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A-15609 2015 MESA/Gartner

Business Value of MES Survey


November 6, 2015 v4.
Created by: Julie Meyer, PRM Design and Delivery
For: Rick Franzosa, Simon Jacobson, Supply Chain

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Contents
Project summary
Study objectives
Findings
Overview of survey results
2014 slides included where available

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Project Summary Study Objectives


The purpose of this study is to assess if, and to what extent, MES (Manufacturing
Execution System) applications are delivering ROI and creating value for
companies in the manufacturing industry. Specifically, this study aims to identify
the characteristics of organizations maximizing the value and returns on their MES
investments.
For the last four years, Gartner has partnered with MESA International
(Manufacturing Enterprise Solutions Association) to collect quantitative data from
IT and business leaders at MES user companies. The results can help arm Gartner
clients with new-found value statements and benchmarking insight for
implementing, utilizing and/or upgrading their organizations MES applications.
Results will be used for Best Practices, Hype Cycle, Impact Appraisal, Market
Guide, Predicts, Innovation Tech Insights and Survey Analysis. Goal: Survey
Analysis Research Note in December.
4

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Respondent Profile Industry

S01. Which of the following most accurately represents your organizations primary industry classification? If your organization
participates in more than one industry, please select the one industry in which you are most involved.
n=119

Industry

Industry Type

CPG Mfg

22%

Discrete/Industrial Mfg

19%

Life Sciences Mfg (Pharma, Biotech)

13%

High Tech Mfg


Automotive Mfg

8%

Rolled Goods/Industrial Process Mfg

8%

Semiconductor Mfg

11%

4%

Medical Device Mfg

3%

Oil/Gas/Refining

3%

Aerospace/Defense Mfg

3%

Chem/Specialty Chem Mfg

3%

Other manufacturing

3%

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Discrete
48%

Process
49%

Other
3%

Respondent Profile Decision-making, Group in Org


S02. What role(s) do you have in relation to Manufacturing Execution Systems (MES) within your organization?
S03. Which of the following best describes the group within your organization in which you reside? Single response
n=119

MES Decision-making
Responsibility

Group within Organization

Part of team that


makes decisions

76%
IT
(manufacturing
or corporate)
45%

Provide input to
decision makers

Make the final


decision(s)

54%

15%

Multiple responses allowed


6

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Other
5%

Line of
Business
(Mfg)
23%

Hybrid Line of
Business/IT role
27%

Survey Results

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IT Trends Important to MES Architecture Today


Q01. Considering your organizations current IT climate, which of the following IT trends are most important to your Manufacturing IT Architecture
today and which do you expect to be most important by year-end 2018?
n=119

Ranked 1
Master data management (MDM)

26%

Supply chain collaboration

The Internet of Things (IoT)

Mobility

17%
6%

8%

18%
20%

62%
56%
37%

12%

18%

8%

16%

Cloud computing 3%3%

Other 3%2%

36%
38%

Big data

Ranked 1 or 2

Ranked 2

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6%
5%

IT Trends Important to MES Architecture 2018


Q01. Considering your organizations current IT climate, which of the following IT trends are most important to your Manufacturing IT Architecture
today and which do you expect to be most important by year-end 2018?
n=119

Ranked 1
Supply chain collaboration

34%

Master data management (MDM)


Big data
The Internet of Things (IoT)

20%

20%

25%

16%

21%

11%

12%

Ranked 1 or 2

Expected
Change

54%

56%

-2%

45%

62%

-17%

37%

37%

0%

23%

18%

+5%

Today

Mobility

8%

9%

17%

16%

+1%

Cloud computing

8%

9%

17%

6%

+11%

5%

5%

0%

Other 3% 2%

Ranked 2

Year-end 2018
Ranked 1 or 2

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Percentage of Automated Information Flows


Q02A/B. What percentage of your manufacturing organization's information flows in production are automated Today? By year-end
2018?
n=119

