Datasets:
Praj3198
/
datainsight

Dataset card Data Studio Files
xet
Community
1
messages
listlengths
3
3
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled 4M+ Jobs Show a Digital Strategy for Supply Chain from zero100 data insight library ", "role": "user" }, { "content": "The content titled 4M+ Jobs Show a Digital Strategy for Supply Chain authored by Sam Anker and published on 2024-04-15 00:00:00 belonging to Strategy lever is below \n\n Key Takeaways\n1\nJob postings are a good proxy for digital skills investments: companies demonstrate digital maturity or reveal the skills they need for upcoming digital initiatives. When correlated with performance results, AI/ML hiring leaders have 1.6x the revenue growth of laggards.\n2\nTechnical skills (AI, analytics, software engineering, etc) fused with continuous improvement, creativity, and problem solving are the supply chain skills of the future – showing significant growth over the past few years.\nI recently sat down with Kevin O’Marah, Zero100 Co-Founder and Chief Research Officer, to reminisce about his early days as a supply chain analyst.\nHe needed data to explain the success of Apple’s supply chain but knew they were notoriously secret about their various initiatives and strategies. Kevin’s eureka moment came after looking through their job descriptions. He found his answers and delivered another successful presentation.\nWe have the same approach today at Zero100.\nWe analyzed over four million LinkedIn job posts from 250 B2B and B2C companies to search for answers to the question: who’s investing in digital in supply chain?\nWe isolated the job descriptions that feature digital skills like\nAI/ML\n,\nanalytics\n, and\nrobotics\n. We found there is plenty of room for progress as, on average, only a fifth of supply chain jobs “speak” digital.\nLet’s not forget that the definition of digital has drastically changed. For a supply chain analyst role in 2010, “advanced excel” consisted of VLOOKUPs, and “advanced computer skills” required knowledge of MS Office… Now, for a similar role, Schneider Electric looks for candidates with SQL, Python, and Tableau skills; degrees in computer science; “business sense, intellectual curiosity, and [a] growth mindset.” We’re only interested in these latter, modern skills.\nIf you were wondering, yes, Schneider Electric is a digital leader. 65% of their supply chain jobs require digital skills – over three times the average. In particular, they are building out their software engineering capabilities (13% of jobs, double the B2B average) as they develop future digital supply chain analysts.\nDigital initiatives run by great, technically literate people also correlate with superior financial performance. Those who lead on AI hiring in supply chain have 1.6x the rate of revenue growth and are putting billions of incremental margin dollars to the bottom line relative to those less aggressive on AI investment.​ And, since we’re looking at revenue growth from 2019 to 2023, this is really the rearview mirror, which has barely registered the recent explosion in genAI innovation. If anything, this business case is understated.​\nThe foundations for digital success rely on hiring the right talent. And the companies that do this well are already reaping the financial rewards. It’s essential to work out which skills you need to drive your next initiatives and hire accordingly. But this shouldn’t be done in a vacuum. Everyone should have a baseline of digital skills, curiosity, and a willingness to learn and improve. As you think about external hiring, don’t neglect existing employees either. Resources for upskilling are abundant thanks to third-party training from the likes of\nUnilever/Coursera\nand\nGoogle\n. Or, to uncover skill and resource gaps, try\nGloat’s Agile Workforce Operating\nsystem to further develop people and break down silos.\nSuccessful digital initiatives require great people.\nGo find them.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled A Quarter of Supply Chain Automation Jobs Require Software Engineering. Are You Ready? from zero100 data insight library ", "role": "user" }, { "content": "The content titled A Quarter of Supply Chain Automation Jobs Require Software Engineering. Are You Ready? authored by Sam Anker and published on 2024-03-26 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\n9% of supply chain job posts (across 175 B2B and B2C companies) require automation skills.\n2\nThe top three companies for automation hiring in supply chain are: Emerson (72% of job posts), Schneider Electric (65%), and General Motors (37%). B2B companies hire for automation roles at almost twice the rate of B2C companies (12% vs 7%).\n3\nAt an industry level, subcomponent manufacturers feature automation in job posts the most (31% of jobs), followed by chemicals (18%), technology (17%), and auto (15%).\nAutomation combined with AI/ML, analytics, and other digital technologies is the future of supply chain automation. Digital automation drives increased efficiency, cost reduction, and more sustainable supply chain practices. Predictive maintenance, machine vision, IoT sensors, robotics, and more all enable these operational improvements.\nThis advanced automation occurs across all supply chain functions, although manufacturing is its homeland. When looking at LinkedIn job hiring, 58% of manufacturing jobs require automation – over double that of the next function (logistics, 22%). As a result, high-process and manufacturing industries seek automation skills more than other industries. B2B companies hire for automation roles at almost twice the rate of B2C companies. At the industry level, subcomponent manufacturers mention automation in 31% of jobs posts, followed by chemicals at 18%.\nA quarter of automation job posts also feature software engineering. This makes sense, as employees need to build and maintain the underlying software that drives automation. This is followed by analytics (17%) and AI/ML (13%). Emerson hires for the most automation roles (72% of supply chain job posts) and has a whole range of automation software solutions, which increase plant performance when combined with relevant machinery for intelligent control of processes, power, water, and renewables.\nAn Emerson job post for an Advanced Manufacturing Engineering Manager calls for someone who “oversee[s a] team that designs, developments, implements, and supports software and hardware solutions that enable and enhance manufacturing operations…strategically plan[s] the automation roadmap for operations transformation from manual process to automation…understand[s] automation systems, mechanical engineering, robotics, plcs, data collection systems…[and who has a] knowledge of programming: c/c++/c#, visual basic, .net, sql and/or other languages.”\nBehind Emerson is Schneider Electric, who require automation in 65% of their supply chain job posts. They have a whole range of warehouse automation software that can handle higher demand with less energy, staff, and resources. This software, with its combined sensors and control systems, works in harmony with physical robots to improve both warehousing and manufacturing.\nOver a third (36%) of leading pharmaceutical distributor McKesson's supply chain job posts reference automation. The same automated technology that enables their distribution centers (DCs) to pick, pack, and ship medications to customers faster also helps reduce redundant and labor-intensive work, optimize employees’ productivity, and allows them to focus on more meaningful work that advances their skills. In one of its\nlargest DCs in Ohio\n, 90% of all fulfilment processes have been enhanced by automation.\nTo support digital automation, it is vital to invest time in training programs, workshops, and online courses to enhance employees’ capabilities with new technologies, as well as to understand their purpose. In addition to these trainings, seek out candidates with a problem-solving mindset so that they are able to troubleshoot technical issues, optimize algorithms for better performance, and collaborate cross-functionally. Other skills to develop internally are software engineering and analytics as these are complementary – and required – to advanced automation.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 2.8 million LinkedIn job posts from 175 B2B and B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Robotics Skills: Powering the Future of Supply Chain from zero100 data insight library ", "role": "user" }, { "content": "The content titled Robotics Skills: Powering the Future of Supply Chain authored by Sam Anker and published on 2024-01-24 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\nJust 2% of supply chain job posts from 175 large B2B & B2C companies mention robotics skills. This low figure marginally rises to 3% when looking specifically at manufacturing job posts.\n2\nThe top three companies for robotics hiring in supply chain are: General Motors (16% of jobs), Honda (15%), and P&G (12%).\n3\nAuto companies feature robotics skills more frequently than other industries (5.5% of jobs on average). This is closely followed by technology (3.7%) and industrials (3.1%).\nA quick Google of “robotics in supply chain” underlines this skill’s importance in autonomous manufacturing and the future of supply chain. Robots are widely used in manufacturing across industries. They are vital in warehouses and distribution centers where picking times are reduced by half\nwith mobile robots.\nAnd robots are even easier to access and acquire as\nprices have come down by 50%\nin the last decade (with a further\n50% drop by 2025\n).\nRobots-as-a-service\nfor both hardware and software is another even more cost-effective option to consider. Successfully using robots requires the right people with the right skills in your supply chain to maximize productivity and output.\nDespite the widespread interest in, experimentation with, and implementation of robotics across industries, mentions of robotics skills only appear in 2% of supply chain job posts on LinkedIn – an equal split across B2B and B2C companies. In addition to looking for mentions of robotics, we also looked for robotic process automation (RPA) and additive manufacturing. Given the heavy automation and machinery involved in manufacturing vehicles, it’s no surprise that the auto industry has the largest share of robotics skill mentions in job posts at 5%. They are followed by technology (4%), industrials (3%), and medical technology (3%).\nThe company with the most mentions of robotics skills in supply chain job posts is\nGeneral Motors\n(GM). They have made a big push to incorporate robotics innovation into their hiring and internal culture – 16% of their supply chain job posts mention robotics skills (23% for autonomous), most of which are in manufacturing jobs, with some in product development. They use robots to increase efficiency and reduce risk during repetitive tasks and use cobots (collaborative robots) to improve worker productivity and safety, including a partnership with\nNASA\nto develop a humanoid robot. But the confluence of robots and talent began in 2019 with 3D printing. GM encouraged “budding additive enthusiasts” by opening the Additive Innovation Lab (AIL), a 4,000 sq ft facility. The next year, in 2020, the Additive Industrialization Center (over 3x larger than the AIL) was opened specifically for polymer and metal additive manufacturing. This center now lists over 5,000 unique parts. 3D printing enables GM to print custom tools for plant workers, making their jobs safer and more productive. To further robotics usage, buy-in, and worker happiness, GM introduces additive machines into plants where 3D printing “enthusiasts” make themselves known.\nThe company that ranks third for most mentions of robotics skills in job posts falls outside the top four industries (auto, technology, industrials, and medical technology) we detail above, however. 12% of Procter & Gamble’s (P&G) supply chain jobs mention robotics, which is 2.4x more than the next company, the Estée Lauder Companies. At P&G,\ncobots\nstreamline manufacturing processes such as assembling and packaging products. They create machines and grippers that can handle bottles and tubes of a variety of shapes and sizes (which change frequently) to get them into increasingly complex packaging.\nAnother frontrunner, Applied Materials, a company that provides equipment and software for chip manufacturing, has been investing in robotics technology for various applications in its manufacturing processes, including wafer handling, material transfer, and inspection. This is reflected in their job posts – 10% of their job listings mention robotics skills and 6% mention autonomous skills.\nThe examples above illustrate how leaders are embedding robotics skills into their operations. To further help the Community advance its robotics capabilities, Zero100 is launching a robotics benchmarking exercise with the goal of gaining insights into how many robots are installed and running per 10,000 employees across organizations. The output will be anonymized and shared with participants as an average across all participating companies. If you have an interest in participating in this exercise or in learning more about hiring for robotics skills, please reach out to our Head of Research Analytics,\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 2.8 million LinkedIn job posts from 175 B2B and B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Analytics: The Most Important Skill in Supply Chain? from zero100 data insight library ", "role": "user" }, { "content": "The content titled Analytics: The Most Important Skill in Supply Chain? authored by Sam Anker and published on 2023-12-07 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\nOnly 5.1% of supply chain job listings on LinkedIn at the largest 100 B2C companies mention analytics skills. Though a small percentage, this is more than any other digital capability.\n2\nTech and food and beverage companies feature analytics skills more than any other industries. Leaders include Microsoft, Alibaba, Mondelēz, Coca-Cola, and Danone.\nAnalytics is vital to digest, analyze, and act on the vast data sources – internal and external – that power modern supply chains. Uncertainty across supply chains means that every single piece of the puzzle (eg, taking orders, mapping routes, planning factory processes, etc) that can be quantified will de-risk the choices you make.\nAnd yet... this skill is nowhere to be found in the majority of job posts. 5.1% of supply chain job listings mention analytics capabilities, which is slightly less than all other jobs (5.7%). Despite this, analytics is the most mentioned digital skill across supply chain job posts.\nFive of the top ten companies hiring for analytics skills in supply chain jobs are outside of tech, even though the tech industry leads overall. Colgate-Palmolive and Nike sit alongside Microsoft, Alibaba, and Dell in this leading group. These companies all outperform their industries by at least 14 percentage points.\nThe food and beverage industry has the second-highest share of analytics mentions in job posts. Two leaders are Mondelēz and Coca-Cola, with 11% and 10%, respectively. Mondelēz is the largest employer in the industry, with almost a third of all food and beverage supply chain job posts. Robust analytics allow\nMondelēz\nto accurately predict demand levels, which consequently determine production levels. Thanks to their planning analytics, the accuracy of these two-month forecasts has improved from 5% to 75%. In logistics,\nCoca-Cola\nuses analytics on data from sensors, IoT devices, and AI to monitor shipments, track inventory levels, and proactively address disruptions, which generates cost savings and efficiencies.\nWhile artificial intelligence is one of the hottest topics in conversations between the CSCO/COO and CEO, having a strong analytics foundation is critical to digital transformation. AI/ML and other next-generation technologies are neutered without a robust data infrastructure and analytics framework to operate around.\nOne company that has built a solid internal foundation for analytics is\nDanone\n. They opened an analytics “bar” to market data-driven thinking and the opportunities for impact in a culturally accessible way. Their internal social media is a place for employees to receive educational data and analytics content, while e-learning and workshops provide more formal courses. Since a large proportion of the Danone workforce are not data professionals, there are separate data academy courses for them too. Ensuring executive buy-in on analytics skills for the wider business is another reason for the training. This data \"bar” has helped to promote the benefits of analytics skills in the workplace so employees no longer fear technology. From a supply chain perspective, subsequent AI-led transformation programs have caused a 20%+ gain in forecast accuracy and comparable in-stock improvements.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 2.4 million LinkedIn job posts from 100 B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled AI/ML Talent in Supply Chain: Who’s Leading? from zero100 data insight library ", "role": "user" }, { "content": "The content titled AI/ML Talent in Supply Chain: Who’s Leading? authored by Sam Anker and published on 2023-11-22 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\nOnly 1.2% of supply chain job posts on LinkedIn (looking at the 100 largest B2C companies) list artificial intelligence and/or machine learning (AI/ML) skills as a requirement for prospective employees. This is behind other business functions (marketing, sales, etc), where the share is 3.7% for all jobs.\n2\nTechnology companies promote AI/ML hiring more than other sectors, with Microsoft at the top. There are few leaders outside the tech, auto, and consumer packaged goods (CPG) industries when it comes to hiring for AI/ML – Nike and General Mills outperform industry peers.\nTo better define the supply chain jobs of the future, we have created a new series of insights looking at digital skills. We begin by focusing on AI/ML. Recruiting for AI/ML skills has increased in 2023, partly influenced by the launch of ChatGPT and Bard (hiring for this specific digital capability was two times higher in March 2023 as compared to the end of 2022), but also given its strategic importance in supply chain operations. We now see AI implementations across all supply chain functions, from demand sensing to the development of new products and materials.\nDespite the growing proliferation of artificial intelligence, only 3.7% of all job posts across the 100 largest B2C companies mention AI/ML skills. This drops to 1.2% for supply chain-specific job posts.\nThe leading industry is technology. Yet even here, only 6.3% of supply chain job posts mention AI/ML skills. Microsoft has the largest number of these mentions (one in five job posts). Auto and CPG are the second and third industries most inclined to hire for AI/ML proficiency, with 3.9% and 1.7% of job posts in these fields mentioning the terms, respectively. Auto and technology have a higher share of these skills as they are more likely to incorporate AI into their products. While this is valuable and innovation can potentially be repurposed across the supply chain, AI in process is where we see the most upside.\nOutside these sectors, artificial intelligence and machine learning aren’t commonplace in the world of hiring. Two winners are Nike and General Mills. Over 5% of Nike supply chain jobs mention AI/ML (vs the industry average of 0.4%). At Nike, AI and ML are used to\npredict product demand\n, increase order capacity, and forward-position popular products, reducing lead times and improving service quality. General Mills is more modest with four times the food and beverage industry average – 3.2% of their job posts mention AI/ML. They use\nAI to improve\nthe consistency and quality of products by analyzing ingredient data and production processes, which has resulted in improved customer satisfaction and a considerable reduction in product defects.\nSupply chain organizations behind on AI/ML risk losing out to early movers in terms of talent. So, is our recommendation to add “artificial intelligence” or “machine learning” to all your supply chain job posts? Absolutely not. Incorporation of these technologies and skill sets needs to follow a deliberate roadmap that aligns to a prioritized AI investment strategy. This will signify your proficiency in AI/ML to prospective candidates, rather than just dropping in key terms.\nTo take your first steps, identify the potential AI/ML opportunities across supply chain functions, evaluate technological maturity within those functions, and create a matrix of the expected upside of AI/ML technology. This exercise should allow for even the most digitally mature supply chain organizations to ensure that talent and technology investments are headed to the optimal segments of your supply chain organization. If you would like help with this evaluation, we have launched a new AI blueprint tool for members. Please reach out to\nhello@zero100.com\nfor more information.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 2.4 million LinkedIn job posts from 100 B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled One-in-Four Jobs at Leading B2C Brands Are Supply Chain…But Only 5% of Those Roles Are Digital from zero100 data insight library ", "role": "user" }, { "content": "The content titled One-in-Four Jobs at Leading B2C Brands Are Supply Chain…But Only 5% of Those Roles Are Digital authored by Sam Anker and published on 2023-08-24 00:00:00 belonging to Talent 2030 lever is below \n\n Key Headlines\n1\nA quarter of the jobs recruited for via LinkedIn at the 100 largest B2C companies are supply chain, manufacturing, and procurement jobs.\n2\nOnly 12% of all job posts feature core digital skills like artificial intelligence, machine learning, blockchain, and automation; this drops to 5% for supply chain specific recruiting.\n3\nThe auto industry leads on automation with consumer packaged goods (CPG) companies, led by P&G, just trailing.\n4\nThis data complements our Rewired 2030 study (available to Zero100 members), which shows that companies that lead on talent are five times more likely to run 100% digital supply chains than talent laggards.\nNew Zero100 data shows that talent is your best path to building digital supply chains.\nWe reviewed a year’s worth of job posts from 100 B2C companies – 2.4 million total – and some things surprised us, some didn’t.\nLet’s start with what we expected.\nAnalytics and automation are the most common digital skills for supply chain jobs, yet only represent 2.9% and 1.3% of these jobs, respectively. Given the complex manufacturing processes in the industry, auto companies lead on automation hiring.\nOver the last year, General Motors (GM) advertised almost five times the industry average for automation jobs and over three times for robotics. Two thirds of these come from the primary GM account, with the rest from Cruise, GM’s self-driving vehicle division. To support these more functional skills, GM has also been building its software engineering teams, with a\nnew head\nrecently poached from Apple, at twice the rate of its auto peers.\nNow, to the less expected.\nConsumer packaged goods (CPG) is the second-ranked industry when it comes to automation recruiting. P&G is the outright leader here – nearly one in five of their supply chain jobs feature automation skills. Job descriptions are packed with specifics on the skills required and the technologies being used to drive supply chain digital transformation. P&G’s automation hotspots are in the USA, Germany, Mexico, and France.\nUnilever also stands out in automation but with a point of differentiation in how much they feature digital twin capabilities – they have a third of the industry’s jobs in this virtual space.\nAcross the 100 companies we reviewed, a whopping quarter of all corporate jobs are supply chain roles. Of these supply chain jobs, only 5% overall feature digital skills.\nWe mapped companies on two vectors: the share of all recruiting specific to supply chain vs the share of supply chain roles that feature digital skills\n(see below for methodology description)\n. We’ve plotted companies against the mean for each vector (21% and 17%, respectively), resulting in the scatter plot below. The visualization demonstrates the lead both auto and CPG have on other industries, while revealing some of the leaders we mention in this article. Only a handful beat the mean on supply chain and digital skills recruiting.