ASCM's Top Trends in Supply Chain for 2024
Summary
TLDR在2024年供应链管理专业人士协会(ASCM)的十大趋势发布会上,主持人Matthew Talbert与专家小组讨论了供应链领域的关键趋势。专家们强调了数字化供应链作为基础的重要性,并探讨了大数据、人工智能、机器学习等技术如何提高供应链的效率和透明度。同时,讨论了可持续性、人才投资、网络安全以及供应链的去全球化等议题。这些趋势不仅反映了行业当前的挑战,也指明了未来供应链管理的发展方向。
Takeaways
- 📈 **数字化供应链**:数字化供应链成为2024年供应链管理的首要趋势,强调了从采购到交付和退货流程的全面数字化。
- 🌐 **全球化与地缘政治**:供应链的全球化和地缘政治因素对企业战略产生了重大影响,促使企业重新考虑其供应链布局。
- 💡 **投资于人才**:人才短缺和技能更新成为供应链管理的关键挑战,企业需要在人才吸引、培养和留存上进行投资。
- 🔍 **增强供应链透明度**:提高供应链的可见性和追踪能力是确保供应链效率和响应市场变化的重要措施。
- 🛠️ **供应链的敏捷性和韧性**:企业需要构建更加敏捷和韧性的供应链,以应对不断变化的市场需求和潜在的供应链中断。
- 🌿 **可持续性和绿色供应链**:可持续发展仍然是供应链管理的一个重要方面,企业需要采取措施减少环境影响并提高资源循环利用。
- 🤖 **人工智能和机器学习**:人工智能和机器学习的应用在供应链管理中日益增长,有助于提高预测准确性和决策效率。
- 🔒 **网络安全**:随着供应链数字化程度的提高,网络安全成为保护企业资产和数据不可或缺的一部分。
- 📊 **数据分析和洞察**:大数据分析和人工智能的应用对于从数据中获取洞察、优化供应链流程至关重要。
- 🛳️ **去全球化的供应链**:去全球化或供应链的本地化是企业为减少成本、提高响应速度和应对地缘政治风险而采取的策略。
Q & A
如何理解供应链趋势的重要性?
-供应链趋势不仅是一个简单的列表,它们是我们如何将这些趋势转化为组织内部供应链规划的基础。这些趋势就像天气预报,帮助我们适应自己的环境并规划下一步行动。
数字化供应链的当前应用和未来展望是什么?
-数字化供应链目前被应用于从采购到交付和退货流程的端到端数字化,例如沃尔玛的无填埋项目。未来,预计会有更多的数字孪生技术和以人为中心的自动化技术被整合进供应链中。
人工智能在供应链中的应用现状和未来趋势如何?
-目前,人工智能被用于提高效率,如代码编程助手和文档摘要。未来三到五年内,AI将成为每个任务的助手,前提是企业已经建立了数据模型并将其视为资产。
供应链的可持续性措施的未来是什么样的?
-公司已经超越了仅从成本节约的角度考虑可持续性,现在更多地关注于供应链的端到端可见性,以及如何将这种可见性转化为转型能力,而不仅仅是成本优化。
供应链的全球化和去全球化如何平衡,而不增加通胀?
-去全球化可能需要对现有基础设施进行移动,但这不一定会是成本效益的。然而,通过与采购和其他内部利益相关者合作,可以在不过度投资的情况下实现有效性。关键在于理解为什么这种策略适合您的组织。
投资于人才这一趋势背后的经济压力是什么?
-某些地区存在明显的人才短缺,特别是在技术和工程领域。这种短缺推动了对人才的投资,不仅是为了吸引顶尖人才,也是为了提升组织内部员工的技能。
为什么网络安全在供应链中如此重要?
-随着供应链变得更加互联,使用AI等技术,保护资产免受黑客攻击和其他威胁变得至关重要。需要采取敏捷的方法来识别威胁,并制定策略来应对这些威胁。
如何克服数字化转型中的挑战?
-数字化转型需要敏捷的方法和强有力的项目管理。关键是从交付工具转变为交付能力,确保数据支持流程,并且与组织的整体战略保持一致。
供应链的可见性、追踪和位置智能面临的主要挑战是什么?
