Supply chain

segmentation
Top of Mind
Issues facing
technology companies
In todays dynamic business environment, where technology companies are
challenged continuously with the delivery and servicing of a complex set of
products demanding customers from different segments, in hundreds of
markets with unique requirements a one-size-fits-all supply chain falls
short of meeting the expectations of shareholders and customers. Supply
chain segmentation enables technology companies to instill simplicity in a
complex supply chain increasing their operational efficiency and delivering
greater value to their customers.
Deb Bhattacharjee
Advisory Services, Supply Chain
Ernst & Young LLP
Supply chain segmentation
Supply chain segmentation 3
Modern supply chains are just such complex
societies. Global companies have thousands
of suppliers and dozens, if not hundreds, of
manufacturing plants and distribution centers
around the world. The sheer product
variety, number of business partners and
distribution channels adds an order of
magnitude of complexity, which is further
magnified by continuous innovative product
introductions and changing business models.
All of which explains the renewed and
elevated interest in supply chain
segmentation.
Stated simply, supply chain segmentation
aligns specific corporate goals with focused
virtual pathways through a larger, more
complex supply chain. Have an important
subset of customers who are willing to pay
more for customized products or faster-
than-usual delivery? A supply chain
segment can be tuned to meet that need.
Have a high-volume, low-margin product for
which lowest cost is paramount? A different
segment can be tuned to that need. Require
absolute supply chain resiliency no matter
what natural disasters occur? A segment
can be designed to meet that challenge, too.
In the end, segmenting a complex global
supply chain to create a series of clear
pathways, defined by performance metrics
that align with specific goals, not only cuts
through the complexity associated with
achieving those goals (in essence, reducing
it), but also generates better information to
support corporate decision-making and
increases the organizations overall flexibility.
Segmentation achieves all this by aligning
and engaging organizational resources
optimally to obtain the desired results.
This paper presents Ernst & Youngs view
of how the application of supply chain
segmentation can help technology
companies simplify their increasingly
complex supply chains by balancing required
complexity with operational efficiency and
flexibility to deliver greater customer value.
Executive summary
Supply chain segmentation: a pathway
to efficiency and strategic advantage
When anthropologist Joseph Tainter studied ancient advanced societies,
he identified a simple underlying principle in common: increasing
complexity, unfettered, resulted in diminishing returns. Societies that
didnt control complexity either ceased to dominate or disappeared
entirely. In his 1988 book, The Collapse of Complex Societies, Tainter
explains how each of these societies first flourished as they became
more complex, as initially each additional bit of complexity more than
pays for itself in improved output.
Over time, however, failure to manage complexity effectively produces
the opposite effect and begins to diminish returns, which reduces the
value of additional complexity, until at some point it becomes pure
cost and unsustainable.
4 Supply chain segmentation
The reality of that business environment is
getting increasingly more complex, especially
for technology companies dealing with rapid
innovation, globalization and a growing
number of business partners, business
models and differences in expectations from
different markets and customers, says Deb
Bhattacharjee, Advisory Services, Supply
Chain, Ernst & Young LLP.
In turn, the industrys response to the above
issues and trends adds an order of magnitude
of complexity and pressure to the supply
chain. For example:
Continuous innovation drives increased
product complexity
Globalization drives a multitude of issues
related to geographic expansion
Rapid consumer adoption of innovation
drives higher demand and increased
expectations
Disruptive innovation drives complex
new business models
The end result is a greatly expanded,
enormously complex and highly nuanced
supply chain.
Now add to the above mix: compressed
product life cycles that reduce time-to-
market lead times; continuous innovation;
and the rise in acquisitions as a means to
rapid innovation (escalating integration
complexities). The growing role of
emerging markets adds to the complexity
brew as well. Also, recent wage increases
rippling across emerging economies are
affecting technology prices throughout the
world and squeezing margins. And while
emerging markets have seen increased
consumption, their demand remains volatile
and hard to predict.