\nInitially, we looked at the share of supply chain jobs as part of a company’s hiring strategy. Over time, this highlights which companies are growing – or contracting – their supply chain functions. CPG companies have a healthy share of supply chain jobs relative to all jobs. Church & Dwight is hiring across its end-to-end supply chain with roles in manufacturing, sourcing, engineering, management, IT, finance, quality assurance, planning, and strategy.\nDigital skills are the other side of the supply chain talent market. We identified the most critical digital skills – including software engineering, analytics, and artificial intelligence – to scan which companies focus on building capable digital teams. Unsurprisingly, the technology industry leads here with Dell, Alphabet, and Microsoft as the stars – over half their supply chain job posts require digital skills.\nSo how should you redress this imbalance? Leaders who outperform the mean:\nDefine the supply chain roles of the future for your teams. One of the biggest demands of the entry-level and early career supply chain workforce is to understand what the future holds. What does their role look like in 2030? Zero100’s analysis highlights how leaders are describing the talent and skills required to drive digital transformation. Companies like P&G and Unilever have gone as far as to create lists of future skills (like storytelling, negotiations, and data science) with clear definitions that are then circulated across the organization. Painting a clear picture of the future will help assuage fears of digital transformation while providing your people with a future-ready development path.\nWork back from your digital roadmap to establish the top skills needed to drive transformation. This detail extends to establishing a list of terminology that should appear in recruiting efforts across all supply chain functions. For example, as part of implementing its logistics and warehouse automation strategy, Walgreens recruited for demand planning, capacity planning, and assortment optimization, as well as the robotics and automation expertise needed to execute the work.\nPartner with your leadership and management teams and with HR business partners to manage recruiting efforts with an “SEO-mindset” (i.e., leveraging the art and science of making internet content findable and featured). This mindset will drive your team to think of the talent pool as customers and work back from making your company and job postings as easy to find as possible for candidates. Leaders like SC Johnson are doing this in a coordinated and systematic way by creating standards for job titles, listings, and career portal search features.\nZero100 Methodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 2.4 million job posts from 100 B2C companies. We broke this down across seven industries to see where there is concentrated hiring for supply chain roles and which individual companies appear to be increasing or decreasing their recruiting relative to other teams or functions. To determine which companies are outperforming peers on both digital and supply chain roles, we analyzed the share of current supply chain job posts vs those that contain specific digital terminology in their descriptions. Companies appear where they outperform or underperform the mean for each axis. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Is Blockchain the Secret to More Resilient, Transparent Sourcing? from zero100 data insight library ", "role": "user" }, { "content": "The content titled Is Blockchain the Secret to More Resilient, Transparent Sourcing? authored by Cody Stack and published on 2024-01-12 00:00:00 belonging to Procurement lever is below \n\n Key Takeaways\n1\n23% of sourcing job posts mention digital skills – this is less than roles in forecasting and planning but more than roles in manufacturing or logistics. Of the digital skills mentioned, analytics and automation are the most sought-after skill sets.\n2\nBlockchain, a potential unlock for traceability, is mentioned by the average company in only 0.3% of sourcing job posts – but those more bullish on blockchain, like Home Depot, include the skill in 10x as many sourcing job posts.\nThe future of sourcing is a move from transacting to leading, where the C-suite relies on the sourcing team to gain a competitive advantage through smarter, data-driven decision-making. Sourcing leaders work at the intersection between business and sustainability to deliver both financial growth\nand\nrealize Scope 3 progress. Teams with the right data, digital skills, and emotional intelligence will achieve this.\n18% of supply chain job posts on LinkedIn across the 175 B2B and B2C companies we track fall within sourcing. On average, 23% of those positions require digital skills, less than roles in forecasting (39%) and planning (28%) but more than roles in manufacturing (19%) or logistics (20%). Unsurprisingly, technology companies are the most likely to mention digital skills in their sourcing job posts, particularly B2B companies. Consumer-facing tech companies like Apple and Samsung mention digital skills in about one in three job posts, while primarily B2B tech companies like Emerson and Texas Instruments mention digital skills in one in two sourcing job posts. Other sectors that are ahead of the curve are food & drug retail, medical tech, energy, specialty retail, and pharma.\nThe most highly sought-after digital skills in sourcing are analytics (mentioned in 14% of job posts), automation (6%), software engineering (6%), and AI/ML (3%). Other supply chain functions hire for these skills more than in sourcing. For example, a company hiring for a position in demand planning and forecasting is about twice as likely to require AI/ML, analytics, big data, and software engineering skills of prospective employees as compared to a company hiring for a sourcing position. Likewise, manufacturing positions are more likely to require experience with automation and robotics of prospective employees.\nWhere sourcing stands out is the nascent implementation of blockchain. Sourcing roles are the most likely to mention blockchain compared to all other supply chain functions. This is because blockchain can provide the greatest unlock in sourcing, enabling far superior record keeping and fully enabling traceability. As the\nHarvard Business Review\nstates, “Blockchain thus greatly reduces, if not eliminates... execution, traceability, and coordination problems.”\nOnly 14 of the companies we track mention blockchain within sourcing job posts, many of which are digital leaders (companies that hire most aggressively for digital skills) across the supply chain, like General Dynamics, Nike, and Unilever. Proposed use cases are vast, but many focus on resiliency and sustainability. For example, a job description at Microsoft states new hires will need to “leverage blockchain and web 3.0 technology to make our supply chain ecosystem stronger and more resilient.” A Unilever post uses the term “sustainability tracing blockchain.” Likewise, a director of traceability position at PVH requires the candidate to be “familiar with various technical traceability methodologies and technologies including, but not limited to, chain of custody document verification, fiber forensic testing, and blockchain.”\nIn a recent\nSignal post\n, Zero100’s Lauren Acoba laid out five steps to advance the sourcing function within your organization. Digital skills are included in each of Lauren’s recommendations and are the building blocks for what we call 0-100 Sourcing. Look to peers like\nWalmart\nand\nMaersk\nwho are making strides in automation and traceability, respectively, and make sure you’re not falling behind on blockchain.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 2.8 million LinkedIn job posts from 175 B2B and B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Speaking Digital Is Vital for Supply Chain Transformation – including at Executive Level from zero100 data insight library ", "role": "user" }, { "content": "The content titled Speaking Digital Is Vital for Supply Chain Transformation – including at Executive Level authored by Cody Stack and published on 2024-01-08 00:00:00 belonging to Talent 2030 lever is below \n\n 1\nNearly half of the companies hiring supply chain executives in the past year included no digital skills requirements in their job posts.\n2\nThe technical expectations of supply chain executives are lower than those of directors, associates, and even interns. The average supply chain org mentions digital skills in three out of ten job posts for prospective directors but only two out of ten job posts aimed at prospective executives.\nA quick scan of the quotes by\nSupply Chain Digital’s Top 100 CSCOs\nreveals a common theme – leading supply chain minds speak digital (and many of them are Zero100 members). As Mark Rahiya, CSCO of The Coca-Cola Company, says, “Things move fast, but you still have to take the time as a leader to understand.”\nSupply chain\nleaders don’t need to be the foremost experts on any given technology deployed throughout their supply chain loop, but they do need to have the knowledgebase to speak digital fluently and interact with the\ncitizen technologists\nwithin their organization. However, an analysis of hiring trends for supply chain executives indicates organizations may not be expecting enough of their prospective employees. Mentions of digital skill and digital knowledge requirements increase up to the director level in supply chain, but then take a noticeable dip at the executive level.\nA little more than half of the 174 companies in our data set posted a listing (or listings) on LinkedIn looking for supply chain executives in the past year. Of these companies hiring at executive level, about half did not include any language relating to digital skills in their job posts. Most executives interface with technical teams and, as digital tools transform supply chain and operations, need to understand the impact of technology. Thus, job descriptions lacking mentions of digital skills may not attract the right talent to push your supply chain forward.\nIn contrast, companies like Cardinal Health and Schneider Electric, both hiring for at least 30 supply chain executive roles in the past year, mentioned digital skills in at least 2/3 of their job posts aimed at prospective executives. More than half of each of these job posts specified that applicants should have some knowledge of automation. In addition, zeroing in further on the posts from Cardinal Health, more than half mentioned analytics skills.\nExamples of language in executive-level job descriptions:\n“Evolve master data capabilities to elevate clinical cross-references and assortment optimization” and “leverage data and analytics to improve performance and favorable outcomes” - Cardinal Health hiring for a VP, Sourcing and Category Management (Nationwide)\n“Own the data, digital tools, and process of procurement function” and “spearhead digital transformation by collaborating internally and externally with technology providers and startups to be ahead of the curve” - Schneider Electric hiring for a GM, Procurement Effectiveness\nAs hiring practices at Cardinal Health and Schneider Electric demonstrate, technical fluency is becoming table stakes for supply chain executives, with leaders in the digital hiring space demonstrating this in job ads. In terms of expectations for new hires and current employees, until those digital skill expectations for all job levels hit 100% across the board, supply organizations should expect executives to be leading the way. Thus, when it comes to recruiting, we recommend evaluating job descriptions to both raise the bar and also drive innovation. As well as this, look inward. Carve out time to get knowledgeable on critical technology. Internal training resources aren’t only for junior staff members – leverage the resources and experts within your organization and balance that with a healthy dose of external perspective. And for a primer on AI, have a read of How Do I Operationalize AI, which will be published and available to all members imminently. Taking this holistic approach to digitization means being able to capitalize on opportunities for digital implementations within your supply chain.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 2.8 million LinkedIn job posts from 174 companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Walking the Talk: Communicating a Clear AI Vision Correlates with Outsized Financial Performance from zero100 data insight library ", "role": "user" }, { "content": "The content titled Walking the Talk: Communicating a Clear AI Vision Correlates with Outsized Financial Performance authored by Callum Rowan and published on 2024-08-16 00:00:00 belonging to Strategy lever is below \n\n The Data\n1\nIn our analysis of earnings calls from 150 companies, 86% are talking about AI, 24% are talking about it within supply chain, and just 12% are talking about the impact of AI on performance metrics.\n2\nThe top 20 companies discussing AI most frequently have seen higher revenue growth (+21% as compared to their peers), margin growth (+159pp), were more accurate against EPS estimates (2.76x), and saw particularly strong stock performance (23% greater than the market average).\nTalking the AI Talk\nThere’s a lot of data and discussion around AI, from achieving\nROI\nto\ntech spend\n,\ncutting waste\nto\ngetting executive buy-in\n. With all the talk and implementation, we wanted to zoom in on the link between them. How does communicating AI strategy – the frequency, quality, and depth – correlate with implementation and, in turn, performance metrics?\nWe analyzed earnings calls for 150 companies to see how often AI was coming up and how deeply companies were talking about their strategy. Five out six companies discussed AI, but only about a quarter talked about its impact on supply chain. Fewer still talked about results – just one in eight companies talked about the impact AI was having on performance.\nLooking at the bigger picture and the 86%, we found that AI communications correlate with increased revenue growth and margin growth, greater EPS accuracy, and even stock price growth. The top 20 companies discussing AI most frequently have seen higher revenue growth (+21% as compared to their peers), margin growth (+159pp), were more accurate against EPS estimates (2.76x), and saw particularly strong stock performance (23% greater than the market average).\nThough our data shows a correlation between overt and clear communication around AI and improved performance, it’s clearly not just a case of speaking success into existence. Our take is that companies discussing their AI efforts in earnings calls with specificity are more likely to have an enterprise-wide AI deployment strategy and have simplified their problem statements through strategic prioritization. But you can’t close the say-do gap without first saying something.\nWho’s Saying What\nBuilding confidence in investors, your board, or even your CEO requires a complete vision, tangible results, and specificity to bring the story to life. Here are a few examples from recent earning calls:\nCardinal Health, Q2 2024 earnings call:\nCEO Jason Hollar discussed the company’s “first-to-market clinically integrated supply chain, the Cardinal Health InteLogix platform. This innovative solution leverages artificial intelligence and machine learning through the Palantir Foundry platform to help providers reduce costs, optimize drug inventories, and generate actionable insights to simplify and streamline medication supply.”\nTarget, Q1 2024 earnings call:\nTarget’s EVP and Chief Growth Officer detailed AI-driven improvements in personalization: \"Newly developed generative AI and personalization capabilities are expanding the scope and reach of what we can offer our guests... We recently engaged in a pilot with one of our biggest vendors to test our latest personalization capabilities with guests shopping our personal care categories. We're very encouraged by early test results, which showed a nearly 3x lift in conversion rates from personalized promotions versus mass offers, including higher sales lift across the rest of the category...”\nThe Takeaway\nThe first step to seeing AI ROI is crystallizing a clear vision for it – clear enough that the vision shows up regularly, consistently, and in depth, reaching executive communications. This means proper prioritization within an enterprise-wide roadmap and clear targets for tangible results. While it’s interesting to note the correlations with financial performance metrics, it’s no surprise that companies that can articulate their AI vision better are performing well in the market.  The hype is still real – the results are still coming – but the strong communicators have an early lead.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we analyzed the most recent earnings calls for 150 B2B and B2C companies.\nFurther Reading\nThe AI Advantage:\nWinning Executive Buy-In\nData Insight:\nTech Spend Set to Keep Rising as Digital Investment Delivers Business Value\nThe Signal:\nAI Time to Value: Three Steps to Achieve Results ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Inside The AI Hub: 600+ Supply Chain Use Cases Delivering Real Value from zero100 data insight library ", "role": "user" }, { "content": "The content titled Inside The AI Hub: 600+ Supply Chain Use Cases Delivering Real Value authored by Jalen Thibou and published on 2024-05-24 00:00:00 belonging to Strategy lever is below \n\n Zero100 has developed the first nearly comprehensive library of AI use cases in supply chain. Called The AI Hub, it is organized by function, type of AI, measured results, and other filters. At present, it contains 600+ case studies across more than 75 unique supply chain use cases.\nKey Takeaways\n1\nOur analysis of live AI implementations found that AI innovation is most prevalent in the Make and Plan phases (21% and 19% of use cases, respectively) of\nThe Loop\n.\n2\n40% of\ncost-cutting\nAI initiatives take place in the Source phase, where implementations like purchasing and contract lifecycle management can lead to cost efficiencies.\nA recent\nZero100 analysis\ndiscovered that, across 100 global companies, the top quartile of AI performers grew revenue nearly twice as fast as the bottom quartile group… and did so at\n+2.88%\nhigher gross profit. With this in mind, we spent the last year identifying 600+ AI use cases, pulling them together into a library, which we call The AI Hub, and developing an AI Blueprinting exercise – all with the aim of helping organizations cut through the noise and focus efforts and investments on the highest-value initiatives.\nAt Zero100 we describe end-to-end supply chains functions in our Loop framework: Plan, Source, Make, Move, Sell, Use, and Regenerate.\nUsing The Loop as a map, we categorized AI implementations into more than 75 distinct applications, such as demand forecasting, order fulfillment optimization, and price optimization, across operations. This gives us a high-level view of how AI is integrated in end-to-end supply chains and provides a closer look at the top cases generating ROI.\nSupply chain organizations have made the most progress in Make and Plan, with a lot of room for upside in Use and Regenerate. Zero100’s\nLauren Acoba\npredicts innovation in Source will be the big push for organizations this year, where implementations like\nWalmart’s\nAI-driven supplier contract negotiation can yield big dividends.\nWe filtered the use cases in line with supply chain priorities, like efficiency or cost, and found that most efficiency-focused cases – 22% – are in Move. Meanwhile, 40% of cost-related use cases live in Source. This highlights areas ripe for investigation based on where others with common priorities are finding the most value.\nHere are just a few cases from our AI Hub:\nUnilever: Plan\nIn April 2022, Unilever announced that they were building their own digital tool leveraging machine learning. The tool considers data like profitability, consumer purchase habits, and retailer benefits as the company performs SKU rationalization to optimize production levels and\non-shelf availability\nfor products. This new opportunity has delivered Unilever gains in time, cost, and capacity while influencing decisions on their de-list, watch, protect, and grow strategies.\nShell: Source\nShell went through a transformation to\ndigitize and automate\ntheir S2C (Source-to-Contract) and E2E (End-to-End) processes. For contract authoring, they can now measure 50 key data points in their system and 4,000 clause elements to create a draft contract for suppliers to bid on. Then, after deals are closed and executed, robotic process automation automatically integrates important information into Shell's ERP system, reducing cycle time by 25%.\nSupply chain professionals can drive true value and real change across organizations, and to do so they need a full view of the possibilities for operations. If you’re interested in diving deeper into your own AI maturity, seeing how you compare to your peers, discovering untapped opportunities, and unlocking high-value capabilities, consider taking part in our AI Blueprinting exercise.\nPlease reach out to your Zero100 Engagement Director if you’d like more information about The AI Hub or our AI Blueprinting exercise.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we analyzed 542 supply chain organizations by looking at publicly available mentions of AI usage with supply chain-specific term trees. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled GenAI Is Everywhere…including All Supply Chain Functions from zero100 data insight library ", "role": "user" }, { "content": "The content titled GenAI Is Everywhere…including All Supply Chain Functions authored by Jalen Thibou and published on 2024-02-02 00:00:00 belonging to Strategy lever is below \n\n Key Takeaways\n1\nIn our initial analysis of AI use cases within supply chain functions (and across 500+ brands), we found 19% fell under the category of generative AI (GenAI). As a result of GenAI implementation, companies saw cost savings and productivity spikes.\n2\nWithin our supply chain loop (illustrated below), Sell has the most AI use cases (30), and includes initiatives like customer journey optimization, product placement, and marketing insights. This builds on\nour research\nwhich shows that digital demand signals are 5x more dense than digital supply signals.\nComing off a hot year in 2023, artificial intelligence (AI) strategy will continue to be a\ntop priority\nfor supply chain leaders as they attempt to capture value from this new tech boom. With investments in the technology rising,\nCEOs\nbetter detailing AI in their strategy, and\ncountless estimates\non AI market growth, supply chain leaders wanting to move fast to adopt winning strategies are looking to learn from those leading the way forward on implementation.\nZero100 is now in year two of building an AI use case library, which illustrates the landscape of AI in supply chain. Our AI use case library brings together strategies and examples from AI leaders and currently holds nearly 450 live AI implementations and counting. They are intended to allow leaders to keep up with the pace of AI innovation alongside the work of daily operations.\nThe most common AI tools we are seeing are machine learning, deep learning, generative AI, and machine vision, among others. If we take a closer look at how that breaks down, you might be surprised to see that 19% of our AI use case library contains the use of GenAI – and they are found on every function of the Zero100 Loop.\nExamples of the use of GenAI across supply chain functions include:\n[Insert Brand Name Here]GPT:\nCompanies like\nAlibaba\n,\nSamsung,\nand\nBayer\n, who are building their own LLMs that serve as a tool for internal data governance and seeing an increase in employee productivity.\nProcurement Chatbots:\nBoth\nWalmart\nand\nTesco\nare using  GenAI chatbots that can directly negotiate with suppliers or serve as a personal assistant, helping to develop supply strategy and achieve cost savings on contracts.\nCustomer Journey Optimization:\nColgate\nsells thousands of SKUs across hundreds of platforms. To ensure conversion rates increase, they use GenAI and ML to optimize product descriptions at each cross section while reducing labor costs.\nSocial Campaigns:\nBrands like\nDiageo\nand\nCoca-Cola\nhave turned to GenAI as an agile alternative that could halve the price of increasing ad impressions as GenAI supports imaging and design for digital marketing campaigns.