organizations are not automatically laggards in the use of supply
chain technologies. Many processes — such as purchasing, order management
and shipping — may be highly automated and perform extremely efficiently.
Organizations at this level of maturity may very well pay their suppliers on time,
bill their customers promptly, hold adequate stock to meet demand, and deliver
the right orders to their customers.
The challenge is that these processes aren’t joined up. In fact, the same process
may be duplicated many times across the business: different business units
may run their own procurement functions; or there may be different order
processes for each region, product range, or sales channel. Different business
functions may be so separate that they transact with each other as customers,
issuing POs and invoices to govern the movement of goods and workforce
effort around the organization.
Siloes Create Challenges
The Consequences of Siloed Organizations are Broad
• Customer dissatisfaction: Customers can get frustrated — for example, by
receiving half a dozen different reference numbers generated between placing
an order and receiving the shipment, by having to call different teams to chase
up a problem, or by experiencing different standards of service depending on
what they’re ordering or which channel they’re using.
• Operational inefficiency: “High touch” manual interfaces between processes
increase staff workload and cost, slow down the supply chain, and risk
introducing errors.
• Inability to flex: Some relatively simple transactions — such as a consumer
returning an order they placed online to their local store — can become
problematic when they cross process siloes.
Perhaps most importantly, the business has no complete view of its entire
operations, from demand to supply. This hinders agility and increases financial
and operational risk. When unexpected events unfold, each department reacts
independently, with little central coordination.
The business consequences of decentralization can be dramatic. For example,
failed UK photography retailer Jessops accumulated £16 million in excess
obsolete stock due to its disjointed forecasting processes4
. It had little visibility
into the demand for different products. Enterprises that lack insight into where
inventory lies around the organization commit themselves to ordering additional
unneeded stock simply to meet order fulfilment performance targets.
Are You Ready for the Next Level?
Evaluate your maturity by answering these three questions:
• Do you have a common process taxonomy with integration touch points?
• Is your organization prepared to function as a joined up center of excellence?
• Is data across your organization accurate?
Quick Take

Level 2: Unification
Bringing the Pieces Together
Organizations moving to unification bring together different supply chain teams
— from stages of the process and from different regions and business units — into
a centralized function. This naturally reduces duplication, promotes joined-up
thinking, and provides a single “center of excellence” for staff, customers and
partners to approach for any supply-chain related query. This migration to a
centralized model may be catalysed by a general move to a shared-services
operating model in other parts of the business.
Realizing the Synergies
The benefits of unification are important:
• Greater efficiency: There’s a natural improvement in consistency and (once
the transition is complete) a reduction in operating costs. It’s much more
efficient when systems seamlessly integrate forward and reverse logistics
transactions between purchasing, ordering, warehouse and planning
departments; organizations can expect to cut the time wasted in reconciling
financials and material transactions by 75%.
• Improved quality: Supply chain performance should improve, with reduced
error rates and faster movement of products (and cash) through each
stage. Unification enables a “low touch” supply chain model, where only
key transactions along the supply chain involve hands-on work between the
various operating units.
• Insight and oversight: Increased visibility of assets, cash and relationships
should also provide the business with a clearer picture of operational risk and
compliance. And the availability of more complete, accurate and normalized
data about the entire supply chain also creates opportunities for insight that
can guide processes including product development, pricing and promotions.
No Shortcuts to Success
Achieving unification will take effort. It can only happen when data and
processes are common across the operating model, and getting there will require
fundamental changes to processes and the systems that power them.
• Staff, teams and facilities may need to be moved, created or disbanded.
• Staff, partners and customers will need to be retrained to adapt to the new
way of doing things.
• The business culture will need attention, as local or divisional teams face the
disruptive effect of responsibility moving to central teams.
• Data will need to be normalized, migrated and checked.
And all this will have to be done without compromising business-as-usual
activities. This explains why few organizations have actually managed to attain a
unified supply chain, even though it seems so logical and simple.
89%
said it would have
an improvement
53%
said the improvement
would be “significant”
The Cognizant supply
chain planning study
asked respondents
what effect better
supply chain visibility
has on planning results.
Figure 5

• Is your supply chain talking the same language?
• Is your supply chain prepared for building synergies across a trading network?
• Is your supply chain providing “line of sight” to increase customer satisfaction?
Quick Take