-主要挑战是收集数据以实现稳定的、可靠的预测性分析。这需要组织内部和外部供应商之间的数据整合,以及实时的数据处理能力。
如何实现供应链的去全球化?
-去全球化需要认识到供应链中的冗余是战略选择的一部分,并且需要长期投资。这涉及到理解未来的需求,创造灵活性,并在正确的地区建立供应基地。
供应链专业人士如何平衡成本和利润最大化?
-专业人士需要考虑整个供应链的长期成本,包括关税、客户接近度、响应能力和多样性。通过理解这些成本,可以做出更有利于长期盈利的决策。
Outlines
😀 2024年供应链趋势发布会开幕
2024年ASCM供应链趋势发布会由Matthew Talbert主持,他介绍了专家小组的成员,包括供应链运营背景的Armand、数据科学战略家Cara Kirtland和拥有16年供应链经验的Lucille博士。他们强调了趋势制定的严谨过程,包括文献回顾、趋势提取和筛选,最终确定前十名趋势。
🔍 供应链趋势的深入探讨与实际应用
讨论了供应链趋势的重要性,强调了这些趋势不仅是列表,更是如何将这些趋势转化为组织内部的行动指南。Armand比喻这些趋势为天气预报,帮助企业适应环境。Cara强调了数字供应链的基础作用,而Lucille则提到了趋势之间的相互联系,以及它们对组织优化、敏捷性和韧性的影响。
🌐 数字化供应链的实例与挑战
讨论了数字化供应链的实际案例,如Walmart的端到端数字化努力,以及5G技术在仓库管理中的应用。提到了数据集成、实时可见性和预测分析等关键挑战,强调了打破信息孤岛、实现数据共享的重要性。
🤖 人工智能在供应链中的当前应用与未来展望
讨论了人工智能在供应链中的多种应用,包括聊天机器人、代码辅助编程和文档摘要等。未来展望中,AI将成为每个任务的助手,但成功的关键在于企业的数据模型和数据的整合性。
🌏 供应链的去全球化可能性与挑战
探讨了去全球化供应链的可能性,包括重新评估全球足迹、与供应商合作以及利用技术提高灵活性。尽管存在成本和实施上的挑战,但去全球化被视为提高供应链抗风险能力的一种策略。
💼 投资于人才:供应链中的关键趋势
讨论了投资于人才的重要性,包括应对技术短缺、重新培训现有员工以及提高员工满意度和留存率。强调了人才投资对于适应快速变化的技术和系统的必要性。
🛡️ 供应链中的网络安全:日益增长的威胁
强调了网络安全在供应链中的重要性,随着连接性的增加,保护资产免受网络攻击的需求变得更加迫切。讨论了如何通过敏捷方法和持续的威胁评估来维护网络安全。
🌐 数字化转型的挑战与管理
讨论了数字化转型过程中的挑战,特别是改变管理和执行大规模变化的能力。强调了以解决方案为导向的项目交付、敏捷方法和与组织战略一致性的重要性。
🌏 去全球化供应链的策略与实施
探讨了去全球化供应链的策略,包括理解长期成本、利用分析来优化供应链布局以及与供应商合作以提高响应能力。讨论了如何通过试点项目和模块化来实现去全球化。
📚 供应链趋势的深入分析与未来展望
总结了供应链趋势的讨论,提供了对每个趋势的详细定义和解释的资源链接。鼓励有兴趣的参与者加入下一年的感应小组,共同开发新的趋势。
Mindmap
Keywords
💡供应链趋势
💡数字供应链
💡可持续性措施
💡人工智能
💡全球化与去全球化
💡投资于人
💡网络安全
💡可视化与追踪
💡变革管理
💡供应链弹性
Highlights
2024年供应链管理专业协会(ASCM)的十大趋势公布,由Matthew Talbert主持。
专家小组包括来自不同领域的供应链专业人士,如学术界、数据科学和电信行业。
趋势的制定是一个六个月的严格过程,涉及27至28名小组委员会成员的文献回顾和趋势提取。
供应链趋势不仅是列表,而是如何将这些趋势转化为组织和供应链的实际应用。
数字供应链被列为2024年的首要趋势,强调了数字化作为供应链基础的重要性。
大数据分析、人工智能和机器学习是供应链中获取数据洞察和指导的关键技术。
供应链专业人士需要关注这些趋势,因为它们与优化、敏捷性和弹性紧密相关。
供应链的可持续性措施不仅关乎成本节约,还关乎整个供应链的转型和影响。
供应链的可见性、追踪和位置智能是实现稳定可靠预测分析的关键挑战。
数字供应链的例子包括沃尔玛的端到端数字化,以及5G在仓库和制造中的应用。
人工智能在供应链中的应用正在快速增长,特别是在提高预测和交付的响应性方面。
数字化转型涉及大量变革管理,需要克服执行失败的挑战。
投资于人员是新的趋势之一,反映了经济压力和组织内部技能提升的需求。
供应链的全球化和地缘政治因素对网络安全构成了挑战,需要持续关注和应对。
供应链的去全球化需要考虑战略选择、冗余和长期投资。
供应链专业人士需要理解去全球化的驱动因素,以及如何与组织的整体战略保持一致。
了解整个供应链的长期成本对于做出去全球化的决策至关重要。
Transcripts
good morning good afternoon welcome to
the 2024 reveal of the ascm top 10
Trends in supply chain I'm your
moderator today Matthew Talbert senior
manager of research at ASM I'm also the
liaison to The Innovation and sensing
committee uh the sensing subcommittee
Under The Innovation and sensing
committee puts in a lot of hard work to
develop these Trends so I'm not the star
of the show today I'm going to let our
expert panel introduce themselves
starting with armont thanks for your
kind words Matt my name is araro I have
a background in supply chain operations
as a consultant with KPMG later on as
coo with companies in the UK and
Mainland Europe uh now I'm a senior
lecturer and researcher at the
University of applied
sciences great thank you Cara you're up
next hi Matt I am Cara Kirtland I'm a
data science strategist at HP in our
worldwide supply chain
organization great thank you and
Lucille hello everyone I am Lucille
doctor I am a senior manager at US
Cellular and I have over 16 years of
experience working in the supply chain
field great thank you all um feel free
in the chat to let us know where you're
listening from um think of this as an
ask me anything about the trend so
please prepare as much questions as you
want um but we're going to eat a little
bit of vegetables first um I like to
give an overview of the methodology um
I'm not going to go into great detail on
it we have other resources which you can
read on that but these Trends are more
than just a couple Zoom calls where
these experts arbitrarily pick what they
think is important um it is a six months
long rigorous process the group of about
27 to 28 subcommittee members um they
begin with a literature review um they
extract Trends both of those take about
two to three months um and then there's
a process for which they narrow down a
list of about a 100 Trends down to 20
for a vote and then we get a final top
10 um
so let's get right to the trends the big
reveal without further Ado unless you
are at ascm connect North America this
is the first reveal of the public reveal
of the trends in 202 for
2024 Armand um start us off so we have
the top 10 trends for
2024 so what is the big
question yeah I I guess in the end it's
not just a list of let's have these
Trends it's how we are able to translate
these
