DSCInsights Into Action is a new interview series with business…
In a world that has been disrupted by a global pandemic and now a European conflict, we have seen firms execute years of digital transformation practically overnight. Putting the customer-first, companies have reevaluated their supply chains with focus on nearshoring, spreading supplier risk and relocating distribution centers. One of the surprising and unpredicted outcomes, driven by the customer-first priority, has been a move toward direct-to-customer (DTC) business models driving the need for dynamic supply chains.
Data literacy and people skills are critical in a data-driven supply chain. Third in a five-part series exploring the critical role of data in a digital supply chain transformation.
Supply chains are becoming powerful sources of data. Governance and stewardship are critical issues for business leaders. Fourth in a five-part series exploring the critical role of data in a digital supply chain.
In today’s interconnected world, data protection and cybersecurity are essential to manage supply chain risk. Fifth in a five-part series exploring the critical role of data in a digital supply chain transformation.
An effective Digital Supply Chain requires the creation of new data models that organize new sources of data and establish new data relationships. Second in a five-part series exploring the critical role of data in a digital supply chain transformation.
To achieve sustained competitive advantage, extending beyond enterprise boundaries is essential.
Companies that have the skills and knowledge to have a tighter relationship with the end customer will emerge stronger, more resilient, and more digital. Much has been written about the impact of the COVID-19 pandemic on supply chains and the predicted long-term effect on the global economy. What no one expected to emerge from this disruptive period, however, is clarity into the key attributes that will define success in a post-pandemic global economy.
In talks with our Digital Supply Chain Institute member companies, we’ve found that nearly all of them are engaged in digital transformation projects. Some are large-scale, enterprise-level endeavors, and others are more modest efforts focused on fixing immediate problems. One thing that is frequently missing in the planning and prioritization of these projects is a clear set of targeted performance improvement outcomes. It’s easy to be drawn into simply creating a short-term workaround or become lost in building large-scale infrastructure while overlooking the critical improvements and outcomes that a digital supply chain offers.
The Colonial Pipeline, SolarWinds, and Microsoft Exchange cyber breaches are the latest vivid reminders that cybersecurity is a core supply chain issue and a threat that is growing in frequency and impact. Colonial Pipeline epitomizes supply chains in the truest sense, providing 45 percent of the fuel to the East Coast of the U.S. SolarWinds had its software development supply chain compromised, affecting an update to 18,000 users of its network management software, including several key U.S. government agencies. Meanwhile, the Microsoft Exchange attack affected at least 30,000 users.
At the Digital Supply Chain Institute (DSCI), we have been conducting a series of discussions with supply chain leaders as part of our Women Leading Digital Supply Chain Transformations initiative. On January 27, we were fortunate to have Julie Hamilton, chief commercial officer at Diageo, the global beverage company, join Sugathri Kolluru, DSCI manager, emerging technologies, for a discussion of the leadership lessons from the pandemic. Here are some snippets from the conversation edited for brevity and clarity. You can watch the entire 30-minute program here.
I bet you never imagined you would see the video game Fortnite mentioned in the same sentence as the words supply chain leadership. But the massive multiplayer videogame that has grown to over 350 million players in only a few years, holds the key to a new approach to the classic change leadership model that no longer produces the results that we want and need? The truth is that the way you play Fortnite is a good model for how you should make change happen. Don’t worry, even if the last video game you played was Pac-Man or Galaga you will find that Fortnite is a great example of Change Leadership in the Digital Era. Follow this new approach to change and you will be able to make breakthrough improvements in your supply chain around the world. But first, let me remind you what we have been doing….
At the Digital Supply Chain Institute, we have done a lot of work helping companies do a “Frontside Flip” and focus their supply chains on the “New Customer.” Frontside Flip is a term that snowboarders (and skateboarders) use to describe a cool stunt that has the front side of the board facing the snow. It’s an apt analogy for business because you can’t win a snowboard competition without a Frontside Flip and you can’t win in the marketplace unless your supply chain faces the customer in a way that drives market share and revenue. While this is still true, there may be a better metaphor than snowboarding given the tremendous stress that supply chains around the world are currently experiencing.
COVID-19 pandemic has stress-tested the supply chains and Germany is no exception. This article highlights three industries in Germany ( Pharmaceutical, Automotive & Chemicals) that are hit by the pandemic, recommends potential actions and insights business leaders, can take to increase resilience, and navigate through these challenging times.
Covid-19 is having a devastating impact on world health. It is also hammering the world economy as demand is down, supplies have evaporated, and cash flow has become a challenge for many companies. Companies around the world are struggling to keep their supply chain viable, their financials healthy, and their customers happy. None of these things are easy, but executed correctly can create new industry leadership. Below are some solutions for supply chain leaders to consider.
COVID-19 pandemic has taken a huge hit on supply chains and India is no exception. This article highlights three industries in India that are heavily hit by the pandemic, proposes potential actions Indian leaders can take to increase resilience, and provide insights that can help businesses through this challenging period.
Your supply chain is no longer adequate. It’s not broken, and it’s not that the supply chain was poorly designed. It is simply that the expectations of your customers have dramatically changed and your supply chain hasn’t kept pace. You’re zeroed in on the old way of doing things that built your customer base when it’s the demanding New Customer that you must now woo (and wow) to grow that base.
Every supply chain leader is struggling to improve operations, integrate new technologies and figure out how to obtain and use data from a vast array of options. Why? Because we now have the analytical knowledge and technical capability to build a Digital Supply Chain that stokes customer demand and minimizes costs. While the solutions will differ from company to company and industry to industry, there are common issues that every company has to address. Here are the eight things every digital supply chain leader should do.
DAAAB represents some of the most exciting tools in business today because they help companies create new opportunities for visibility and agility. Companies can use DAAAB to tightly link their supply chain operations to their customers—and their suppliers, and their supplier’s supplier, as well as their customer’s customer. DAAAB is all about the data, but it is the combination of technology and management skills that companies need to master to harness the tremendous power of data to improve business operations.
Businesses across the world are concerned about the climate of uncertainty that has clouded the outlook for global trade. Brexit is a big deal. But the U.S.-China trade conflict is a seismic event. Massive tariffs are being levied, markets are being closed, and the dialogue has not made any observable progress.