\nIt's early in 2024 and, like some of our other predictions around AI, the business case for GenAI looks to increase, making capitalizing on this opportunity a top-of-mind consideration. And after building a collective view on how supply chains are utilizing GenAI, we’ve recorded 23 different areas like the ones above that don't include chatbots or GPT-like tools. But progressing here begins with knowing where you are right now. To that end, Zero100’s AI use case library is helping members benchmark their AI maturity, build a roadmap, and determine the next steps in their AI strategy for 2024 and beyond. In addition to the library, we have launched a new AI blueprint tool for members to measure initiatives and support initial steps in building a roadmap.\nPlease reach out to your Zero100 Engagement Director if you’d like more information or to get started on your AI journey with us.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we analyzed 542 supply chain organizations across APAC, NA, LATAM, and EMEA, looking at publicly available mentions of AI usage. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Supply Chain to Become the Voice of AI in 2024 from zero100 data insight library ", "role": "user" }, { "content": "The content titled Supply Chain to Become the Voice of AI in 2024 authored by Jalen Thibou and published on 2023-12-20 00:00:00 belonging to Strategy lever is below \n\n 1\n20% of CEOs in our data set of 100 consumer-facing brands have publicly shared their thoughts on AI as it relates to their business, yet only 10% of these CEOs reference AI in relation to supply chain.\n2\nOf the CEOs mentioning AI, 40% focus on generative AI, showing it to be the leading theme. In contrast, at the moment, only 20% of responses show a focus on taking responsibility of AI and related ethics.\n3\nWith implementation opportunities across the supply chain loop and tangible results for early adopters of AI, Zero100 expects more CEOs to be talking about AI and more CSCOs to take the lead on it within their organizations in 2024.\nWhen analyzing comments from leaders, we were able to note:\nthat AI is a main priority,\nwhich supply chain functions are particularly primed for AI experimentation, and\nthat no one industry holds the microphone – CEOs speaking about AI span auto, retail, apparel, health, tech, and F&B industries.\nSo, as AI adoption matures, where does ownership and responsibility lie? In 2024, we believe supply chain will become the voice of AI. Zero100 captured over 350 AI use cases within supply chain from 2019 to the present, showing ample opportunities for investment. We expect CEO mentions of AI in relation to supply chain to rise significantly as CSCOs and their teams capitalize on opportunities and take ownership of AI in 2024.\nAlthough some leaders or teams may still be cautious to expound on their AI strategy, companies like Alibaba and Inditex are all in:\n“Looking forward, Alibaba’s two main strategic focuses will be ‘User First’ and ‘AI-driven.’ We will recalibrate our operations around these two core strategies and reshape our business priorities” - Eddie Wu, CEO, Alibaba\n\"AI is a great opportunity for improvement, we are working very actively on it, encouraging our teams to get used to development projects and initiatives…” - Óscar Garcia Maceiras, CEO, Inditex\nWhile 20% of CEOs are discussing AI publicly, only 2% of our data set of 100 have detailed their efforts within a specific area of supply chain. While we expect this to grow as leaders continue to capitalize on digitization opportunities in their operations, Estée Lauder is one company that’s already seen end-to-end value in 2023:\n“We believe we can unlock meaningful cost efficiencies in our value chain as we complete the rollout and adoption of our new integrated business planning process across the global operation and use generative AI to drive efficiencies” - Fabrizio Freda, CEO, The Estée Lauder Companies Inc.\nOur report,\nRegenerative Business Planning\n, supports Fabrizio’s statement. Our proprietary data and insights show that, compared to any other investment, AI-enabled planning leads to higher revenue growth (specifically, 3x more). The risk of falling behind is too costly.\nTo accelerate your AI journey, we recommend first identifying the AI/ML opportunities across your supply loop and assessing the maturity of your current capability as well as potential implementation. This builds a landscape of possibilities, revealing the potential of your supply chain. It’s easier, then, to more clearly nail down an AI strategy, specifying what technology you are investing in, across which functions, and why.  Then, your teams can focus on the AI implementations that will provide the most tangible impact, starting from pilots and growing to scale. As is suggested by our vast and growing AI use case library, the opportunities to experiment, implement, and optimize operations using AI are abundant across supply chain. It's time for supply chain leaders to take ownership of AI.\nIf you would like help in evaluating or building your roadmap, we have launched a new AI blueprint tool for members. Please email\nhello@zero100.com\nfor more information.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nThe data in this report analyzes 100 leading B2C brands and publicly available press. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled US Companies Trail Their APAC Peers in Supply Chain AI Use Cases. Why? from zero100 data insight library ", "role": "user" }, { "content": "The content titled US Companies Trail Their APAC Peers in Supply Chain AI Use Cases. Why? authored by Jalen Thibou and published on 2024-05-03 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\nAPAC companies represent 10% of our 526-brand list but 22% of our AI use cases, suggesting a higher concentration of AI supply chain innovation in this region.\n2\nMore than one in 20 supply chain job posts in APAC mention AI/ML skills, which is 50% more than supply chain job posts in Europe and twice as many as in North America.\nAmid recent global volatility and disruption, companies are increasingly looking across borders to diversify operations – not only to improve manufacturing optimization but as an opportunity to learn from others who are experimenting and seeing success in relevant areas.\nA top-of-mind area for supply chain professionals is, of course,\nAI\n– a quickly evolving category of tools from which\ngreat value\ncan be derived if implemented efficiently, effectively, and at scale. Zero100’s annual AI survey revealed that 86% of respondents don’t have an end-to-end AI strategy in place, yet certain regions are already outperforming others. Focusing in on APAC and North America in our use case library, we found that North America has only 29 genAI cases across 253 brands, whereas APAC has 22 genAI cases across 85 total brands – 2.3x as many.\nLet’s look more closely at what APAC leaders are doing to understand why their concentration of AI implementations is so high.\nFirstly, APAC is deliberate about hiring for specific skills. According to our analysis, more than one in 20 supply chain job posts from the region mentions AI/ML skills – that's 50% more mentions than in supply chain job posts in Europe and twice as many when looking at posts in North America. And, in practice, these skills give rise to implementation. Asia-based companies, like\nAlibaba\nand\nSamsung\n, are specifically investing in LLM-driven generative models with their internal data to support teams across supply chain functions for increased productivity and efficiency gains.\nSecondly, our research reveals that APAC countries are fertile grounds for AI talent, and people are, of course, a key enabler of successful AI strategy. For non-APAC-based companies, moving operations and hiring in these regions has become a way to secure AI talent, and\nDell\n,\nHP\n,\nNike\n, and others have all made recent moves to expand their APAC networks.\nThis surplus of AI talent and targeted strategies for hiring them for APAC teams will have influenced the number of AI implementations in the region. Among the companies leading the way in using AI for cost reduction and efficiency gains to attain ROI are Chinese tech company Lenovo and Japanese manufacturer Komatsu.\nLenovo: Production Planning\nLenovo\nreduced PC production planning by 400% using AI. The flexible tool uses deep reinforcement learning and multi-objective optimization algorithms to effectively deal with large-scale combinatorial optimization by taking into account numerous key indicators, like the number of products, orders, order fulfillment rates, and production capacity utilization rates.\nKomatsu: Demand Planning\nKomatsu uses probabilistic range models matched to real-time processing to optimize multi-echelon inventory placement of components and spare parts across their global supply networks. This enables timely what-if scenarios in executive Integrated Business Planning (IBP) meetings and drives postponement options that improve inventory turns by up to 50%.\nWith this sort of ROI at stake, consider how you might fill gaps in your AI strategy with implementations like those we’re seeing in the APAC region and also reflect on your AI hiring strategies. Consider collaborating with Zero100 to to dive deeper into the best AI investments to gain ROI for your specific business and how to locate the right teams to operate that new tech.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we analyzed 542 supply chain organizations across APAC, NA, LATAM, and EMEA, looking at publicly available mentions of AI usage. We also analyzed 2.4 million LinkedIn job posts from 100 B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled 71% of Leaders Say AI Will Cut Inventory Waste. Here’s How It Can Cut Waste Everywhere from zero100 data insight library ", "role": "user" }, { "content": "The content titled 71% of Leaders Say AI Will Cut Inventory Waste. Here’s How It Can Cut Waste Everywhere authored by Jalen Thibou and published on 2024-06-26 00:00:00 belonging to Sustainability lever is below \n\n The Data\n1\nWhen Zero100 asked supply chain leaders where AI will have the biggest impact in the next three years (specific to cost optimization), 71% said inventory waste.\n2\nBut AI’s potential for waste reduction doesn’t stop there. Our\nAI Hub\nhas identified use cases cutting labor, carbon, and material waste across the supply chain\nLoop\n.\nIncreasing Yields, Reducing Waste\nWith\nglobal consumerism\non the rise and lingering\ncost pressures\n, waste reduction across labor, material, and carbon is becoming a priority for those attempting to optimize operations. Practitioners are trying to crack the code on\nhow AI can help\n– even the AI mega disruptor\nSHEIN\nis still trying to find an answer despite its astronomical growth in recent years.\nOur annual AI survey revealed that, specific to cost optimization, 71% of supply chain leaders believe AI will have the biggest impact on the reduction of inventory waste in the next three years. The need for practical solutions, though, couldn’t be greater.\nLooking beyond inventory waste reduction, our analysis found overall waste reduction implementations across the entirety of The Loop:\nWe dive deeper into a few of these examples from the AI Hub below.\nWaste Reduction in Action\nSource:\nSapporo Breweries\nhas partnered with IBM Japan to develop an AI system that increases the speed of new product development. The system uses genAI to create over 1,200 product formulations from 700 raw materials. After considering Sapporo's existing product base, the system recommends combinations of raw materials, mixing amounts, formulations, and flavors to create a new product. Sapporo Breweries has been able to reduce formulation review times by 75% and product development cycle times by 50%.\nMake:\nAlibaba’s\nXunxi Factory is designed for “made-to-sell” production informed by consumer insights and real-time trends aggregated from its e-commerce platforms. Technology permeates the factory: an AI-driven advanced planning system helps with scheduling and adjusting workflows; thousands of IoT touchpoints alert staff and operators of any issues; and physical equipment is fitted with digital capabilities for a more efficient and sustainable approach. For example, a laser cutting machine uses AI vision technologies to prevent errors while AI algorithms in washing machines have reduced the factory’s water consumption by 50%. In addition, lead times are 75% shorter, with a 30% reduction in safety stock needs.\nSell:\nLawson\n, a Japanese convenience store, is using AI to dynamically price perishable goods. Its software uses algorithms to set optimized prices based on store sales, delivery times, and other factors like the weather. To minimize food waste and costs, Lawson's system analyzes 270 SKUs in-store and can add discounted pricing based on the freshness of items like pastries and sandwiches.\nThe Takeaway\nAs you explore AI for productivity gains, don’t undervalue ROI in the form of waste reduction, increasing utilization rates, and improving the efficiency of materials already in your system. Reach out to us at\nhello@zero100.com\nto learn more about our AI framework, which highlights where a specific supply chain produces the most waste, following which we highlight key AI opportunities to prioritize the deployment of waste reduction initiatives.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we analyzed 542 supply chain organizations and 600+ unique references of brands scaling AI implementations from the Zero100 AI Hub. We also surveyed 312 supply chain professionals, including CSCOs and COOs. Respondents include supply chain professionals from companies with an average company revenue of over $1 billion. The seniority of positions ranges from Senior Director to C-suite. Respondents work across all functions and all regions, with the majority based in the USA. We also analyzed 1,271 earnings calls from 150 brands from Q1 2024\n. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled A New Framework for a New Era: The Loop from zero100 data insight library ", "role": "user" }, { "content": "The content titled A New Framework for a New Era: The Loop authored by Greta O'Marah and published on 2024-04-26 00:00:00 belonging to Strategy lever is below \n\n In 1996, the Supply Chain Council (now part of the ASCM) created the Supply Chain Operations Reference framework (SCOR) to help organizations manage and optimize supply chain operations. The five core processes that make up the SCOR framework – Plan, Source, Make, Deliver, and Return – are still relevant today, but in the nearly three decades since, supply chains have evolved to require more complex strategies that look beyond the end-to-end product lifecycle. To support modern supply chains that are resilient, sustainable, and agile, we must consider the demand side. Enter The Loop.\nThe Loop, Zero100's framework, incorporates demand into the infinity equation. The customer-centric model takes into account the explosion of social media like TikTok, which launched in 2017 and now has over\n1 billion\nmonthly active users, as well as unprecedented events like Covid, which increased the e-commerce share of total global retail sales by\n8%\nfrom 2019-2020. These demand factors – which lie largely outside of organization control – have contributed to the fact that the demand signal is now 6x higher than our collective capacity for supply response, according to a 2023 Zero100 study looking at R&D spend for consumers (demand) vs enterprise (supply).\nThe Loop is a framework for measuring innovation across the end-to-end supply chain. For example, we captured more than 500 AI use cases and categorized them by where they live within The Loop to determine where companies are applying AI to operations. We learned that “Sell” is the function with the highest density of AI implementation use cases, accounting for 21% of the library. The AI use cases most prominent in this domain are customer journey optimization, product recommendations, marketing insights, and automated transactions, collectively accounting for nearly 60% of all recorded demand-side use cases in our AI library (out of 12 classifications). The fact that companies are investing so heavily in building out their demand-side Sell capabilities through automating, personalizing, and optimizing shopping experiences showcases the importance of the function in the journey to agile, resilient, demand-driven supply chains.\n{\"chartTitle\":\"\",\"chartSubTitle\":null,\"chartType\":\"loop_function_breakdown\",\"chartDescription\":\"\",\"chartFile\":null}\nTaking an even closer look at the Sell function, we found that the food & beverage and food & drug sectors alone account for 32% of AI applications, leaving the other 16 industries we track to cover the remaining 68%. Kraft Heinz, for example, partnered with Google in 2022 to scale digital transformation as consumer behavior increasingly shifted, and continues to shift, online. The F&B giant leverages data, analytics, and marketing technologies from Google Cloud’s AI/ML and Google Ads to drive consumer engagement through personalized content delivery. It collects data to guide future innovation through a new platform called Kraft-O-Matic. One key aspect of the customer-focused digital transformation is new product development, informed by real-time insights from Google Cloud's AI/ML tools.\nNavigating the unpredictability of consumer demand, largely driven by social media trends (\nPink Stuff\nanyone?!), is challenging. Not falling behind or being caught unprepared is a top priority, but what about harnessing that power to get ahead? Using The Loop framework as a guide and benchmarking against peers can help you identify which portions of your operations are ripe for innovation. Have you developed an AI roadmap or a prioritization mechanism for tech deployments across your supply chain?\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we analyzed 542 supply chain organizations across APAC, NA, LATAM, and EMEA, looking at publicly available mentions of AI usage. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled 51% of Leaders Are Bringing IT and Analytics into Supply Chain. Is It Time to Follow Suit? from zero100 data insight library ", "role": "user" }, { "content": "The content titled 51% of Leaders Are Bringing IT and Analytics into Supply Chain. Is It Time to Follow Suit? authored by Greta O'Marah and published on 2024-04-24 00:00:00 belonging to Strategy lever is below \n\n Key Takeaways\n1\nWhen asked about their approach to supporting AI solutions through organizational design, 51% of the CSCOs and COOs surveyed stated that they are observing an increase in analytics work within the supply chain, though 31% indicated that they haven’t made any changes to their organizational structure.\n2\nDespite the fact that 80% of employees say they want to acquire new skills, only 38% of US executives have concrete plans to address this growing demand for upskilling and reskilling, according to a 2024 LinkedIn study about AI.\nThe integration of AI and ML into organizations is rapidly transforming the business landscape, with our research showing that the stakes are high: the top quartile of AI performers grew revenue nearly twice as fast as the bottom quartile group and did so at a\n+1.5% higher gross profit\n. With any digital transformation, alignment across key players is essential to success – but in the case of AI/ML models, which are more data-sensitive than traditional software, closer and more continuous collaboration between business and IT functions is particularly critical.\nMLOps\ncan help ensure alignment, but an organizational shift – one that ensures strong connective tissue between tech roles and supply chain roles – is another crucial part of the solve. In a Zero100 survey, 51% of CSCO/COO respondents revealed that they are bringing IT and analytics work into supply chain to support AI solutions.\nOne of the ways companies are updating their organizational models to pave the way for AI is with hub-and-spoke models.\nSchneider Electric\n, for example, has created a central organization – or a “hub” – of tech talent, which serves as an enabler, providing supply chain teams with the technical expertise they need to successfully implement AI use cases.\nDespite the majority of companies considering restructuring options like the above, though, 31% report that they haven’t made any changes to their org structure at all.\nWe predict the outcome of such restructuring is increased internal alignment, cohesion, and the ability to leverage technical expertise more efficiently and effectively within business – but also that it will lead to happier and more productive employees. According to a\n2024 LinkedIn study\nabout AI for professionals, an overwhelming 80% of employees said they want to acquire new skills. However, the same study reveals that only 38% of US executives have concrete plans to address this growing demand for upskilling and reskilling. Bridging the gap between employee aspirations and organizational initiatives is crucial to fostering a workforce equipped with the necessary skills for the AI-driven future.\nIntuit is one company exemplifying a proactive approach to\nworkforce development\nin the age of AI. Embracing the ethos of continuous learning and reinvention, its reskilling program is aimed at empowering employees to seamlessly transition between roles. By offering a spectrum of learning pathways, ranging from basic literacy in AI to comprehensive apprenticeships, the company ensures that individuals at every level can adapt to the evolving technological landscape. Intuit’s chief data officer, Ashok Srivastava, says that while employees must have the right credentials to move into more tech-heavy roles, he strongly believes in people’s ability to reinvent themselves and reskill.\nBased on these insights, our recommendations for organizations aiming to thrive in the AI era are:\nAlign Recruitment with Skills Needs\n: Connect recruitment efforts with the skills required for AI integration, attracting talent by emphasizing the role of AI in supply chain management.\nEnhance Organizational Integration\n: Evaluate the ease of internal mobility for employees with dynamic skill sets, fostering a culture of collaboration and problem-solving across departments.\nInvest in Adoption Systems\n: Implement reward systems and development pathways to incentivize and support early adopters of AI technologies, promoting a culture of innovation and continuous learning.\nThe shift is underway and happening fast – consider the practical steps you can take today, tomorrow, and next week to set a strong foundation of strategic alignment, communication, and collaboration within your organization. In this time of change, focusing on your employees – those you have and those you need – is the first step toward seeing ROI.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 4.16 million LinkedIn job posts from 241 B2B and B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. We also surveyed 93 CSCOs and COOs. Respondents include supply chain professionals from companies with an average company revenue of over $1 billion across all functions and all regions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Walmart’s Project Gigaton: Sourcing and Supplier Focus Leads to Success from zero100 data insight library ", "role": "user" }, { "content": "The content titled Walmart’s Project Gigaton: Sourcing and Supplier Focus Leads to Success authored by Greta O'Marah and published on 2024-03-27 00:00:00 belonging to Strategy lever is below \n\n Key Takeaways\n1\nWalmart, one of the 34% of companies with a Scope 3 SBTi target out of our set of nearly 200 organizations, was the first retailer to have a target approved by the Science Based Target Initiative in 2016 and the 26th overall. Today, over 2,000 companies have targets across the Scopes 1, 2, and 3.\n2\nLooking at supply chain job posts overall, Walmart mentions the term “circularity” in 16% fewer posts than its peers. However, the term appears in 57% of Walmart’s sourcing posts (vs its peers at 30%). In addition, “material innovation” and “carbon capture” appear in three times as many Walmart sourcing posts as compared to the peer average.