2022 Gartner® Magic Quadrant™ For Supply Chain Planning Solutions

20/7/22, 22:49 Gartner Reprint
Licensed for Distribution
Magic Quadrant for Supply Chain Planning Solutions

Published 16 May 2022 - ID G00746920 - 68 min read
By Amber Salley, Tim Payne, and 2 more
Supply chain planning technology is needed to facilitate responsive, agile planning that supports
a company’s strategic goals. This research helps supply chain technology leaders when
evaluating and selecting software tools to enable their supply chain planning maturity
progression.
Market Definition/Description
This document was revised on 19 May 2022. The document you are viewing is the corrected
version. For more information, see the Corrections page on gartner.com.
Gartner defines “supply chain planning solution” as a platform providing technology support that
allows a company to manage, link, align, collaborate and share its planning data across an extended
supply chain. It supports demand creation through to the detailed supply-side response and from
strategic through execution-level planning. A supply chain planning (SCP) solution is the planning
decision repository for a defined end-to-end supply chain and is the environment in which end-to-end
integrated supply chain decisions are managed. It establishes a single version of the truth for the
plan data and decisions, regardless of the underlying execution technology environment.
The foundational capabilities of the SCP solution are:
■ Demand planning (e.g., demand forecasting and consensus demand planning)
■ Supply planning (e.g., inventory planning, replenishment planning, order promising, production
planning, production scheduling)
■ Support for aligning planning decisions across the enterprise and across multiple planning time
horizons
■ Support for financial impact analysis and planning
The optional capabilities of an SCP solution are:
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■ Advanced analytics and AI
■ Digital supply chain twin
■ Integrated business planning
■ Continuous planning
■ Supply chain segmentation
Magic Quadrant
Magic Quadrant for Supply Chain Planning Solutions
Source: Gartner (May 2022)
Vendor Strengths and Cautions
Adexa
Adexa is a Visionary in this Magic Quadrant. Its focus is on its digital supply chain planning solution,
which delivers end-to-end (E2E) planning. Its operations are mainly focused in North America,
Western Europe and Asia/Pacific (APAC), where it targets midsize to large enterprises in a range of
verticals, but especially in discrete manufacturing. Its strategy for its SCP solutions is the use of
machine learning (ML) for self-correction of the models, self-improvement of business rules and
policies, and self-optimization of algorithms.
Strengths
■ Business model: Adexa scored above average for the percent of R&D spend focused on its
planning capabilities. Because the vendor only supports supply chain planning, the management
team is laser-focused on planning in terms of its prioritization.
■ Offering (product) strategy: Adexa scored above average in its product strategy. This is driven by
the strength in its roadmap for the range of analytical techniques, its vision for the digital supply
chain twin, the granularity at which it can produce plans and the low latency of the data utilized in
that planning.
■ Product or service: Adexa scored well above average in the strength of its current planning
solution. It did notably well in areas such as supply planning capability, advanced planning
capabilities, support for multienterprise planning and the breadth of resource types that can be
planned.
Cautions
■ Sales strategy: Adexa has a below-average new customer acquisition rate over the last 12 months.
In addition to this, its percentage of annual recurring revenue is also below average. However, its
year-over-year employee growth is average compared to the other vendors in this Magic Quadrant.
■ Sales execution and pricing: Although the implementation of Adexa involves less services cost
relative to software cost than the average of other vendors in this Magic Quadrant, the
implementations take longer typically due to the complexity of the supply chains being modeled.
Adexa’s license costs are above average compared to other vendors in this Magic Quadrant, and it
has a more complex pricing model than most others.
■ Marketing execution: Adexa scored below average in marketing execution compared to the other
vendors in this Magic Quadrant. Despite it having an above-average mind share through its press
releases, videos and webinars, and having a good balance of customer company sizes between
midsize and large, companies have a below-average level of awareness of Adexa in the market.
Anaplan
Anaplan is a Leader in this Magic Quadrant. Its Anaplan platform supports supply chain planning as
well as other domains, such as finance, sales, marketing, IT and workforce. Its operations are
strongest in North America, followed by Europe and APAC, and it supports enterprises in all vertical
industries covered in this Magic Quadrant. Anaplan is expanding its footprint in supply chain with
procurement planning, spend management, supplier and customer collaboration, and product
portfolio planning.
Strengths
■ Market understanding: Anaplan’s strong vision for aligning decisions across different time
horizons of planning and across the different functions of an enterprise puts it above average in
this criterion. It’s been a pioneer in developing extended planning and analysis (xP&A), which aims
to more tightly align financial and various forms of operational planning. Anaplan’s product vision
is to maintain tight alignment between the functional domains of an enterprise (e.g., finance,
supply chain, sales), from the strategic to execution planning horizons.
■ Offering (product) strategy: Anaplan’s vision is to incorporate a wider range of analytics into its
platform. It launched its PlanIQ with Amazon Forecast capability in 2021, which includes a broad
range of user-defined analytics. Discrete event simulation support will be available in the future
through a relationship with Google Cloud, and Anaplan’s partnership with Google Cloud aims to
fulfill Gartner’s vision for a digital supply chain twin.
■ Marketing execution: Anaplan has strong brand awareness driven by its presence in the financial
planning and analysis market. It has an above-average tendency to be included in shortlists of
companies evaluating SCP solutions compared to other vendors in this Magic Quadrant. Anaplan
has a good mix of customers spanning midmarket, large enterprise and extra-large (XL)
enterprises, which translates into its ability to support end-user organizations of different sizes.
Cautions
■ Business model: Supply chain planning is one of several solution areas that Anaplan offers, which
therefore competes with its other solutions for resources and investment. Anaplan’s level of R&D
investment as a percentage of revenue is below average compared to other vendors in this Magic
Quadrant.
■ Overall viability: End users have a lower tendency to use Anaplan’s SCP product for all relevant
SCP functions. Instances of product use tend to be for supporting local or regional planning.
■ Geographic strategy: Anaplan sells its SCP direct with no resell distribution partners, and it has
offices in four of eight regions covered in this research, which is below average compared to other
vendors in this Magic Quadrant. It has a very large implementation partner network that could
support projects in any region. However, prospective customers in regions without a dedicated
Anaplan presence will need to determine how Anaplan could support them during implementation
and maintenance phases.
Arkieva
Arkieva is a Visionary in this Magic Quadrant. Its focus is on its new Arkieva Orbit platform, which
delivers a range of planning capabilities that encompass demand through scheduling. Its operations
are mainly focused on North America, Western Europe and APAC (excluding Japan), where it targets
mainly midsize and large enterprises in process manufacturing, wholesale/distribution and
aftermarket industries. Its investment focus has been on moving from on-premises to full SaaS with
its next-generation platform and adding digital capabilities.
Strengths
■ Market understanding: Arkieva scored above average for its vision for market understanding. Its
vision for support for configure, optimize, respond, execution (CORE) alignment is above average,
along with its vision for decision automation, user experience, and decision alignment horizontally
and vertically.
■ Marketing strategy: Arkieva’s vision for marketing strategy is above average. It has particularly
strong visions for digital planning as well as the range of resource types it can plan, which goes
beyond traditional materials and machines and into sustainability resources and regulatory
constraints, for example.
■ Product or service: Arkieva scored above average in the strength of its current planning solution. It
did notably well in areas such as demand planning capability, advanced planning capabilities and
the breadth of resource types that can be planned.
Cautions
■ Market responsiveness/record: Arkieva scored below average in this criterion. Although its vision
supporting the different layers of CORE is strong, Arkieva’s current breadth of capabilities across
the configure, optimize and respond planning layers is below average compared to other vendors
in this Magic Quadrant. The areas Arkieva could strengthen include project planning, workforce
planning and risk management.
■ Customer experience: Arkieva scored below average in this criterion, led especially by a lower
score in customer enablement/engagement. User conferences are only held every second year
and no training certifications are available for customers, which has a negative impact on this
criterion.
■ Operations: Arkieva leverages fewer third-party implementation partners and has a lower upgrade
frequency compared to other vendors in this Magic Quadrant.
Blue Ridge
Blue Ridge is a Niche Player in this Magic Quadrant. Its Blue Ridge Platform product is mainly
focused on demand sensing, planning and shaping, as well as capacity planning and inventory
replenishment. It also offers price optimization functionality, which is unusual for an SCP vendor. Its
operations are mostly focused in North America, and its clients tend to scale from midsize to large
companies concentrated in distribution-centric industries, such as retail, wholesale distribution and
consumer products manufacturing. Its investment strategy includes greater access to external data
to enable causal forecasting as an enhancement to its demand forecasting and analytics
capabilities.
Strengths
■ Business model: Blue Ridge scored above average for the percent of R&D spend focused on
planning capabilities. The management team places a high priority on SCP, which is impacted by
the fact that the majority of the vendor’s business is focused on providing software to support
planning activities.
■ Overall viability: The vendor’s overall viability is boosted by an above-average score in the
tendency to be used as a single global reference for SCP among its client base in distribution-
centric industries.
■ Sales execution/pricing: Blue Ridge performed well in service to software ratios, typical
implementation times and price levels. These are all important considerations for smaller
companies and retailers that frequently operate with narrow profit margins, particularly in fast-
moving consumer goods categories.
Cautions
■ Geographic strategy: Blue Ridge scored below average for this dimension, with offices in three
geographies — the minimum number for inclusion in the Magic Quadrant. It describes its current
distribution partner/reseller and implementation partner networks as active mainly in North
America, with a few partners in EMEA as well.
■ Marketing execution: Blue Ridge scored below average in all elements of marketing execution. It
scored below average for mind share and customer awareness, which is reflective of a limited
presence in the market with regard to brand awareness programs, such as blogs, webinars and
white papers. Low scores may also reflect its focus on smaller companies in its target markets.
■ Sales strategy: Blue Ridge’s new customer acquisition rate over the last year is below average
compared to other vendors in this Magic Quadrant. This is consistent with the limited geographic
strategy and marketing execution approaches the company currently demonstrates.
Blue Yonder
Blue Yonder is a Leader in this Magic Quadrant. Its Luminate Planning platform is focused on
providing E2E multienterprise planning. Its operations are geographically diversified, and it provides
support to enterprises in all vertical industries covered in this Magic Quadrant. In early 2021, Blue
Yonder was acquired by Panasonic, paving the way for further expansion in APAC. Its investments
are focused on modernizing its legacy SCP applications and strengthening its ML capabilities.
Strengths
■ Marketing strategy: Blue Yonder’s vision for marketing strategy is strong. It has particularly strong
visions for the range of resource types it can plan with as well as for digital planning with
probabilistic and autonomous planning approaches.
■ Innovation: Blue Yonder has a strong vision for providing an open platform for analytics and for
data sources/management. It has also established DevCon, a developer conference engaging the
developer network to share ideas and ways to leverage the Blue Yonder platform. The platform can
be extended to use other sources for analytics on top of a broad range of data sources,
additionally leveraging Panasonic expertise within data management.
■ Market responsiveness/record: Blue Yonder’s breadth of capabilities across the configure,