Level 3: Networked
Involving the Wider Ecosystem
The logic behind adopting a networked supply chain is that there’s only so much
value you can create within your organization’s four walls: naturally, much of the
supply chain work is performed by your suppliers, logistics partners, distributors,
resellers and retailers — and indeed customers themselves.
To create a truly efficient and differentiated supply chain experience for customers,
information and instructions must flow seamlessly from end to end, enabling
full visibility, pre-and post-event reporting, and predictive analytics of customer
behavior (see Bringing Networked Partners into the Supply Chain).
Networked supply chains exhibit many of the same benefits as unified ones, just to
a far greater extent.
Making the Connection
ERP providers such as Oracle and SAP have offered collaborative supply chain tools
for a number of years, enabling businesses to create open portals for integrating
customers and suppliers into the supply chain. However, upfront and ongoing costs
of deploying and customizing these tools on their own premises have deterred most
organizations from pursuing collaborative supply chains.
With the advent of cloud computing, organizations are now looking towards software
as a service (SaaS) models. Gartner estimates that 50% of deals are SaaS-based,
specifically in the Transportation Management services sector5
.
Bringing Networked Partners into the Supply Chain
Order
management
Warehouse & inventory
management
Consolidate
loads/
moves
Audit/
settle
Track and
trace
Book/
tender
Select
modes and
carriers
Financials
Internal systems
Transportation management system
Event management
Continuous planning
On-time
performance
Customer
satisfaction
Carrier
analysis
Trading
partners
Planned
shipment
Order status
ASN
Order/release
information
Service
providers
Tender offer
Tender
Response
Ship status
Invoice
Source: Oracle
Figure 6

Speaking the Same Language
Software alone isn’t enough to get you there. One of the key success criteria for
a networked supply chain is to ensure you have common supply chain language
and a standardized way of collaborating. In order to avoid errors and manual
reconciliations, all key activities, data types and milestones must have a common
meaning and format for all trading partners in the networked supply chain:
including purchase orders, sales orders, returns authorizations, invoices, stock
checks, late deliveries and soiled goods.
Still Room to Evolve
Networked supply chains have consistency of processes and a solid technology
foundation end to end, which should then allow the business to get the basic
supply chain principles right, effectively fulfilling customer needs, albeit with a
level of manual management.
But that doesn’t mean they have achieved the greatest level of sophistication
across the four disciplines of business, information, application and technology.
They may lack the ability to manage the most complex of supply chain models,
where demand and supply factors show great variability and volatility across
many different order and fulfilment channels.
Advance planning tools can help organizations manage their trading network
from a centralized position, but don’t necessarily offer the agility to deal with
such uncertainty and complexity automatically based on robust business rules.
• Is your supply chain prepared for emerging markets to eventually become your core markets?
• Is your strategy geared to becoming a pioneer of supply chain innovation?
• Is your workforce competent to manage touchless supply chains?
Quick Take

Level 4: Orchestrated
Achieving Excellence, End to End
The orchestrated supply chain is fully integrated across all regions and organizations.
It uses advanced technologies and automated, rules-based processes to quickly and
effectively manage many different supply chain scenarios, with real-time feedback
to support decision-making. The result is that the business can meet customer
expectations for timely, high-quality logistics, with zero errors and profitable
operations (see The Architecture of Orchestration).
Orchestrated supply chains stand out from the earlier maturity phases in their
ability to deliver a few key outcomes, solving some of the thorniest challenges
facing supply chain leaders.
Supporting Diverse Movement of Goods
Goods can flow in many different ways through the supply chain based on automated
business rules, meeting diverse customer expectations. Vendors such as Oracle
now provide technologies to facilitate what’s called Distributed Order Orchestration
(DOO): effectively organizations can use this to capture multi-channel orders and
automatically fulfil them in the most appropriate way — including segmenting
requests by value or other factors to prioritize the most profitable actions.
The orchestrated supply chain is also optimized to deal with returns, not just
outward shipments. Returns play an increasingly important role: companies in
electronics manufacturing, life sciences and consumer goods for example have
a growing responsibility to manage and safely dispose of packaging, e-waste and
hazardous goods flowing back to them from customers.
Attaining the Zero-Touch Interaction
The orchestrated supply chain bridges different systems and data structures to
create a single platform or backbone where your trading partners and customers can
interact directly, for example during fulfilment and returns. Transactions can bypass
interim touchpoints within the supply chain, delivering greater responsiveness and
agility. Every touchpoint avoided brings down cost, avoids delays and cuts potential
for failures. This helps support the zero error, 100% on-time goal of high-performing
supply chains. Accountability is maintained through real-time feedback.
The Architecture of Orchestration
Fulﬁllment
Ordercapture
Inbound order
decomposition
Order
orchestration
Downstream
integration
Global order promising
Order orchestration work area
Centralized
order tracking
Visual progress
analysis
Visibility into
global supply
Backlog
management
Jeopardy
management
Referral data
repository
Products and
customers
Standard data
interfaces
Declarative data
transformation
Rule based fulﬁllment
process assignment
Declarative business
processes
Automated process
planning and jeopardy
determination
Automated change
order management
Rule-based dynamic
integration
Dynamic data
transformation
Standard data
interfaces
Figure 7