Against this backdrop, its only natural that
there is a growing focus on supply chain
efficiency and flexibility and segmentation is
a simple yet powerful idea for achieving both.
The basic concept is that an organizations
supply chain can be categorized
(segmented) in multiple ways by managing
specific processes within the supply chain
differently to achieve the desired outcome
(e.g., isolating the growing range of options
within specific processes, such as lead-time
generation, time management, freight
planning, buffer stock, capacity planning,
order fulfillment and customer service).
This is what supply chain segmentation is
all about: by codifying specific process goal
differences, you create distinct supply chain
segments, which become the virtual
pathways through your supply chain that
are more operationally efficient and
profitable in delivering the specific outcome
for which they are designed, says
Bhattacharjee.
But dont get caught in the misconception
that segmentation means creating many
separate and redundant supply chains;
rather, its about creating configurability in
the context of a shared infrastructure. Proper
segmentation aligns supply chain resources
with a specific goal e.g., reducing lead-time
or increasing product variability in order
to define the best possible path through the
supply chain to achieve that goal.
The ultimate advantage of supply chain
segmentation is that it enables you to
address an increasingly wide range of
customer needs in the most timely, efficient
and profitable manner possible for each
differentiable need.
What is segmentation?
Modern supply chains reflect the complexities and realities associated
with todays fiercely competitive and volatile global economy. They are,
after all, the tangible, end-to-end processes responsible for delivering
on a companys promise of a continuous flow of goods and services in
a competitive global marketplace.
This is what supply chain
segmentation is all about: by
codifying specific process goal
differences, you create distinct
supply chain segments, which
become the virtual pathways
through your supply chain that
are more operationally efficient
and profitable in delivering the
specific outcome for which they
are designed.
Deb Bhattacharjee
Advisory Services, Supply Chain
Ernst & Young LLP
Supply chain segmentation 5
We have identified five
dimensional categories of
supply chain segmentation
within technology companies:
product complexity and
life cycle, risk and resilience,
manufacturing and technology,
customer service levels and
market. And we believe that a
metric-driven segmentation
across all five of these
dimensions will help improve
performance.
Tathagata Dasgupta
Advisory Services, Strategic Direction
Ernst & Young LLP
There are numerous ways to approach segmentation, but we tend to
focus on five broad categories when addressing segmentation strategy
with technology companies.
Product complexity-based segmentation
takes into account the many potential
variants of a given product the volume
mix (e.g., are there many high-volume,
low-margin products or low-volume, high-
margin products?) pricing or even life
cycle variability.
Supply chain risk- and resilience-based
segmentation examines resiliency of the
supply chain itself and plans for risk-
mitigation strategies. For example,
companies faced with catastrophic disasters
like last years earthquake and tsunami in
Japan and the flooding in Thailand would
benefit greatly from a segmented supply
chain capable of providing options.
Manufacturing process- and technology-
based segmentation tunes for different
production and execution methods and
can be helpful in achieving synergies
among multiple divisions.
Customer service needs-based
segmentation groups customers with
similar fulfillment needs and then develops
distinct supply chain operations to meet
those particular requirements. For
example, for some products, customers
expect instant availability and require a
build-to-stock (BTS) process path; for
others, the focus is more on configurability
and a configure-to-order (CTO) path.
A typical way to look at this could be
through the lens of service-level
agreements (SLAs), differentiated by
standard, high-quality and premium
service levels. Another might be demand
predictability; some customers may buy
products for which demand is volatile and
unpredictable, while another group may
buy products for which replenishment
characteristics are relatively consistent.
Market-driven segmentation
differentiates based on the geopolitical
nature of the markets, peculiarities of the
channels, characteristics of consumers
versus business-to-business (B2B)
customers, whether markets are volatile
or stable, and other demand patterns,
e.g., seasonal versus constant.
Five ways to segment
Figure 1: Supply chain segmentation no one-size-fits-all strategy
Source: Ernst & Young analysis.
