Supply Chain Cost-To-Serve Analytics Statistics 2024 – Everything You Need to Know

Steve Bennett
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Are you looking to add Supply Chain Cost-To-Serve Analytics to your arsenal of tools? Maybe for your business or personal use only, whatever it is – it’s always a good idea to know more about the most important Supply Chain Cost-To-Serve Analytics statistics of 2024.

My team and I scanned the entire web and collected all the most useful Supply Chain Cost-To-Serve Analytics stats on this page. You don’t need to check any other resource on the web for any Supply Chain Cost-To-Serve Analytics statistics. All are here only 🙂

How much of an impact will Supply Chain Cost-To-Serve Analytics have on your day-to-day? or the day-to-day of your business? Should you invest in Supply Chain Cost-To-Serve Analytics? We will answer all your Supply Chain Cost-To-Serve Analytics related questions here.

Please read the page carefully and don’t miss any word. 🙂

Best Supply Chain Cost-To-Serve Analytics Statistics

☰ Use “CTRL+F” to quickly find statistics. There are total 164 Supply Chain Cost-To-Serve Analytics Statistics on this page 🙂

Supply Chain Cost-To-Serve Analytics Usage Statistics

  • Companies can reap a 25% increase in productivity, a 20% gain in space usage, and a 30% improvement in stock use efficiency if they use integrated order processing for their inventory system. [0]
  • 46% of organizations don’t use AI at all for their operations while 50.1% report limited usage. [0]

Supply Chain Cost-To-Serve Analytics Market Statistics

  • The factors that increased supply chain spending in 2018 are cutting costs (25%), SCM automation (25%), and market expansion (23.7%). [0]
  • Regardless of the pandemic, the global supply chain management market is set to grow at a CAGR of 11.2% from 2020 to 2027. [0]
  • The market share of transportation management systems worldwide is predicted to hit $4.8 billion before the end of 2025. [0]
  • According to a supply chain market analysis, 19% of companies that roll out SCM initiatives leverage machine learning to boost forecast accuracy. [0]
  • A supply chain market report says that 63% of organizations have no tech systems in place for monitoring supply chain performance. [0]
  • The leading supply chain market constraints are containing cost increases (32%), facing global competition (28%), and adapting to customer expectations (27%). [0]
  • In 2019, the globalERP software market grew by 9%, resulting in a worldwide value of approximately $39 billion in total software revenue. [1]
  • Asia Pacific is an emerging ERP market expected to achieve acompound annual growth rate of 9.8% through 2027. [1]
  • Asia Pacific is an emerging ERP market expected to achieve a Global market growth is expected to increase at aCAGR of over 8% in the next five years. [1]
  • At the fashion retailer, they helped to boost market share by more than 28% and double operating profit in just three years. [2]

Supply Chain Cost-To-Serve Analytics Software Statistics

  • By 2025, the average spending for employees for SCM software will likely be at $8.08. [0]
  • In 2019, the globalERP software market grew by 9%, resulting in a worldwide value of approximately $39 billion in total software revenue. [1]
  • When asked what went wrong during implementation, only12% of respondents noted poor quality of software. [1]
  • Manufacturing companies are the Manufacturers represented the largest portion at47% of companies looking to purchase ERP software. [1]
  • Following manufacturers, distributors (18%), services (12%) and construction (4%). [1]
  • In a survey ofcompanies looking to purchase ERP software, 89% identified accounting as the most critical ERP function. [1]
  • The biggest influencers in purchasing ERP softwarewere finance and accounting (23%) and IT department employees (23%). [1]
  • On average,26% of workersuse their company’s ERP software. [1]
  • More than half(53%). [1]