Automation of Production Data and Information


90%+

DK

DK

4%

3%

3%

90%+

<25%

26%

40%
are currently
at least half
automated

By year-end
2018,

75-90%

77%

15%

expect to be
at least half
automated

Today

<25%

3%
25-50%

17%

50-75%

75-90%

21%

27%

17%

Year-end
2018

50-75%
25-50%

31%

10

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33%

Center of Excellence, Employees


Q19. Which of these best describes the organization that installs and supports the Manufacturing Execution Systems in your
organization? Q20. How many employees are assigned to your MES Center of Excellence full-time?
n=116; Excluding 'Don't know'

Operational
CoE
7%

MES CoE Employees

IT
CoE
7%

Formal Mfg
CoE
12%

n=48; Base: Organizations with MES CoE

1-4

23%

MES CoE
41%
5-10

46%

11-25

23%

No CoE
28%
26-50

11

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8%

Majority
have 5
or more
Avg. 12
employees

Value from MES


Q16. To what extent do you agree or disagree with each of the following statements about your organizations Manufacturing Execution Systems?
n=119

Average Rating

1-2 rating
Satisfied with the longer term
benefits of MES

7%

Continuing to invest in MES


project

10%

Getting moneys worth from


MES

10%

Satisfied with the short term


benefits of MES

9%

Reduce cost of deploying the


MES at each phase of project

3-5 rating
39%

1. Strongly
Disagree
12

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Don't know

51%

34%

12%

6-7 rating

3%

50%

43%

56%

47%

6%

42%

5%

2%

33%

33%
7. Strongly
Agree

8%

Overall
Value
Average

2015

2014

N=119

N=112

Change

5.3

+0.3

5.3

4.9

+0.4

4.9

4.5

+0.4

4.8

4.5

+0.3

4.7

4.4

+0.3

5.0

4.66

MES Success Criteria


Q09. Which of the following Manufacturing Execution System success criteria does your organization use?

Ranked 1, 2 or 3

n=119

Ranked 1

*44%

+3%

45%

48%

-3%

41%

35%

+6%

10%

27%

34%

-7%

4%

24%

24%

10%

23%

16%

+7%

3%

20%

12%

+8%

18%
8%

11%

Stability, security, and maintainability of MES

3%

13%

19%

9%

Increasing employee productivity

9%

10%

14%
12%

Increasing net operating profit

10%

7%

Responsiveness to demand

10%

3% 5%

18%

27%

-9%

9%

17%

11%

- 6%

12%

25%

-13%

11%

13%

-2%

Adoption of MES application by user base


Improving factory flexibility
Decreasing time to implement changes

5%

3%

3% 3%
2%3%

6%
6%

Adhering to program budget

3% 3%

6%

4%

+2%

Increasing market share

3% 1%

4%

2%

+2%

*Slight wording difference between years


13

47%

16%

11%

Reducing operational costs (COPQ)

2014 Change
N=112

12%

Increasing product quality

2015

Ranked 3

N=119

18%

MES data for continuous improvement programs

Achievement of performance standards

Ranked 2

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MES Biggest Obstacles


Q10. Which of the following factors have been the biggest obstacles to success with your organizations Manufacturing Execution System strategy?
n=119

Ranked 1, 2 or 3

2015

2014

N=119

N=112

Change

50%

39%

11%

42%

40%

2%

31%

34%

-3%

28%

28%

0%

26%

33%

-7%

25%

22%

3%

24%

21%

3%

22%

18%

4%

16%

12%

4%

14%

*14%

6%

12%

13%

-1%

8% 3%

11%

12%

-1%

Ranked 1

Ranked 2

Cost, business case or ROI not properly understood

30%

Ability of MES to meet all functional requirements

7%

Competition with other IT projects

8%

Agreement on common processes

6%

Cultural buy-in

8%

Executive buy-in

7%

Technical issues

8%

Inability to leverage MES data for continuous improvement 2% 5%


Adoption of software by user base 2%4%

14

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*Slight wording difference

8%

11%

13%

12%
5%

Vendor implementation resource availability and quality 3% 6%

Third-party implementation resource availability, quality

14%

22%

Internal resourcing and personnel issues

8%
15%

11%
11%
3%
7%
7%

6%
6%

11%

Ranked 3

12%

6%

MES Achievement of Business Case 2015, 2014


Q15. Thinking back to your organizations original business case for Manufacturing Execution Systems, what proportion of the
intended business results have been achieved?
n=97; Excluding 'Don't know'