Complete Oversight
Sensing demand signals
has always been a critical
input for supply chain
planning. Read more in
“Reducing the Bullwhip
Effect via Market Research-
Gleaned Insights.”
http://cogniz.at/1t3Rfov
The orchestrated supply
chain is highly adaptive
— read more about this
concept in “Manufacturers,
Retailers Look to Adaptive
Supply Chains to Increase
Revenue, Cap Costs, Boost
Productivity.”
http://cogniz.at/1mrYgLu
Although reverse logistics
is often overlooked,
organizations that
master this discipline
can gain competitive
differentiation. Read more
in “Reverse Logistics: The
Way Forward.”
http://cogniz.at/1w2i2Uc
Quick Take

Staying One Step Ahead of Volatility
Manufacturers are constantly dealing with supply chain variability and volatility, and
trying to minimize the impact of changes in demand and supply before they occur.
External factors, such as social media dynamics, digital supply chain messaging,
retailer integration and the Internet of Things, are all creating information
continuously — Code Halos surround your customers, partners and your business.
The orchestrated supply chain senses these signals, synthesizes them in the cloud
in real time, and generates predictive insights into demand and supply trends.
Increasing automation frees up experts to focus on exceptions and outliers. This
enables the supply chain to be highly responsive or even proactive, mitigating risks
and maintaining standards of customer service.
For example, a customer could have a natural disaster to deal with; a manufacturing
site faces a forced shutdown; or suddenly a large order could be cancelled or
modified. The orchestrated supply chain can deliver the right alert to the right point
via multiple delivery options, allowing for the organization to react and adjust their
supply chains accordingly, saving time and money and increasing both customer
and shareholder value.
By viewing the entire supply chain and having maximum transparency across it,
organizations will be able to tailor their supply chain buying behavior or issue
customers with delivery notifications before anyone experiences the problem.
All of these capabilities are possible with technologies available now. They can help
organizations stay ahead of the competition, build customer loyalty, and streamline
their operations to avoid cost, risk and waste.
Are You Ready to Take Your Supply Chain Further?
Orchestration isn’t the end state for supply chain maturity — there are advanced
levels of predictive planning and analytics that provide opportunities for the most
advanced organizations.
• Is your supply chain capable of managing omni-channel ordering and fulfilment?
• Is your supply chain adapting to emerging technologies in the digital age?
• Is your supply chain capable of dealing with an autonomous workforce?
The orchestrated supply chain can deliver the
right alert to the right point via multiple delivery
options, allowing for the organization to react and
adjust their supply chains accordingly, saving time
and money and increasing both customer and
shareholder value.
Quick Take

