The Hershey Company Selects Accenture to Support Growth Plans, Accelerate Speed of Innovation

Accenture to implement SAP S/4HANA to support Hershey's customer-focused ambitions.

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Accenture (No. 14 on the DiversityInc Top 50 Companies list) has been selected by The Hershey Company (a DiversityInc Noteworthy Company) to implement SAP S/4HANA as part of a program designed to help the snacks company streamline manufacturing and supply chain processes, gain real-time customer insights to inform decision making, and accelerate revenue-generating innovation to drive growth.


The project is part of The Hershey Company's strategy of growing core confectionery and snacking products, expanding margins and leveraging technology for competitive advantage.

"Our collaboration with Accenture will enable us to increase competitive advantage and support our growth ambition through greater collaboration and innovation, as well as service delivery built around the needs of our customers," said Terry O'Day, chief product supply and technology officer for The Hershey Company. "We selected Accenture for its understanding of our industry, technology credentials and proven track record in delivering enterprise transformation at scale."

Richard Simon, a managing director in Accenture's Consumer Goods & Services practice, said, "Implementing SAP S/4HANA as part of this transformation initiative is a further demonstration of Hershey's commitment to become a truly modern enterprise that puts the consumer first. We are focused on helping Hershey bring innovation to market, maximize its business performance and operate even more efficiently."

Keith Barringer, who leads Accenture's Consumer Goods & Services practice in North America, said, "Accenture has always been at the forefront of helping consumer packaged goods companies accelerate their adoption of new ways of working and new operating models. This opportunity enables us to bring our vast experience to Hershey as it navigates its journey to a more agile organization."

About The Hershey Company

The Hershey Company, headquartered in Hershey, Pa., is an industry-leading snacks company known for bringing goodness to the world through its iconic brands, remarkable people and enduring commitment to help children in need. Hershey has approximately 18,000 employees around the world who work every day to deliver delicious, quality products. The company has more than 80 brands around the world that drive more than $7.4 billion in annual revenues, including such iconic brand names as Hershey'sReese'sKit KatJolly Rancher and Ice Breakers and SkinnyPop. Learn more at www.thehersheycompany.com

About Accenture

Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions – underpinned by the world's largest delivery network – Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With more than 435,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Learn more at www.accenture.com.

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Report identifies three actions common to the six percent of companies that have embraced the future most decisively

REUTERS

Originally Published by Accenture.

The majority (54 percent) of C-level executives expect their new business activities to generate at least half of their company's revenues within the next three years, even though only one-third (33 percent) of the executives said their company currently generates more than half of its revenues from business activities started in the past three years, according to new research from Accenture.

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REUTERS

Originally published by Accenture.

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REUTERS

Originally Published by Accenture.

While most companies recognize the value of a digitally enabled supply chain – empowered by new technologies like artificial intelligence, blockchain, big data and analytics ­– many chief supply chain officers (CSCOs) are not leveraging their C-suite counterparts to help reinvent the supply chain function and transform it into an engine of new growth models and customer experiences, according to new research from Accenture.

The research report, Drive Your Own Disruption: Is your supply chain in sleep mode?, reveals that the 900 supply chain executives surveyed were more likely to say that they see their function in two years as a cost efficiency driver (60 percent) or a support function (68 percent) than as a competitive differentiator (48 percent) or a growth enabler (53 percent) within their organizations, which can leave significant value on the table.

"Supply chain executives should take no comfort in being categorized as a support function," said Mohammed (Mo) Hajibashi, a managing director at Accenture and global Supply Chain lead in its Products industry practice. "In this digital era where customers demand speed to market and hyper-personalization, these executives need to ensure that their supply chain function is not only a key differentiator but also ensures the sustained growth of their organizations. The fast and efficient adoption of the right new technologies that enable a new way of working, along with increased C-suite engagement with the supply chain function, are the keys to achieving growth via new digital business models that create new customer experiences, craved by the consumer."

Accenture research found that 80 percent of the supply chain executives surveyed identify the chief information officer or chief technology officer – not the CEO, chief operating officer (COO) or chief financial officer (CFO) – as key stakeholders, even despite the major role the CFO has in making technology investment decisions and the COO's role in designing the operating model.

Furthermore, in many organizations, the supply chain isn't seen as a driver of differentiation and aggressive growth. Meanwhile, the CSCOs blame the absence of a clear business strategy (cited by 43 percent of CSCOs surveyed), together with an inadequately skilled workforce (48 percent) and incompatible legacy systems (44 percent), for their function's inability to drive value for the organization.

How To Overcome C-suite Challenges

According to the report, CSCOs have an opportunity to work with the full C-suite to overcome three core challenges – leadership, labor and legacy technology – and move their function toward better and more strategic partnerships that will provide the organization with increased value-driving potential.

  • Leadership. The CSCO will need to be better aligned with business strategy and build a new and productive working relationship with the executives responsible for long-term digital investment: the CFO and COO.
  • Labor. CSCOs need to build a workforce that focuses on core supply chain workers, "adaptive" (part-time and on-demand) workers and artificial intelligence / robotics — all working together to drive productivity at speed. The CSCO will also need to leverage their C-suite connections to secure support for a reskilling strategy founded on continuous learning.
  • Legacy Technology. Digitally decoupling legacy systems provides a less-resource-intensive and more impactful way to drive agility than spending on new, more compatible systems. CSCOs can start by decoupling data from their legacy IT systems, replicating it and moving it, in real time, to cloud-based data "lakes" that are accessible to customers.
To find out more about the report, visit Accenture.com/wakeupyoursupplychain. Join the conversation at @Accenture #supplychain and #wakeupyoursupplychain.