2015 vs. 2014

> 100%
90% - 100% 4%
7%

2014 n=93 Excluding 'Don't know'

< 50%
31%
75% 90%
21%

29%
37%

50% to less than 75%

2015
*Average 59%

50% - 75%
37%
*Calculated using the midpoint of the ranges
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21%
21%

75% to less than 90%


90% to less than 100%

15

25%
31%

Less than 50%

100% (or more)

4%
7%
4%
4%

2014,
*avg. 59%
2015,
*avg. 59%

Achievement of Results (75%+) by Business Criteria


Q15. Thinking back to your organizations original business case for Manufacturing Execution Systems, what proportion of the intended business
results have been achieved? Excluding DK
Q07. How important were each of the following business criteria in your organizations justification to invest in Manufacturing Execution Systems?
n=119

Top MES Business Priorities


(Rated 6 or 7 on a 7-point scale)

75%+ of Business Goals


Met (n=31)

Enforcing standard processes/best practices


across the manufacturing network *

Increasing visibility across the manufacturing


network *

Improving quality

Improving employee decision making and


competency*

16

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84%

Orgs with 75%+


original MES
business results met
were statistically
more likely to have
these business
priorities than those
with lower % met

74%

71%

61%

*Statistically significant difference.

Note: Small sample size.


Only 60% or higher agreement of priorities shown in graph.

Achievement of Results by Criteria (Full list)


Q07. How important were each of the following business criteria in your organizations justification to invest in Manufacturing Execution Systems? Rating on a 1-7 scale
Q15. Thinking back to your organizations original business case for Manufacturing Execution Systems, what proportion of the intended business results have been
achieved? Excluding DK

Orgs who have met less than 50% of their original goals might be hung up on regulatory
compliance (60%).
% MET ORIGINAL BUSINESS CASE

Top two box (rated important at a 6 or 7 on a 1-7 scale)


Enforcing standard processes/best practices across the
manufacturing network
Increasing visibility across the manufacturing network
Improving employee decision making and competency
Improving quality
Reducing cycle times/lead times
Reducing reporting latency
Reducing direct labor costs
Regulatory compliance
Improving unit margin
Improving inventory and cash flow
Increasing asset utilization
Customer retention/growth
Modernizing IT
Improving Market Share
Expanding markets/segments
17

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N=119

n=31

n=36

n=30

Total

75%+ Met

50%-<75% Met

<50% Met

66%

84%*

56%

47%

56%
50%
69%
54%
46%
35%
45%
39%
46%
42%
24%
25%
14%
11%

74%*
61% *
71%
58%
58%
42%
42%
42%
39%
35%
23%
16%
13%
13%

58%
53%
64%
56%
47%
33%
47%
39%
53%
47%
31%
19%
22%
17%

50%
37%
73%
40%
37%
43%
60%
33%
43%
43%
30%
37%
13%
7%

* Statistically significant

Note: Small sample sizes.

MES Initial Business Criteria


Q07. How important were each of the following business criteria in your organizations justification to invest in Manufacturing Execution Systems?
n=119

1-2 rating
Improving quality 2%
Enforcing standard processes/ best
practices across mfg network

6%

Increasing visibility across mfg network

7%

Reducing cycle times/lead times

29%

5%

Improving employee decision making and


4%
competency
Reducing reporting latency

Increasing asset utilization

8%

5%

1. Not at all
important
18

3-5 rating

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6-7 rating

5.9

69%

29%

5.6

66%

37%

5.4

56%

41%

54%

46%

45%

53%

Average
rating

5.3
5.3

50%

46%

5.2

42%

5.1

7. Extremely
important

MES Initial Business Criteria, cont.