1 Product complexity-based
2 Risk- and resiliency-based
3 Manufacturing process- and technology-based
4 Customer service needs-based
5 Market-driven
Product complexity (number of product variants)
Volume complexity (high-volume/low-mix versus low-volume/high-mix)
Product pricing and related economic activity-based segmentation
What is the risk appetite and ability to shield against unexpected disruptions
Impact of events on supply chain and corporate performance
Service-level-based: build-to-stock (BTS), build-to-order (BTO),
engineer-to-order (ETO)
Segmentation into standard, high-quality and premium service levels
Markets needs (consumer, B2B or volatile markets and stable markets)
Demand patterns (seasonal, constant, etc.)
Customer groups/segments
Leading handset manufacturer
differentiated high-end product from
commodity product line
Centralized versus decentralized
Multiple geographical locations
Pharmaceutical companies
Consumer packaged goods (CPG)
companies
High-tech OEM services
Global available-to-promise (ATP)
and allocation to ensure SLA adherence
Home entertainment division of
leading studio
Fashion apparel retailers
Why do companies segment their supply chains? Examples

Based on different production technology and execution methods (multiple

planning and execution methodologies)
Often used to build up a divisional structure to achieve synergy level
6 Supply chain segmentation
You need a shared
infrastructure within which
people can take ownership of
the segments and drive new
processes and metrics for
them. The objective is not
to forcefully distribute segment
activities, but rather to
leverage and empower your
teams to act in a coordinated
fashion where each can achieve
their segment goal.
Kevin Price
Global Technology Industry
Advisory Services Leader
Ernst & Young
Of highest priority is the need to engage
senior executive sponsors, business unit
champions and IT management early in the
planning process. These are the leaders who
will be required to engage their teams to
address emerging obstacles, enabling
multiple solutions that align with the
companys vision and strategy.
In fact, it is the engagement of those mid-
level managers and execution teams that is
most critical to the successful enablement
of segmentation. When segmentation
projects fail, it is usually because these
key participants have not been effectively
motivated. According to Tathagata
Dasgupta, Advisory Services, Strategic
Direction, Ernst & Young LLP, To motivate
people within a variety of functional groups
across the enterprise and get them to
assume real ownership of segments, a
performance metric-driven strategy is
critical. What typically works best are
metrics based on the Supply Chain
Operations Reference (SCOR) model,
defined by the Supply Chain Council, a
global nonprofit organization. These metrics
are most effective when combined with the
RACI model for assigning responsibilities.
(RACI stands for responsible, accountable,
consulted and informed.)
Effective supply chain segmentation
requires the careful combination of
outside-in analysis (i.e., offering a clear
view end-to-end and deep within specific
functional areas of the supply chain);
a strategy aligned closely with stated
company business goals; and operational
rules to execute for each distinct view of
the supply chain. Success also depends on
having the technological capability and
support necessary to implement the
segmentation strategy.
For example, to successfully implement a
metrics- and risk-resilience-based approach
to segmentation which includes enabling a
secure inter-enterprise collaborative
platform to oversee multiple supply chain
strategies simultaneously the technology
requirements cannot be overlooked and
should be addressed early on. In addition,
the ability to rapidly configure supply chains
for different products, customers, SLAs and
fulfillment performance requirements is
crucial, as is the ability both to monitor and
to influence the performance of individual
supply chain segments.
Segmentation enablers
Thinking about supply chain segmentation enablers brings to mind the
axiom, It takes a village .... While senior sponsorship is an absolute
requisite for successful supply chain segmentation, it is not sufficient.
Whats needed is cross-functional support from multiple organizational
disciplines all working together to execute an operational plan that
delivers on the promise of the companys strategic vision. To properly
enable segmentation, such a team must provide the supporting policies,
overall and segment-level processes (e.g., materials, cost structure,
manufacturing landscape, supply base, channels) as well as the
information technology (IT) infrastructure required to automate
portions of the process and provide access to needed metrics.