\nA year and a half ago, Zero100 Co-Founder and Chief Research Officer Kevin O’Marah shared details on\nWalmart’s Gigaton PPA\n, the first-ever aggregated power purchase agreement. His assessment was that this was a great move, “not only because it makes renewable power easier to procure, but because it also ties decarbonization directly to making a big customer (ie Walmart) happy.” So, what exactly is Gigaton PPA? And how did it help Walmart, a massive retailer with tens of thousands of suppliers across the globe, hit their target of cutting one gigaton of greenhouse gas emissions in product value chains – six years early?\nIn 2017, Walmart launched\nProject Gigaton\nwith the goal of reducing, avoiding, or sequestering one gigaton of carbon emissions from its entire value chain by 2030 by working closely with suppliers. Today, more than\n5,900 suppliers\nhave signed on to the project, making it one of the largest private sector consortiums for climate action. In October 2022, while hosting summits and providing tech tools to suppliers, Walmart, alongside Orsted and Schneider Electric, revealed perhaps the most decisive and influential step in their journey – convening the first cohort of suppliers to take part in a renewable energy accelerator:\nGigaton PPA\n. Designed to help suppliers that had previously struggled to access renewable energy, the cohort had already helped over 250 Walmart suppliers, including Amy’s Kitchen, Levi Strauss &Co., and Smuckers, to access educational resources on renewable energy procurement when announced. Despite hitting their target early, Walmart is continuing Project Gigaton with the aim of hitting zero operational emissions (Scope 1 and 2) by 2040 and improving their approach to cutting Scope 3 emissions.\nThe key unlock within Walmart’s sustainability journey is sourcing – the function responsible for the most carbon emissions. Walmart has made a decisive effort to seek out talent with circularity skills/experience in sourcing roles, with 57% of their sourcing job posts mentioning circularity (compared to the peer average of 30%).  As a pioneer in not only setting carbon reduction targets (they were the first retailer to commit to SBTi targets in 2016) but also achieving targets (Project Gigaton), this strategy has proven effective. The retail giant has also emphasized material innovation and carbon capture in their search for sourcing talent, specifying the former in 21% of roles vs 7% for peers and the latter in 10% of roles vs just 3% for peers. Along with recruiting for sustainability backgrounds, hiring for digital skills has proven to result in faster progress towards carbon targets. The more digital a company is, the more likely they are to be ahead on their SBTi targets – and those targets also tend to be more ambitious.\nAs the first retailer to set a Science Based Target in 2016, Walmart leaned (and continues to lean) heavily on science to guide their efforts, seeing it as the avenue through which to achieve significant and immediate but also scalable and sustainable results. The SBTi called approving Walmart’s target a “\nturning point\n” as the world’s largest retailer brought science-based targets to the mainstream.\nSo, what can we learn from Walmart’s success? Letting science be your guide to setting and tracking progress toward goals is an important step to ensuring your targets are both reasonable and sufficient. Next, align talent with purpose and value – recruit using specific language in the areas you are looking to bolster. Seek out material scientists and experts in circularity, material innovation, and carbon capture and\nleverage AI\n, particularly in\nsourcing\n, to drive efficiencies. Walmart’s massive achievement is the result of their aligned focus across the organization, within supply chain specifically, and with a concentration on sourcing.\nTo learn more about the retail giant’s unique approach to sourcing, listen to Andrea Albright, EVP, Sourcing at Walmart, discuss the company’s innovative practices on The Zero100 Podcast\nhere\n.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 2.8 million LinkedIn job posts from 175 B2B and B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled PLM Hiring in Sourcing Has Grown by 45% in Just 18 Months. Here’s Why. from zero100 data insight library ", "role": "user" }, { "content": "The content titled PLM Hiring in Sourcing Has Grown by 45% in Just 18 Months. Here’s Why. authored by Greta O'Marah and published on 2024-07-04 00:00:00 belonging to Talent 2030 lever is below \n\n The Data\n1\nFrom February 2023 to January 2024, the demand for sourcing roles\nsurged by 200-300%\n, particularly for positions focused on product lifecycle management (PLM), negotiation, contract management, and AI/ML.\n2\nMentions of PLM in sourcing job posts showed remarkable growth,\nincreasing by 45%\nin the last 18 months.\nPLM Enhances Sourcing Capabilities\nThe convergence of\nAI\nand supply chain operations is transforming how businesses manage\nproduct lifecycle management\n(PLM). As AI-powered technologies like\ndigital twins\nenable faster system learning, the potential for more responsive, resilient, and responsible supply chains is huge. And yet, PLM vendors are grappling with fragmented data systems, insufficient integration into cloud architectures, and a focus on engineering rather than broader supply chain needs.\nCreating a\nclosed-loop, regenerative\nsupply chain hinges, among other factors, on embracing PLM, part of which is about the successful integration of data sets into PLM frameworks. And companies know it. Sourcing roles—which involve managing many disparate data sets—have seen a particularly sharp uptick in demand, surging 200-300% from February 2023 to January 2024. In particular, mentions of PLM have seen a 45% growth in the last 18 months, with one in 40 sourcing job posts now mentioning the phrase, underscoring its pivotal role in optimizing supply chain.\nWalmart Embraces PLM, Revolutionizing Global Supplier Management\nWalmart is one example of a company actively embracing PLM. The retail giant has partnered with Bamboo Rose PLM to develop an enterprise sourcing platform (ESP) with the goal of revolutionizing its global supplier management.\nThe joint project will integrate disparate systems to enhance efficiencies and improve collaboration among Walmart sourcing associates, buyers, product development teams, and, critically, suppliers worldwide. The ESP promises greater visibility across teams, facilitating informed purchasing decisions on volume and cost, enhancing access to global markets, and potentially reducing waste, particularly in perishable and sensitive product categories.\nThe Takeaway\nIn sourcing, AI has huge power to improve your data or fill in gaps where it’s missing, automate and accelerate specification changes using a robust bill of materials visibility and connected technology architecture, and set a strong foundation for experimentation. To realize this power, take a targeted approach to recruiting for PLM, focusing on the right skillsets and experience – for example, data management, data migration, process design, and quality management. This will help you push forward on key initiatives, saving you time and money in the long run.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we used an AI-driven methodology to categorize and analyze 3.5M job posts. Our analysis identified specific job functions (eg, sourcing) and specific job titles (eg, product manager), splitting them out into a supply chain or non-supply chain group, and then calculated the share of that role out of the total number of hires. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Apparel & Footwear Hire Analytics into Supply Chain. Here’s Why You Should Too from zero100 data insight library ", "role": "user" }, { "content": "The content titled Apparel & Footwear Hire Analytics into Supply Chain. Here’s Why You Should Too authored by Greta O'Marah and published on 2024-06-07 00:00:00 belonging to Talent 2030 lever is below \n\n The Data\n1\nAnalytics talent and roles requiring more technical proficiency, such as data engineers or data scientists, are more likely to be hired into other functions rather than supply chain.\n2\nHowever, apparel and footwear companies like Nike are more likely to hire analytics roles into supply chain when compared to other industries.\nIt’s Not Who Owns Data Powerhouse Teams but Who\nShould\nAnalytics can greatly improve decision-making across an enterprise, which is why so many supply chain leaders are building this skill into their workforce. In fact, analytics is the\nmost mentioned digital skill\nacross supply chain job posts.\nCompanies looking to accelerate this capability are particularly investing in dedicated roles for analytics, such as:\nData Engineers\n, who\nbuild systems that collect, manage, and convert raw data into usable information for data scientists and business analysts to interpret\n.\nData Scientists\n, who apply statistical analysis, machine learning, and predictive modeling to extract insights and knowledge from structured and unstructured data.\nBusiness or Supply Chain Analysts\n, who\ninterpret business data, often through statistical analysis, to provide actionable insights and recommendations to the business.\nBut a key question arises: who within an organization should own these data powerhouse teams?\nIn a Zero100 analysis, we found that there is a more robust analytics operation\noutside\nof the supply chain function rather than within it. And jobs requiring more technical proficiency, like data engineering or data science, are even more likely to be hired outside of supply chain.\nThis isn’t surprising given that corporate IT has traditionally had a monopoly on data and analytics roles, and there can be synergistic benefits for keeping IT-focused roles close to other IT roles. However, this current setup presents risks for supply chain organizations looking to move quickly on AI. Without supply chain\ndomain knowledge\n, crucial data is often overlooked and isn’t included in model training, sub-optimizing machine learning predictions or outputs from genAI tools.\nSome organizations are removing these risks by hiring dedicated IT talent that can both apply data and analytics skills\nand\nunderstand the supply chain operating landscape. One industry stands out here: apparel and footwear. Here, a greater density of analytics, insights, and business analytics roles are being hired into supply chain rather than outside of it.\nNike Is Just Doing It\nA prime example is Nike, who are pulling analytics roles into supply chain to a greater degree than other functions. Zooming in one level deeper, more than 60% of these roles support work in demand planning and forecasting as well as logistics. It's paying off. Nike’s shift to a digital-first supply chain has\ntripled its capacity\nto serve consumers in North America and EMEA.\nLike Nike, supply chain leaders who ramp up hiring for analytics in their organizations will gain a fast-mover advantage on digital capabilities.\nThe Takeaway\nIf you’re contemplating your own analytics resources, take a quick pulse of the roles that exist both within and outside of supply chain today. Then, determine the work required to deliver your digital roadmap and what resource gaps might arise. For example, if AI/ML is a key component for success, consider the limitations of your data infrastructure and analytics framework and whether a dedicated analytics headcount could speed up execution.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 122k LinkedIn job posts from 64 companies. Our analysis split specific job titles (eg, data engineer) into a supply chain or non-supply chain group and calculated the share of that role out of the total number of hires. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled India Outperforms on Digital Skills. Here’s How to Tap into the Talent Pool from zero100 data insight library ", "role": "user" }, { "content": "The content titled India Outperforms on Digital Skills. Here’s How to Tap into the Talent Pool authored by Greta O'Marah and published on 2024-05-24 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\nSoftware engineering is a required skill in 2.7x more supply chain job posts in India vs the global average.\n2\nLowe’s, Walmart, Maersk, and Target are leading the pack on investing in tech talent from India, seeking out digital skills in 86%, 75%, 72%, and 71% of supply chain job listings in the country, respectively.\nIn 2020, India’s Ministry of Human Resource Development\nwarned\nthat scientific and technological advances could see many unskilled jobs “taken over” by machines, while a skilled workforce – “particularly involving mathematics, computer science, and data science, in conjunction with multidisciplinary abilities across the sciences, social sciences, and humanities” – would be in high demand.\nThis understanding inspired that year’s National Education Policy, which proposed that students be offered coding courses as early as Grade 6. But when it comes to digital skills, the country is already leading the pack.\nIn supply chain recruitment, India over-indexes on some of the most in-demand digital skills. For example, software engineering is 2.7x more likely to be mentioned in Indian job posts, compared to the global average, and AI/ML skills are mentioned 3.2x more.\nLowe’s, Walmart, Maersk, and Target are leading the pack on hiring digital talent in India, seeking out digital skills in 86%, 75%, 72%, and 71% of supply chain job listings in the country, respectively.\nMore broadly, our research shows companies tend to require a higher level of technical proficiency of applicants in India. Supply chain job descriptions in India are more than twice as likely to require analytics skills than any other geography and at least four times as likely to require skills in AI/ML or software engineering.\nAnd job posts in India are aimed at applicants across levels of seniority. When it comes to logistics roles, for example, Walmart’s 93 active job posts in India include 37 for grad interns (requiring no experience), 26 for managers, four for product managers, and one for a principal product manager.\nSeeking out tech talent for your own organization? India might have just the digital skills you’re looking for at all levels of seniority, particularly when it comes to analytics, software engineering, and, increasingly, AI/ML skills.\nWhen structuring your team, use a hub-and-spoke model with a dotted-line connection to HQ. Link the team in India to a central leader or a specific analytics organization to ensure strong governance and identify clear career paths for talent to grow.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 595k supply chain LinkedIn job posts from 175 B2B and B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled 44% of Supply Chain Leaders Predict AI Will Cut Labor Costs. Is It Time to Level Up on Upskilling? from zero100 data insight library ", "role": "user" }, { "content": "The content titled 44% of Supply Chain Leaders Predict AI Will Cut Labor Costs. Is It Time to Level Up on Upskilling? authored by Greta O'Marah and published on 2024-05-08 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\nIn a recent survey of supply chain leaders, CSCO/COO respondents were asked to select the three areas where they expect AI to impact cost optimization the most. “White-collar” labor was the second highest response (44% of respondents).\n2\n46% of respondents selected at least one of the three options involving labor, predicting a decrease in cost across white-collar roles (60%), all supply chain functions (54%), and “blue-collar” roles (19%).\nA March 2023 Goldman Sachs report estimated that\n300 million jobs could be lost\nor diminished by AI – a shift that would resonate heavily in supply chain. Surveying 93 CSCOs and COOs, we found that 44% of respondents think labor will be the area most impacted by AI in terms of cost optimization, whether that’s across all supply chain functions, in “blue-collar” roles, or in corporate, planning, sourcing, and other “white-collar” roles.\nAs work environments and labor evolve, maximizing your ROI on tech solutions and talent involves embracing upskilling, not only benefiting employees – both existing staff and new hires, recruited with an eye on\nparticular digital skills\n– but also those at the leadership and executive level.\nOne leader exemplifying this is PepsiCo. The company has been vocal about not only its digital transformation over the past five years but also its efforts to set the right foundation for success. Global CIO Seth Cohen said, “For us, cloud engineering and IoT capabilities are vital enablers for our digitization journey. Given PepsiCo’s scale, we need in-house expertise to handle these areas effectively. We aim to mature these skill sets within the organization and have our employees understand the specific context and requirements of PepsiCo’s operations.”\nHow do they achieve this? By investing in extensive learning and development programs to upskill their staff – including resources on AI/ML – which are part of their\nGlobal Learning Center of Expertise\n. This mutually beneficial system keeps employees happy (\n82%\nof employees feel the company is doing what it should to retain them and 65% would not leave if offered a job for more money) and allows PepsiCo to build deep domain expertise in-house.\nHere are our recommendations to help you get started on your upskilling journey:\nCodependency\n: Identify and cultivate the “machine whisperers” already in your organization who demonstrate the inclination and aptitude to assist with the AI transition, including piloting automation tech, documenting the ongoing knowledge transfer, and identifying emerging skill gaps.\nIncrementalism\n: Define new metrics that challenge conventional measures of productivity to reward teams that excel at minimizing operational disruptions, embracing continual change management, and rapidly transitioning staff through new certification programs.\nTransparency\n: Write a playbook for disseminating the AI roadmap by role and function based on the criticality of team members in implementing, testing, optimizing, scaling, and maintaining the go-forward strategy.\nContinuing Education\n: Finally, review existing relations with online learning portals, industry standards and certification councils, and higher education institutions, then identify the gaps and act on them to provide a clear path forward to support upskilling initiatives.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 4.16 million LinkedIn job posts from 241 B2B and B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. We also fielded a survey to 93 CSCOs and COOs. Respondents include supply chain professionals from companies with an average company revenue of over $1 billion from across all functions and all regions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled 27% of Companies Are Hiring MLOps in Supply Chain. Why? from zero100 data insight library ", "role": "user" }, { "content": "The content titled 27% of Companies Are Hiring MLOps in Supply Chain. Why? authored by Greta O'Marah and published on 2024-04-18 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\n62% of companies have hired for MLOps positions in the past year, but only 27% have hired for MLOps roles within supply chain.\n2\nThe companies with the most MLOps roles in supply chain relative to the number of overall supply chain job listings are Sanofi, General Mills, and Maersk. The top ten MLOps recruiters come from a variety of industries, including pharma, retail, tech, healthcare, and e-commerce.\nA Zero100 analysis found that supply chain leaders who have invested the most in recruiting AI talent have experienced an increase in revenue by 1.6x and in gross margin by 1.57ppt, compared to their industry peers. The possible ROI associated with embracing AI/ML is undeniable; however, successfully implementing the systems necessary to reach that potential calls for the careful management of complex operations, considering how data-sensitive AI/ML models are. To address this complexity, digital leaders like Amazon and Schneider Electric have evolved the role of product manager, a position first created by HP in 1945, into a more technically sophisticated position enhancing collaboration between data science teams, engineers, and the larger business.\nThis set of practices is called MLOps.\nWhile 62% of companies have recruited for MLOps positions in the past year – an encouraging figure – when looking within the supply chain function specifically, that number drops to 27%. Given how central supply chain stakeholders are to business happenings, supply chain is the logical home for a technology intended to bridge operations and business, and therefore, MLOPs-dedicated roles.  One might expect tech companies to lead the way, but our data shows great cross-industry diversity, with the top ten supply chain leaders hiring for MLOps coming from the pharma, retail, tech, healthcare, and e-commerce industries.\n{\"chartTitle\":\"\",\"chartSubTitle\":null,\"chartType\":\"mlops_hire_nested_donut_chart\",\"chartDescription\":\"\",\"chartFile\":null}\nLast year, Unilever launched an\nAI Horizon3 Lab\nin Toronto, with the goal of expediting AI innovation and enhancing its influence across more than 400 AI applications. To enhance MLOps agility, a switchboard tool enables the re-combination of models to cater to specific business contexts. Steve McCrystal, Chief Enterprise and Technology Officer at Unilever, described the program as a way to help the company step up its\ninnovation agenda\nand drive value for consumers, retailers, and distributors. The renewed focus on R&D fueled by collaborative data and AI centers like the AI Horizon3 Lab has resulted in a number of efficiency-boosting innovations, including a new stain-fighting enzyme that strengthened cleaning performance by nearly 50%, the trick to keeping ice cream frozen at lower (more sustainable) freezer temperatures, and sustainable, circular tech to lengthen product shelf life.\nIn a 2024 Zero100 survey, we asked CSCOs and COOs how their supply chain teams collaborate with technical teams to ensure the data integrity and cleanliness required for AI/ML modeling. While the majority work together as needed (63%), only 32% have a collaborative data platforming process and supply chain teams systematically engaged in validating and co-defining data schemas and semantics. The closer the relationship between technical and business teams, the more efficiently you will be able to manage algorithms and ensure they remain relevant and aligned with business objectives. Members can learn more about MLOps in our report,\nSeizing This AI Moment: How to Capitalize on a Unique Convergence of Technology Advances for Sustained Supply Chain Advantage\n.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 4.16 million LinkedIn job posts from 241 B2B and B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. We also surveyed 92 CSCOs and COOs. Respondents included supply chain professionals from companies with an average company revenue of over $1 billion from across all functions and all regions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Digital Transformation Requires Right-Brain Skills from zero100 data insight library ", "role": "user" }, { "content": "The content titled Digital Transformation Requires Right-Brain Skills authored by Greta O'Marah and published on 2024-03-04 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\nCommunication skills are by far the most sought-after soft skill in supply chain job posts, required in 47% more posts than creativity, the second most required soft skill.\n2\nSoft skills are more likely to appear in supply chain job posts that also mention digital skills. For example, “problem solving” (a soft skill) appears in 12% of all supply chain job posts but 21% of supply chain job posts that mention AI/ML (digital skills).\nTo stay ahead of the curve on digital innovation, companies are prioritizing hiring for technical skills. But this brings up a critical question… what is the best approach when it comes to integrating this new talent into existing teams? Change management is part of it. The other is ensuring you have the right mix of skills among old and new talent to bridge any gaps in capabilities. Zero100 research suggests that right-brain skills are as essential as technical skills in that they allow leaders to build a strong organizational foundation upon which key digital initiatives can thrive.