optimize and respond planning layers, along with the total number of SCP customers, is above
average compared to other vendors in this Magic Quadrant. This is accomplished by leveraging
several applications in the Blue Yonder portfolio as well as capabilities achieved through
partnerships (e.g., Accenture for capabilities within trade promotion execution).
Cautions
■ Offering/product strategy: Blue Yonder offers a good range of analytics but is weaker on its vision
to support simulation (e.g., discrete event simulation) as well as its vision to leverage natural
language processing (NLP) across the platform. Similarly, its vision for a digital supply chain twin
is below average in areas such as ability to generate data-derived correlations and configurations.
■ Product or service: Blue Yonder lacks packaged integrations with common ERPs and embedded
integration with Python and RStudio. Its score was primarily affected by customer feedback for the
relevant capabilities. The lowest scores for Blue Yonder were within the range of analytics, data
integration and scenario management.
■ Customer experience: Below-average scores in customer service and support, evaluation and
contract negotiation, as well as customer stickiness, reduced the overall score for customer
experience. Customer stickiness had the highest impact on the overall score of this criterion and
was primarily affected by below-average tendency for customers to recommend the solution to
others.
Coupa
Coupa is a Challenger in this Magic Quadrant. Its Business Spend Management platform has been
expanded to include some supply chain planning capabilities through an acquisition of LLamasoft
made in November 2020. Its operations are geographically diversified, and it provides support to
large and midmarket enterprises across verticals. Its investments are focused on bringing together
the capabilities from Coupa and LLamasoft products, bridging the gap between procurement, supply
chain planning and finance.
Strengths
■ Marketing strategy: Coupa’s vision for marketing strategy is above average. It has particularly
strong visions for digital planning and for planning with a large range of resource types that goes
well beyond traditional supply chain resources such as emissions. The focus of working with a
large variety of resource types is likely due to its heritage in the network design market, where
requirements around this would be common.
■ Overall viability: Coupa has a tendency to be used as a single global reference for planning, as it
would oftentimes be used for global design of supply chains to support decisions around network
design and modeling. Along with a strong cloud deployment ratio, Coupa scores above average in
overall viability.
■ Customer experience: Coupa scores very well for all subcriteria in customer experience, which is
highly affected by positive customer feedback and a high tendency for customers to recommend
the platform to others.
Cautions
■ Market understanding: Coupa has a below-average vision for CORE, user experience and
horizontal/vertical decision alignment. It has not demonstrated a strong vision for the respond
planning layer of CORE, as the roadmap is prioritized based on its customer needs. It is also
weaker on leveraging artificial intelligence (AI) and cognitive computing for enhancing the user
experience.
■ Innovation: Coupa scores below average in innovation due to model size limitations, which
weakens the vision for speed/scalability. It also has a slightly weaker vision for data
sources/management, with no or little indication of progressing toward a data fabric architecture.
■ Market responsiveness/record: Coupa covers capabilities in the configure layer very well, but has
below-average coverage of capabilities in the optimize and respond planning layers. Also, its
customer functional penetration is below average because companies tend to use the solution for
only a limited functional scope — mainly within supply chain design — with the opportunity to
extend to other areas.
Dassault Systèmes
Dassault Systèmes (Dassault) is a Niche Player in this Magic Quadrant. Its main product to support
SCP is DELMIA Quintiq, which is focused on integrated planning across resource types, such as
people, materials, machines and transportation. Its operations are mostly focused in North America,
Europe and Asia, and its clients tend to be large enterprises in process and discrete manufacturing
industries. Its investments are focused on further integrating DELMIA Quintiq into its 3DEXPERIENCE
platform to align product life cycle management (PLM) and execution activities with SCP, and on AI
to enhance capabilities for value network optimization.
Strengths
■ Marketing strategy: Dassault demonstrates an above-average vision for marketing strategy, driven
by its ability to support customers in reaching a higher-level planning maturity as well as strong
visions for handling variability and data challenges.
■ Offering (product) strategy: With its strength of vision in the range of analytics it utilizes and its
ability to plan at a very granular level, Dassault scored above average in its product strategy.
Dassault is experienced in and capable of handling a lot of complexity and different types of
constraints, and it can plan with these all the way down to production planning and scheduling.
■ Innovation: Dassault scored well in several areas of innovation, particularly in its vision for digital
and AI that encompasses a broad range of AI techniques used for improving planning decision
making.
Cautions
■ Market understanding: Dassault’s vision for user experience is below average in areas such as
contextual collaboration, ability to use multiple devices and vision to leverage cognitive computing
for improving the user experience. Along with below-average scores for decision automation and
alignment across the multienterprise, this leads to an overall below-average score for market
understanding, despite a comprehensive vision for how to address the four planning layers in
CORE.
■ Customer experience: Dassault Systèmes engages well with its customers through councils and
training offerings, but feedback from customers on service and support as well as evaluation and
contract negotiation suggests that there is an opportunity to further strengthen the customer
experience.
■ Marketing execution: Limited customer awareness and mind share led fewer Gartner clients to
include Dassault in SCP technology evaluations, pulling the company’s score below the average.
Its customer base is highly weighted toward large companies, resulting in a low score for
evaluation of market by size, which also affects the overall score for marketing execution
negatively.
E2open
E2open is a Visionary in this Magic Quadrant. Its planning products are broadly focused on
integrated planning, with support for demand planning and supply network planning. Its operations
are mainly focused in North America, Western Europe and APAC, and its customers tend to be large
enterprises in process or discrete manufacturing industries. E2open’s product strategy is to bring
together network, data and applications on a single platform to support end-to-end planning and
execution capabilities.
Strengths
■ Sales strategy: E2open has an above-average sales strategy through which it has accrued new
customers at a rate above the average of the other vendors evaluated in this Magic Quadrant. This
has resulted in an above-average percentage annual recurring revenue. Supporting this growth,
E2open has an average growth rate in its employees supporting SCP year over year.
■ Customer experience: Customer engagement and enablement is above average, supported by

E2open’s customer councils, conferences and training programs. Its customers report an above-
average level of satisfaction with the vendor’s customer service and support. E2open has above-
average scores for its technical support, the help desk hours and languages it has, and the
feedback from its customers.
■ Offering (product) strategy: E2open scored above average in this criterion, primarily through the
strength of its vision in digital supply chain twin, the range of analytical techniques to be deployed
and the use of low-latency execution data in planning.
Cautions
■ Marketing execution: E2open’s mind share in the SCP market is below average, and it is heavily
oriented toward having large enterprises as customers for its SCP, with little presence in the
midmarket. However, it is coming up more in searches and is making its way onto more customer
evaluation lists.
■ Overall viability: E2open has below-average strength in its financials, per Gartner’s assessment of
public vendor’s financial performance. Despite being fully on cloud, its customers (with a few
notable exceptions) typically have a below-average tendency to use E2open as a single global
instance for planning and instead use it for functional planning tasks, such as demand sensing.
■ Business model: E2open covers more areas of the supply chain management technology market
than just SCP. Hence, the focus that SCP gets in terms of management focus and/or investment
prioritization is not exclusive.
GAINSystems
GAINSystems is a Visionary. Its GAINS product encompasses enterprise and multienterprise