Supply chain segmentation 7
As we previously discussed, successful
supply chain segmentation requires
organizations to not only segment their
customer base and products within markets
and channels, but to extend and embed this
thinking into their supply chain processes,
policies, operations and IT infrastructure
and applications.
Segment design considerations include
identifying, assessing and profiling your
supply chain characteristics, such as:
Product volume, features, life cycle stage
and quality expectations
Geographic location, transportation
mode, custom, tax and government
regulations
Volume demand and service expectations
(including SLAs and method of
fulfillment)
Commodity versus specialized items
Lead time required and expected lead time
Production flexibility required
Multi-source versus single-source supplier
Within this context, key practical
considerations include cost to serve (CTS)
assessments, which can provide granular
costing information to feed into strong
decision-making processes, and geographic,
political and economic trait-based
segmentation. For example, local knowledge
of supplier dependence, labor relations,
political and market forces and natural
disasters is essential in understanding how
risks may differ depending on location.
CTS metrics are critical in customer service-
driven segmentation. Variations in customer
trading terms can be explored to clarify
potential cost differences to serve
customers across different channels. CTS
metrics can reveal, for example, that a
major customer whose trading terms
require 24-hour turnaround for service on
certain products may turn out to be far less
profitable than expected, once the cost of
building and managing the necessary
network to support those terms is fully
understood. But a supply chain segment
optimized for a group of such customers
can restore appropriate profit levels.
Finally, its important to review your IT
strategy in the context of all the strategic
formulas that make up your view of the
cube in Figure 2 (page 9). Remember,
each supply chain segment will set a
different customer value-and-efficiency
formula for each different level of service.
Practical considerations
Case study
Segmenting a global manufacturers
supply chain
This global manufacturer was facing
declining market share in North America.
At the same time, the company was
overwhelmed by the complexities
associated with meeting customer needs
and handling subsequent product
variations. Management was focused on
the following initiatives:
Operational excellence
(improved margins)
Improved customer interface
(innovative channel development and
go-to-market strategy)
Demand-supply network simplification
(to enable improved product availability
and make highly reliable commitments)
The company initiated a project that,
through a series of workshops,
brainstorming sessions and outside ideas,
developed influential innovations that
included segmenting the supply chain to
develop flexibility, reduce production costs,
develop new channels, engage in risk
pooling and roll out virtual integration.
This strategy emphasized the qualitative insights needed by managers and used incentives
across multiple groups to spur needed behavior by participants responding to the market
changes. Lastly, IT advancements were used in solving incentive conflicts in the supply chain
primarily involving supplier management, outsourcing decisions and electronic commerce.
In order to serve customers in different segments with a clear pathway to fulfill demand while
mitigating demand volatility and product complexity, the company decided to design two
types of supply chain segments:
Build-to-stock segment prioritized around efficiency
Build-to-demand segment prioritized around flexibility
Aligning company teams to the segments
Transaction-oriented customers buying low-cost products that allowed the company to
maximize its production capacity were the focal point of the first segment. The products
involved though a small subset of the companys full product range were ones for
which demand could be predicted with great accuracy. These were considered high-
volume/low-mix, meaning there was low variability in the mix of products sold.
Relationship-oriented customers who generally demanded far greater variation in their
product purchases and instant gratification i.e., short lead times were the focus of
the second segment. Naturally, this segment encompassed a broader range of products
and product costs were higher. But efficiency was not the point for this segment; agility
and responsiveness were paramount.
The result: improved customer satisfaction and lower risk
As a result of the segmentation initiative, two hoped-for outcomes were achieved. The
company reduced cost in its high-volume/low-mix product family, while for its low-volume/
high-mix products, customer satisfaction improved dramatically.
8 Supply chain segmentation
It takes a combination of
metrics-driven science and
intuitive thinking to arrive at
the right combination of supply
chain clusters.