uh Trends yes the these things that are
about to set in into our own
organization in our own supply chain so
just imagine that you go out without
looking at the weather
forecast you will always get it wrong
let's look at this as this is your
weather
forecast um and you will adapt it to
your own
circumstances but this could be the
basis of how you plan your next moves so
that's is how while look at um as a so
what
question great thank you uh Cara feel
free to give your take on so what or why
should the people tuning in you you know
care about these Trends sure so I've
been on the on the sensing committee
working on these trends for a number of
years and each year they kind of coales
into a little bit of a change and you'll
see this year there are a few new ones
um some things moved around and I've
been sort of looking at how those Trends
moved each year and really if you look
even at the new
ones those Trends were embedded last
year they were just maybe not called out
specifically and so each year what's
happening with these Trends is we're
getting crisper about for now forward
for the next three to five years what is
the focus where is the industry moving
what are the fundamentals of of um what
should where we should be investing um
our time Talent um and and and resources
and I'm actually pretty excited to see
digital supply chain at the top now
because I look at that as the foundation
um as a as a data science strategist I I
spend my time a lot in in number two and
number three you know big data analytics
um artificial intelligence machine
learning like how do we gain insights
from our data and drive direction I've
I've done um plenty of network analysis
like all of these things on our list are
super important but they only are um as
good as the foundation that we have in
place so um if we get the plan make
Source deliver returns connected
digitally and we really value that data
as an asset um as we design that system
then everything else falls into place so
I'm actually pretty excited about how
this is set up now um like where the
industry has moved and where the um
where the focus really really needs to
be I think we're really well
aligned great thank you Lucille it's
your turn um here we have a list of 10
Trends so what why are these
important my passion for this Trends is
a firsthand experience as a supply chain
practitioner it's based on the issues
and the topics I deal with be it uh a
conversation with industry peers or just
through research we know that these are
relevant and in reflecting through this
stopped in Trends if you look at it they
are connected they are related to one
another organizations are embracing
being optimized being agile being
resilient and this was heightened
because of the supply chain disruptions
we have experienced over the years the
geopolitics that is the reality of our
today along with the pressures to be
green and circular in our supply chain
so
if I look at this I look at them as
either enabler or
driver all the technology that comes
with it if it's AI big data analytics
and having that visibility they are all
comingled so jet Hitman did a good
summary yesterday on her post which I
really liked I wanted to do shout out to
that because it is a call to action for
us as a practitioner examining this to
realize what is relevant to us um and
taking that to our Executives bringing
it to our industry to identify what are
our investments because it's not just
the newest and shiniest thing out there
taking it back and these are not one C2C
strategy reflecting back to your
organization on how you can really
utilize this to get to that path of
supply chain world that we wanted to be
at great thank you um as I mentioned in
the beginning this is is your
opportunity to ask some good nuanced
questions about the trend so we already
have a couple coming in think of those
questions please fire away but the first
one is what is the future of supply
chain and sustainability measures um
Armand uh why don't you start us off
with this with the answer to this
question um great question because as it
says measures so um I think we've got
two aspects one is actually how we
measure how good or bad we're
doing Visa sustainability and the other
is okay what kind of measures what are
our actions to ensure um we we
deliver now it I think um most of uh the
companies are already beyond the cost
