Hype Cycle for Chief Supply Chain Officers, 2015

Archived Published: 20 July 2015 ID: G00277666


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This Hype Cycle offers chief supply chain officers a snapshot of the maturity and benefits of business disciplines, supply chain frameworks and technologies. This supports CSCOs in becoming effective business partners in improving efficiency and driving growth.

Table of Contents

  • Analysis
    • What You Need to Know
    • The Hype Cycle
    • The Priority Matrix
    • On the Rise
      • SCM Cloud Services
      • Supply Chain Big Data Analytics
      • End-to-End Supply Chain Risk Management
      • Digital Business
      • Talent Science
      • Internet of Things
      • Machine Learning
      • Prescriptive Analytics
      • Solution-Centric Supply Chains
    • At the Peak
      • Predictive Analytics
      • E2E SC Segmentation
      • SCM BPO
      • Social Knowledge Network
      • 3D Printing in Supply Chain
      • Big Data
      • Data Science
    • Sliding Into the Trough
      • Corporate Social Responsibility
      • Digital Manufacturing
      • Network Design
      • Metrics and Performance Management
      • Cost-to-Serve Analysis
    • Climbing the Slope
      • Supply Chain Visibility
      • SCM BPaaS
      • Diagnostic Analytics
      • Targeted SC Segmentation
      • Descriptive Analytics
      • Outsourced or Third-Party Manufacturing
    • Appendixes
      • Hype Cycle Phases, Benefit Ratings and Maturity Levels
  • Gartner Recommended Reading
© 2015 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartners research may discuss legal issues related to the information technology business, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.

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