Q07. How important were each of the following business criteria in your organizations justification to invest in Manufacturing Execution Systems?
n=119

1-2 rating
Improving unit margin

10%
14%

39%

Regulatory compliance

13%

42%

Reducing direct labor costs

13%

Modernizing IT

13%

33%

Expanding markets/segments

33%

1. Not at all
important
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4.9

46%

4.8

45%
35%

62%

Improving Market Share

4.9

39%

51%

30%

Average
rating

6-7 rating

51%

Improving inventory and cash flow

Customer retention/growth

19

3-5 rating

4.6
4.3

25%
46%

24%
53%
56%

3.9

14%
11%

7. Extremely
important

3.5

3.5

Added text box

MES Business Benefits Timescale


Q08. Typically, over what time scale have each of the following benefits been realized by your organization following investment in Manufacturing
Execution Systems?
n=119

Immediately

Within one month

Within 3 months

Within 12 months

Longer than 12 months

Increasing visibility across mfg network

13%

13%

22%

Reducing reporting latency

12%

13%

24%

Modernizing IT

10% 6%

16%

Regulatory compliance

8% 8%

18%

Enforcing standard processes/best practices across mfg network

8% 13%

Improving quality

8% 11%

27%
24%

Improving inventory and cash flow 2%


4% 8%

Improving unit margin


Expanding markets/segments

2%
3% 10%

4% 13%

Increasing asset utilization 6%

20

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24%

4% 10%

17% 2% 13%

28%

15% 3% 13%

23%

30%

3%11%

6%

22%

42%

10%

11%
32%

19%
41%

25%

29%
27%

8%
13%

28%

20%

Reducing direct labor costs 6% 13%

24%

28%

36%
25%

23%

6%

34%

Customer retention/growth 1%
2% 5% 18%

Improving Market Share 2% 13%

18%
15%

23%

10%3% 13%

14% 7%

18%

Not applicable

17% 3% 11%

25%

24%
27%

Improving employee decision making and competency 4% 10%


Reducing cycle times/lead times 3%8%

22%

Not at all

22%

41%
18%

27%

8%
3%

16%
24%

Top initial
reasons to
invest realized
within 12
months by a
majority.
Over a third
saw results
within 3
months.
(See next
slide for more
details)

Benefits Timescale Met in 3 Months, 12 Months


Q08. Typically, over what time scale have each of the following benefits been realized by your organization following investment in Manufacturing
Execution Systems?
n=119 Base: Excluding Not Applicable and Not at all

Met in 0-3 months


Reducing reporting latency n=100

Met in 0-12 months

58%

Enforcing standard processes/best practices across n=102

55%

Increasing visibility across mfg network n=102

55%

88%
73%
80%

Improving employee decision making/competency n=100

49%

82%

Improving quality n=102

48%

80%

Regulatory compliance n=83

48%

Modernizing IT n=84

45%

Reducing cycle times/lead times n=103


Increasing asset utilization n=91

26%

63%
63%

19%

69%

15%
12%

Improving Market Share n=54 4%

Note: Does not include Not applicable or Not at all responses


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76%

22%

Improving inventory and cash flow n=86

21

78%

34%

Improving unit margin n=51

Expanding markets/segments n=57

80%

39%

Reducing direct labor costs n=87

Customer retention/growth n=61

75%

51%
39%
33%

Manufacturing Application Strategy 2015, 2014


Q03. Which of the following best describes your organizations strategy for manufacturing applications?

2015

2014

n=119

n=112

IT attempts to
fulfill business
unit requests
as they arise
7%
IT projects are
prioritized in a
portfolio
management
process
based on
available
funding and
ROI
45%

22

Formal application
strategy is developed
based on the business
strategy and a desired
future state of
business capabilities
28%

Formal application strategy


is developed with the goal
of improving the application
architecture while fulfilling
the business requests
21%

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IT projects are
prioritized in a
portfolio
management
process
based on
available
funding and
ROI
27%

IT attempts to
fulfill business
unit requests
as they arise
12%

Formal application
strategy is developed
based on the business
strategy and a desired
future state of
business capabilities
29%

Formal application strategy is


developed with the goal of
improving the application
architecture while fulfilling the
business requests
33%

MES Provider 2015 and 2014


Q04. Which of the following best describes the provider of your organization's manufacturing execution system?