Supply Chain Cost-To-Serve Analytics Latest Statistics

  • It might surprise you to learn that on average, 20 40% of customers are unprofitable. [3]
  • 57% of companies believe that supply chain management gives them a competitive edge that enables them to further develop their business. [0]
  • A majority of industry professionals (70%). [0]
  • These were followed by data and analytics (6.6%), customer service (4%), adding new talent (4%), eCommerce (2.6%), directtoconsumer sales (2.6%). [0]
  • 65% of executives in the logistics, transportation, and supply chain sectors report changes in industry processes. [0]
  • 30% of supply chain professionals say that a quick response to customer mandates is a top business priority. [0]
  • 32% of global retailers stated that they underwent little disruption. [0]
  • Only 12% of retailers worldwide reported heavy disruption due to the pandemic. [0]
  • 64% of retailers were challenged to adapt their supply chain for ecommerce. [0]
  • 28% tried to find alternative sourcing options. [0]
  • 28% underwent shortages and outof. [0]
  • Proof of this is the fact that 69% of companies do not have total visibility over their supply chains. [0]
  • Only 22% of companies have a proactive supply chain network. [0]
  • 62% of companies have limited visibility of their supply chain and 15% only have visibility on production. [0]
  • Meanwhile, 6% report full visibility, and 17% say they have extended supply chain visibility. [0]
  • The most common KPIs used for supply chain monitoring include daily performance (40%), cost reduction (35%), production service rate (29%), inventory turn (28%), and production time (27%). [0]
  • Other factors used are lead time (27%), return rate (25%), and ROA (22%). [0]
  • Pre Pandemic Disruptors Supply chain disruptions can cause significant negative losses in terms of finances (62%), logistics (54%), and reputation (54%). [0]
  • ( The types of events that can lead to supply chain disruptions are mergers and acquisitions (66%), extreme weather (41%), factory fire (37%), and business sales (33%). [0]
  • The top causes of supply chain disruption in the US are unplanned IT outages (68%), adverse weather (62%), loss of talent (51%), cyber attacks (50%), and fire (44%). [0]
  • 30% of companies don’t analyze the source of supply chain disruptions. [0]
  • This is a 14% increase over the number of 2019 supply chain disruptors which was 3,700. [0]
  • 52% of 2020 disruptors in the first nine months of the year led to a “war room” situation. [0]
  • Only 39% of 2019 disruptions resulted in a “war room” situation. [0]
  • The first nine months of 2020 recorded a 13 percentage point increase. [0]
  • Transportation and logistics activities currently account for 12% of the global GDP. [0]
  • 74% of supply chain companies utilize 4 or 5 transportation methods. [0]
  • Shippers can minimize freight invoice payments by 90 95% if they utilize a transportation management system. [0]
  • Using transportation management tools can yield an 8% saving on freight costs. [0]
  • Only 35% of shipping companies utilize transportation management systems for their overall SCM strategies. [0]
  • The Plans of Executives to Enhance Resilience in Transportation and Logistics in 2020 53% of executives plan to dual source raw materials. [0]
  • 47% of executives plan to increase the inventory of critical products. [0]
  • 40% plan the nearshoring and expansion of their supplier base. [0]
  • 38% plan to regionalize the supply chain. [0]
  • 30% plan to reduce the number of SKUs in their product portfolios. [0]
  • 27% plan to have higher inventory along the supply chain. [0]
  • 27% plan to backup production sites. [0]
  • 15% plan to nearshore their own productions. [0]
  • 15% plan to increase the number of their distribution centers. [0]
  • The most important inventory management practices are forecasting (61.3%), warehouse management (50%), logistics (46.8%). [0]
  • These are closely followed by training data scientists (21%), returns management (21%), and data interchange technology (17.7%). [0]
  • In addition, some prioritize investing in sensor technology (12.9%), training retail staff in eCommerce (11.3%), retooling DCs (9.7%), and refitting stores to have warehouse capabilities (3.2%). [0]
  • 46% of small businesses use don’t track their inventory or don’t have an automated method to track it. [0]
  • Only 18% of SMBs utilize inventory management systems. [0]
  • 25% more manufacturers are investing in more advanced warehouse management in 2017 than in 2016. [0]
  • 36% of supply chain professionals say that one of the top drivers of their analytics initiative is the optimization of inventory management to balance supply and demand. [0]
  • The estimated value for outof stock items is $1.14 trillion. [0]
  • The estimated value of global inventory distortion among mass merchants and grocery retailers in 2020 is $176.7 billion for overstock and $568.7 billion for outof. [0]
  • Inventory Management Strategies to Take Post COVID 19.6% plan to have more inventory. [0]
  • 26.9% will keep inventory levels the same but will be changing supplier base. [0]
  • 19.2% will keep the same inventory levels but keep the same suppliers. [0]
  • 21.6% are unsure which inventory management direction. [0]
  • 12.7% of business leaders that inventory management planning is not applicable in their organizations. [0]
  • The technologies that are becoming a priority in the supply chain industry are data analysis (41%), IoT (39%), cloud computing (39%), and info security (31%). [0]
  • In addition, there are also those interested in predictive analytics (29%), apps (25%), 3D printing (22%), robotics (22%), drones (20%), mobile production units (19%), blockchain (18%), and cognitive robotics (17%). [0]