Making Orchestration Happen
Starting Your Journey
Transforming your supply chain to move up the maturity levels will likely involve big
changes to business, information, application and technology architectures, right
across the business. So how do you know where to start?
We suggest you ask six key questions to open the discussion and help identify your
maturity today, beginning with the all-important factor of leadership and strategy
setting, plus the five key elements of the SCOR performance measurements:
• Leadership: Is supply-chain management a strategic boardroom position in your
organization? A fully integrated supply chain is key to giving you a competitive
edge, and having senior buy-in will ensure your business has a strategic focus on
cost, time and quality in terms of both process and product. Value-chain leadership
practices must demonstrate three qualities: alignment with the business’s
strategy for a target operating model; integration of business processes and
information to underpin decision-making; and adaptability to partner with the
business and deliver differentiated value.
• Reliability: Is quality built into your supply chain? Ultimately, the goal is for the
customer to get what they want at the time they asked for it to be delivered, but
all that is irrelevant if the product is broken when it arrives.
• Responsiveness: Do you have a built-in change-management process that
constantly monitors the dynamics of your supply chain? An orchestrated supply
chain means an agile supply chain, and so all partners and processes need to be
able to adapt to change in order to improve quality and drive operational efficiency.
• Agility: Does your supply chain minimize the number of touches and the touch
time in supply-chain transactions? A touchless chain means you can achieve zero
failure principles and deliver 100% on-time capabilities.
• Cost: Is the movement of information and money as critical in your supply chain
as the movement of materials? Effective supply-chain orchestration means
having a seamless flow of information and money so that goods can be delivered
in line with customer expectations and profit expectations.
• Asset management: Do you have the relevant resource capability? 63% of
CEOs say that staff shortages are a key problem6
. How well prepared are you to
find, attract, and keep tomorrow’s workforce? It’s so important to have the right
talent with the right skills in your supply chain. An internal talent assessment
can quickly tell you if you’ve got what you need, and help you to identify your
competency improvement program.
Your answer to these questions will help you as you progress on your journey from
Decentralization through to Orchestration, and enable you to focus more clearly on
how you drive your competitive edge.

Footnotes
1
Introducing the Five-Stage Demand-Driven Maturity Model for Supply Chain Leaders
2
PwC, 17th Annual Global CEO Survey
3
Cognizant, 2014 Supply Chain Planning Benchmark Study. http://cogniz.at/1nC289Mf
4
http://www.gordonbrotherseurope.com/Case-Studies/Disposition/Jessops.aspx
5
Market Trends: A Golden Opportunity in the Transportation Management System Market
6
PwC, 17th Annual Global CEO Survey
About the Author
Jasbir Badeshia is Head of Supply Chain & Oracle EBS — Enterprise Applications
Services for Cognizant Technology Services in UK, Ireland, and Europe. He has more
than 16 years of experience as an enterprise architect and strategist, with focus
specifically on supply chain strategy including value chain planning and execution,
product lifecycle management, and Oracle supply chain applications. Jasbir advises
clients in multiple industries, including retail, manufacturing and life sciences.
Jasbir is based in London, UK. You can contact him at
Jasbir.Badeshia@cognizant.com.

About Cognizant Supply Chain Management
Cognizant’s supply chain management practice can help you make
the most of this critical business function. Our 2,500 supply chain
consultants help you align changing demand patterns with cost-
appropriate fulfilment and inventory options to achieve your business
objectives.
Our end-to-end supply chain expertise across policy, process and
technology issues enables us to tailor solutions to meet your market
needs. The result is reduced cost to serve, optimized inventory working
capital, and fast response to demand changes. We offer services in
three areas:
Supply Chain Transformation Services
By combining industry leading practices and the latest supply
chain and cloud solutions, our supply chain experts help you
reduce manufacturing lead times, increase asset utilization,
streamline processes and collaborate better with partners
and suppliers.
Supply Chain Planning Services
To unlock additional value from your supply chain, we help you create
or refine strategic and tactical plans for purchasing, manufacturing,
distribution and other areas of your business. We focus on plans that
can be implemented quickly, drawing on our expertise in demand
planning and forecasting, production planning, inventory planning,
distribution and e-commerce.
Supply Chain Execution
Warehousing, transportation and manufacturing execution are complex
processes that can dramatically affect customer service, brand image
and the bottom line. We help simplify this complexity with technology
solutions from leading vendors such as SAP, Oracle, JDA Software,
Microsoft and Manhattan Associates. With our supply-chain expertise
and vertical market experience, we help you evaluate, select and
implement solutions that add business value and agility.
For more information visit:
www.cognizant.com/supply-chain-management

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Headquartered in Teaneck, New Jersey (U.S.), Cognizant
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Orchestrating a Supply Chain Competitive Edge

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Orchestrating a Supply Chain Competitive Edge