planning, including demand management, inventory optimization, supply planning and network
design. Its operations are focused on North America, Latin America, Europe and Australia. Its clients
include enterprises primarily in discrete manufacturing and distribution-intensive industries. Its
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investment strategy is focused on automating and augmenting planning decisions with machine
learning and expansion to multienterprise planning. With a recent significant investment by global
investment firm Francisco Partners, GAINSystems intends to focus on scaling its operations, growing
its partner ecosystem, enhancing its vertical-industry product management and bolstering its
marketing efforts.
Strengths
■ Business model: With its focus on providing software to support planning activities, GAINSystems
scored above average for the management team’s priority on SCP. It also scored above average on
the percent of R&D spend going to SCP.
■ Product or service: GAINSystems was among the highest-scoring vendors for product and service.
Notably, it scored above average for support for multiple types of predictive and prescriptive
analytics as well as strength of solution extensibility, multienterprise planning capabilities (with
further investment plans for this area) and aligning decisions across time horizons and data
granularities.
■ Customer experience: GAINSystems’ customers scored it well with regard to their experiences
with engagement and enablement. The company recently launched and is facilitating customer
advisory groups to further enhance customer experience. GAINSystems also scored well in more
tactical areas, such as selection engagement, contract negotiation, and customer service and
support, including technical support.
Cautions
■ Sales strategy: GAINSystems’ new customer acquisition rate for the past year is below average
compared to other vendors in the Magic Quadrant. Its historic approach to marketing execution
and to building an extended network of third-party implementation service providers limit company
mind share and overall awareness among a wider pool of prospective customers. Its score for
annual recurring revenue was average.
■ Marketing execution: Limited customer awareness and mind share led fewer Gartner clients to
include GAINSystems in SCP technology evaluations, pulling the company’s score below the
average of other vendors in this Magic Quadrant. Its customer base is weighted toward midmarket
companies, yielding an average score for evaluation of market by size.
■ Operations: GAINSystems has strategically chosen to have a limited number of third-party

implementation service partnerships. Deployments supported by its own services team provide
customers with shorter time to value and lower implementation cost. Below-average growth in
employees supporting consulting and implementation services also contributed to the score
below the average of other vendors in this Magic Quadrant.
Infor
Infor is a Niche Player in this Magic Quadrant. Its SCP solution is called Infor Supply Chain Planning,
which covers nearly all aspects of supply chain planning. Infor’s operations are mostly focused in
North America and Europe, and its clients are often working with complex manufacturing
environments in the process and discrete manufacturing industries. Infor was acquired by Koch
Industries in early 2020, providing it with additional resources to continue its growth.
Strengths
■ Market understanding: Infor’s strategy for decision alignment aligns with the needs of supply
chains that aspire to higher levels of maturity. Its Infor Nexus platform provides visibility to the
execution layer of planning. Hence, it is able to provide signals from a company’s supply chain
partners without having to leverage other technology partner products. Infor’s vision is to add
capability around distribution and supply network design to effectively align a company’s supply
chain design with its global goals.
■ Sales execution/pricing: Infor has one of the simplest pricing models of vendors included in this
Magic Quadrant. This makes it easier for customers and prospects to understand the drivers of
cost in their commercial agreements. The price level of a typical Infor subscription is below
average.
■ Offering (product) strategy: Infor supports a wide range of analytics, including multiple solvers,
machine learning and NLP. Probabilistic modeling can be used to create demand forecasts with a
vision to extend the use to supply variability and uncertainty and risk modeling.
Cautions
■ Innovation: Infor’s vision for hosting an open platform lags others in the Magic Quadrant. An open
platform for AI and ML is available through Infor Coleman. However, Infor trails others in its vision
for the embedded integration of open-source technologies and the options end users have for
leveraging analytics from those technologies into the planning environment.
■ Marketing execution: Infor produced fewer promotional materials related to its SCP solution than
other vendors in the past year. This results in a lower tendency for prospective buyers to be aware
of Infor’s supply chain planning product set.
■ Operations: Infor’s Integrated Business Planning customers are limited in its cloud deployment
options compared to other vendors in this Magic Quadrant. Currently, Infor customers can deploy
its SCP solution on a private cloud, Microsoft Azure or Amazon Web Services. Infor has fewer SCP
implementation partners than most vendors in the market.
John Galt Solutions
John Galt Solutions is a Leader in this Magic Quadrant. Its Atlas Planning Platform is broadly
focused on providing end-to-end supply chain planning, from network modeling to production
planning. Its operations are primarily focused on North America, Western Europe and APAC. Its client
base is a mix of midmarket and global enterprises — with higher coverage toward the midmarket — in
consumer goods and food and beverage industries, with the balance being spread across a diverse
group of other industries. Its investments are focused on architectural improvements in several areas
as well as enhancements to the user experience, and the use of structured and unstructured data in
demand and supply strategies, using machine learning.
Strengths
■ Business model: John Galt Solutions scores above average on this criterion due to its core focus
on developing, selling and supporting supply chain planning software. This is coupled with an
above-average amount of R&D spend that is concentrated on growing its planning solutions.
■ Product or service: John Galt Solutions scores above average in all 15 capabilities. It scored
significantly above average in breadth of resource types that can be planned and support for
multiple types of predictive and prescriptive analytics. Planned analytics enhancements will
further assist end users to automate decision making.
■ Market understanding: John Galt Solutions demonstrates an above-average ability to translate

buyer wants and needs, and turn those into planning products and services. In particular, the
company demonstrates a comprehensive vision for a product strategy that addresses the four
layers of CORE.
Cautions
■ Sales strategy: John Galt Solutions scored below average for sales strategy compared to other
vendors in this Magic Quadrant. This was driven by relatively low growth in annual recurring
revenue from cloud deployments for 2020. A significant portion of the vendor’s existing client base
remains on on-premises deployment models and could be expected to transition to cloud in the
coming years.
■ Marketing execution: Compared to other vendors in this Magic Quadrant, Gartner clients tend to
include John Galt Solutions less frequently in software evaluation cycles. Although the vendor also
has large, complex global companies in its portfolio of customers, its concentration on midmarket
prospects has limited the mind share among large enterprises that seek vendors with experience
in similar-sized companies with relatively complex global supply chain environments.
■ Geographic strategy: John Galt Solutions has offices in four out of eight regions globally, which is
fewer compared to other vendors in this Magic Quadrant. Its number of distributors globally places
it among the lowest third of vendors evaluated, with distribution partners present in North
America, Western Europe, sub-Saharan Africa and APAC.
Kinaxis
Kinaxis is a Leader in this Magic Quadrant. Its solution, RapidResponse, is focused on delivering
concurrent planning across a broad range of planning capabilities. Its operations are global, but
mostly focused in North America while expanding in Europe and APAC. Kinaxis targets process
manufacturing and discrete manufacturing environments. Since 2020, Kinaxis has announced
strategic partnerships with supply chain execution vendors to provide more support for its sales and
operations execution (S&OE) capabilities.
Strengths
■ Marketing strategy: Kinaxis scored above average in its vision for enabling a Level 5 SCP maturity
environment. This includes its vision for stripping bias out of decision making through its
composite AI framework, and its Cognitive Network Graph that synchronizes with live data in
Kinaxis’ solution partner environments.
■ Innovation: Kinaxis’ vision for integrating digital technologies into the planning environment
includes NLP to process unstructured text data, and the processing of Internet of Things (IoT)
signals from devices and sensor-based applications to update its data model. In addition, there’s
an autoML approach that automates some tasks typically conducted by data scientists.
■ Operations: Kinaxis has made investments to ensure customers are sufficiently supported as they
deploy and expand their use of RapidResponse. It’s seen significant growth of its solution
extension partners that are building new functionality on Kinaxis’ extendable RapidResponse
platform and has grown its implementation partner network by more than threefold since 2018.
This includes several partners that have an explicit focus on supporting instances in the APAC
region.
Cautions
■ Sales execution/pricing: Kinaxis’ pricing level is above average compared to other vendors in this
Magic Quadrant. It introduced a modified pricing structure in 2020, designed to reduce the
financial barrier to entry for prospective buyers by focusing on lowering the total cost of
ownership. This has driven interest in the midmarket space, but within large, complex models, the
proposed pricing is similar or higher than other vendors, albeit with a lower price tag than would
have been previously.
■ Geographic strategy: Kinaxis has offices in four of the eight regions covered in this Magic
Quadrant, which is fewer than other vendors. Its network of distributors is below average, but it
makes up for this with the continued rapid expansion of its new value-added reseller (VAR)
program. The VAR program has seen the addition of 14 new partners within its first quarter serving
all eight regions covered in this Magic Quadrant.
■ Customer experience: Kinaxis scored below average in this criterion. This is driven by a slightly
lower satisfaction level specifically related to the evaluation and contract negotiation process
compared to other vendors in this Magic Quadrant.
Logility
Logility is a Challenger in this Magic Quadrant. Its Logility Digital Supply Chain Platform is mainly
focused on providing E2E enterprise or multienterprise planning. Its operations are mainly focused in
North America, Western Europe and APAC, where it targets midsize to large enterprises in a range of
manufacturing and retail sectors. It has recently unified the Demand Solutions platform and merged
the two platforms, which allows Logility to ingest a broader view of the supply chain while focusing
R&D investments on one, single platform across the two entities.
Strengths
■ Market understanding: Logility demonstrates an above-average ability to translate buyer wants
and needs and turn those into planning products and services. In particular, the company
demonstrates a comprehensive vision addressing the four layers of CORE as well as a strong
vision for planning beyond the E2E enterprise toward the multienterprise.
■ Product or service: Logility scores above average in nearly all capabilities evaluated in this
criterion. It did notably well in areas such as basic demand planning capabilities, basic supply
planning capabilities, solutions scalability and performance/speed.
■ Market responsiveness/record: With above-average coverage of all four layers of CORE, as well as
a high number of customers (due to the combined customer base of Demand Solutions and
Logility), the score in this criterion is above average.
Cautions
■ Sales strategy: The number of net new customers added in the past year, as well as employee
growth rate and annual recurring revenue from cloud deployments, is below average compared to
other vendors in this Magic Quadrant. This leads to a below-average score in this criterion.
■ Offering (product) strategy: Logility scores below average in its offering (product) strategy. This is
primarily driven by a below-average vision for the range of analytics compared to other vendors in
this Magic Quadrant. Logility is actively exploring additional opportunities to use NLP, but does not
elaborate on the use of natural language generation (NLG).
■ Innovation: Logility demonstrates below-average vision for digital and AI. Its strategies are below
average for using robotic process automation (RPA) in its platform, as well as graph modeling and
analytics.
Manhattan Associates
Manhattan Associates is a Niche Player in this Magic Quadrant. Its Manhattan Active Inventory
product is mainly focused on demand forecasting, inventory planning and replenishment planning. Its
operations are mostly focused in North America, and its clients tend to be retailers, wholesalers and
distributors. Manhattan Associates has launched an integrated platform that contains business
intelligence and data analytics tools.
Strengths
■ Market understanding: Manhattan Associates’ vision for decision automation is of benefit to
organizations in the early stages of their SCP maturity journey. It can help planning teams
automate tasks that are currently supported manually. And its investment in support of predictive
analytics paves the path for companies to start automating some of their decision making.
Support for planning alignment across channels is part of its Omni-inventory Optimization
offering.
■ Sales execution/pricing: Manhattan Associates scored above average in all elements of sales
execution/pricing. Compared to other vendors in this Magic Quadrant, it has one of the simplest
pricing models, making it easier for customers and prospects to understand the drivers of cost in
commercial agreements. Furthermore, the license cost for a typical SCP implementation is below
average.
■ Overall viability: Manhattan Associates has strong financials per Gartner’s assessment of the
public vendor’s financial performance. It also has an above-average tendency to be used as a
single global instance for SCP.
Cautions
■ Marketing strategy: Although Manhattan Associates can currently plan around materials and labor
within warehouses with limited support (including financial resources and environmental
constraints), its vision for resource types that can be planned is below average. Its approach to
managing variability is mostly focused on demand-side variability, and its approach to designing
and maintaining a traditional user-defined planning model has limited capability to sync with the
physical supply chain.
■ Marketing execution: Manhattan Associates lags other vendors in this Magic Quadrant with the
number of webinars, blogs, case studies and other promotional materials related to its SCP
capabilities. This leads to a lower level of awareness in the market for prospective buyers. Gartner
end users were less likely to include Manhattan Associates on their shortlists.
■ Operations: Manhattan Associates has fewer implementation partners compared to other vendors
in this Magic Quadrant. Furthermore, the release of new functionality is done less frequently than
the average.
o9 Solutions
o9 Solutions is a Leader in this Magic Quadrant. Its o9 Platform supports all its planning capabilities
across demand and supply. Its operations are mainly focused on North America, Western Europe,
Eastern Europe and APAC, where it targets mainly large enterprises looking for digital planning
capabilities. It is focused on a range of verticals in the process and discrete manufacturing and retail
sectors. Its product strategy is to leverage data and AI to support better decision making in the value
chain.
Strengths
■ Innovation: o9 Solutions scored above average for its innovation in SCP. Its vision for the
openness of its platform, variety, sources and management of data to be used by planning, speed
and scalability, digitization of planning, and use of AI is above average.
■ Offering (product) strategy: The vendor’s evolution of the digital supply chain twin, with its unique
knowledge graph approach, aligned with its vision for plan granularity and the use of low-latency
data in planning, gave o9 Solutions an above-average score in product strategy.
■ Product or service: o9 Solutions scored above average in this criterion as a result of scoring above
average in nine of the 15 capabilities assessed. These were in areas such as advanced planning
capabilities, solution extensibility, process management, data integration, user experiences and
financial impact analysis.
Cautions
■ Business model: o9 Solutions’ management team is primarily focused on planning with a
somewhat wider scope than just traditional supply chain planning. However, its rate of R&D
investment is below average compared to other vendors evaluated in this Magic Quadrant.
■ Geographic strategy: o9 Solutions scored below average in this criterion compared to the other
vendors evaluated in this Magic Quadrant. It has offices in fewer regions than other leading
vendors, although it has an above-average number of distribution partners.
■ Market responsiveness/record: Despite scoring above average in terms of functional coverage in