  • 50% of companies believe that technological advancements have a strong impact on the supply chain, logistics, and transportation operations. [0]
  • 40.7% of modern companies believe that data analytics will be one of the key technologies for supply chain management in the next two years. [0]
  • 28% of supply chain leaders say that analyzing data from multiple systems for SCM is a key benefit of advanced analytics. [0]
  • 81% of supply chain managers report that data analytics will be crucial when it comes to reducing costs. [0]
  • 75% of large manufacturers are looking to update supply chain operations using IoT and analytics based situational awareness before the end of 2019. [0]
  • Only 4% of companies leverage artificial intelligence extensively for their supply chain management efforts. [0]
  • Experts predict that 50% of manufacturing supply chains will be able to make directto consumption shipments and home delivery by 2020. [0]
  • 50.6% of organizations use warehouse robotics for SCM. [0]
  • AR and VR investments for supply chain management jumped from 8% in 2017 to 23% in 2018. [0]
  • Pick rate productivity can increase by up to 50% if you use pickto. [0]
  • 46% of supply chain professionals still reply on excel spreadsheets for their operations. [0]
  • The biggest barriers to tech implementation are cost (48%), ROI calculations 40%), and knowing where to start (35%). [0]
  • In addition, there are those who have problems with finding the right supplier (11%) and dealing with potential interruption to current services (10%). [0]
  • In 2018, the biggest challenges in supply chain management are visibility (21.1%), fluctuating consumer demand (19.7%), and inventory management (13.2%). [0]
  • Some also noted coordinating across sales channels (11.8%), finding talent (9.2%), and keeping up with tech (6.6%). [0]
  • Meanwhile, the sourcing (5.3%), ensuring an ethical supply chain (5.3%), manufacturing (4%), and data management (1.3%). [0]
  • 24.7% of professionals report that the biggest supply chain management challenge for B2C eCommerce companies is delivery costs. [0]
  • Retail Supply Chain Executives Willing to Invest in the Following Areas in 2021 58.6% want to increase investment in omnichannel fulfillment. [0]
  • 55.73% productive planning and demand forecasting. [0]
  • 52.87% want to enable flexible operations. [0]
  • 48.52% want to improve inventory management. [0]
  • 40.02% want to invest in real time supply chain visibility. [0]
  • 40.02% want to improve integrated operational planning. [0]
  • 37.15% want to invest more in systems to automate risk identification and issue resolution. [0]
  • 31.52% want to invest in production and distribution automation. [0]
  • Amazon just announced, for the first time, that the cost of Amazon Prime will increase by 20%. [4]
  • In fact, in the first quarter of 2018, Amazon’s shipping costs as a percentage of sales increased 260 basis points , helping to explain their first ever increase in Prime membership rates. [4]
  • These new technologies enable a significant improvement of demand forecast accuracy, often reducing the forecasting error by 30 to 50 percent. [5]
  • The potential impact of Supply Chain 4.0 in the next two to three years is huge up to 30 percent lower operational costs and a reduction of 75 percent in lost sales. [5]
  • while decreasing inventories by up to 75 percent are expected, at the same time increasing the agility of the supply chains significantly. [5]
  • Driven by transportation, warehouse, and the setup of the overall network, the costs can be reduced by up to 30 percent. [5]
  • Roughly 50 percent of this improvement can be reached by applying advanced methods to calculate the cleansheet costs of transport and warehousing and by optimizing the network. [5]
  • The remaining 15 percent cost reduction can be reached by leveraging approaches of dynamic routing, Uberization of transport, leveraging autonomous vehicles, and where possible 3. [5]
  • With advanced system support, 80 to 90 percent of all planning tasks can be automated and still ensure better quality compared to tasks conducted manually. [5]
  • We believe in an overall inventory reduction of 75 percent. [5]
  • In a survey of IT decision makers,53% said ERP was an investment priority, in addition to CRM. [1]
  • In a survey of IT decision makers, 50% of companiesare soon acquiring, upgrading or planning to update ERP systems soon. [1]
  • In a 2019 survey,67% of distributors and manufacturersdescribed their implementations as successful or very successful. [1]
  • When asked what went wrong during implementation, only After ERP implementation,49% of companies said they improved all business processes. [1]
  • Only 5% of business said they didn’t see any improvement. [1]
  • After ERP implementation, A 2020 report found that93% of organizationsreport their ERP projects as successful. [1]
  • Regarding implementation,minor customization was needed by 10% of respondents, some customization was needed by 33% and significant customization was needed by 37%. [1]
  • Regarding implementation, For a group of companies that underwent ERP implementation, nearly half(49%). [1]
  • Expansion of the initial project scope was the Nearlyone third of companies communicate about ERP implementationbefore selecting the product, 56% do it during the selection process and 13% share information right before going live. [1]
  • ERP implementation led tobusiness process improvement for 95% of businesses. [1]
  • In a study of companies implementing ERP, 85% had a projected timeline for ROI. [1]