\nTo assess how organizations are approaching hiring for right vs left brain skills and if they are doing so in an integrated way, we looked for how often companies require three of the most in-demand soft skills – communication, creativity, and problem-solving – in supply chain job posts. We found that, in many cases, soft skills are prioritized over technical skills. For example, creativity and problem-solving are listed in 13% and 12% of supply chain job posts, respectively – more than double the mentions of core digital skills like AI, ML, blockchain, and automation, all of which are mentioned in\n5%\nof supply chain job posts.\nLooking more granularly at digital supply chain jobs (which we define as supply chain job posts listing the word “digital” and/or including mentions of digital skills) and supply chain job posts listing “AI/ML,” we found that soft skills appear more in these roles than in supply chain roles overall. For example, problem-solving is required in 12% of overall supply chain jobs but almost 18% of digital supply chain jobs. When paired with AI/ML skills, the number of mentions of soft skill keywords – notably communication, problem-solving, and creativity – ticks up even further. Problem-solving is required almost ten percentage points more in AI/ML supply chain jobs compared to all supply chain job posts. Communication stands out as the most sought-after skill – it is called out in 60% of all supply chain jobs, 70% of digital jobs, and 55% of AI/ML jobs.\nWhat these insights show us is that companies don’t just want AI experts, they want creative problem solvers, prompt engineers, and people who think outside of the box. Citizen technologists, who sit between business and IT as a translator, are just that. With a mix of technical and soft skills, citizen technologists can be recruited by targeting hiring to include specific right and left-brain skills in job posts… and they can also likely be found already in your organization, which means they can also help upskill your current team.\nYou can also create upskilling opportunities through curricula and cross-functional partnerships.\nWalmart\n, for example, has partnered with an online learning platform called Springboard to offer tailored tech programs for associates to learn skills in data analytics, software development, and data-driven strategic thinking. The results of upskilling in ways like this will be a wider organizational dispersion of tech knowledge, better application of tech to the business, and robust teams equipped to lead efficient digital transformations.\nTo successfully implement and optimize innovative solutions and reap the benefits of investments (and fast), recruiting or upskilling with a focus on right-brain competencies within supply chain talent – from most junior to the most senior – is a game changer. For more data, findings, and recommendations, read our research report,\nRewired 2030 – Digital & Talent Strategies for Chief Supply Chain and Operations Officer\ns.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 595k supply chain LinkedIn job posts from 175 B2B and B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled How Tech Companies Are Recruiting for Digital Skills in Supply Chain from zero100 data insight library ", "role": "user" }, { "content": "The content titled How Tech Companies Are Recruiting for Digital Skills in Supply Chain authored by Greta O'Marah and published on 2024-02-22 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\nTech companies require digital skills in almost half of supply chain job posts (49%), the most of any industry, followed by\npharma\n, which require these skills in 27% of supply chain roles.\n2\nWithin supply chain roles at tech companies, AI/ML is required 4.5x more than the supply chain average (across all industries), automation is required 3.5x more, and software engineering is required nearly 3x more.\nGiven the nature of the industry, it doesn’t come as a surprise that tech companies are seeking out digital skills significantly more than other industries in supply chain-specific functions. Within supply chain job posts from 17 tech companies, nearly half of tech role descriptions require at least one digital skill (49%), compared to only about a quarter of roles from all other industries, with the second most mentions coming from pharma, closely followed by auto and energy. B2B tech manufacturers are top recruiters for digitally savvy talent, led by Texas Instruments, where 82% of supply chain job posts list digital skills, followed by Emerson (76%). Consumer-facing brands Dell, Microsoft, and Alphabet ask for technical skills in well over 50% of supply chain roles. Only two of the 17 tech companies Zero100 tracks mention digital skills less than the average, which is 21%, in supply chain roles.\nA deep dive into the specific skill sets that stand out as the most in-demand within the tech industry compared to the overall average among supply chain roles provides a more insightful view of priority areas. A few standouts in the tech industry include AI/ML, required in 13% of supply chain job posts (more than 4.5x the supply chain average), automation, required in 25% of job posts (nearly 3.5x more than the supply chain average), and software engineering at 15% (nearly 3x the average). Despite leading on recruiting for digital skills overall on an industry-by-industry basis, tech companies are behind on recruiting for specific key skills, namely\nblockchain\n(where industrials, shipping & logistics, and apparel & footwear lead),\nrobotics\n(auto and industrials lead), and big data (shipping & logistics, pharma, and food & drug retail lead).\nZeroing in on the specifics of this recruitment, Google, known for its skilled workforce and its high\nretention\n– it is, in fact, in the top 10% of companies when it comes to retaining quality employees – has come to be known for its unusual hiring techniques. One of the most infamous is their (now defunct) practice of stumping interview candidates with tough\nbrainteaser questions\nsuch as, “Define a service that would allow you to travel to the future,” and “If you wanted to bring your dog to work but one of your team members was allergic to dogs, what would you do?”\nWhile questions may have revealed how a potential candidate responds under pressure, the Google hiring team ultimately ditched the practice, instead opting for “\nstructured interviewing\n” which, to control variability and better predict success, standardizes interview questions and scores them all the same way. Along with culture-fit-related questions, technical role interviewees (for example, for a software engineer position) can expect\njob-related\n, technical questions around coding and system design, specifically graphs and trees, arrays and strings, dynamic programming recursion, geometry, and math.\nAmazon, which like Google has a high retention score (in the top 30%), recruits for highly technical, supply chain-specific roles by requiring a mix of broad technical skills, such as “statistical modeling, machine learning algorithms, and data visualization techniques” as well as specific program knowledge/expertise, such as “programming languages such as python, r, or sql for data manipulation and analysis, bi tools like aws quicksight.”\nTo build out well-rounded teams with the right digital skills, consider the hiring strategies of leading tech companies like Amazon, Dell, Microsoft, and Alphabet. Their model suggests you should treat your supply chain job postings as an SEO exercise, clearly specifying technical keywords around skills, programs, and experience (but don’t forget about\nsoft skills\n). Put together teams with complementary but differing skills, allowing them to upskill each other, and you will have laid the foundation for the successful execution of your most pressing digital initiatives.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 595k supply chain LinkedIn job posts from 175 B2B and B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled AI/ML in Pharma: Emerging Priority Areas & Key Initiatives from zero100 data insight library ", "role": "user" }, { "content": "The content titled AI/ML in Pharma: Emerging Priority Areas & Key Initiatives authored by Greta O'Marah and published on 2024-02-21 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\nNetwork strategy has emerged as an up-and-coming priority for the pharma industry when it comes to investing in AI/ML, especially compared to other industries. Over a quarter of pharma companies (26%) mention the skill set in job posts – this is nearly triple the number of mentions, on average, in all supply chain job posts.\n2\nAI implementation relating to product development and optimization make up the vast majority of pharma use cases, representing a quarter of all pharma use cases within our AI library.\nPharma companies continue to aggressively seek out AI/ML skills across supply chain roles, demonstrating the industry’s commitment to building out the digital expertise necessary to advance AI initiatives from investigation to optimization across all functional areas.\nForecasting\n, supply planning, inventory optimization, and perhaps most notably, network strategy – where investment is triple the average as compared to all other areas listed here – are a few of the key priorities being given focus by pharma companies. In our AI use case library, pharma is in the top 20% (third of 15) of industries with the most recorded AI implementations across all functions. Despite this high level of AI adoption, AI hiring strategy is not yet fully aligned with the pace of innovation, and so pharma companies are looking to bolster talent, specifically in the realm of network strategy.\nIn our data set, pharma companies are seeking out talent with skills in AI/ML for network strategy roles at 3x the rate of the supply chain average. Network strategy, broadly defined as optimizing investment in network capital assets and the configuration of those assets, includes roles such as data steward, strategy portfolio and development analyst, strategic planning specialist, network security engineer, and strategy and business excellence analyst. In Johnson & Johnson’s listing for a principal network architect, they write: “report to and work closely with head of global network architecture, engineering & automation to develop and lead network strategy, roadmap and designs to help transform our future in software-defined networking vision, as we go through major transformation across global network services…”\nWith the goal of unifying production and distribution for hyper-fast fulfillment, London-based medicine company\nNovartis\nhas implemented one such network strategy solution, showing\nthe positive consequences of hiring the right talent. They have built a demonstration facility in Stryków, Poland, which connects to the manufacturing center by a looping tunnel. Complete with AI-powered semi-autonomous forklifts that can determine which storage locations align with storage temperature requirements for each drug – and can move materials and finished products seamlessly between the two locations – this autonomous system allows Novartis to ensure top quality medicines and eliminate potential errors along the network.\nAlong with network strategy initiatives, pharma companies have built and launched product development and optimization projects, which make up 25% of the industry’s AI/ML initiatives in our use case library. An example of the use of AI to optimize a product comes from\nMerck\n, who, in December, launched the first AI solution to integrate drug discovery and synthesis, combining GenAI, ML, and computer-aided drug design in the form of a software called AIDDISON. Trained on over two decades of data sets, the software identifies compounds from 60 billion+ possibilities and then proposes the best way to synthesize these drugs. By extracting hidden insights from huge data sets, this new technology has increased the success rate of delivering new therapies to patients.\nThe first step to launching and optimizing successful AI initiatives like Novartis’ automated demonstration facility and Merck’s drug discovery software is to understand areas of strength and weakness across your supply chain to identify accelerators – and then to invest in building out your teams accordingly. Looking at benchmarks both within and outside of your industry can help identify those areas of opportunity. To take a closer look at our library of over 450 AI implementations within supply chain, reach out to your Zero100 point of contact.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 2.8 million LinkedIn job posts from 175 B2B and B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. We also\nanalyzed 542 supply chain organizations across APAC, NA, LATAM, and EMEA, looking at publicly available mentions of AI usage. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Unlocking Planning in Pharma with AI/ML from zero100 data insight library ", "role": "user" }, { "content": "The content titled Unlocking Planning in Pharma with AI/ML authored by Greta O'Marah and published on 2024-02-16 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\nWhen specifically looking at forecasting roles, 95% of pharma companies mention AI/ML skills as a key requirement in job posts, compared to 79% of companies across the other industries in our data set.\n2\nOur analysis of 100 B2C brands indicates that incorporating AI/ML into the planning function is correlated with higher gross margin growth, specifically three full percentage points above the median.\nAI and ML will be the top technology investment for 60% of life sciences companies over the next two years, according to results from a global\nsurvey\nfielded by Pistoia Alliance. Despite 54% of these companies already using AI/ML, respondents know they still have work to do to ensure\nsuccessful\nimplementations – reporting data quality and poor curation are the biggest barriers they face. This is because AI/ML models are still data fragile. Successful implementation requires a\nstronger collaboration\nbetween business and IT functions than in previous waves of digital innovation. To address this, pharma leaders have taken to investing in AI/ML talent across all functional areas but with a particular eye on forecasting, supply planning, inventory optimization, and network strategy.\nOur analysis of 100 B2C brands showed that the top ten companies that incorporated AI/ML into planning job role descriptions saw\ngross profit margins\nthree percentage points above the median in our data set. Companies have caught on – as is made clear by the high levels of investment in recruiting talent with AI/ML skills – with an average of 87% of companies mentioning these specific skills in supply chain job posts across all industries.\nBayer, one of the largest pharma and biomedical companies in the world, has made strides in the AI/ML space within forecasting, leveraging data from private GenAI models and adapting to supply chain processes. BioGPT, a GenAI biomedical text generation, was initially built for product development and marketing. The tech proved hugely successful, accelerating the productivity of the medical affairs team by nearly\n100x\n. Seeing potential, the Bayer supply chain team started using the unstructured data that came from those activities and converted it into usable forecast insights, ultimately doubling forecast accuracy.\nThe increased incorporation of AI/ML within planning underscores the importance of establishing a robust organizational structure to manage the data. Laying this foundation starts with the integration of IT and supply chain functions.\nJohnson & Johnson\n, a pharma company leading the way on this organizational fusion, has created an intelligent supply chain by gathering data based on pre-set parameters across their supply chain, which it uses to build an analytics layer, from which they build data tools. These tools are then used in forecasting, along with other advanced planning initiatives. One use of the data is calculating the average length of time a particular product takes to travel through the end-to-end supply chain, which then allows the company to provide accurate delivery forecasts for customers.\nHow can you\npave the way for successful AI implementations across your supply chain? Lay the foundation by setting up continuous C-level AI strategy reviews. Supply chain leaders in your organization should be taking time to think about and discuss the AI roadmap for their function with peers. As a group, your leadership team can determine how to best integrate across siloes, particularly between business and IT functions. While getting aligned on strategy and roadmap, think about the emerging architectures you need to investigate and incorporate to get AI enterprise-ready.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 2.8 million LinkedIn job posts from 175 B2B and B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Leaders Hire for Digital Skills, Not Industry Experience from zero100 data insight library ", "role": "user" }, { "content": "The content titled Leaders Hire for Digital Skills, Not Industry Experience authored by Greta O'Marah and published on 2024-01-22 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\nDifferent industries prioritize different digital skills when recruiting in order to bolster the productivity of functional teams working on unique priority areas and initiatives. Within demand and forecasting roles, AI/ML is most highly sought after by specialty retailers (16% of roles mention the skill set), food & drug retailers most covet analytics (37% of roles), and automation is most requested by energy companies (16% of roles).\n2\nTech is not always ahead on digital hiring. Within demand planning and forecasting positions, tech companies mention digital skills in 43% of job posts, beaten out by food & drug retailers, who list digital skills in 47% of job posts. This suggests that digital talent can be found across industries – and recruiting with blinders on could be limiting your potential to find great talent.\nOne of the key tenets for talent strategy laid out by our co-founder Kevin O’Marah in a recent\nZero100 report\nis to source from everywhere. A frequently used application criteria – “x years of industry expertise” – can end up acting as a barrier to making this tenet a reality – limiting the talent pool by filtering out prospective applicants before they have a chance to demonstrate their applicable skills. An industry-by-industry breakdown of supply chain recruiting paints a picture of the distribution of talent across the ecosystem and indicates where certain skill set/function pairings may be more mature. The data provides a basis on which organizations can speak more broadly to all talent, which can be used as a guide on how to recruit more cross-industry rather than only from direct competition.\nGiven the differing operations and objectives of one industry vs another, it is no surprise that digital talent needs to vary. Although one might expect tech companies to be leaders in hiring for digital skills across their supply chain, as they should be able to leverage product expertise in their supply chain processes, this is not the case.\nLooking specifically at demand planning and forecasting positions, for example, tech companies are beaten out by food & drug retailers when it comes to hiring for digital skills. They are beaten by the likes of Walgreens (71% of job posts mention digital skills) and Walmart (62%). Walgreens mentions analytics in 69% of supply chain job posts, automation in 52%, AI/ML in 42%, big data in 42%, and software engineering in 42%. One of their job descriptions reads: “collaborates with business clients, product managers, data engineers, front-end developers, and other team members to build and deploy scalable ML/AI-infused applications, or other data-centric products that incorporate constrained optimization, statistical theory, large-scale forecasting, etc.”\nLooking more broadly, on average, nearly half of food & drug retailer jobs require digital skills, as compared to an average of 43% of roles at tech companies. The need for digital skills spans industries – therefore looking for skills outside your industry could be a key talent unlock.\nTwo behemoth companies known for their digital prowess, Apple and Amazon, have demonstrated their willingness (or even eagerness) to look outside their industry for talent. A typical\nAmazon job post\nspecifies, “Industry experience in: retail, f&b, military, manufacturing, automotive, biotech, electronics, energy, instrumentation, machinery, defense/aerospace, medical, cosmetics, production or distribution environments,” and Apple, despite being a tech company, has been known to\npoach talent\nfrom the fashion and luxury goods industry, with the goal of enhancing the “lifestyle” the brand promotes.\nThe question is: which is more important for your supply chain of the future – experience in your industry or mastery of crucial future-focused skill sets and a willingness to learn? We think the latter since restricting yourself to an industry silo limits not only your talent pool but also your ability to innovate – and this is why Zero100 facilitates one-on-one conversations between supply chain leaders across the world’s largest organizations.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we analyzed SBTi data from 177 supply chain organizations and 2.4 million LinkedIn job posts from 100 B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Use AI-Enabled Planning to Take Supply Chain from Support Function to Strategic Partner from zero100 data insight library ", "role": "user" }, { "content": "The content titled Use AI-Enabled Planning to Take Supply Chain from Support Function to Strategic Partner authored by Greta O'Marah and published on 2024-01-02 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\nCompanies that see supply chain as a back-office support role have less evolved digital planning capabilities.\n2\nSupply chain leaders are 8x more likely to be seen as equal partners to a business rather than as a back-office role when they have AI-powered regenerative business planning (RBP) as opposed to less evolved planning capabilities.\n3\nDespite supply chain leaders primarily viewing AI as a strategic tool within the planning function, only 10% of demand planning and forecasting job posts in supply chain mention AI skills.\nIn a recent survey, we asked 1,000 supply chain leaders to characterize how their business counterparts view supply chain - ranging from a back-office function (\"not a strategic partner\") through to equal partner in corporate strategy and decision-making. The results show that those most advanced with AI-backed solutions are also most integrated into business strategy as an equal partner.\nImplemented and operated correctly, AI has the potential to create a paradigm shift within the planning function, contributing to the solving of challenging business problems as well as strategic future planning. Beyond forecasting, AI and ML are critical to increasing learning capacity – the ability to regenerate insights automatically based on each planning month. By incorporating this transformative tool into business strategy, you can improve the efficiency of your planning operations immediately while seeing continuous improvement and adaptation as systems evolve.  Our analysts captured over 350 AI use cases within supply chain from 2019 to the present, showing that many companies are actively investing and experimenting already. Though\nonly 20% of CEOs mentioned AI in the press in 2023\n, we believe that the opportunity exists for supply chain to claim ownership of AI as a primary solution across the enterprise in 2024, which will lead to increased involvement in overall business activities.\nIn the survey mentioned above, to uncover the relationship between being seen as an equal partner to the business and planning capabilities, we asked respondents who voted one way or the other (back-office or strategic partner) to quantify their digital planning capabilities, from highly evolved (AI-powered and regenerative with a 0-24+ month view) to, on the other end of the spectrum, tactical, with a 0–3-month view. 24% of those who answered equal partner to the first question said they have a highly evolved, AI-powered RBP. The full results of the survey are shown in the chart below and indicate that having a highly evolved AI-powered RBP capability increases the likelihood of the supply chain function being seen as an equal partner by a factor of eight.\nIn a similarly large majority, planning teams that proactively engage in statistical planning over an 18+ month period make it three times more likely that supply chain will be regarded as an equal partner to a business rather than as a back-office function merely supporting the business. On the other hand, more tactical and reactionary shorter-term planners (2–6-month view) overwhelmingly relegate supply chain to a back-office support function. This reflects the importance of integrating AI earlier on, building it into planning operations to maximize output and efficiency.