most of the layers of the CORE framework, o9 Solutions was below average overall in this criterion.
It was pulled down by its below-average number of customers for its SCP solution and the below-
average level of penetration it has within its customers in terms of functional areas deployed.
OMP
OMP is a Leader in this Magic Quadrant. Its Unison Planning solution (previously known as OMP+)
covers nearly all aspects of supply chain planning, from network modeling to detailed scheduling.
OMP’s operations are mostly focused in Europe and North America, but it has global coverage. With
its roots in scheduling, OMP has many clients within process manufacturing. It recently rebranded
the solution to create a stronger message about its unified capabilities and is investing significantly
in broadening its reporting and analytics as well as explainable AI capabilities.
Strengths
■ Market understanding: OMP scores above average for all elements of market understanding,
demonstrating strong alignment with the Gartner vision for CORE, decision automation, user
experience, and horizontal and vertical decision alignment.
■ Innovation: OMP is investing heavily in innovation in areas that enable larger user adoption (such
as explainable AI), as well as data management capabilities (e.g., data fabric). Its platform is
designed as in-memory, with the ability to deploy on several hyperscale clouds, which impact the
score of innovation positively.
■ Product or service: OMP scores above average on nearly all critical capabilities, contributing to an
above-average score in this criterion. It did notably well in areas such as supply planning capability,
support for multienterprise planning, planning decision alignment and the breadth of resource
types that can be planned.
Cautions
■ Sales strategy: Compared to other vendors in this Magic Quadrant, OMP’s annual recurring
revenue from cloud deployments is a smaller percentage of its annual revenue.
■ Vertical/industry strategy: OMP has a strong focus on process industries, such as chemicals,
pharma and consumer packaged goods (CPG), but less focus on discrete manufacturing verticals
and distribution-intensive verticals, which has a negative impact on the score for this criterion.
■ Geographic strategy: OMP only has few distribution partners covering North America, Western
Europe and Eastern Europe, relying heavily on its own sales teams in general, and fully in other
regions. This contributes to a below-average score for geographic strategy.
Oracle
Oracle is a Challenger in this Magic Quadrant. Its Cloud Supply Chain Planning solution focuses on
demand management through supply planning for in-house or outsourced manufacturing. Its
operations are geographically diversified, and its clients tend to be midsize and large enterprises. The
company recently launched Oracle Fusion SCM Analytics and its Oracle Planning Advisor, which uses
AI to assess cause and effect and ultimately recommends actions to planners.
Strengths
■ Innovation: Oracle has a strong vision for the use of AI and digital technologies in planning. It
offers prebuilt, packaged machine learning use cases embedded into Oracle Fusion Cloud Supply
Chain Planning. Its Oracle Intelligent IoT Cloud applications integrate device data into SCP cloud.
These signals can be used to bolster a user’s efforts to strengthen their respond and execution
visibility efforts with more accurate, real-time insights.
■ Sales/execution pricing: The typical implementation timeline to deploy Oracle’s SCP applications
is less than other vendors in this Magic Quadrant. Oracle’s product pricing is below the average,
with a lower service-to-software ratio. This leads to shorter and less expensive deployments than
most vendors in this Magic Quadrant.
■ Market responsiveness/record: Throughout its portfolio, Oracle has above-average coverage for
planning across all planning horizons. It works closely with its third-party partners to bolster
support in areas where Oracle’s native capabilities may be limited or in early stages of
development. Its customers have an above-average tendency to rely more exclusively on Oracle
products to support end-to-end supply chain planning than other vendors in this Magic Quadrant.
Cautions
■ Market understanding: Oracle scores below average in this criterion. It has the capability to
automate some routine tasks and has launched its SCP Advisor to enable higher levels of
automation with predictive and prescriptive analytics techniques. However, its vision for aligning
the predictive and prescriptive analytics to support autonomous planning is lagging other vendors
in this Magic Quadrant.
■ Business model: Oracle has a broad portfolio of products and services it supports. Although
Oracle has made considerable investment in its SCP offering over the past few years, it still must
compete for resources with other products across its SCM portfolio. Other vendors in this Magic
Quadrant that focus only on planning do not have the risk of resources possibly being diverted
from SCP development.
■ Marketing Execution: Oracle had fewer SCP-related marketing materials compared to other
vendors in this Magic Quadrant. This includes webinars, case studies and blogs. Despite this,
Oracle has a higher tendency to be included in vendor shortlists, which is fueled by its presence in
the ERP space.
RELEX
RELEX is a Challenger in this Magic Quadrant. The RELEX Living Retail Platform supports integrated
demand, inventory and supply planning. Its operations are reasonably spread geographically, with a
strong focus in Europe and North America. Its clients are predominantly in retail and
wholesale/distribution, with a mix across midsize and large-sized companies. Its product strategy is
to leverage the increasing availability and richness of data to intelligently plan and execute decisions
in the extended retail value chain.
Strengths
■ Sales strategy: RELEX scored above average in this criterion due to its above-average acquisition
rate of new customers in the last 12 months. It has correspondingly increased its employees at an
above-average rate and has an above-average percentage of annual recurring revenue.
■ Offering (product) strategy: With its strength of vision in digital supply chain twin, range of
analytics it utilizes, plan granularity and low latency of the data, RELEX scored above average in its
product strategy.
■ Product or service: RELEX scored above average in 11 or the 15 capabilities assessed for this
criterion. Across a wide range of capabilities, including demand and supply planning functionality,
process management, and decision automation, RELEX scored better than the market average for
the vendors evaluated in this Magic Quadrant.
Cautions
■ Vertical/industry strategy: With its tight focus on retail and wholesale distribution, RELEX has a
below-average score for industry coverage. However, its coverage of process manufacturing is
improving as it tries to leverage its roots in retail back into consumer goods. It is below average in
terms of coverage in discrete manufacturing verticals.
■ Geographic strategy: With regional offices located primarily in North America, Western Europe,
and Asia/Pacific and a below-average number of distribution partners, RELEX has a below-average
geographic strategy compared to other vendors evaluated in this Magic Quadrant.
■ Operations: RELEX scored below average in this criterion. Although it has a cloud-based solution
with several releases per year, it offers fewer choices for public clouds than others and releases
new functionality less frequently than the average vendor in this Magic Quadrant.
SAP
SAP is a Challenger in this Magic Quadrant. Its main solution for SCP is its SAP Integrated Business
Planning (SAP IBP) solution that supports demand, inventory and supply planning. SAP is
geographically diverse and targets midsize and large enterprises in all industries. Its SCP product
strategy is to provide a seamless, user-friendly planning platform to enable low-latency and high-
quality decision making and planning across the organization, internally and externally, and from
strategy to execution.
Strengths
■ Sales strategy: SAP’s new customer acquisition rate over the last 12 months means it scores
above average in this criterion. This is primarily driven by its ERP install looking to SAP for new
SCP capabilities with SAP IBP, and the promise of tighter integration between SAP IBP and other
SAP solutions deployed.
■ Market responsiveness/record: With its portfolio of solutions that include SAP IBP, SAP ERP, SAP
Business Network and SAP Analytics Cloud, it claims many of the capabilities in the different
CORE layers. Along with its total number of SAP IBP customers and the degree of functional
penetration it has with these customers, it has achieved an above-average market responsiveness
score.
■ Marketing execution: SAP has achieved strong customer awareness, as witnessed by the number
of inquiries from the market and the year-over-year growth in these inquiries. Additionally, SAP has
an above-average likelihood of being considered in an evaluation by companies and has achieved
an above-average balance in its customers between midsize and large companies.
Cautions
■ Offering (product) strategy: SAP’s digital supply chain twin vision is below average, having
planning data in multiple databases and a weaker vision for constructing a digital supply chain
twin from this data. Planner Workspace addresses some of this by giving the planner a single view
of the data. SAP’s vision for the use of low-latency data in planning is below average, although it
has data streaming capabilities inherent in HANA that it has yet to demonstrate in specific use
cases for SAP IBP.
■ Customer experience: Although SAP scored below average in this criterion overall, it scored above
average in customer engagement with its annual user conferences, special interest groups (SIGs),
Influence Councils and Customer Network initiatives. It was, however, downgraded in customer
service and support, evaluation and contract negotiation, customer stickiness, and technical
support mainly by customer feedback.
■ Product or service: SAP scored below average in 13 of the 15 capabilities assessed for this
criterion and overall for this criterion. It was, however, above average in a couple of areas, namely
scenario management in SAP IBP and its financial impact analysis of the plans and scenarios
produced therein.
Slimstock
Slimstock is a Niche Player in this Magic Quadrant. Its Slim4 product focuses on demand and
replenishment planning, and inventory management. Its operations are mostly focused in Western
Europe, and its clients tend to be midmarket enterprises in process manufacturing and distribution-
intensive industries, including wholesale distribution and retail. Its investments are to enhance
capacity and network planning, S&OP and machine learning capabilities.
Strengths
■ Sales strategy: Slimstock scored well in adding a greater-than-average percentage of SCP
customers to its client base over the last year. To support this growth, it grew the number of
employees supporting SCP at a higher-than-average rate compared to other vendors in this Magic
Quadrant.
■ Operations: Slimstock deploys on the customers’ choice of cloud platforms as well as on-
premises, and releases new versions of its cloud product more frequently than other vendors. It
conducts all of its own software implementations and, as a result, grew its consulting and
implementations staff at an above-average rate. These factors resulted in Slimstock scoring above
average for satisfactory ability to meet its goals for, and commitments to, customers.
■ Business model: The vendor focuses exclusively on SCP, meaning its management’s top priority is
on its solutions and customers for this area.
Cautions
■ Innovation: Slimstock’s vision for opening up its platform to third-party development and other
sources of analytics is below average. Slimstock has foundational elements for an AI vision, such
as hyperscale cloud, big data, and data visibility through multiple layers of aggregation and time
horizons. But, it has room to elaborate on its vision for how other types of AI can be brought to
bear on SCP challenges.
■ Marketing execution: Slimstock scored below average in all areas of marketing execution. It
scored lower for mind share, partially as a result of its limited use of blogs, webinars and white
papers to reach prospective customers. It scored below average in customer awareness, and, as a
partial result, has a lower tendency to be included in evaluation cycles.
■ Offering (product) strategy: Slimstock has a more conservative vision for its offering — including
current and planned use of analytic techniques and the evolution of its digital twin strategy — than
other vendors in this Magic Quadrant.
ToolsGroup
ToolsGroup is a Niche Player in this Magic Quadrant. Its solution, Service Optimizer 99+ (SO99+)
focuses on demand, inventory and supply planning, and optimization. Its operations are
geographically diversified with Western Europe, North America and Latin America being the most
active regions. It has clients within all industries, with an emphasis on automotive, consumer
products, and food and beverage. Its main areas of investments are to enhance its modeling,
analytics and optimization capabilities with the extension of AI/ML to a greater variety of planning
functions and use cases. ToolsGroup recently announced the purchase of Mi9 Retail’s Retail Demand
Management division.
Strengths
■ Innovation: ToolsGroup’s vision has particular strengths in open platform use for analytics and use
of various data sources and management. Planned investments aimed at supporting ToolsGroup’s
new/planned S&OE capabilities include graph analytics, modeling additions, new/expanded

