埃森哲：2026实现自我融资型供应链：迈向自主化端到端增长的起点与规模化路径研究报告（英文版）（16页）.pdf

1、Making self-funding supply chains realWhere to start and scale for autonomous,end-to-end growthAuthorsPatty Riedl Supply Chain&Operations Lead,AmericasGaurav Nath Supply Chain&Operations Strategy Lead,EMEAMads Lauritzen Supply Chain&Operations Lead,APAC 2Making self-funding supply chains real:Where

2、to start and scale for autonomous,end-to-end growthIntroductionCompanies are striving to build supply chains that are both efficient and resilient.In a world of persistent inflation,geopolitical tension and volatile demand,they can no longer afford to be one or the other.As our previous research on

3、autonomous supply chains has shown,the convergence of AI and autonomous technologies can make this combination possible.This convergence is also expected to deliver tangible results like a 5%increase in operating profit,7%gains in return on capital employed,27%shorter order lead times and 25%higher

4、labor productivity.Still,few companies have made meaningful progress toward real autonomy.Most remain stuck in low supply chain digital capability and autonomous maturity,averaging just 36%and 21%respectively,leaving vast value untapped.1 2 Their supply chains continue to rely on fragmented,manual p

5、rocesses that are costlier,slow to respond and hinder competitiveness.Leading companies take a more pragmatic approach.Rather than pursuing sweeping transformation all at once,they start gradually,focusing on cost levers that drive the majority of supply chain spending,using technologies that delive

6、r maximum impact in terms of cost reduction,efficiency and scalability.These initiatives generate immediate savings that fund the next phase of investment,creating a self-reinforcing cycle of performance improvement that enhances resilience,advances sustainability and fuels growth.This pragmatic pat