  • Of that group,82% achieved ROI in their expected time. [1]
  • Thetop three business goalscited for implementation are achieving cost savings (46%), better performance metrics (46%) and improved efficiencies in business transactions (40%). [1]
  • When asked to selectareas where ERP produced ROI, the top three answers were reduced IT costs (40%), reduced inventory levels (38%) and reduced cycle time (35%). [1]
  • the cost of owning an ERP system is approximately3 5% of annual revenue. [1]
  • For large companies — revenue over $1 billion — the cost of owning an ERP system is2 3% of annual revenue. [1]
  • Other responses included inventory and distribution (67%), CRM and sales (33%) and technology (21%). [1]
  • In a survey of 84% of ERP users had an expected ERP spend of less than2% of annual income. [1]
  • 84% of ERP users had an expected ERP spend of less than 40% of companiesidentified better functionality as their primary reason for implementing an ERP system. [1]
  • In an IDC survey of small businesses with 50–99 employees, 58% supported investing in cloud and hosted solutions. [1]
  • ERP systems are an important investment and should be a top priority, according to53% of IT decision makersin a recent survey. [1]
  • Forrester Research estimates that 2020 cloud subscriptions for business applications accounted for The same study found that cloud based ERP systems had a 21% enterprise application growth rate in the public cloud in 2018. [1]
  • By 2024, An international survey of ERP users indicated64% of companies use SaaS, 21% use cloud ERP and only 15% using on. [1]
  • An international survey of ERP users indicated Cloud deployments account for 44%of all implementations for survey respondents in manufacturing and distribution. [1]
  • According to a Gartner report, by 2024,65% of CIOspredict that artificial intelligence will be integrated into ERP systems. [1]
  • According to a Gartner report, by 2024, 53% of UK CIO’sare looking for more intelligent ERP systems that include technology like machine learning, AI and automation. [1]
  • CIO’s listed 15% percent of organizationsplan to increase their Internet of Things budget. [1]
  • A broader move to more personalization across ERP systems leads82% of UK CIO’sto choose ERP systems with some customization or use UI overlays. [1]
  • A broader move to more personalization across ERP systems leads About80% of IT developerssay AI and machine learning will replace a considerable amount of ERP processes soon. [1]
  • Yet only10 percent of CIOsreported that AI and machine learning are a core part of their ERP. [1]
  • Yet only A 2018 survey in the UK found that53% of IT. [1]
  • A 2018 survey in the UK found that 75% of CIOssay they are leveraging their ERP to engage customers in real time. [1]
  • found that50% fail the first time around. [1]
  • Implementation can take30% longer than anticipated. [1]
  • 51% of companies experience operational disruptionwhen. [1]
  • ERP Implementation 93% of organizations report their ERP projects as successful Return on Investment 95% of companies saw process improvement from ERPs. [1]
  • 1 Manufacturing companies are the most likely adopters of ERP Cloud Technology. [1]
  • 53% of enterprises with ERP use cloud. [1]
  • 85% of IT developers say AI and machine learning will replace business processes. [1]
  • Healthcare Hospitals lose as much as 10% of inventory value due to lost or misplaced items. [6]
  • UTC purchased $7 million worth of goods that day; savings totaled 25 percent. [7]
  • In one lot, an incumbent supplier was forced to reduce its price by more than 50 percent from its previous contract to retain the business. [7]
  • In their 2021 career and salary survey, the ASCM found that the annual median salary for supply chain professionals with a master’s degree is $99,900, and that 95 percent kept their jobs during the pandemic. [8]
  • The high tech firm saw a 10% to 30% improvement in service levels. [2]
  • And the appliance maker realized a 20% increase in revenue, raised the proportion of customers to whom it could provide one day delivery from 70% to 90%, and cut its operating costs by 3% to 4%. [2]
  • At any moment the demand forecasts at the SKU, week, and retailer level for five to eight weeks out have proved to be 85% accurate. [2]
  • The accuracy of the weekly order forecasts has been 15 to 20 percentage points higher than that of the standard, consensus based forecasts the company previously used. [2]
  • In multiple implementations of this approach at several CPG companies, the accuracy of the financial forecast made at the beginning of a given month for the next month rose to 95% to 97%. [2]
  • COVID19, the expectation for quick and seamless on demand delivery will likely require companies to collaborate with ecosystem partners in increasingly complex fulfillment networks. [9]
  • Indeed, these expectations are likely to extend beyond businesstoconsumer companies to include the businessto. [9]
  • While there will likely always be some differences between how the two domains operate, research suggests that B2B customers will increasingly expect a superior commercial experience akin to the one they receive in their personal lives. [9]
  • Further, a 2020 study by the Manufacturer’s Alliance for Productivity and Innovation found that 74% of manufacturers expected that reporting on environmental, social, and governance goals would become table stakes as early as within a year. [9]
  • In another recent Deloitte study, 79% of manufacturers reported that expecting their AI investment to increase over the next year, while 76% expect AI to be integrated into all enterprise applications within three years. [9]