partnerships with real-time external visibility platform providers and data streaming for social
media.
■ Sales execution/pricing: ToolsGroup scored very well on time to implement its software solutions,
with shorter-than-average implementation times. Monthly and annual price levels were lower on
average compared to other vendors in this Magic Quadrant.
■ Vertical/industry strategy: ToolsGroup’s above-average score for vertical/industry strategy is a

result of its above-average focus on distribution-intensive industries and several discrete
manufacturing sectors. Its focus on process manufacturing industries is average. For discrete
manufacturing, the vendor is most active in sectors (such as footwear/apparel and aftermarket
parts) that also have extensive distribution networks.
Cautions
■ Sales strategy: ToolsGroup experienced below-average growth in net new customers signed in the
last year, as well as lower-than-average growth in annual recurring revenue.
■ Operations: ToolsGroup grew its consulting and implementation staff at below-average rates over
the last year, in alignment with its slower customer base growth, and it has a slightly below-
average number of third-party implementation service partners. Its frequency of updates to cloud-
based customers is below average, as it commits to performing no less than one upgrade a year
and in agreement with individual customer’s needs.
■ Business model: ToolsGroup’s R&D investment rate in its planning solutions is below average
compared to the other vendors evaluated in this Magic Quadrant. Management’s focus on
planning solutions is complicated by the addition of merchandise and assortment management
capabilities added through the recent acquisition of assets from Mi9 Retail.
Wolters Kluwer
Wolters Kluwer is a Niche Player in this Magic Quadrant. Its CCH Tagetik Supply Chain Planning
solution reflects its acquisition of Vanguard Software in May 2021. The SCP solution is primarily
focused on demand planning through supply network planning and S&OP. Its operations are mainly
focused in North America, Europe and APAC, and its clients tend to be midmarket and large
enterprises across diverse discrete and process manufacturing industries, and distribution-centric
and retail segments. Its investments focus on building its advanced predictive analytics capabilities
and enhancing data integration and customer experience.
Strengths
■ Geographic strategy: Wolters Kluwer is a global company, with Tax & Accounting division offices in
122 countries around the world. Its above-average number of distributors and resellers selling and
supporting the CCH Tagetik solutions leads to an above-average geographic strategy score
compared to other vendors in this Magic Quadrant.
■ Operations: Wolters Kluwer scored above average in this criterion, driven by its frequency of
software upgrades and the variety of cloud options that it supports. For cloud options, customers
can choose from third-party hosted, private cloud, Azure, Amazon Web Services and Google Cloud
Platform. Customers can also choose on-premises deployments.
■ Sales execution/pricing: Pricing for Wolters Kluwer is structured by the module and number of
users. This pricing transparency leads the vendor to score above average among vendors in this
Magic Quadrant. The average solution price is also less than most vendors in this Magic Quadrant,
which is consistent with its focus on midmarket companies and their more modest technology
budgets.
Cautions
■ Business model: Wolters Kluwer’s lesser percent of SCP R&D revenue compared to other vendors
in this Magic Quadrant is partly due its diversified business and blended information services and
software application offerings. With the Vanguard acquisition, it will focus on offering an extended
planning and analysis footprint intended to combine strategic, financial and operational planning,
with additional enrichment building on existing predictive analytics, data integration and user
experience.
■ Customer experience: Reviews by existing customers show a lower-than-average likelihood to

recommend this planning product to a friend or colleague as a measure of customer stickiness.
Limited hours for live customer support and number of languages offered in Levels 2 and 3
technical support also pulled the customer experience score below average compared to other
vendors in this Magic Quadrant. Reviews reflect experiences prior to the acquisition of Vanguard.
■ Innovation: Wolters Kluwer’s vision for the development of digital planning and AI scored below
average compared to other vendors in this Magic Quadrant. It is currently adding support for big
data and prototyping deep learning to add to existing capabilities in machine learning and
analytics, and it is evaluating capabilities in other domains.
Vendors Added and Dropped