\nAI-enabled planning, for which there are many implementation opportunities, has the power to cause a real change within the function while also elevating the role of supply chain within the business. To successfully move the needle on both of these fronts, you must build up your AI/ML capabilities.  However, after analyzing job descriptions from 174 companies, we found that while 38% of demand planning and forecasting roles mention digital skills, only 10% specify AI skills.\nExecutives and their teams must focus on increasing AI/ML literacy by upskilling staff and seeking out these skills among new hires. Hire those who demonstrate the ability to isolate core digital transformation areas, assess how AI can be integrated most effectively, and, ultimately, know how to ask the right questions to maximize productivity and results.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we surveyed 1,029 supply chain executives and looked at 2.4 million LinkedIn job posts from 174 B2C and B2B companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Year in Review: How Digital Leaders Hired in 2023 from zero100 data insight library ", "role": "user" }, { "content": "The content titled Year in Review: How Digital Leaders Hired in 2023 authored by Greta O'Marah and published on 2023-12-21 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\nOverall, there’s a wide gulf between those hiring most aggressively for digital skills and supply chain at large. Looking at AI/ML in particular, those leading the charge are hiring at 4.3x the rate of peers for this specific capability, while leaders focused on robotics hire at 4.7x the rate of their peers.\n2\nTech companies have been hiring most aggressively for AI/ML and software engineering skills, while CPG companies, including P&G and J&J, have been leading when it comes to hiring for robotics skills, surfacing in the top five of the nearly 200 companies we track.\nSeven Digital Skills for Supply Chain\nThere is no doubt that since the launch of ChatGPT in November 2022,\nAI/ML\nhas emerged as the\nhottest topic\nin business. But what’s the right mix of digital skills beyond AI?\nBefore AI was at the top of everyone’s digital checklist, capabilities including simulation, software engineering, and blockchain were the ones to watch in supply chain. One of the earliest simulation implementations came from Microsoft, who started steadily investing in a\ndigital twin\nsimulator in 2019 and, by 2022, had developed a digital twin model that could simulate supply-demand options and implications daily. In 2019, PUMA implemented software engineering solutions, building a custom\nPLM system\nto improve product development and launch. Also in 2019, Nestlé became the first major F&B company to pilot an open\nblockchain\nsolution to trace the source of coffee from farm to table.\nNot only do these skills serve vital roles across\nThe\nLoop\n, they also support AI/ML experimentation. This is supported by a 2023 Zero100 survey, which found that planners making smart use of AI/ML and digital twin simulation in their integrated planning processes are 8x more likely to secure a seat at the boardroom table.\nIn our analysis, we found that where the laggards of the group failed to prioritize blockchain, simulation, robotics, automation, and AI/ML talent leaders hopped on these opportunity areas early. When looking at the top 10% of companies (those with the highest percentage of job posts mentioning digital skills) in our data set, two of five job posts mention automation, indicating that automated processes play an important role across a variety of functions in the supply chain loop. If we look at the top five companies, nearly three of four jobs mention automation. A smaller gap between digital leaders and laggards when looking at job posts mentioning software engineering and analytics skills indicates that these skills have become table stakes and are significantly more prevalent in supply chain jobs.\nUnsurprisingly, tech companies lead the way in software engineering and AI/ML hiring within supply chain. Looking at the tech companies that fall within the top five when it comes to hiring for digital skills, we found one in three job posts mentions\nAI/ML skills\n, demonstrating the rapid deployment of these tools across the supply chain. While auto companies are at the top of the robotics list, P&G and J&J have also found a place in the top five – demonstrating that they, too, are capitalizing on the value of robotics within their supply chain and operations.\nBlockchain, the least adopted skill, has the most diverse mix of industries represented in the leader list, with the top five showing that this is a nascent technology that companies are still figuring out how to incorporate. Sourcing is a key opportunity area here – in researching digital threads, we found that organizations, including Porsche, Adidas, Aveda, and Danone are leveraging blockchain solutions to improve\nmaterial traceability\n.\nRecruiting for these skills isn’t a simple task. To start, review your arsenal of digital skills across The Loop to isolate gaps. Once you’ve identified these, look at what peers within your industry are doing – assess job descriptions and consider your hiring level in comparison. An example of a unique hiring approach can be found when considering SC Johnson, who treat their job posts as an exercise in SEO. This means that what might be seen as “clunky” job titles are picked up quickly by people searching for a functional role and specialization. They further standardize duties and responsibilities by referencing digital skills between posts. Another avenue is to partner with your marketing team to share best practices and technologies in hiring. When putting this into practice and to also make the most of digital tools at your disposal, take into account ways to diversify talent and consider skills that complement each other alongside proficiency in specific areas.\nNon-members can learn more about Zero100 talent case studies and diversification strategies for supply chain leaders in the preview of our\nRewired 2023 Report\n. To access the full report or for more details, please email\nhello@zero100.com\n.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 2.4 million LinkedIn job posts from 100 B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Unlocking Digital Skills in Global B2C Supply Chains from zero100 data insight library ", "role": "user" }, { "content": "The content titled Unlocking Digital Skills in Global B2C Supply Chains authored by Greta O'Marah and published on 2023-11-15 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\nOnly 9% of supply chain role descriptions in the US name digital skills as a requirement. Rather than updating job descriptions, B2C companies are looking outside of the US for digitally sophisticated supply chain employees.\n2\nIndia, Japan, and the Netherlands lead when it comes to requiring digital skills for supply chain roles.\n3\nJobs in Japan are the most likely to require robotics skills (8% of all supply chain roles), six times more than the average of other main recruiting destinations.\nEmbracing a New Talent Landscape: A Comparative Look Outside the US\nAs the supply chain profession shifts towards a more digital future, the search for talent to support such changes is on. In February, the British Chambers of Commerce\nreported\nthat while two-thirds of surveyed firms want to hire, eight out of ten are struggling to find the right workers – skilled or unskilled. Also in February, the US Federal Reserve reported that job openings exceeded available workers by four million. To adapt to the new talent landscape, the UK, US, and EU are looking beyond their borders to countries that have made a concerted effort to cultivate tech skills, including India, Japan, and the Netherlands.\nWhile India has established itself as an early leader in digital talent, Japan has also pushed to the forefront, most notably in the robotics field. Driven in large part by auto manufacturers and Amazon (whose job postings list disproportionally high requirements as compared to other companies), Japan requires robotics skills in nearly one-third of all digital roles. It is a popular place to recruit for robotics skills (8% of supply chain jobs), as well as AI/ML (5%) and analytics (12%). The Netherlands also prioritizes automation in their job listings (7%), with there being a particular focus on this in the food and beverage industry. Supply chain roles on LinkedIn in non-native English-speaking countries may represent a smaller piece of the pie, but it’s clear that companies are recruiting with an eye toward technical proficiency outside the US and the UK. Only 9% of US supply chain roles list digital skills as a requirement, but that’s five times more than UK roles, where mentions of skills in analytics, AI/ML, automation, and robotics are virtually non-existent.\nOrganizations are – and should – look globally for sophisticated pockets of digital talent, considering those in India, Japan, and the Netherlands. For example, nearly 80% of Unilever’s open supply chain roles in the past year were situated outside of the United States. Half of the company’s roles in India require technical skills and 10% of its open roles in the Netherlands ask for some level of proficiency in automation. Meanwhile, companies with headquarters in India and Japan are looking to the US for digital talent, where an average of 22% of job listings mention digital skills – a higher rate than their listings at home. Taking these findings into account, we can conclude that global hiring strategies should incorporate geographically targeted and technically specific requirements to match digital progress and ambition within a company’s supply chain.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 2.4 million LinkedIn job posts from 100 B2C companies. We limited our analysis to countries with at least 1,000 supply chain job posts on LinkedIn. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled The Search for Digital Talent: India Takes the Lead from zero100 data insight library ", "role": "user" }, { "content": "The content titled The Search for Digital Talent: India Takes the Lead authored by Greta O'Marah and published on 2023-11-06 00:00:00 belonging to Talent 2030 lever is below \n\n Key Takeaways\n1\n31% of all LinkedIn supply chain job postings in India require digital skills of prospective employees, the most of any country. Jobs in India are the most likely to require analytics (21% of all supply chain roles) as well as AI/ML (12%) and automation (9%) skills.\n2\nAmazon is the top LinkedIn recruiter for supply chain positions from India among our B2C set, hiring five times as many as the company recruiting the second most, PepsiCo.\nA Pioneer in Emerging Tech Talent\nSupply chain organizations are struggling to build out their own tech talent, and with digital skills listed as a requirement in only 8% of all supply chain job postings in the UK, B2C companies have been forced to expand their searches to the full global market to meet their talent needs. India has emerged as an early leader in this space, having\ninvested heavily\nin infrastructure, innovation, and, most strikingly, skills, with the goal of becoming a $5 trillion economy by 2025.\nA Zero100 analysis of 589,000 supply chain job descriptions worldwide revealed that hiring requirements in India are the most technically sophisticated. 31% of all supply chain roles in India require digital skills, as compared to an average of 14% for other top hiring destinations. In a recent\nSignal post\n, Zero100 noted that new hires in India are 35 times more likely to be required to have Python skills when starting a new job than in North America and 27 times more likely to be proficient in Python than they are in Europe. The Zero100 team’s broader investigation into 100 leading B2C brands provided further evidence of India’s superior tech capabilities, revealing that 21% of all supply chain roles and two-thirds of digital roles in India require analytics skills. Furthermore, 38% of digital roles require AI/ML skills and 30% of digital roles require automation skills – the highest rates of any country with significant supply chain hiring on LinkedIn. Analytics skills have been table stakes in India job postings for some time, while AI/ML skills have continued to trend upward in 2023. Meanwhile, in the US, analytics skills, mentioned in around 3% of job postings, have plateaued, and AI/ML skills have only seen a slight increase since March 2023.\nMany companies are pursuing the abundance of technically proficient candidates in India, and Amazon is leading the way. The top LinkedIn recruiter for supply chain positions from India among our B2C set, Amazon is hiring five times as many candidates as PepsiCo, the company recruiting the second most. The talent gap is also an indication that roles elsewhere are not nearly digital enough. To combat this, Walmart are taking a more targeted hiring approach, opting to include a digital skill requirement in two-thirds of their postings rather than outsourcing talent.\nZero100 Recommendation\nTo address the talent gap, digital-forward supply chain organizations should enhance their job descriptions to focus on technical skills, and/or look globally, with a particular eye on India for proficiency in Python and/or SQL, AI/ML, and robotics.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at 2.4 million LinkedIn job posts from 100 B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled One-Third of Sustainability AI Implementations Are Driven by Just 10% of Companies from zero100 data insight library ", "role": "user" }, { "content": "The content titled One-Third of Sustainability AI Implementations Are Driven by Just 10% of Companies authored by Greta O'Marah and published on 2024-07-26 00:00:00 belonging to Sustainability lever is below \n\n The Data\n1\n10% of companies in our data set of 255 are responsible for 31% of sustainability use cases in our\nAI Hub\n.\n2\nThis 10% of companies (who we refer to as AI leaders in this Data Insight) are talking about, hiring for, and implementing AI the most.\n3\nThe most common category of AI use in sustainability is waste reduction (24% of use cases), followed by energy management and product development (both 14%).\nAI Leaders Charge Ahead on Sustainability\nAccording to\nPwC UK\n, the use of AI for environmental applications could mean significant productivity improvements between now and 2030. It could contribute up to $5.2 trillion USD to the global economy (a 4.4% increase), reduce worldwide GHG emissions by 4%, and create 38.2 million net new jobs for skilled workers across the global economy. Getting to this point, however, involves reducing the negative environmental impact inherent in all computing tools – namely, the amount of energy and water consumption required to run them – and making use of AI\nfor\nsustainability.\nJust 5% of use cases in The AI Hub relate to sustainability, with other priorities like speed, efficiency, and cost edging out this increasingly urgent consideration. We zoomed in on the use cases that made up that 5%, and our analysis found that 31% of those use cases come from just 10% of the companies in our data set.\nWhen we expanded to the top 20% of leaders, that 31% of use cases only rose by 7%. This indicates a wide gap between the top 10% and the top 20% of AI leaders, showing that AI leaders are investing significantly\nmore\nin building out AI for sustainability.\nPepsiCo Revolutionizes Recycling with AI\nPepsiCo, part of this top 10%, has been using AI to reduce plastic waste since 2021. With the goal of optimizing recyclability through systemic changes, the beverage giant has implemented AI to more reliably identify and sort plastic waste, which includes improving sortation systems.\nIn 2022, PepsiCo, along with nine other brands, including Nestle, P&G, and Colgate, joined the “\nPerfect Sorting Consortium,\n” a project that involves an independent test and research center and universities, all with a goal of improving packaging waste sorting using AI. The two-year project is set to end this year – the final step being a successful test of the AI decision model in an industrial sorting plant, which can be used across Europe. Last year the research center (NTCP), gave a\nprogress update\n, revealing that the project had tested over 300 packaging materials, scouted multiple AI technologies, and that they were ready to enter a new phase: the realization of a demonstrator on AI-based packaging waste classification.\nThe Takeaway\nRecognizing the power of AI to make a difference on your sustainability journey is crucial. Look at the sustainability initiatives at the top of your priority list, and consider how implementing AI, even on a small scale, could help expedite your progress. We suggest starting with the Zero100 AI Blueprint. The Blueprint is a self-assessment revealing key AI priority areas. Following this, explore use cases representing some of the tech solutions you may be able to implement (we recommend getting in touch with us to make use of our AI Hub).\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we analyzed ~7,500 data points across more than 30 different scoring components including earnings calls, LinkedIn job descriptions, and The AI Hub, disqualifying companies without publicly stated Scope 3 targets.\nFurther Reading\nThe Signal:\nDecarbonizing the AI Revolution\nThe Signal:\nSustainability Is Dead. Long Live Sustainability\nData Insight:\n71% of Leaders Say AI Will Cut Inventory Waste. Here’s How It Can Cut Waste Everywhere\nThe Path:\nAnn Tracy, Chief Sustainability Officer at Colgate-Palmolive ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Global Lighthouse Network: An Avenue Toward Net Zero from zero100 data insight library ", "role": "user" }, { "content": "The content titled Global Lighthouse Network: An Avenue Toward Net Zero authored by Greta O'Marah and published on 2024-03-25 00:00:00 belonging to Sustainability lever is below \n\n Key Takeaways\n1\nCompanies with SBTi Scope 3 targets are 3.2x more likely than those without to be a part of the Global Lighthouse Network.\n2\n15% of companies with SBTi Scope 3 targets also have at least one factory that qualifies as a Lighthouse factory. Within our data set, Johnson & Johnson has the most qualifying factories (13).\nThrough the adoption of Fourth Industrial Revolution (4IR) technology, The Global Lighthouse Network (GLN) strives to promote improvements in productivity, growth, and sustainability. Initially launched in 2018 by WEF and McKinsey, the community of forward-thinking organizations has grown from 16 to 153 4IR Lighthouses, each qualifying for at least one of the three lighthouse classifications: Factory/Manufacturing, End-to-End Value Chain, and Sustainability.\nThe Sustainability Lighthouse, introduced in 2021, was created to recognize leaders who have achieved a high level of eco-efficiency through optimizing resource usage, reducing GHG emissions through cleaner production methods and energy-efficient practices, and minimizing waste through process control and recycling initiatives.\nOut of the 153 Lighthouses that exist today, 17 are Sustainability Lighthouses.\nOf the 14.7% of companies in our data set with Scope 3 SBTi targets that have Lighthouse factories, Johnson & Johnson has the most, with 13 total factories located across Europe, Latin America, Asia, and the USA, with at least one of each type – Factory, E2E, Sustainability – in each region. Companies like J&J, Cummins, and\nUnilever\n, among others, have embraced an\nAI-powered, robot-led 4IR transformation\n. While a big investment, Lighthouses across all classifications see an increase in value across\na set of KPIs\n, including not only sustainability and productivity but also agility, speed to market, lower lot sizes, on-time delivery, and customization.\nTo reach its pledge of carbon neutrality by 2030, J&J subsidiary Janssen Sciences Ireland Unlimited Companies has implemented advanced technology, including 4IR-enabled real-time release and adaptive process control in their\nCork, Ireland\nSustainable Lighthouse factory. As a result, they’ve reduced carbon emissions per kg of product by 56% while simultaneously expanding their site footprint by 34%. The pharma giant has established itself as a\ndigital leader,\nimplementing a range of AI solutions in almost all functional areas of their supply chains (looking at our\nAI Hub\n, we tracked J&J’s implementations of genAI, ML, RPA, and machine vision solutions across\nThe Loop\n), and are actively investing in and recruiting\nAI talent\n.\nOne of the biggest challenges companies face when looking to incorporate new tech into their operations is scaling across production networks. According to the GLN, 70% of companies are still stuck in “pilot purgatory,” caused by the time lag between the idea of digital value delivery and the reality of implementing, optimizing, and scaling. The GLN is focused on tackling this issue and is seeing positive progress, with 82% of their members (as of a\n2022 WEF report\n) targeting transformation of entire factories vs individual use cases as the “pilot” – designing for scale from day one.\nIn a\nrecent webinar\non digital transformation, Zero100 VP Research Steve Hochman discussed how business leaders face a tension between launching more controllable, top-down projects vs complex, wider-scale experimentation. The latter, with the right process and org design, allows for maximum creativity across teams and, ultimately, long-lasting, well-integrated tech solutions.\nIf you’re already working towards achieving these digital milestones across your supply chain operations, consider applying to become a Lighthouse. Joining the community of pioneers pushing each other to embrace cutting-edge tech – at scale – will allow you to see the initiatives you are already investing in kick into high gear and will inspire you to discover new solutions you may not have thought of.\nTo become a Lighthouse, companies must be able to show the\nindustry transformation\nthey have achieved through step-change innovation, integrated use cases, best practice enablers, and scalable 4IR technology platforms. Qualifying companies must demonstrate an intent to have a sustainability impact on multiple environmental categories via clear pledges and step-change improvements from the company at scale. Starting in May 2024, companies can\napply online\nby nominating a potential Lighthouse factory, and, if selected, the GLN team will conduct a site visit, materials will be reviewed by an independent panel of experts from academia, industry, and technology, and a decision will be made.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we analyzed SBTi data from 132 B2B and B2C companies. We cross-checked the Global Lighthouse Network’s list of 153 Lighthouses with the 67 companies that have SBTi Scope 3 targets. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Apparel Industry Shoots High with Scope 3 SBTi Targets from zero100 data insight library ", "role": "user" }, { "content": "The content titled Apparel Industry Shoots High with Scope 3 SBTi Targets authored by Greta O'Marah and published on 2024-02-06 00:00:00 belonging to Sustainability lever is below \n\n Key Takeaways\n1\nOf the companies in our data set with SBTi-verified Scope 3 emissions reduction goals with a 2030 deadline, the apparel industry aims the highest, setting targets 1.7x higher (52% reduction, on average) than the rest (30% reduction, on average).\n2\nWithin the sourcing function, the apparel industry has ramped up investment significantly in two areas – material efficiency and biomaterials. From 2022-2023, apparel companies increased mentions of “material efficiency” in job posts by 214% and “biomaterials” by 209%.\nSourcing controls spend, has a front-row seat to supplier innovation, and is a business’s window to Scope 3. It is also the function responsible for the most carbon emissions –\n33%\n– which are a mix of Scope 1, 2, and 3 (which includes all emissions linked to raw materials). All of this means sourcing is in a unique position to transform supply chains, particularly when it comes to ESG. There are many areas ripe for innovation within the function, which, if invested in, can positively impact progress towards achieving carbon targets.