I know you want to use Supply Chain Cost-To-Serve Analytics Software, thus we made this list of best Supply Chain Cost-To-Serve Analytics Software. We also wrote about how to learn Supply Chain Cost-To-Serve Analytics Software and how to install Supply Chain Cost-To-Serve Analytics Software. Recently we wrote how to uninstall Supply Chain Cost-To-Serve Analytics Software for newbie users. Don’t forgot to check latest Supply Chain Cost-To-Serve Analytics statistics of 2024.


  1. financesonline –
  2. netsuite –
  3. hbr –
  4. easymetrics –
  5. imd –
  6. mckinsey ––the-next-generation-digital-supply-chain.
  7. ibm –
  8. nap –
  9. bu –
  10. deloitte –

How Useful is Supply Chain Cost to Serve Analytics

At its core, the objective of deploying cost to serve analytics is to improve decision-making processes and enhance overall supply chain performance. By deep-diving into the cost drivers associated with serving specific customers or products, companies can identify areas of inefficiency and make data-driven decisions to address them. This promises to not only reduce operating costs but also to increase customer satisfaction and enhance profitability.

One primary use of cost to serve analytics is in identifying high-cost customers. By analyzing the factors contributing to a customer’s cost of service, businesses can determine if the expenses incurred are justifiable. Such insights enable supply chain managers to take necessary actions to rationalize their operations, which could comprise anything from renegotiating contracts to incentivizing order consolidation. Ultimately, this granular level of understanding empowers companies to allocate their resources efficiently, striking a balance between cost and customer profitability.

Moreover, cost to serve analytics can be particularly beneficial when evaluating product profitability. It helps organizations to comprehensively assess the profitability of individual products throughout the supply chain. This invaluable knowledge arms decision-makers with critical information to determine pricing strategies, optimize product lines, and maximize overall revenue. By monitoring the cost to serve metrics, businesses can sharpen their focus on products that generate the highest net margins and redirect their efforts accordingly.

Beyond its financial implications, cost to serve analytics can also aid in fostering closer and more collaborative relationships with customers. By transparently sharing insights on cost components, organizations can work collaboratively with their clients to identify potential areas of improvement. Engaging in such discussions can lead to joint efforts aimed at streamlining processes, minimizing costs, and delivering mutual value. This proactive approach initiates a positive feedback loop that strengthens the trust among supply chain partners and creates opportunities for innovation and growth.

However, while supply chain cost to serve analytics demonstrates substantial promise, it is important to recognize that maximizing its usefulness demands attention to a multitude of factors. These include the availability and reliability of underlying data, IT infrastructure readiness, organizational culture, and human resource capabilities. Furthermore, deploying cost analytics requires ongoing investment in technology, training, and stakeholder engagement.

In conclusion, the emergence of supply chain cost to serve analytics presents organizations involved in supply chain management with a tremendous opportunity to leverage advanced technology for optimizing costs and enhancing customer service. By understanding and analyzing the complexities of cost composition, supply chain experts can make informed decisions and develop well-targeted strategies. Ultimately, effective deployment of this tool has the potential to revolutionize supply chain operations, unlock untapped value, and drive sustainable growth.

In Conclusion

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