We review and adjust our inclusion criteria for Magic Quadrants as markets change. As a result of
these adjustments, the mix of vendors in any Magic Quadrant may change over time. A vendor's
appearance in a Magic Quadrant one year and not the next does not necessarily indicate that we
have changed our opinion of that vendor. It may be a reflection of a change in the market and,
therefore, changed evaluation criteria, or of a change of focus by that vendor.
Added
Six vendors were added to this Magic Quadrant — Blue Ridge, Coupa, John Galt Solutions, Manhattan
Associates, RELEX and Wolters Kluwer. These vendors were added because they had sufficient
market momentum, as defined by Gartner in its SCP solution market momentum index as part of the
inclusion criteria.
Dropped
■ QAD Dynasys was dropped because it did not meet the inclusion criteria for market momentum.
■ Demand Solutions was dropped because its parent company, American Software, previously
supported two separate supply chain planning products — Demand Solutions and Logility. Since
the previous publication of this Magic Quadrant, American Software has merged the two products
into one single product, Logility Digital Supply Chain Platform. Logility, a subsidiary of American
Software, was evaluated for this Magic Quadrant.
Inclusion and Exclusion Criteria

To qualify for inclusion, providers need to meet the following three criteria, with only one item being
required for the third criterion (3a or 3b):
■ 1. All of the following SCP solution capabilities must be commercially available (general
availability) as of 30 June 2021:
■ Demand Planning — Support for development of a consensus-driven demand plan that

optimizes the balance between market opportunity and supply network capability
■ Supply Planning — Support for the translation of demand expectations into supply network
requirements that orchestrate reliable, efficient delivery outcomes
■ End-to-End SCP — Support for aligning horizontal and vertical planning decisions across the
internal enterprise supply chain and into external trading partners
■ Financial Impact Analysis and Planning — Support for the ability to support more of an
organization’s financial decision making within the supply chain planning process rather than
outside of it in separate planning solutions
■ 2. The vendor must have an official office, branch or affiliate in a minimum of three of the eight
regions considered for this market. The eight regions considered for this market are North
America, Latin America, Western Europe, Eastern Europe, the Middle East and North Africa, sub-
Saharan Africa, APAC (grouping of mature Asia/Pacific, China, emerging Asia/Pacific, Eurasia) and
Japan (region). One of the three offices must be in North America or Western Europe.
■ 3. The vendor must meet only one of the following:
■ a. Rank among the top 20 organizations for SCP solution performance as defined by Gartner’s
market momentum index according to the following measures:
■ Gartner customer search for SCP solution providers
■ Gartner inquiry volume
■ Year-over-year trending of Gartner inquiry volume
■ Year-over-year trending of vendor employee headcount
■ b. Provide a unique and compelling market position in a specific vertical industry, market
segment or geography. For 3b, the vendor must have a unique, compelling and differentiated
market position in a specific vertical industry, market size or geography, where this
differentiation is important to buyers. The vendor must also meet the solution capability and
regional presence criteria.
Honorable Mentions
A number of vendors with reasonably capable and, in some cases, strong SCP solutions did not
qualify for this Magic Quadrant. This does not mean that their solutions might not be viable
alternatives for some customers. We limit participation in this Magic Quadrant to vendors that
demonstrate current strengths in the market in several dimensions.
There are several reasons why a vendor may not have qualified. As stated in the inclusion criteria
outlined above, a vendor may or may not have communicated to Gartner that it has the functional
coverage or international coverage necessary to qualify for this research. These reasons alone
should not prohibit users from considering these vendors. They may be strong in a user’s geography,
or their criteria may fit the needs of a given user. Furthermore, any of these vendors may have
capabilities that make them more appealing than other vendors in the Magic Quadrant, regardless of
the characteristics that might have excluded them from this research.
AIMMS
AIMMS is a privately held vendor headquartered in Europe. It provides a modeling and optimization
platform that can be used across multiple functions and is available only on cloud. In recent years, it
started providing a range of ready-to-use applications that support the most common use cases it
sees in supply chain for its optimization platform, specifically, network design, S&OP/IBP and
demand forecasting. AIMMS did not meet the inclusion criteria for market momentum.
Board International
Board International is a privately held vendor co-headquartered in Europe and the U.S. It provides a
business planning, decision support and analytics platform that can integrate supply chain,
operational and financial data. Board International’s heritage is in supporting financial planning and
analysis activities and then expanding into S&OP and supply chain planning. Board International did
not meet the inclusion criteria for market momentum.
Cybertec
Cybertec is a privately held, Europe-headquartered vendor. It has support for demand forecasting
through production scheduling and S&OP. It focuses on selling its solution into Western Europe and
Eastern Europe. Cybertec’s focus is on manufacturing heavy environments with the vast majority of
its customers in the industrial manufacturing industry vertical. In July 2020, Cybertec became part of
the Zucchetti Group. This relationship is aimed to expand Cybertec’s footprint in Europe. Cybertec did
not meet the inclusion criteria for market momentum.
FuturMaster
FuturMaster is a privately held, Europe-headquartered vendor. It focuses on selling SCP into the
Northern Europe, Southern Europe, Singapore and China markets through its own sales team, and in
Brazil, Western Europe, North Africa and Asia/Pacific markets through a network of partners. It
traditionally had a strong focus on the food and beverage, cosmetics, and healthcare industries.
FuturMaster has a single data model supporting planning decision making and is further developing
predictive and prescriptive analytics capabilities, demand management functionality, and trade
promotions planning. FuturMaster offers its SCP solutions as either cloud or on-premises
deployments. FuturMaster did not meet the inclusion criteria for market momentum.
ICRON
ICRON is a Europe-headquartered privately held vendor that has a focus on the SCP space and
decision processes. Its concentration is on discrete manufacturing environments. ICRON’s
customers are located mainly in Western and Eastern Europe, and it has a smaller presence in APAC.
ICRON offers on-premises and cloud deployment models. It did not meet the inclusion criteria for
market momentum.
Orchestr8
Orchestr8 is a Europe-headquartered private vendor that provides business applications for demand-
driven supply chain planning (DDMRP-based) business processes through a cloud deployment
model. Orchestr8’s customers are deployed across a number of industries within the distribution and
manufacturing space, across 27 countries, with the majority in Western Europe and North America.
Orchestr8 did not meet the inclusion criteria for market momentum.
QAD DynaSys
QAD DynaSys is an SCP vendor that is part of QAD, a private global enterprise software vendor
headquartered in California. QAD DynaSys primarily focuses on the process and subprocess
industries, but also has deployments in discrete manufacturing and distribution-intensive companies.
QAD DynaSys did not meet the inclusion criteria for market momentum.
River Logic
River Logic is a U.S.-based privately held software vendor. Its planning and scenario analysis
capabilities come from its predictive and prescriptive analytics platform. This is a highly flexible
modeling and optimization platform that can simultaneously consider a range of strategic, tactical
and operational constraints while satisfying multiple objectives across all functions (including
finance). The vendor offers a suite of packaged applications on the platform for its customers,
including S&OP, Network Design, and Production Planning and Scheduling. The applications are
primarily available on the Microsoft Azure cloud, although on-premises deployments are available.
River Logic did not meet the inclusion criteria for market momentum.
SAS
SAS is a U.S.-headquartered, private global vendor that is best known for business intelligence (BI)
and analytics solutions. It has leveraged that heritage to introduce products in various parts of the
SCP market. Most notably, support for demand planning, inventory planning, and new product
forecasting support. SAS has launched products geared toward retail, consumer goods, and
manufacturers that offer supply chain scenario planning and manufacturing line optimization. SAS
did not meet the inclusion criteria for market momentum.
Syncron
Syncron is a Europe-headquartered private vendor that provides supply chain solutions focused on
service supply chains. Its customer base is primarily in North America and Western Europe, and it
has aggressive plans to expand its presence in North America. The vendor has long-offered its
solution with a cloud-only deployment option. It made significant investments in adding digital
technologies into the planning environment, including support for advanced analytics and IoT.
Syncron did not meet the inclusion criteria for market momentum.
Evaluation Criteria
Ability to Execute
Gartner evaluates vendors on their ability to offer and support an SCP solution that enables its
customers to achieve the goals of their existing supply chain planning process. This is inclusive of
the:
■ Features available in a vendor’s portfolio of products that support SCP
■ Methods used by vendors to help customers deploy and maintain their instances
■ Opportunities for its customers to learn about best practices and emerging practices for end-to-
end SCP
Vendors are evaluated on how well their efforts to market and communicate the vision of their
product resonate with the market. This is reflected in the:
■ Total number of customers using the current instance of the product
■ Tendency of the customers to use the vendor’s product to support a single global instance for
planning
■ Likelihood that the customers will extend their use of the tool as they carry out their strategies to
move toward higher levels of SCP maturity
Criteria for product or service, market responsiveness/record, and customer experience are weighted
high. These represent the primary drivers for vendor selection with prospective buyers across the set
of Ability to Execute criteria. Buyers are most interested in product functionality, the vendor’s
tendency to carry out the vision it had set out in its roadmap, and the level of satisfaction
experienced by the vendor’s customers.
Criteria for overall viability, sales execution/pricing, marketing execution and operations are weighted
medium. This is to ensure vendors have sufficient investment in their products that support supply
chain planning and appropriate resourcing for customers to have unencumbered use of the products
they have deployed.
Table 1: Ability to Execute Evaluation Criteria
Evaluation Criteria Weighting
Product or Service High
Overall Viability Medium
Sales Execution/Pricing Medium
Market Responsiveness/Record High
Marketing Execution Medium
Customer Experience High
Operations Medium
Completeness of Vision
Gartner evaluates a vendor’s Completeness of Vision by assessing multiple criteria that show:
■ Its abilities to understand current market trends
■ How it foresees emerging technologies furthering the goals of supply chain planning
■ How it responds to customer needs and competitive forces — as Gartner views them
Vendors are evaluated on their ability to articulate to Gartner and the market a “statement of
direction” for the next two to three years that will keep pace with (or surpass) Gartner’s vision for the
evolution of their SCP solution market. The vendor understands the major technology/architectural
shifts that will be required by the SCP solutions market, and can communicate a believable roadmap
to leverage them and deliver appropriate solutions.
Criteria for marketing understanding, marketing strategy, offering (product strategy) and innovation
are weighted high. With these criteria, vendors demonstrate their vision for how they will support a
company’s digital supply chain planning aspirations and how they envision planning will converge
with cross-enterprise functions and further extend into a multienterprise ecosystem. Gartner
identifies these criteria as the ones that demonstrate the biggest differentiators across vendors in
this market.
Criteria for sales strategy and geographic strategy are weighted medium. These criteria are strong
indicators of a vendor’s growth strategy and the extent that they will be able to help customers
achieve their goals of supporting higher levels of SCP maturity. The criterion for vertical/industry
strategy (see Note 1) is weighted low. This is not a primary driver impacting a vendor’s vision for
supporting higher levels of supply chain planning.
Table 2: Completeness of Vision Evaluation Criteria
Market Understanding High
Marketing Strategy High
Sales Strategy Medium
Offering (Product) Strategy High
Business Model Medium
Vertical/Industry Strategy Medium
Innovation High
Geographic Strategy Medium
Quadrant Descriptions
Leaders
Leaders demonstrate strong SCP solution vision and execution capabilities. They have broad, deep
and differentiated functionality that addresses a broad range of user requirements. Their coverage
across the main categories of planning capability — configure, optimize, respond and execution
visibility — is good enough, with a good balance across the categories now and/or planned for the
future.
Leaders have a reasonable range of features to support a user’s maturity journey. Their visions for
supporting a Level 5 maturity planning environment align well with Gartner’s vision. Leaders
anticipate where customer demands and markets are moving and clearly identify how innovative
technologies can be applied to planning applications. They have strategies to support these
emerging requirements to build a future-proof SCP solution. Because leaders are typically well-
established in leading-edge complex user environments, they benefit from a user community that
helps them remain in the forefront of emerging needs and innovation.
Leaders exhibit strong financial performance and viability of their SCP solutions. Leaders generally
have good market penetration as well as broad functional penetration in their customers. Many
customers have deployed a single instance of the software that is often supporting large planning
models and high supply chain complexity.
Challengers
Challengers exhibit strong execution capabilities today, but they have product roadmaps that are not
yet closely aligned enough with Gartner’s view of the future for SCP solutions. They typically have a
consistent track record of successful implementations. They provide good support for enabling a
Level 3 maturity SCP process and have a tendency to be used as a single global instance for
planning. While their product features and technical capabilities are sufficient enough to support
Level 3 maturity planning, other aspects of their offering are still maturing. Their understanding of
SCP market trends and how to apply innovative technologies into SCP technologies is lagging, which
may make it challenging for SCP processes to move to higher levels of maturity. Customers are
usually satisfied with Challengers and get reasonable to good value from these vendors’
deployments across their supply chains.
Challengers are preferred by buyers that also favor Ability to Execute over Completeness of Vision.
They may be favored if they are part of an enterprise’s incumbent vendor product or if there is some
other preexisting vendor relationship. They have long-term viability with sound financials and product
stability. The customer experience is sufficient, with customers having resources available to
manage and sustain their instance on their own with little support needed from the vendor. Buyers
need to evaluate Challengers based on the vendors’ current capabilities and gaps, and determine the
extent to which those gaps will impede near-term aspirations to achieve higher levels of maturity.
Visionaries
Visionaries articulate a strong vision for their SCP solutions. Their product roadmaps demonstrate a
good balance between their understanding of where a user’s SCP solution requirements are heading
and their intended use of key technology developments to help support those requirements.
Visionaries are often thought leaders in one or more key characteristics of SCP technology
environments (e.g., digital supply chain twin, multienterprise planning, artificial intelligence), and their
management teams place a high priority on developing advanced SCP capabilities. They have
compelling product strategies, but they may have current functional gaps in their SCP solution, lack
live customers or have relatively weaker financial positions. They may have developed depth in a
specific functional area (e.g., detailed scheduling or inventory optimization). Alternatively, they may
have developed a very innovative product set, but their end users aren’t yet mature enough to
effectively use it to get the full anticipated value.
Niche Players
Although there might be an assumption that vendors in the other quadrants are better choices for
new SCP solution buyers, in certain circumstances, Niche Players can be as good or better choices
for prospective users. This is because they might focus on a specific geography or industry vertical
that is relevant to particular users. Niche Players are often seen as specialist vendors — being used
as point solutions to support one or two parts of SCP (e.g., demand forecasting, inventory planning,
S&OP). End users may be using a Niche Player in conjunction with other SCP solutions to support
end-to-end supply chain planning needs.
Context
Several years ago, Gartner identified a shift in buyer behavior. This shift evolved from an approach of
investing in best-of-breed solutions for functional SCP activities to evaluating a vendor’s ability to
support a holistic SCP suite that provides support for integrated end-to-end planning. Over time,
companies outgrow their SCP technology — such as spreadsheets, internally developed tools or an
SCP application provided by a third party. As a result, they look to invest in a product that will help
them advance to higher levels of SCP maturity and scale as their planning needs evolve.
Some companies will evaluate SCP solutions for a specific functional need, like demand forecasting
or supply network planning, with the intent to leverage additional features available in the planning
tool over time. In the past, these functional needs may have been provided through a heterogenous
SCP application landscape. However, companies were challenged with supporting a process that
gave them the required visibility across the enterprise and across planning time horizons. To respond
to that challenge, SCP solutions evolved into a unified data model environment where a single model
of the supply chain is used for planning. Hence, buyers have become more inclined to engage with a
single vendor that provides an SCP suite that covers most, if not all, of their SCP technology needs.
Key Actions to Help With SCP Technology Selection