2015

2014

n=119

n=112

Best of Breed MES provider

50%

ERP provider

19%

Module or application from an


automation provider or
controls/DCS/SCADA provider
PLM vendor

Other

23

17%

2%

Best of Breed MES provider

ERP provider

17%

Module or application from


automation and
controls/DCS/SCADA

17%

PLM vendor

13%

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52%

Other

2%

13%

MES System Selection 2015 and 2014


Q18. Which of these best describes the business case and system selection for Manufacturing Execution Systems in your org?

Plants
expected
to
impleme
nt corp
standard
45%

24

2015

2014

n=119

n=112

Plants select
individually
20%

Plants
can opt
in to corp
standard
34%

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Plants
expected
to
implement
corp
standard
38%

Plants select
individually
22%

Plants
can opt
in to corp
standard
40%

Enterprise vs. Point Solution 2015 and 2014


Q05. Was your organizations MES evaluated and selected as a point solution or as an enterprise application?

2015
n=110; Excluding 8% 'Don't know'

Point solution
32%
Enterprise
application
68%

25

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2014
n=99; Excluding 12% 'Don't know'

Enterprise
application
65%

Point solution
35%

Number of MES Sites 2015 and 2014


Q11. On how many individual sites is your organizations Manufacturing Execution System deployed?

2015

2014

n=119

n=112

10 or more
24%
47% on
5+ sites
5-9 sites
23%

26

1 site
19%
2 sites
14%
3-4 sites
19%

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46% on
5+ sites

10 or more
28%
5-9 sites
18%

1 site
19%
2 sites
13%
3-4 sites
23%

MES Deployment Time Initial, Additional


Q12/Q13. How long did it take your organization to complete its first Manufacturing Execution System deployment? How long did it
take your organization to complete, on average, additional Manufacturing Execution System deployments?
Base: Excluding 'Don't know'

Less than 3 months

4%
6%

3 months to less than 6 months

6%

23%
17%

6 months to less than 9 months

18%
24%
25%

12 months to less than 18 months

18%
13%

18 months to less than 24 months

7%

16%
1%

*Base: Deployment on more than one site (Q11)


27

Average
(using midpoint
of ranges)

15 months

21%

9 months to less than 12 months

24 months or more

First Manufacturing
Execution System
deployment, n=104

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Additional
Manufacturing
Execution System
deployments*, n=84

Average
(using midpoint
of ranges)

10 months

Deployment Model for MES


14A/B. Which of the following best describes the primary model your organization uses to deploy MES applications today? Which of
the following best describes the primary model you expect your organization to use for MES applications by year-end 2018?
n=119

Today

Year-end 2018
Hybrid cloud, 5%

On premise,
centralized
deployment
38%

On premise for
each site
53%

28

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Public cloud
3%
Dont know
2%

Hybrid cloud
23%
On
premise,
centralized
deployme
nt
47%

On premise for
each site
23%

Public cloud
3%
Dont know
4%

Methodology, Respondent Profile

29

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Respondent Profile Decision-making, Group in Org


S02. What role(s) do you have in relation to Manufacturing Execution Systems (MES) within your organization?
S03. Which of the following best describes the group within your organization in which you reside? Single response
n=119

MES Decision-making
Responsibility

Group within Organization

Part of team that


makes decisions

76%
IT
(manufacturing
or corporate)
45%

Provide input to
decision makers

Make the final


decision(s)

54%

15%

Multiple responses allowed


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Other
5%

Line of
Business
(Mfg)
23%

Hybrid Line of
Business/IT role
27%

Methodology Record
Results are based on a Gartner study conducted September 9, 2015 through October 5, 2015 with the

members and contacts of MESA International (Manufacturing Enterprise Solutions Association).


This is the fourth year the study has been fielded with this association.

119 IT and business leaders at MES-user companies in the US participated. Participants were screened

to be in manufacturing industries, have an MES system and to have a role in decisions related to MES.
The purpose of the study was to assess if, and to what extent, MES applications are delivering ROI and

creating value for companies in the manufacturing industry. And specifically to identify the characteristics
of organizations maximizing the value and returns on their MES investments.
The survey was developed collaboratively by a team of Gartner analysts who follow Supply Chain and

was reviewed, tested and administered by Gartner's Research Data Analytics team.

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