\nWasteful practices in the textile industry, particularly in\nfast fashion\n, account for up to 8% of global carbon emissions (a number which is projected to grow by more than\n50% by 2030\n) and 9% of annual micro-plastic losses in the ocean. To address the high emissions from the apparel industry – one of six industries classified as “\nhigh emitting\n”– a specific set of standards and requirements are being developed by the Science Based Target Initiative (SBTi).\nIn line with being one of the industries responsible for the worst pollution, the apparel industry has set itself the highest Scope 3 reduction target for 2030, targeting a cut of over 20% more than the average of all other industries. Kerig, ASICS, lululemon, and Nike lead the charge with Scope 3 reduction targets of 60% or above. To reach these ambitious goals, apparel companies are embracing innovation, homing in on material efficiency and biomaterials (mentions of which increased in job listings by 214% and 209%, respectively, between 2022 and 2023).\nPotential solutions in these realms include the creation and use of alternative materials, such as hemp, bamboo, and soy silk (among many others), which is already underway by a number of big-name brands, including\nStella McCartney\n,\nPatagonia\n, and\nH&M\n.\nOwn the Game\n, a sustainability initiative launched by Adidas, aims for 90% of articles to be made with environmentally preferred materials by 2025. A key project within the Own Game Initiative is replacing fossil-based plastics with plant-based raw materials. To accomplish this, Adidas has focused its recruiting on developing material efficiency capabilities, mentioning these keywords in 10% of sourcing role descriptions. One job post description for a Manager – Materials Development Apparel specifies, “lead all cross-functional discussions related to materials topics, steer the material selection process and drive material consolidation to improve material efficiency.” Separately, Adidas is one of the first large businesses in the sector to achieve material traceability at scale, gaining visibility across its end-to-end supply chain starting from the material level, through\nTrusTrace\n, a SaaS digital traceability platform.\nWhile companies like Adidas are starting to invest in building out specific capabilities within sourcing, it is still under-leveraged and under-invested. Only 31% of companies are adjusting sourcing job descriptions to include keywords like “carbon accounting” and “decarbonization,” a number which should be higher.\nSustainability goals and the accountability to meet them are falling more and more to the sourcing function. In a recent\nSignal\n, Research Principal Lauren Acoba delved into the power and potential of sourcing, explaining that the days of pure procurement and focus on short-term gains are gone, replaced by partnership-driven relationship management. Five strategies she shares as a way to get started on your journey to 0-100 Sourcing include:\n1) autonomous sourcing using AI,\n2) regenerative supply,\n3) proactive product lifecycle management (PLM),\n4) co-innovation culture, and\n5) traceability (like\nAdidas TrusTrace\n).\nTo drive growth and create a competitive advantage in performance and decarbonization, more companies, particularly those in the apparel industry, should turn up the heat on initiatives like those we mention, as well as invest in the above five strategies.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nCarbon breakdown by functional area:\nFor this study, we used public carbon footprint and GHG emissions reports’ estimate of 51 billion tons of global CO2 released each year. Using data sources, including OECD, Our World in Data, and IEA, we created a segmented view as to how the 51 billion tons are dispersed throughout our supply chain networks. We aggregated ten different carbon emissions data sources to create a consensus view of emissions within each of the six supply chain functions (Source, Make, Move, Sell, Use, and Regenerate).\nJob posts and SBTi data:\nFor this study, we analyzed SBTi data from 177 B2B and B2C companies and 2.8 million LinkedIn job listings. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled The Race to Net Zero: Japanese Companies Lead the Way from zero100 data insight library ", "role": "user" }, { "content": "The content titled The Race to Net Zero: Japanese Companies Lead the Way authored by Greta O'Marah and published on 2024-01-29 00:00:00 belonging to Sustainability lever is below \n\n Key Takeaways\n1\nAsia-based companies, primarily Japanese companies, reported significantly greater progress on Scope 3 reduction targets (+31% ahead of where they need to be in order to be on-target) vs companies based in the US and Western Europe since 2022.\n2\nOn average, Asia based companies kicked-off initiatives earlier than other regions (on average, in 2016 vs 2018) and set later deadlines (on average, 2032 vs 2030) giving them four more years to achieve their goals compared to Europe and North America.\n3\nCompanies with HQs in Europe are setting more ambitious targets than both North America and Asia-based companies but are reportedly falling behind, on average, by 7% (when looking at what they should have achieved already in order to be on-target).\nIn a recent\ndata insight article\n, we looked at how the companies prioritizing their digital transformations are faring in relation to their decarbonization targets. We found that digital leaders came out at the top of the pack, setting higher reduction targets and hitting them faster, supporting the hypothesis in our company name. We wanted to know, however, if geography factors in. Are certain regions more confident and optimistic, more willing to take accountability, and seeing faster progress as they work towards carbon reduction?\nOur (somewhat surprising) finding was that Asian companies, primarily Japanese, are further along in reaching their goals (at least based on “reported progress”). We speculate this is down to a combination of realistic target setting and early reduction performance, or it may have to do with positioning communications. The Japanese companies in our data set are 38 percentage points ahead of Europe and 56 percentage points ahead of North America. A notable factor to consider when looking at these numbers is the amount of time each region allows themselves to accomplish their targets. Asia-based companies started the earliest and set their deadline the latest, leaving them an average of 16 years to accomplish their target (2016-2032). European and North American-based companies started at least a year later and set themselves a 12-year time frame (2018-2030 and 2017-2029, respectively). Japan kicked off, on average, in 2015, giving them 17 years to reach their goals.\nGetting an early head start might have helped Japan-based companies get ahead in their journey, alongside government policies, which include a\ncap-and-trade system\n, renewable energy policies (\nfeed-in tariff\n),\nenergy efficiency standards\nset across various sectors, and recently launched\ncarbon trading initiatives\n.\nAn example of a Japanese company taking the lead on Scope 3 is Nissan Motor Co., Ltd., who were reportedly 38% ahead of their target progress in 2022, just two years into their 2019-2030 timeline. Their SBTi target description specifies that “by the early 2030s, every all-new Nissan vehicle offering in key markets will be electrified.” The auto giant is backing up their claims with major investments, citing plans to invest up to\n£2 billion\nto boost electric car manufacturing in the UK. Nissan President and CEO Makoto Uchida stated in September that there was \"no going back\" on electrification plans as the company aims for 98% of all European sales to come from electric vehicles by 2027.\nBut what is it that differentiates Japan-based companies’ approach to Scope 3 carbon that has allowed them to pull ahead in the race to net zero? What this data leads us to conclude is that Japan-based companies have taken the lead in tackling carbon – through setting and verifying targets early and chipping away at those targets with a variety of initiatives, like Nissan’s electrification push. To make progress towards reaching your own targets, look to Japan-based companies who have navigated themselves to the front of the pack, like ASICS, Nikon, and Nissan, for inspiration.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we analyzed SBTi data from 187 supply chain organizations, focusing in on the 55 companies with Scope 3-specific SBTi targets\n. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Digital Leaders Set – and Hit – More Ambitious SBTi Targets from zero100 data insight library ", "role": "user" }, { "content": "The content titled Digital Leaders Set – and Hit – More Ambitious SBTi Targets authored by Greta O'Marah and published on 2024-01-19 00:00:00 belonging to Sustainability lever is below \n\n Key Takeaways\n1\nThe top ten companies in our data set of 175 B2C and B2B companies who have the highest percentage of LinkedIn job posts mentioning digital skills have more ambitious carbon reduction goals, targeting a yearly cut of more than 3% vs the rest of our data set, who target less than 2.5%.\n2\nIn overall carbon emissions, from base year through to target deadline, these same digitally savvy companies aim to decrease emissions by 5% more than the rest of our data set (34% vs 29%).\n3\nOver the time elapsed from base year to last reported progress update, the same top digital companies are, on average, +14% ahead of where they should be on reaching their targets. The rest of the set is behind on progress by, on average, -15%.\nAs outlined in\nour last analysis of SBTi data\n, only 34% of B2B and B2C companies in our data set have set Scope 3 SBTi targets, and, of those, only 45% have reported progress. Zeroing in on those who have made progress, 23% are ahead of where they need to be. The numbers tell us what we might have already guessed: tackling carbon emissions in business operations is a big challenge. Companies leading the pack are taking two primary steps to ensure they can take on the challenge: 1) taking accountability by setting\nSBTi targets\nand 2) prioritizing hiring digitally capable, sustainability-focused\ntalent\n.\nThe companies with the highest percentage of LinkedIn job posts mentioning digital skills have demonstrated confidence and a willingness to take accountability when it comes to sustainability, setting yearly reduction targets 28% more ambitious than the rest – aiming to reduce emissions by 3.09% per year, compared to 2.42%. Focusing on time elapsed, from base year (on average, 2018) to last reported progress update, these top companies have exceeded their target (so far) by 14%. For example, Heineken N.V. set a Scope 3 reduction target of 21% between 2018 and 2030. To meet this target within 12 years, they need to reduce carbon by 1.75% per year. Within three years (their last reported progress date), Heineken have reduced emissions by, on average, 2.5% per year, meaning they are +18% ahead on meeting their target. Digital laggards, on the other hand, are 15% behind on where they should be.\nWe also found that companies that actively prioritize hiring digitally savvy talent have set themselves more aggressive targets and are making significantly more progress toward those targets.\nTo get to where they need to be, the companies lagging behind must fully embrace digital transformation. An example of a successful implementation of digital solutions targeting decarbonization comes from Hyundai and Kia, who, in August 2023, launched an AI-enabled blockchain-based system for cooperative carbon emissions control called\nSCEMS\n(Supplier CO2 Emission Monitoring System). SCEMS allows suppliers to collect the carbon data they need to accurately monitor and successfully reduce and predict future emissions. They have shifted from authenticating spare parts using private blockchain to adopting public DLT for SCEMs through\nHedera\n. The decision to open-source the technology underscores their commitment to driving industry-wide change.\nBut being able to embrace digital transformation means building out technical capabilities through targeted recruiting. Homing in on selected skills can make the difference. For example, proficiency in blockchain might bolster carbon accounting initiatives like Hyundai and Kia’s SCEMS, or AI might aid in implementing material traceability initiatives like\nVF’s Sourcemap\n. Alongside adding sustainability keywords such as “carbon accounting” and “decarbonization,” customizing job listings will help build teams equipped with the knowledge, confidence, and passion necessary to execute decarbonization strategies within any given supply chain function.\nMore and more supply chain organizations are committing to carbon reduction targets and taking accountability for both successes and failures. To stay ahead of the curve and to accurately\nreport\non progress and execute on initiatives, companies should make an effort to find the right talent to successfully\nembrace and employ tech\nsolutions – whether external partners or in-house teams.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we analyzed SBTi data from 175 B2B and B2C companies and\n2.8 million LinkedIn job listings\n. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Decarbonize Sourcing to Decarbonize Supply Chains from zero100 data insight library ", "role": "user" }, { "content": "The content titled Decarbonize Sourcing to Decarbonize Supply Chains authored by Greta O'Marah and published on 2024-01-09 00:00:00 belonging to Sustainability lever is below \n\n 1\nOut of the estimated 51 billion tons of global CO2 that are released each year, 33% come from the sourcing function, underlining the substantial effect that improvements in sourcing strategies can have on your overall carbon reduction targets.\n2\nTo attract the right talent, some companies are addressing carbon reduction in supply chain roles by adding keywords, such as “carbon accounting” or “decarbonization,” into job descriptions. While 67% of companies specify these keywords within supply chain roles, only 31% do so within sourcing roles.\nWhile\nnearly half\nof the companies on the Forbes 200 list have set net zero targets (more than double from December 2020), very few are actually operationalizing decarbonization and reporting substantial progress. A well-known way companies are committing to their reduction goals is through the\nScience Based Target Initiative\n, which reviews and approves targets based on their criteria. Our analysis of nearly 200 companies found that, of the\n34%\nof companies that have SBTi Scope 3 targets, only 55% have reported progress, be that positive or negative. To make a dent in targets, we must operationalize decarbonization efforts – which starts with examining emissions across the supply chain.\nApproximately\n51 billion tons of global CO2\nare released each year. Broken down functionally, this looks like:\nSource\n, 33% (materials like plastics and metals, animals, crops, land use);\nMake\n, 21% (factories, chemical reactions);\nMove\n, 11% (warehouses, distribution centers, transportation);\nSell\n, 2% (commercial spaces); and\nUse\n, 30% (residential homes, commercial spaces, aviation, road travel). Sourcing makes up the largest portion of the pie –\nMake, Move, Plan\n, and\nSell\nare only worth 36%, and\nUse\nis second to sourcing at 31%. That said, Use is not the direct responsibility of supply chain – it’s the work of product design/research and development.\nMaking the reduction of carbon a sourcing priority begins with attracting the right talent. Despite the importance of carbon reduction, only a third of companies mention it anywhere in their sourcing job descriptions. Companies that do specify carbon in some of their sourcing roles include Stellantis, Heineken, Unilever, Diageo, and Alphabet – Stellantis the most, in 36%, and Alphabet at the bottom end, mentioning the term “carbon” the least, in 11% of sourcing roles. To see real progress by addressing carbon within sourcing, job descriptions need to reflect this priority.\nThe easiest first step is to specify the right terminology when recruiting talent and building a sourcing department filled with people who expect to tackle carbon in their role. Ensure keywords, like “measurement,” “accounting,” “management,” and “strategy,” are included alongside the term “carbon” in sourcing roles.\nIn addition, aligning your organization’s emissions to functional operations results can help supply chain leaders identify areas of focus and opportunities for partnership. There are three steps you can take immediately to begin addressing carbon in the sourcing function:\nMap your organization’s carbon output by function:\nSourcing owns the relationship and buying power with the suppliers, meaning that reducing carbon starts with finding and scaling lower carbon materials and components. Mapping your carbon output by functional area allows your team to more easily prioritize focus areas and investments based on scenario planning and solution provider capabilities.\nEmbrace tech to help with tracking and supplier collaboration:\nSourcing responsibly requires auditable transparency from upstream suppliers – a task that likely involves tech partners.\nTechnology partners\nare a part of increasing transparency and optimizing decisions that are about cost savings, time, quality – and carbon.\nConnect with peers and communicate progress:\nIndustry-level\ncollaboration\nallows you to hold yourself accountable through open communication with your peers and even the public.\nTo make tangible progress in your journey to net zero, treat sourcing as a competitive advantage rather than just a by-product.\nConsider additional strategies to advance your sourcing capabilities\nin relation to carbon and beyond by working with Zero100’s lead sourcing analyst, Lauren Acoba, who focuses on amplifying the impact of sourcing, accelerating the rate of progress, and shaping the future – all the while considering and making use of emerging AI.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nCarbon breakdown by functional area:\nFor this study, we used public carbon footprint and GHG emissions reports’ estimate of 51 billion tons of global CO2 released each year. Using data sources, including OECD, Our World in Data, and IEA, we created a segmented view as to how the 51 billion tons are dispersed throughout our supply chain networks. We aggregated ten different carbon emissions data sources to create a consensus view of emissions within each of the six supply chain functions (Source, Make, Move, Sell, Use, and Regenerate).\nCarbon mentions in job posts:\nFor this study, we looked at 2.4 million LinkedIn job posts from 100 B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions.\nSBTi progress:\nFor this study, we analyzed SBTi data from 177 supply chain organizations and 2.4 million LinkedIn job posts from 100 B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Progress on Digital Leads to Progress on Scope 3 from zero100 data insight library ", "role": "user" }, { "content": "The content titled Progress on Digital Leads to Progress on Scope 3 authored by Greta O'Marah and published on 2023-12-04 00:00:00 belonging to Sustainability lever is below \n\n Key Takeaways\n1\nIn an analysis of nearly 200 leading supply chain organizations, only 34% have adopted SBTi-qualifying Scope 3 emissions targets.\n2\nAmong companies with SBTi targets, 55% have not reported progress, 23% are ahead, and 22% are behind on their goals.\n3\nCompanies leading on digital hiring are 27 percentage points ahead on meeting their Scope 3 emissions targets compared to their less digitally savvy peers.\nCommit, Collaborate, and Go Digital\nAddressing the detrimental impacts of industry on the environment, particularly notoriously elusive Scope 3 carbon emissions, is no easy feat. Taking decisive action, embracing\ncollaboration\nand communication, and investing in digital solutions differentiates climate leaders from laggards. A notable example of a leader is the\nChina Hongqiao Group,\none of the world’s largest aluminum producers in the world, which, in a bold move expected to cut carbon pollution by 30%, shut down 1.5 million tons of smelting capacity to transition from coal electricity to hydroelectric power – landing them on the\nTIME 100 Climate List\n.\nBut how to go from laggard to leader? To start, commit to a science-based target. With the goal of enabling companies worldwide to halve emissions by 2030 and achieve net zero before 2050,\nThe Science Based Target Initiative\n(SBTi) reviews emissions targets and, if aligned with the established requirements and guidelines, certifies them as SBTi-approved. Having an SBTi-approved target allows for easier tracking and benchmarking, enforces accountability, and gives validity to claims.\nThen what? To advance towards those targets, embrace tech. Our analysis shows that the companies leaning into digital transformations are 27 percentage points ahead of their peers when it comes to achieving their Scope 3 emissions targets.\nCompanies leading on digital hiring are also more likely to have kicked off their Scope 3 targets sooner. Of the 100 largest B2C companies in the world, the top five had an average start date of 2016 for their Scope 3 SBTi initiatives, compared to mid-2017 for the rest of the pack.\nUnilever, a Scope 3 trailblazer that mentions digital skills in nearly a quarter of its supply chain roles, demonstrates the importance of collaboration and innovation. In February, the CPG giant joined Reckitt, P&G, and 12 others in a carbon capture consortium called “\nFlue2Chem\n.”\nTogether with two chemical firms, Unilever developed, piloted, and is launching a\nnew manufacturing process\nfor soda ash that reduces GHG emissions by over 60%.\nOn the opposite end of the spectrum are companies intentionally staying quiet about climate change for fear of public scrutiny in a phenomenon known as “\ngreen hushing\n.” Green hushing may be part of the reason why only about a third of supply chain organizations have adopted SBTi-qualifying Scope 3 emissions targets – of those organizations, less than a quarter have made progress (55% have not reported, and 22% are behind).\nOur analysis helps prove out what many supply chain practitioners are already feeling – tackling Scope 3 carbon is hard (for everyone) – but those who have invested in building out a full digital roadmap are significantly more likely to be ahead of the curve. The top ten leaders focused on digital hiring in our dataset are more likely to have publicly set SBTi targets by a factor of 40% and to have made more progress towards those targets (specifically, by a factor of 27 percentage points). Supply chain teams must dive deep into the intricacies of managing and measuring GHG emissions (follow\nthese steps\nto get started) and effectively develop scenario analyses to identify focus areas for tech development, either in collaboration with\nsolution providers\nor experimenting with\nbuilding in-house\n. Our\nCarbon Through a Supply Chain Lens\nreport can be used as a starting point to identify tech needs for today and tomorrow.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we analyzed SBTi data from 177 supply chain organizations and\n2.4 million LinkedIn job posts from 100 B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled 88% of CEOs Have an AI Vision but Only 25% Are Seeing Returns. Why? from zero100 data insight library ", "role": "user" }, { "content": "The content titled 88% of CEOs Have an AI Vision but Only 25% Are Seeing Returns. Why? authored by Greta O'Marah and published on 2024-05-31 00:00:00 belonging to Regenerative Business Planning lever is below \n\n The Data\n1\n88% of CEOs have a vision to integrate AI/ML into all of their functions in 2024. However, only 25% of them have said that AI/ML is driving revenue growth and gross margins now.\n2\nOf the 25% of brands seeing returns now, 66% are in the tech industry.\nThe AI Vision/Reality Mismatch\nIn 2023, mentions of AI in earnings calls by S&P500 companies\nhit a high\n, and global spend across\nall industries\nincreased by an average of 27% (to\n$154 billion\nin 2023). In 2024, this is estimated to hit $184 billion, with\n47%\nof tech companies citing AI as their top budget item. GenAI is emerging as a key investment area, with over\n70%\nof CSCOs planning to experiment and/or invest in it over the next three years. But despite heavy investment and ambitious goals, the practical application and management of new tech are not aligned with vision.