Almost every business in the region admit their supply chain needs improving (93%), with 32% saying they need to make significant changes in order to meet the challenges in the year(s) ahead. This is particularly acute for businesses in the Netherlands, where 97% agreed improvement is needed 鈥� followed by 87% in France and 84% in Belgium.

The findings from the report highlights that since the start of the pandemic, supply chain issues have been disastrous for businesses. One in two businesses have been held back by delays in production of goods/delivery of services, rising to almost three quarters (71%) in the healthcare sector, and a lack of raw materials (34%). The knock-on impact of these has been significant 鈥� with a third reporting these issues have led to a decrease in revenues (33%), 31% saying they have been unable to pay employees (31%) or make rental payments (41%); as well as a loss of customers (35%) and damage to their reputation (27%).

Given this outlook, it perhaps comes as little to no surprise that they鈥檙e pessimistic about when the issues will be resolved. Over half (52%) of businesses believe that their current supply chain issues will continue until the end of 2023, with only 1 in 10 predicting that these will be resolved by the end of the summer. Almost a quarter (21%) of businesses believe disruptions will continue until the situation in Ukraine is resolved.

This knock-on impact of this will be felt by consumers. With ever-increasing record inflation figures for many businesses, increasing the price of their products/services isn鈥檛 an option to cover increases in supply chain costs. Instead, staff will bear the brunt of any cost rise, as 63% plan wage/recruitment freezes and 51% plan job cuts, only further exacerbating the challenge of recruiting and retaining staff who may be forced to look at alternative job options.

Business in Europe looking to local and global options

While 61% of European businesses say they think that deglobalization in Europe鈥檚 supply chains would help economic growth 鈥� the feelings are not shared across Europe. Two thirds (66%) of business leaders in France support this statement 鈥� rising to 100% in Belgium, but it has significantly less appetite in The Netherlands (34%).

And while nearly two-thirds are prioritizing home-based supply chains, 100% near-shoring remains unrealistic in today鈥檚 intertwined global world, hence companies need to find the right balance between global and local.

To make this happen, businesses across Europe are calling on the government too for more guidance and support to overcome the supply chain crisis. Half of business leaders (50%) want governments to offer incentives to attract and up-skill people to available jobs and over a third (37%) want increased collaboration with industry 鈥� rising to 50% in France. Forty-two percent think the government should monitor Europe鈥檚 supply chain itself and invest where necessary (increasing to 51% in The Netherlands), while 38% would like increased industrial policy and trade policy that is targeted at overcoming supply challenges.

鈥�Business leaders and Executives are confronted with disruption being the new norm. The ability to respond to any given disruption within a finely tuned supply chain represents a competitive differentiator in the battle for growth, consumer trust and market share鈥�, comments Sascha Kunze, Head of Digital Supply Chain and Industry 4.0, Northern Europe at SAP. 鈥�Seamless information & data flow across the supply and value chain from product design to planning and handover to manufacturing are crucial. Businesses that invest into Supply Chain 鈥渇itness鈥� will be able to navigate the next chapter of growth鈥�

To overcome potential supply chain crises in 2023, more than 8 in 10 businesses see a need to move on from a 鈥榡ust in time鈥� supply chain model to a 鈥榡ust in case鈥� model. This figure increases to 9 in 10 in France and Belgium.

Elsewhere, findings from the study show that European businesses are exploring various other avenues to improve their supply chains:

• 65% plan to prioritize in country-based supply chain solutions
• 67% plan to adopt new technology to help overcome challenges in the next 1-2 years
• 67% plan to find new environmentally friendly supply chain solutions

鈥�Before the COVID-19 pandemic, the supply chain was taken for granted. It was an intangible part of business operations that just 鈥榳orked.鈥� In fact, logistics as a topic of conversation rarely made headlines and bulletins, certainly less so the dinner table, business meetings and on social media鈥�, concludes Kunze.鈥� With the spotlight firmly fixed on the supply chain, and as this research identifies, businesses across Northern Europe are having to re-think their supply chain policies to build additional resilience to withstand being affected by more acute issues than ever before.鈥�

Customer quotes

Dieter Verlaeckt IT Director at Bru Textiles 鈥�Of course, we also felt the effects of the crisis. Transport was really under pressure, but thanks to our investments in software, we can control, manage and automate our costs and business processes well. That really makes a difference. The study shows that 1 company in 4 does not know how and where to start with sustainability. With us, it was actually the other way around. We rolled out software, based on sustainability considerations.听 Soon we saw how improving the flow of information in our supply chain also opened up numerous opportunities to better plan our inventory and, as a result, provide better customer service.听 By collecting and enriching data, we have a complete overview of our supply chain.鈥�

听

Olivier Kessler-Gay, Managing Director for Western Europe at Pandora: “Our challenge today is to meet the new expectations of a transparent, personalized and omnichannel shopping experience. By fully integrating our value chain, from the design of our jewelry and its manufacture in our workshops, to the supply of our stores, we have eliminated some of the problems faced by other market players. We can thus better anticipate the impact of macroeconomic developments and manage risks. While many uncertainties remain complex to grasp, the knowledge of our customers, the data and the tools at our disposal allow us to improve growth through a much more sophisticated approach and a finer understanding of demand.”