Supply chain technology leaders and IT leaders looking to make the appropriate investments in SCP
technology should:
■ Get clarity on the business strategy. What are the key factors that need to be considered for the
supply chain?
■ Link the business strategy to the supply chain and SCP strategy. What does the SCP capability
need to deliver to generate the required business value?
■ Identify the current “as is” maturity level for the relevant SCP processes (for example, S&OP,
demand planning and supply planning).
■ Define the desired “to-be” maturity level for the relevant SCP processes to support the business
strategy. It can be helpful to phase the journey to the to-be state to allow sufficient time to stabilize
the planning environment between phases of the journey.
■ Construct an overall SCP technology roadmap with a view to filling any gaps.
■ Identify suitable technology options in support of current and future gap filling. Use this Magic
Quadrant and the corresponding Critical Capabilities for Supply Chain Planning Solutions when
considering options to fill in the gaps in the SCP arena.
Market Overview
The supply chain planning market was worth $5.7 billion in 2021 and is forecast to exceed $11.3
billion by 2026 at a CAGR of 13.6% (constant currency). The SCP market is made up of a large array
of planning solutions that range from sales and operations planning to production and distribution
planning, and all points in between. The planning solutions span the spectrum of providing
foundational planning capabilities through to those enabling business differentiation and innovation.
Planning solutions support decision making within one or more time horizons referred to as planning
layers. These layers make up the CORE model (see Note 2).
Supply chain planning is a capability that became an area of importance to many companies in the
early stages of the COVID-19 pandemic. The subsequent supply chain challenges that have spanned
the world throughout 2021 have further highlighted the need for comprehensive integrated business
planning, S&OP and S&OE processes. This, in turn, has led companies to prioritize investments in
technology solutions that can enable and manage these planning processes.
The crowded SCP solution market includes everything from long-standing and large technology
players to smaller, privately funded software vendors. Many more-established vendors in this space
started as specialist vendors that focused on a few aspects of planning, such as inventory planning,
production planning and scheduling, or S&OP. They have now extended their reach into multiple areas
of supply chain planning over time. This has been achieved either through in-house development or
acquisition. New entrants are typically coming from the worlds of big data and AI, which mainly focus
on the respond planning area to help fill use-case-specific gaps in incumbent SCP solutions.
Vendors of traditional SCP solutions have evolved their capabilities to include advanced analytics
and AI and have replatformed their solutions for cloud deployments to take advantage of some of the
benefits of cloud. Newer vendors have built their offering around addressing the gaps of traditional,
on-premises solutions like streamlined user experience, scalability, speed of deployment and AI.
Evidence
Information used to create the inclusion criteria, market definition and vendor evaluations in this
Magic Quadrant came from many sources:
■ Interactions of Gartner analysts with hundreds of end-user clients during 2020 and 2021 regarding
their SCP solution initiatives.
■ Interactions with SCP solution vendors during 2020 and 2021.
■ Verified customer feedback shared on Gartner Peer Insights in 2020 and 2021.
■ Vendors that met the inclusion criteria to participate in the Magic Quadrant completed a standard
SCP solution RFP, which included 574 detailed questions. Each RFP response was weighted based
on Gartner’s view of its importance to an SCP solution and was compared with a Gartner SCP
solution RFP standard.
■ Vendors that met the inclusion criteria to participate in the Magic Quadrant and Critical
Capabilities research presented detailed information on 17 predetermined, key SCP solution areas
to Gartner Analysts.
■ Vendors that met the inclusion criteria to participate in the Magic Quadrant performed a live
demonstration of their current offering to Gartner analysts. The Gartner analysts had provided
vendors with three workflow scripts to demonstrate.
■ Financial data from the S&P Capital IQ platform for the public companies was used, and for the
private companies, financial data was provided by the vendors. Financial data was scored using
Gartner’s financial model (see Understanding the Methodology Behind Gartner’s Financial
Statement Scorecard for Public Companies).
Note 1: Vertical/Industry Strategy Criteria

