Consumer products services: Literature

In the midst of explosive population growth, increased urbanization, an evolving, demanding customer base and global climate and natural resource issues, the Consumer Products (CP) industry faces shifting market dynamics, channel challenges and renewed pressures for business model innovation.

Food distributors' traditional value proposition, which centered on storing and transporting goods, is no longer sufficient. In a consolidating and intensely competitive industry, these distributors will need to provide more value to remain competitive.

A strategic imperative for consumer product companies to empower and protect their brands.

To decrease the gap between what executives think IT should be doing for grocery manufacturers and consumer products companies, and what, in reality, is being accomplished, companies should invest more time during project planning to more closely align expectations of IT performance with objectives.

To ensure safety of the food supply and other consumer products, as well a enhance credibility with consumers, consumer products companies can turn to full value traceability to track product ownership throughout the supply chain.

The global consumer marketplace will look radically different in 2010 than it does today. This paper assesses the impact of trends on the disparate marketplaces of Japan, India, China and ASEAN (The Association of Southeast Asian Nations).

The Global Commerce Initiative (GCI) commissioned this study to understand the current experience of companies that have begun to test electronic product code (EPC) and evaluate its economic impact on their businesses.

Consumer products companies must develop the ability to anticipate environmental shifts. Superior data analytics and insight development will be required for winning companies to execute with accuracy and agility in this rapidly changing world.

Consumer products companies will need to elevate customer focus to the same level of importance as the consumer-focused dimensions of their organization and integrate the two to drive mutually beneficial trade relationships while maintaining strong brands.

IBM Business Consulting Services conducted the 2004 IBM European supply chain survey with L'Usine Nouvelle magazine. This survey identifies current practices, significant trends and operational performance benchmarks in five key areas of supply chain management (SCM).

Retailers, manufacturers and distributors have entered a promising, yet challenging, period in their relationships. The way information is managed and shared is becoming a critical issue for industry executives to address.

Market forces are leading to a global consumer marketplace that will look radically different in 2010 than it does today. Traditional mass market strategies will be eclipsed by unprecedented consumer diversity, market polarization and mega-retailer dominance.

With increased pressure from consumers and retailers, consumer products companies can no longer afford to operate linear, "one size fits all" supply chains. What steps must consumer products companies take to help ensure that their supply chains efficiently respond to demands?

This survey identifies current practices, captures significant trends and establishes operational performance benchmarks in five key areas of supply chain management (SCM): new product development, supply chain planning, customer order management, procurement and logistics.

IBM Business Consulting Services conducted the GMA 2005 Logistics Survey in January 2005, in conjunction with the Grocery Manufacturers Association. This survey identifies current practices, captures significant trends and establishes operational performance benchmarks in supply chain logistics.