Kevin Price
Global Technology Industry
Advisory Services Leader
Ernst & Young
The process of mapping supply chain
segments typically starts by developing
a thorough understanding of the four
dimensions of your business for each
product or service you offer: demand,
supply, market and customers. Each
product or service will have a range of
identifiable characteristics when viewed
through the lens of the four business
dimensions:
Demand
In terms of demand, for example, its
important to know not only the volume
of demand but also its variability does
demand change seasonally, or based on
other outside forces?
Supply
For supply, what is the products
manufacturing characteristics and lead-
time for planning and materials?
Market
How do you manufacture, sell and
transport products to their respective
markets? And what are the tax and
incentive implications of selling in
different market jurisdictions?
Customers
Through which channels do you serve
various customers, what are their needs
and what range of SLAs or trading
terms exist?
Once the dimensions for each product and
service are understood fully, the next step is
to map the identified characteristics to the
different combinations of supply chain
requirements, which will naturally fall into
clusters. The art at this step in the
process is to reduce the possible clusters to
a manageable number. (This in essence
reduces the level of complexity.) Then,
for each cluster, you identify the key
operational levers and design a supply
chain segment to accommodate specific
needs. For example, in the case of an agile
engineer-to-order-based product with low
volume and high variability, design a flexible
logistics model not based on volume, but on
lead time and on-time delivery.
Similarly, this is the point at which different
customer groupings need to be defined, and
the supply chain segment requirements
identified for optimally serving each group.
At the same time, the fundamental
characteristics of the supply chain itself
should be mapped to the different product
and customer requirements. For example,
which manufacturing facilities can be
counted on to respond most rapidly to
custom requests? Which can switch fastest
between different high-volume, low-margin
products? Which transport routes are most
dependable, and how does that change
from season to season?
Successfully segmenting your supply chain
Maybe you want or need to give preferential treatment to a
particular group of customers. Maybe you need better efficiency in
order to drive down the cost of a high-volume, flagship product. Maybe
you need to cut down lead-time to be more responsive to the needs of
the market. Or (more to our central point) maybe you need to do all of
the above. Whatever the impetus, you are now seriously considering
supply chain segmentation. Following are some considerations for
where to start and how to segment effectively.
Supply chain segmentation 9
The multidimensional cube depicted in
Figure 2 provides an excellent example of
how the results of the analyses described in
the previous section (Successfully
segmenting your supply chain) might
come together in segmenting and efficiently
managing a supply chain. The three axes of
the cube define three key supply chain
attributes: x-axis indicates customers (from
core to strategic), y-axis represents
supply chain responsiveness that includes
product characteristics (from efficient to
agile) and z-axis signifies supply chain
risk, resiliency and tax implications.
Once such a dimensional analysis is
completed for your company, supply chain
segments and the products, services and
customers they relate to can be understood
with clarity and precision. Thus, as it
becomes increasingly untenable to offer the
same service level to all customers, supply
chain segmentation provides insight into
customer and service differentiation and
associated profit levels, from everyday
execution to top-of-the-line premium
services and multiple levels in between,
says Dasgupta. But perhaps most important,
it also defines the pathways through your
supply chain necessary to deliver the right
service level to each customer.
Breaking the supply chain into segments
in this manner provides a highly focused
method of analyzing a product throughout
the entire supply chain, from raw materials
to the end customer. Segmentation done
this way allows companies to:
Analyze supply chain requirements to
meet customer expectations
Evaluate actual and projected customer
service levels
Identify problem spots, bottlenecks and
congestion in the supply chain
Predict and proactively eliminate stock-
out situations
Dynamically model cycle times
Proactively identify and act on potential
late shipments
Plan and implement appropriate safety
stock levels and allocations
Perform best- and worst-case
performance analysis
SCF Supply chain flexibility metric
OFCT Order fulfillment cycle time
POF Perfect order fulfillment
TSCC Total supply chain cost
CSAT Customer satisfaction
Benefits of a metrics-based approach
Short life cycle/high volatility
Long life cycle/low volatility
High-volume/low-mix
Low-volume/high-mix
Customers
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Figure 2: Develop integrated end-to-end
solutions based on customer, product/
service and supply characteristics
Source: Ernst & Young analysis.