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With the Covid-19 pandemic creating an exponential e-commerce growth and changing the role of the retail store as consumers shop in different ways, Asda was looking for a digital platform that would improve its understanding of changing customer behaviours, while also ensuring business continuity via improved response to rapidly fluctuating supply chain disruption.

The move to will provide Asda with an agile and single Digital Core platform to deliver automation and simplification of business processes in the cloud, enhanced (consumer-grade) user experience, real-time data and insights and near real-time sales, inventory and process visibility. This will enable the business to respond more adeptly to the needs and behaviours of its customers and the wider market.

With its adoption of 51风流Ariba solutions for sourcing, buying and invoicing, contracts, spend analysis, supplier lifecycle and performance, supplier risk and commerce automation over Ariba Network, Asda will standardise and streamline its procurement processes across the organisation and expects to enhance data-driven intelligence, pricing optimisation and supply chain visibility. By improving supplier relationships and spend compliance, Asda aims to mitigate risk, reduce waste and achieve long-term resiliency against supply chain disruption.

With over 600 stores and 140,000 employees serving 18 million customers every week, Asda has been the lowest cost supermarket in the UK for 24 consecutive years, according to The Grocer magazine, while its fashion arm george is the second largest fashion brand by volume in the UK.

Following its acquisition by the Issa Brothers and TDR Capital from Walmart earlier this year, Asda is transitioning from its legacy solutions and embarking on an accelerated digital transformation strategy to better manage its end-to-end business operations. This includes commercial, procurement, supply chain, logistics and retail operations.

Carl Dawson, Chief Information Officer at Asda, said: 鈥淲e are embarking on an exciting business transformation for our Future as part of our separation from Walmart. We have chosen 51风流as our Digital Core partner for its market leading real-time business platforms and proven experience in retail and delivery. Through RISE with SAP, we are looking forward to building on our strategic relationship and achieving Asda鈥檚 goals for now and the future in the dynamic retail industry.鈥�

Rohit Nagarajan, President EMEA North 51风流said, 鈥淲e are incredibly proud of the long standing partnership we have built with Asda over the years. This organisation has been at the forefront of one of the industries most prominent throughout the recent pandemic, which has highlighted how important it is that as a business it continues to evolve to put its customers and families all over the UK, at the heart of its organisation. This next phase of business innovation will undoubtedly mean Asda will be able to supercharge its operations, streamline processes and harness the power of its data for increased insight and real time business decision making and we look forward to supporting them on this next phase of growth and into the future.鈥�

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LONDON, UK听鈥� (NYSE: SAP) today announced that global independent exploration and production (E&P) company , has selected to modernise its human resource capabilities for its 1,400 employees in eight countries across Europe, North Africa and Asia Pacific.

With the aim of creating a more flexible, engaged and empowered workforce, Neptune Energy, which already uses 51风流SuccessFactors for talent and performance management, is enhancing the usage of the SuccessFactors technology footprint to enable a shift from transactional human capital management (HCM) to end-to-end experiences with 51风流SuccessFactors Employee Central as its core HR management platform by the end of 2021.

Amanda Chilcott, Group HR Director at Neptune Energy, said: 鈥淲e aim to be an employer of choice and it鈥檚 vital that we provide an exciting, dynamic environment for our employees that reflects the agility and entrepreneurialism of our company culture. Moving our global HCM function into the cloud with HXM solutions from 51风流will enhance the employee experience through greater data transparency and improved self-service and automation, as well as increasing our ability to scale our people function along with the business.鈥�

Kaveh Pourteymour, Chief Information Officer at Neptune Energy, said: 鈥淥ur ambition is to become the leading global independent E&P company and partnering with industry-leading technology providers is an important part of our . By standardising and automating our end-to-end processes with 51风流we can deliver a best-in-class user experience and become a safer, faster and better organisation. 51风流has world-class technology, so we know it鈥檚 the right platform to provide the growth engine for us.鈥�

Leila Romane, Head of 51风流HXM, UK & Ireland, said: 鈥淣eptune Energy is embarking on an exciting mission to maintain its long-life, low-cost global portfolio, scale-up partnerships and investments in lower carbon technologies and reduce its operational emissions. To support this mission, Neptune Energy needs a unified and modernised Human Experience Management (HXM) Suite to unite and engage its global workforce. By leveraging the power of SAP, Neptune Energy is laying the foundation for long term sustainable growth and innovation in the cloud. 51风流is delighted to be part of this innovation with Neptune Energy.鈥�

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The post Neptune Energy Embarks On Digital Transformation To The Cloud With SAP appeared first on 51风流UK News Center.