| | December 20146CIOReviewCopyright © 2014 CIOReview, Inc. All rights reserved. Reproduction in whole or part of any text, photography or illustrations without written permission from the publisher is prohibited. The publisher assumes no responsibility for unsolicited manuscripts, photographs or illustrations. Views and opinions expressed in this publication are not necessarily those of the magazine and accordingly, no liability is assumed by the publisher thereof.CIOReviewDECEMBER - 19 - 2014CIOReview's circulation is audited and certified by BPA International (Audit Pending). Mailing AddressCIOReview44790 S. Grimmer Blvd Suite 202, Fremont, CA 94538T:510.402.1463, F:510-894-8405 December 19 - 2014, volume SE 31 Published by CIOReview To subscribe to CIOReviewVisit www.cioreview.com Editor-in-Chief Pradeep ShankarEditorial StaffSalesT:510.565.7564 VisualizersStephen ThomasArpita GhoshSupply Chain Technology SpecialCIOReviewBenny Thomasbenny@cioreview.comStella Adlerstella@cioreview.comAlex D'souzaAmbili SasidharanLaura PintoSonia SacharAishwarya Kannan Allwyn SilvaJoshua ParkerMathew JacobEditorialSarah Mathewsarah.mathew@cioreview.comStephen Thomasstephen.thomas@cioreview.comFor long, supply chain initiatives has meant cost reduction and process efficiency. Now forward-thinking enterprises are looking at supply chain to grow their business, develop process innovation and also im-prove customer service. Indeed, many organizations today view SCM as strategic. New Gartner research indicates that 40 percent of chief supply chain officers report directly to the CEO today, up from just 12 percent in 2013. This means, supply chain initiatives has presumably better representation at the board level, which indi-cates more investment dollars; more internal collaboration. They are also cited and discussed in much detail in quarterly earnings releases and analyst confer-ence calls in recent years. In today's fast-moving world of end-to-end supply chain transformation, connectivity and collaboration are essential to any operational initiative. It is critical that processes and technology are vital to connecting internal functions and external partners. As supply chains get longer and more global, there has been a significant increase in the number of supply chain nodes and the volume of data moving among these nodes. The complexity associated with connecting these nodes ­ both those are internal and external to an organization ­ is a bar-rier to end-to-end supply chain visibility. Data harmonization across multiple systems of record also adds another layer of complexity. To beat the competi-tion, successful organizations strive to achieve higher levels of visibility across supply chain planning and execution. In this issue we feature 20 most promising Supply Chain solution provid-ers. Over the last few months, our editorial team evaluated several technology companies. The chosen 20 are the ones who help customers optimize their sup-ply chain infrastructure investments, deploy new capabilities, and accelerate time to market. If you are looking to establish critical supply chain visibility capabilities and progress towards higher levels in the visibility maturity model, investing in right kind of supply chain tools becomes critical. Hope this list will help you in formalizing strategies for your organization. Editor-in-Chief Pradeep Shankareditor@cioreview.comSupply Chain: Towards New Business Frontiers
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