The vertical/industry strategy criteria examine the vendor’s strategy to direct resources, skills and
offerings to meet the needs of individual vertical markets. Key for SCP solutions is the vendor’s focus
on three industry groupings:
■ Process manufacturing:
■ Consumer goods
■ Food and beverage
■ Pharmaceuticals
■ Paper and pulp
■ Oil and gas
■ Metals
■ Chemicals
■ Discrete manufacturing:
■ Automotive
■ Industrial manufacturing
■ High tech/electronics
■ Aerospace and defense
■ Mining and construction
■ Medical devices
■ Footwear/apparel
■ Consumer durables
■ Distribution-intensive:
■ Telco/utilities
■ Aftermarket
■ Retail
■ Wholesale/distribution
Note 2: SCP Configure, Optimize, Respond and Execute (CORE) Model

Gartner recognizes three major categories of planning functionality out of about 60 discernible
solution types. Some help to “configure,” or design the supply chain (e.g., in terms of an appropriate
supply chain segmentation strategy or postponement strategy). Others “optimize” the supply chain
(e.g., helping to create an optimal plan using constrained resources). Other types can “respond” when
execution doesn’t happen according to the optimal plan (e.g., customer order prioritization for Class
A customers when a supplier delivery is shorted). But, to be able to respond effectively, the planning
solution must see what’s happening in near-real-time “execution.” The CORE model stands for:
■ C = Configure: Decide the configuration or design of the supply chain to deliver the company goals
by enabling the supply chain strategy (the “S” of the original SCORE name)
■ O = Optimize: Create optimal demand and supply plans, taking account of any constrained
resources
■ R = Respond: Create an intelligent response to execution events that keeps the short-term plan as
close as possible to company goals
■ E = Execution Visibility: Ensure that the planning capability has the right level of visibility to the
relevant demand- and supply-side execution events
Traditional planning solutions tend to be heavily focused on the optimize category. However, over
time, a company will need to rebalance its planning capabilities more evenly across these three
categories — configure, optimize and respond. Therefore, it is important — particularly when thinking
about future SCP requirements — to consider this rebalancing of planning capability in any
technology-related roadmaps.
Evaluation Criteria Definitions

Ability to Execute
Product/Service: Core goods and services offered by the vendor for the defined market. This
includes current product/service capabilities, quality, feature sets, skills and so on, whether offered
natively or through OEM agreements/partnerships as defined in the market definition and detailed in
the subcriteria.
Overall Viability: Viability includes an assessment of the overall organization's financial health, the
financial and practical success of the business unit, and the likelihood that the individual business
unit will continue investing in the product, will continue offering the product and will advance the
state of the art within the organization's portfolio of products.
Sales Execution/Pricing: The vendor's capabilities in all presales activities and the structure that
supports them. This includes deal management, pricing and negotiation, presales support, and the
overall effectiveness of the sales channel.
Market Responsiveness/Record: Ability to respond, change direction, be flexible and achieve

competitive success as opportunities develop, competitors act, customer needs evolve and market
dynamics change. This criterion also considers the vendor's history of responsiveness.
Marketing Execution: The clarity, quality, creativity and efficacy of programs designed to deliver the
organization's message to influence the market, promote the brand and business, increase
awareness of the products, and establish a positive identification with the product/brand and
organization in the minds of buyers. This "mind share" can be driven by a combination of publicity,
promotional initiatives, thought leadership, word of mouth and sales activities.
Customer Experience: Relationships, products and services/programs that enable clients to be

successful with the products evaluated. Specifically, this includes the ways customers receive
technical support or account support. This can also include ancillary tools, customer support
programs (and the quality thereof), availability of user groups, service-level agreements and so on.
Operations: The ability of the organization to meet its goals and commitments. Factors include the
quality of the organizational structure, including skills, experiences, programs, systems and other
vehicles that enable the organization to operate effectively and efficiently on an ongoing basis.
Completeness of Vision
Market Understanding: Ability of the vendor to understand buyers' wants and needs and to translate
those into products and services. Vendors that show the highest degree of vision listen to and
understand buyers' wants and needs, and can shape or enhance those with their added vision.
Marketing Strategy: A clear, differentiated set of messages consistently communicated throughout

the organization and externalized through the website, advertising, customer programs and
positioning statements.
Sales Strategy: The strategy for selling products that uses the appropriate network of direct and
indirect sales, marketing, service, and communication affiliates that extend the scope and depth of
market reach, skills, expertise, technologies, services and the customer base.
Offering (Product) Strategy: The vendor's approach to product development and delivery that
emphasizes differentiation, functionality, methodology and feature sets as they map to current and
future requirements.
Business Model: The soundness and logic of the vendor's underlying business proposition.
Vertical/Industry Strategy: The vendor's strategy to direct resources, skills and offerings to meet the
specific needs of individual market segments, including vertical markets.
Innovation: Direct, related, complementary and synergistic layouts of resources, expertise or capital
for investment, consolidation, defensive or pre-emptive purposes.
Geographic Strategy: The vendor's strategy to direct resources, skills and offerings to meet the
specific needs of geographies outside the "home" or native geography, either directly or through
partners, channels and subsidiaries as appropriate for that geography and market.
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2022 Gartner® Magic Quadrant™ For Supply Chain Planning Solutions

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Magic Quadrant for Supply Chain Planning Solutions

By Amber Salley, Tim Payne, and 2 more

The foundational capabilities of the SCP solution are:

■ Demand planning (e.g., demand forecasting and consensus demand planning)

■ Support for financial impact analysis and planning

The optional capabilities of an SCP solution are:

■ Advanced analytics and AI

■ Digital supply chain twin

■ Integrated business planning

■ Supply chain segmentation

Source: Gartner (May 2022)

Vendor Strengths and Cautions

■ Market responsiveness/record: Blue Yonder’s breadth of capabilities across the configure,

■ Customer experience: Customer engagement and enablement is above average, supported by

GAINSystems is a Visionary. Its GAINS product encompasses enterprise and multienterprise

■ Operations: GAINSystems has strategically chosen to have a limited number of third-party

John Galt Solutions

■ Market understanding: John Galt Solutions demonstrates an above-average ability to translate

■ Market responsiveness/record: Despite scoring above average in terms of functional coverage in

new/planned S&OE capabilities include graph analytics, modeling additions, new/expanded

■ Vertical/industry strategy: ToolsGroup’s above-average score for vertical/industry strategy is a

■ Customer experience: Reviews by existing customers show a lower-than-average likelihood to

Vendors Added and Dropped

Inclusion and Exclusion Criteria

■ Demand Planning — Support for development of a consensus-driven demand plan that

■ 3. The vendor must meet only one of the following:

■ Gartner customer search for SCP solution providers

■ Gartner inquiry volume

■ Year-over-year trending of Gartner inquiry volume

■ Year-over-year trending of vendor employee headcount

■ Features available in a vendor’s portfolio of products that support SCP

■ Total number of customers using the current instance of the product

Table 1: Ability to Execute Evaluation Criteria

Evaluation Criteria Weighting

Product or Service High

Overall Viability Medium

Sales Execution/Pricing Medium

Market Responsiveness/Record High

Evaluation Criteria Weighting

Marketing Execution Medium

Customer Experience High

Source: Gartner (May 2022)

■ Its abilities to understand current market trends

Table 2: Completeness of Vision Evaluation Criteria

Evaluation Criteria Weighting

Market Understanding High

Marketing Strategy High

Sales Strategy Medium

Offering (Product) Strategy High

Business Model Medium

Vertical/Industry Strategy Medium

Geographic Strategy Medium

Source: Gartner (May 2022)

Key Actions to Help With SCP Technology Selection

■ Interactions with SCP solution vendors during 2020 and 2021.

Note 1: Vertical/Industry Strategy Criteria

■ Food and beverage

■ Paper and pulp

■ Oil and gas

■ Aerospace and defense

■ Mining and construction