savings perspective on on sustainability
I think
uh now
sustainability um it's piggyback r on on
traceability visibility it's seeing
throughout your supply
chain how you can um
connect that endtoend
visibility to create
capabilities towards the transformation
rather than a cost optimization
and if you think of uh measurements it's
it's not just the output as in yes we
see cost
savings but the impact it has for
instance on our immediate environment uh
but also on our long-term
margins um just as as an example we know
some uh rare Metals um are in great
demand and that could mean in certain
industries that our sustainability drive
is not just to recoup those kinds of
metals to um through reverse Logistics
get them back but also to secure
alternatives to secure uh new sources
and that goes far beyond the let's say
the the cost perspective on
sustainability so in
summary I think the measures are more
towards supply chain transformation and
impact
then they are on uh cost reduction and
pardon the expression
greenwashing he thank you armont um I
got I have a follow-up question you know
or sort of rather to piggy piggyback on
that um so and car Cara you touched on
this that all these Trends are important
but a few people have said you know the
first question was on sustainability it
dropped two sloths
does that mean it's lost significance um
or is it still of major significance to
supply
chains yeah so I would I would
definitely not say that it's that it
lost significance everything on the list
is
significant um I think just building on
what armont said
there's if we look back it it hasn't
been that long ago where uh
sustainability wasn't even on the
scorecard for top Supply chains for
Gartner um and that that shift was like
wow this is there's there's a
recognition and A Renewed yes this is
important to supply chain it's important
to um business success it's it's come
full circle to um customers are
demanding it um are you in order to get
contracts there needs to be a certain
level of uh performance in these areas
so in terms of pure measures there's
also that uh we're winning business
because we're doing the right thing and
that that's so that's going to be a
differentiator um for companies not just
that their costs go down and their
profits go up um but they're pleasing
customers and it's becoming this sort of
full Circle um raise all boats if we do
the right analytics about how to drive
the end to-end supply chain to be
circular to be socially responsible to
have these um tenants in place um you
know it impacts the entire supply chain
so where it lands in the top 10 Trends
isn't so much uh isn't as important as
how it is addressed and it is showing up
in the other Trends it's showing up in
how we do our analytics where we do our
investments so I think that's the way I
would look at it yeah that's a great
point that um you can't get from just
looking at this list um but hearing from
the experts that develop this list is
some of these Trends can be enablers of
each other um we have another we have
one specifically on visibility trace and
traceability um Lucille I'm going to
throw this question to you what are the
key challenges for visibility
traceability and location
intelligence uh one of the key
challenges is gathering the data for us
to get to that very stable
reliable Predictive Analytics of our um
to get that visibility is having that
data and data starts within your
organization and then data from your
external factors if it's the input from
your let's say
suppliers those need to be connected
there need to be that coexistence on
both organizations to make sure that the
information flows through so one of the
CH getting that real time visibility or
that more advanced way to let's say
sensing what is happening in um final
mild delivery this is one of the use
cases visibility and traceability or
that um geolocation is on the
transportation world where can it flag
if the road conditions are telling me
which road do I take so the integration
of all this will H it h it will be an
ecosystem so one of the challenges if
it's a siloed approach it's not as
effective thank you for that um this
next one I'm going to kind of do rapid
fire style um someone asked what are
some examples of digital supply chain so
maybe if each of you starting with you
Armand going down the the cameras that I