\nOur research shows that 83% of CSCOs overwhelmingly cite supply chain as directly accountable for business results, but only 42% of them are able to plan six months into the future, indicating a disconnect between current expectations and reliable delivery. 44% of executives are discussing AI/ML (2.2x as much as Q1 of 2023), with 88% of these companies aiming to incorporate AI/ML across all operations in 2024. However, only 25% reported that AI/ML is directly contributing to revenue growth and improving gross margins\nin 2024.\nOf that 25%, 66% are tech companies.\nTech Is Winning... and the Prize Is Revenue\nTech vendors supplying supporting tools to bigger tech entities have been the first to report increased revenue as a direct result of the use of AI. Defense and intelligence software company Palantir reported a revenue\nincrease of 20%,\ncrediting the “surging demand” for AI as the cause. Chip designer Arm reported a revenue\nincrease of 14%\n, pointing to customers like Google and Microsoft (who need significant computing power) as critical to their success.\nIn turn, the tech giants behind the success of these vendors are seeing increased value, too. Alphabet reported a\n15% revenue increase for the first quarter of 2024\n, citing the once-in-a-lifetime AI opportunity as the reason for its success. Amazon reported a\n13% revenue increase in Q1 of 2024\nand said in an earnings call “that genAI will be a 'pervasive focus' for investment and is expected to drive 'tens of billions of dollars of revenue' over the next several years.”\nThe Takeaway\nAs AI pilots scale and investments in updates, improvements, and new projects ramp, the need for transparency around results and the matching up of reality with vision will only continue to grow. Embrace this by defining your mission specifically and work back from there, creating a roadmap to track progress and results. Consider writing a PR/FAQ (Press Release/Frequently Asked Questions), which we explain and templatize in the Appendix of\nour report on SHEIN,\nas a guide.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we surveyed 312 supply chain professionals, including CSCOs and COOs. Respondents include supply chain professionals from companies with an average company revenue of over $1 billion. Seniority of position ranges from Senior Director to C-suite. Respondents work across all functions and all regions, with the majority based in the USA. We also analyzed 1,271 earnings calls from 150 brands from Q1 2024. ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Diverse Tech Ecosystems Deliver Higher Revenue and Margin Growth from zero100 data insight library ", "role": "user" }, { "content": "The content titled Diverse Tech Ecosystems Deliver Higher Revenue and Margin Growth authored by Karishma Jobanputra and published on 2024-08-09 00:00:00 belonging to Strategy lever is below \n\n The Data\n1\nSAP S/4HANA, an enterprise resource planning (ERP) software, is one of the most common solutions for supply chain orgs, used by nearly two-thirds of the companies in our data set.\n2\nZero100 data and analysis reveal that companies using SAP in combination with other tech solutions see higher revenue growth, higher margin growth, and more accurate EPS estimates as compared to those who use SAP end-to-end.\n3\nThe apparel and footwear, specialty retail, and food and drug retail industries have the greatest mix of ERP technology solutions.\nOne Size Doesn’t Fit All\nWith AI augmenting or replacing processes across end-to-end supply chains, CSCOs evaluating their tech ecosystem have increasingly complex decisions to make. Many of the largest providers of traditional supply chain solutions, like SAP, Oracle, and Coupa, have integrated AI within their software. And so, companies are deciding whether to buy or build the solutions they need and, if buying, whether one comprehensive system is better than piecing together an ecosystem.\nOur research found that SAP S/4HANA is the most common ERP solution, used by 65% of the companies in our data set.\nWe delved into how different tech solutions for ERP and procurement impact key performance metrics. Our data and analysis revealed that companies using SAP as a backbone ERP\nin combination\nwith different sourcing execution solutions – the most common being Coupa (outside of SAP Ariba) – see higher revenue growth and margin growth as well as lower EPS deviation.\nDifferent Industries, Different Needs\nOur research and data reveal that B2B companies are more likely to rely on SAP for both ERP and sourcing, specifically companies in the energy, healthcare, and chemical industries. At the other end of the spectrum, we found that apparel and footwear (interestingly, also the industry leading the way on\nhiring more technical proficiency into supply chain\n), specialty retail, and food and drug retail have the greatest mix of ERP tech solutions.\nThough our data points to a correlation between greater tech diversity and business wins, other factors can impact this. For example, similarities across different functions within a business or the fact that SAP may be more well-suited to specific industries mean that, ultimately, a business’ uniqueness determines how much vendor diversification is required.\nThe Takeaway\nUltimately, the question is whether your current tech stack is delivering the best value. As different organizations and functions have varying priorities and needs, point solutions can offer a more tailored approach that can manifest in the form of tangible business wins. But the right solutions need to be paired with the right gaps – a scattergun approach for the sake of diversifying can do more harm than good.\nWe recommend starting by evaluating your tech needs and gaps. Understanding your current state, which might involve learning more about other tech vendors and solutions, is key. Consider the options in the context of your priorities (for example, integration capabilities or scalability) and seek out use cases – our\nAI Hub\ncould come in handy here. And in this digital era, where tech vendors and startups are many, the rise of smaller AI-enabled solutions could be helpful in solving specific or more niche problems.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we used publicly available data sources to determine current vendor partnerships for 255 companies, including media mentions, analysis of ~100 vendor websites, and 1.4 million supply chain job posts. We combined vendor analysis with performance data from company financial documents.\nFurther Reading\nThe Signal:\nHow to Win the SAP Cloud Game\nResearch Report:\nWelcome to the Operations Metaverse\nThe Zero100 Podcast:\nNew Tech Brings New Strategies: How Planning and Execution Are More Connected ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Tech Spend Set to Keep Rising as Digital Investment Delivers Business Value from zero100 data insight library ", "role": "user" }, { "content": "The content titled Tech Spend Set to Keep Rising as Digital Investment Delivers Business Value authored by Karishma Jobanputra and published on 2024-08-02 00:00:00 belonging to Strategy lever is below \n\n The Data\n1\nOur analysis shows that the retail industry is increasing tech spend. As a share of revenue, CapEx was 1-2% between 2021 and 2023.\n2\nMore broadly, global spending on AI is set to rise by\nmore than 100%\nbetween 2023 and 2026.\n3\nWe found that digital leaders – those leading the way on tech and digitization in supply chain – see a +34% increase in revenue growth, +57% Scope 3 reduction, and are 2.4x more accurate on EPS estimates than their peers.\n4\nCompanies increasing their tech spend include Home Depot, Walmart, and Lenovo.\nSpend, Spend, Spend\nFrom\ngenAI\nto\nblockchain\n, developments in digital technology are creating a once-in-a-generation opportunity for supply chain leaders. But implementation and\nROI\nfirst depend on investment, be it financial or in terms of effort, time, and energy. Zeroing in on financial investment, we found an increase in the amount companies are spending on technology. Considering the need to embrace the opportunities digitization offers –\nnot just to thrive but to survive\n– we zoomed in further on the numbers.\nOur research found that the retail industry has been investing 1-2% of revenue per year over the last three years (2021-2023), with companies like Home Depot and Target being just some examples.\nAnd with AI remaining the hot tech of the time, spend on this specific digital tool uncovered huge increases in investment. In EMEA, there looks to be a\n61% rise\nin planned AI spending (2024 vs 2023). This trend is similar to organisations in North America (62%), while the figure is slightly lower in APAC (45%). Overall global spending on artificial intelligence looks to increase\nby more than 100%\nbetween 2023 and 2026, according to the latest forecasts from IDC, reaching $154bn this year and more than $300bn in 2026.\nOur research found use cases that point to the same levels of investment in line with our analysis above in the realm of AI and also outside of the retail industry\n.\nLenovo\n, for example, is investing 1.6% of its revenue in AI. It is doubling down on investing in innovation, which\nincludes spending US $1 billion over three years to deploy AI more quickly on a global scale.\nThe numbers might be high, but so are the stakes. Those moving from investment to actual implementation to tangible ROI are seeing huge gains across the board, from sustainability to revenue growth. Zero100 research found that digital leaders see a +34% increase in revenue growth, +57% Scope 3 reduction, and are 2.4x more accurate on EPS estimates than their peers.\nWalmart’s Investment in GenAI\nWalmart, one of the companies we mention above as increasing tech spend, is doing so in a myriad of ways – and has been for several years. Looking at\ngenAI investment\n, for example, Walmart has piloted and now uses a chatbot from Pactum AI to improve and automate negotiations with suppliers. The chatbot has been rolled out across the US as well as several other countries and expansion into other markets has enhanced productivity as the software improves after every negotiation, which has reduced the time for set up into new categories. Deals that once took weeks and months now take days, and, since 2021, Walmart has saved an average of 3% on contracts.\nThe Takeaway\nWe project that tech spend is only going to increase, indicated by our data on the retail industry over the past three years. Given the ROI and gains on the table, investment is the first step in moving toward a roadmap, implementation, and then business value, be that in the form of cost savings and speed, like we’ve seen in the Walmart example above, or in the form of other ROI that broader digital leaders are experiencing.\nGetting the team and C-suite on board when it comes to investment is step one – hear supply chain leaders talk about how in our AI Advantage episode under Further Reading below – as is being targeted in your approach to investment. Though AI spend is increasing, consider specifically, for example, what type of AI would be most helpful in meeting your goals or solving the specific problems your org comes up against – or if, in fact, AI is the right place to focus. Then consider more integrated ways of working to get the most out of the investment,\navoiding costly, spotty experimentation\nand instead shrinking\ntime to value\n.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we analyzed company 10K reports.\nWe also analyzed company financial documents, SBTi data, and LinkedIn data.\nFurther Reading\nThe AI Advantage:\nWinning Executive Buy-In\nResearch Report:\nWelcome to the Operations Metaverse\nThe AI Advantage:\nBuilding Tomorrow’s Tech Stack\nResearch Report:\nMake-Move Automation ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled Resilience Leaders See 6.8x More Revenue Growth than Competitors from zero100 data insight library ", "role": "user" }, { "content": "The content titled Resilience Leaders See 6.8x More Revenue Growth than Competitors authored by Karishma Jobanputra and published on 2024-07-12 00:00:00 belonging to Strategy lever is below \n\n The Data\n1\nThe companies in our data set hiring most aggressively for skills related to resilience (“resilience leaders”) saw a 6.8% YoY rise in revenue growth compared to the rest of our data set, who saw a 1% increase.\n2\nResilience leaders also better protected margins (0.5% compared to -3.6%) and were closer to analyst EPS estimates (.48 deviation vs .93).\n3\nThe top five companies leading on hiring for resilience are ExxonMobil, Dell, LVMH, Unilever, and AP Moller Maersk.\nA Core Value for a New Era\nAdvances in\nAI,\nconsequent\ntalent shifts\n, more dense\ndemand\nsignals, and the increasingly urgent need to meet\nsustainability\ngoals... it’s safe to say the ever-faster pace of change in supply chain has become normal. Being able to react and adapt, and going beyond that to\ncapitalize\non change, requires both agility and resilience. As our Co-Founder and Chief Research Officer Kevin O’Marah\nwrote\nearlier this year, resilience in not just a buzzword. It’s a core value for any supply chain in the digital era.\nOur data and research show this isn’t just opinion. On more than one front, we found that resilience leaders – those hiring most aggressively for this value, requiring software skills in resilience technology, and creating specific functions tasked with reducing risk – are outperforming their peers on key financial metrics:\nThe top five companies leading the pack on hiring for resilience are ExxonMobil, Dell, LVMH, Unilever, and AP Moller-Maersk. 18% of Exxon’s supply chain job posts mention the term “resilience,” closely followed by Dell (16%) and LVMH (13%). Unilever and AP Moller-Maersk round out the top five (9% and 7%, respectively).\nResilience in Reality\nKenvue, a consumer health company and one of our resilience leaders, shows what\nresilience looks like in practice\n.\nAfter experiencing a 5-10x demand spike during Covid, which then reset its baseline demand across select brands post-Covid, Kenvue shifted its strategy. Its new approach included:\nbuilding excess capacity internally to be able to move and scale production quickly and as close as possible to demand,\ncreating real-time data capabilities through process improvements, and\npartnering with stakeholders to make sure everyone could respond quickly to market changes.\nMoving focus away from cost-effectiveness and toward resilience, Kenvue’s net sales increased by 3.3% to $15.4 billion in 2023, with organic growth of 5%.\nThe Takeaway\nTo capitalize on the environment of change and realize the opportunities afforded by digital developments in supply chain, prioritize resilience as a core value. Signal this through deliberate hiring and rethinking ways in which to reduce risk or be ready for disruption. Take inspiration from companies like Kenvue and place resilience and agility at the heart of strategy rather than automatically defaulting to priorities like cost-effectiveness.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we looked at over nine million LinkedIn job posts from 245+ B2B and B2C companies. Our analysis categorizes listings based on mentions of specific digital skills within job titles and descriptions.\nFurther Reading\nThe AI Advantage:\nRoadmaps to Resilience\nThe Signal:\nSupply Chain 2023: Resilience Was – and Still Is – King\nResearch Report:\nRegenerative Business Planning: A Quiet Resilience Revolution ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled CEO Concern about Cybersecurity Is Up 39% – and Supply Chain Hiring Trends Correlate from zero100 data insight library ", "role": "user" }, { "content": "The content titled CEO Concern about Cybersecurity Is Up 39% – and Supply Chain Hiring Trends Correlate authored by Karishma Jobanputra and published on 2024-07-19 00:00:00 belonging to Talent 2030 lever is below \n\n The Data\n1\nOn earnings calls, CEOs mentioned cybersecurity\n39% more\nin the first six months of 2024 than in all of 2023.\n2\nComparing Q1 2023 and Q1 2024, mentions of “data security” and “cybersecurity” in supply chain job posts have\nrisen by six percentage points and seven percentage points\n, respectively.\n3\nAT&T, Haleon, Hapag-Lloyd, and Peloton\nare among the companies mentioning “data security” or “cybersecurity” the most in supply chain job posts.\nData Is the Building, Data Security Is the Foundation\nTapping the\npower of AI/ML\nand\nseizing the opportunities\nit offers supply chain is heavily dependent on data. And this increased dependence on data is causing increased concern around cybersecurity and data security.\nOur analysis of earnings calls suggests that the security and integrity of data are top of mind for CEOS: In the first six months of this year, mentions of cybersecurity on earnings calls increased by 39% when compared to the entirety of 2023.\nAnd discussions in the boardroom are reflected in hiring trends, with Zero100 analysis of supply chain job posts in Q1 of 2023 and Q1 of 2024 showing an increase in mentions of the terms “data security” (six percentage points) and “cybersecurity” (seven percentage points).\nA Proactive Approach\nAs our data and analysis show, companies are taking a proactive approach to cybersecurity and data security by hiring these competencies into supply chain to allow for more collaboration with Information Security. Alongside this, companies are taking other steps as they prioritize data and cybersecurity, which supply chain can follow suit on too.\nFor example, one tech company we partner with classifies its data sets as internal, partner, ecosystem, external purchased, or external public source. Supply chain then partners with IT to categorize data sets from plan, source, make, and move into one repository with these classifications, assigning each a risk profile rating. The teams use this analysis as a starting point, creating a heatmap for cybersecurity to help focus efforts as they get started.\nFocusing on talent, a global consumer goods company consolidated its current IT organization, clarified its decision-making process around cybersecurity (which involved specifying criteria for AI solutions), and created new roles focused on this key priority (the latter speaking the importance of creating a wider cyber awareness culture). Overall, the result was stronger security and a 15% decrease in cost.\nThe Takeaway\nAs new opportunities bring new threats to supply chain, taking a proactive approach to cybersecurity and data security is key, not only as a form of risk management but also to be able to realize ROI on AI on a quicker timetable. Start by assessing where your supply chain is most at risk, function by function, then take lead from the companies we mention above, who are leading on hiring, ensuring you have the talent needed to minimize those risks.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we analyzed 1,051 earnings calls between January 2023 and June 2024 from 192 B2B and B2C companies. We used an AI-driven methodology to categorize and analyze 3.5M job posts.\nFurther Reading\nThe Signal:\nIs It Time to Fuse Supply Chain and IT?\nThe Signal:\nData Culture: Never Waste a Revolution\nThe Zero100 Podcast:\nSearching for Supply Chain’s Big Data Unlocks: Google’s Paula Natoli ", "role": "assistant" } ]
[ { "content": "You are a highly knowledgeable and professional Supply Chain Assistant named Odin. Your goal is to assist Zero100 researchers and users with their questions related to Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub. Answer questions as precisely and accurately as possible, providing clear and concise information. If you do not know the answer, respond with 'I don't know the answer and If the question is unclear, ask for clarification'. Be polite and professional in your responses. Provide accurate and detailed information related to Zero100 Data. Sometimes You will be asked with finding corelation between different Zero100 data source. You should be preofcient in answering those based on the information you have around Data Insights, Earnings Call, Research Report, Zero100 Media bulletin, and Zero100 AI Hub \n", "role": "system" }, { "content": " Can you please extract the entire details of the article titled In the Age of Automation, Change Management Is King from zero100 data insight library ", "role": "user" }, { "content": "The content titled In the Age of Automation, Change Management Is King authored by Karishma Jobanputra and published on 2024-06-21 00:00:00 belonging to Talent 2030 lever is below \n\n The Data\n1\nThe top ten companies hiring for “automation” or “robotics” plus “change management” are\nmore than twice as accurate in EPS guidance\nas the remainder of companies in our data set.\n2\nIn addition, companies further ahead on their digital transformation journey are 5x more likely to be hiring for change management skills.\n3\nMondelez, BP, and Walmart are targeting “change management” and “automation” most, mentioning these terms in approximately a fifth of their supply chain job posts.\n4\nIn job posts mentioning “robotics,” PepsiCo and Walmart require change management skills most often.\nThe Digital Transformation Unlock\nAutomation offers huge opportunities for supply chain to drive up productivity, efficiency, and, ultimately, business value. But\npeople\nare the first-order need when moving from strategy to execution, meaning\nupskilling\n,\norg structures\n, and hiring for the digital skills that unlock AI are key to digital transformation.\nManaging that change, then, is foundational to achieving digital and\nAI ROI\n.\nOur research shows that companies that deliberately mention “automation” or “robotics” skills\nin combination\nwith keywords relating to change management in job posts deliver greater EPS accuracy. In addition, companies further ahead on their digital transformation journey are\n5x more likely\nto be hiring for change management skills.\nCompanies leading the pack on hiring for change management alongside digital skills run the gamut in terms of industries. Mondelez, BP, and Walmart are among the companies in our set targeting “change management” and “automation” most, mentioning the two in approximately a fifth of their supply chain job posts. And when it comes to supply chain job posts mentioning “robotics,” PepsiCo and Walmart require change management skills most frequently.\nThe PepsiCo Approach\nPepsiCo is keeping change management at the fore as it seeks to entrench robotics and automation, along with\npredictive analytics\nand AI, across its processes. In practice, this has involved securing a board aligned on priorities and the creation of a change management playbook, a value realization framework, and a scorecard.\nWhen building her team, Chief Transformation Officer Athina Kanioura aimed to include 50% tenured employees, recognizing the importance of legacy knowledge. She also prioritized talent with expertise across multiple areas (a “major” and a “minor”) to help accelerate the rate of change.\nThe Takeaway:\nFor automation to deliver real value and results, people are an essential part of the equation. While recruiting and developing the right digital skills to train, manage, and operate machines is critical, thinking beyond just gaining those skills and rather the broader landscape of change is essential.\nDefine your company priorities, ensure alignment with the C-suite and board, and create a broader change management playbook or framework, which involves a clear people strategy. As part of that strategy, look inward to create a change management team while also looking outward and deliberately hiring for the key skill of change management in combination with digital skills. While we focus on digital skills in the realm of automation here, this holds true for\ndigital skills more broadly\n, too.\nTo see a different data cut or to dig deeper into this topic, reach out to our Head of Research Analytics, Cody Stack, at\nCody.Stack@zero100.com\n.\nMethodology\nZero100’s proprietary data and analytics are a combined effort between our data scientists and research analysts. We provide data-first insights matched with our own research-backed points of view and bring this analysis to life via real-world case examples being led by supply chain practitioners today.\nFor this study, we analyzed use cases found in our\nAI Hub\n, a proprietary collection of over 600 supply case studies categorized by function. We used an AI-driven methodology to categorize and analyze 3.5M job posts. ", "role": "assistant" } ]