Internet and high-tech collaboration tools can add structure and security to a globally complex supplier-to-customer data-transfer process.

Increasing real-time visibility is key to achieving greater efficiencies in logistics management practices. As all goods often go through multiple yards throughout the lifecycle, any inefficiencies or errors in the yard are amplified as the effects propagate through the supply chain network.

Analyst Insight: The top strategic action tied to improving parts management for service and support organizations in a recent Aberdeen research study on service parts logistics was to integrate service parts planning, forecasting and execution with overall logistics functions (i.e., procurement, supply chain management, inventory management) to ensure the delivery of the right part to the end customer when an asset goes down or is not operating at full efficiency. - Aly Pinder Jr., senior research associate, Aberdeen Group

Analysts' Insights: As companies plan and strategize for long-term effectiveness in supply management, they must focus on one aspect to truly derive value out of their procurement and sourcing efforts: evolution. Organizations globally must look to the future and adapt their reliance on technology as solutions evolve for the better. Christopher J. Dwyer, senior research analyst, Aberdeen As organizations continue to adjust their technology footprint into the next decade, the question around SaaS is not if but how SaaS will be leveraged within the procurement enterprise. Constantine G. Limberakis, senior research analyst, Aberdeen

Analyst Insight: The pressure of increased supply chain complexity, a byproduct of more trading partners and global geographies, is the top factor driving best-in-class companies (cited by 59 percent) to further increase their outsourcing to logistics service providers as one key solution to managing increasing supply chain costs. This direction is compelling when performance considerations for the best-in-class companies (top 20 percent) compared to average (50 percent) and laggard (30 percent) are taken into consideration. - Bob Heaney, lead research analyst, supply chain execution, and Bryan Ball, supply chain management vice president and principal analyst, both of Aberdeen.