Successful supply chain
segmentation creates
configurability in the context
of a shared infrastructure
where people accept ownership
of the segments.
Rajesh Tol
Advisory Services, Supply Chain
Ernst & Young LLP
10 Supply chain segmentation
Segmentation facilitates flexibility
and can be a game changer
Supply chain segmentation is critical to helping companies achieve
the flexibility they need to meet the mantra of business agility. With
segmentation, companies can strive to achieve flexibility across the
entire spectrum defined in Figure 3. Doing so will provide you with
detailed insights into the costs, timing and risks and, therefore, the
profitability associated with meeting the needs of any customer in
any situation.
Thats the kind of information that supports good business decision-
making. And its the kind of response capability that keeps a company
relevant in todays dynamic environment.
Figure 3: Practical examples on how to achieve supply chain responsiveness flexibility
Source: Ernst & Young analysis.
Design
Design for sourcing
Design for
manufacturability
Co-location of
product design,
production team
and sourcing team
Weekly
forecasting and
bi-weekly S&OP
for stable demand
What-if planning
capability
Demand sensing
Vendor
consolidation,
bulk purchase for
volume pricing
(efficient)
Alternate suppliers
Flex volume and
supplier agility
Lean manufacturing
and optimized
schedule (efficient)
Postponement
Flexible
manufacturing
capacity
Optimal route and
logistics capacity
optimization
Alternate routing
and expedite
Flex air capacity
Basic part-level
warranty
Performance-based
contract (up-time,
yield, etc.)
How supply chain leaders can accommodate flexibility and responsiveness in each functional step, while segmenting the supply chain
Plan Buy Make Move Return
Supply chain segmentation 11
There is little doubt but that the pace
of disruptive technology innovation
will continue to accelerate. In addition,
emerging markets and globalization
will continue to drive demand, and the
macroeconomic environment and forces
of nature will continue to drive the need
for resilience. For these reasons, business
complexity will continue to increase
ensuring that complexities will continue
to multiply across supply chains.
As a result, segmented supply chains such
as weve described in this paper likely will
become the gold standard for technology
industry companies. Segmentation offers
a practical methodology for reducing the
risk of reaching a complexity tipping point
and, thereby, circumventing the law of
diminishing returns.
With supply chain segmentation, leading
companies will understand the demand,
supply, market and customer characteristics
of their products and services. They will
be able to clearly identify the individual
product and customer segments within
their supply chain and prioritize the
requirements within those product and
customer segments. In addition, supply
chain segmentation will enable those
leading companies to map their strategic
vision to their supply chains and develop
integrated, end-to-end solutions based on
measurable customer, product and supply
characteristics.
Finally, supply chain segmentation will
create for these leading companies an
advantage that comes from their ability
to deliver added value to the customer
efficiently and effectively.
Outlook
Global businesses continue to grow in complexity every day
and, therefore, so does their need to manage complexity more
effectively. With good strategic thinking up front and sound
execution through properly incentivizing and motivating people to
make the necessary changes supply chain segmentation can be
a powerful tool for managing complexity.
Tathagata Dasgupta
Advisory Services, Strategic Direction
Ernst & Young LLP
Ernst & Young
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Supply chain segmentation article authors
Deb Bhattacharjee +1 408 947 6884 deb.bhattacharjee@ey.com
Tathagata Dasgupta +1 949 437 0417 tathagata.dasgupta@ey.com
Rajesh Tol +1 408 947 5771 rajesh.tol@ey.com
Global technology industry service line leaders
Channing Flynn
Tax
+1 408 947 5435 channing.flynn@ey.com
Kevin Price
Advisory
+1 415 894 8229 kevin.price@ey.com
Joe Steger
Transaction Advisory
+1 408 947 5488 joseph.steger@ey.com
Guy Wanger
Assurance
+1 650 802 4687 guy.wanger@ey.com
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