see um what is an what is one example
that you could provide of digital supply
chain um I yeah if you think of uh
companies um I
think what immediately popped into my
head was Walmart um where they they
really have made a big effort in um in
making sure they have an endtoend
digitization of really from procurement
up to delivery and return flows and the
the neat thing is they they actually
also link that to their and I think most
most of us know their uh um no ways to
landfill uh project so they are able to
trace a lot more so um in
companies I would say that that's a a
primary example and I would see digital
supply chain on the execution side of
things is tying it from end to end from
procurement up to the point where you
have reverse uh flows
um that less examples I would say of
working with um planning as in digital
twins um and
incorporating human centered
automization I think we seen just the
beginning of it okay thank you cara
another perspective do you have an
example a real example digital supply
chain sure so one of the stories I like
to tell uh new supply chain analysts is
um back in the day there were there was
a point in time where I was looking at a
screen with a with a um procurement
specialist and all the data that I
needed for my analysis was on her screen
but the only way to get it was screen by
screen copy pasted out into a
spreadsheet and then analysis could
happen and I said something like it
would be it would be so nice if I could
have the data for each one of those SKS
all in one place at the same time and I
walked away and a couple days later she
showed up at my desk with this stack of
like two feet of paper with this a
screenshot of every single one of the
SKS that I wanted to have um analyzed
and and I thanked her for her effort um
but somehow I guess I didn't ask the qu
I didn't didn't uh describe my my
problem accurately enough because
obviously that was not data I couldn't
take that stack of paper and do any
analysis with it so an example of
digital supply chain is one in which um
the data that we need to run the
business is truly digitalized and we're
not sending spreadsheets back and forth
and and we have a common data model um
so that when I say I've shipped this
many of this product at this time that
that that can be picked up by the next
uh you know node in the supply chain and
they they can ga that data and and at
its best it's all in one data model and
it's not being sent back and forth but
but the data is being um elevated and in
say a cloud environment or a common
environment I love that I love that
we're getting different perspectives but
Lucille it's now your turn to provide in
a real example of digital supply
chain so when I think of digital supply
chain it's a massive environment it's
all the integration of the Technologies
and data throughout our supply chain and
for to be efficient to have that
visibility and that informed decision
making with my background heavily on
Operations Logistics Transportation
manufacturing I remember over five years
ago with um the hype of 5G a lot of the
use cases being brought up are in the
warehousing or the manufacturing world
where um the idea back then of a vacuum
cleaner doing the preliminary audit
running in the warehouse was very cool
at that time and now I've seen it many
times in different operations where it's
scanning data as it's walking through
the um warehouse and sensing if there's
anything that is out of normal if it's
not a in the right place so in the
operations World there are a lot
of application of the digital supply
chain that we are already experiencing
it's not a utopian world where oh
there's all these other things that um
may be happening we are experiencing it
in Lal doses um also in the um time to
the digital um or the data that Cara was
mentioning we are utilizing it a lot in
our operations planning or supply chain
planning Gathering different types of
data from different sources so the
application of that in um demand
planning demand sensing we are seeing
that if you are going to the stores and
um it's capturing what type of product
you're using or sometimes it's asking
you did you like this product those are
little tidbits of data that is being
gathered and being sent back to the
consumer or to the end user of this data
that will be able to identify which
product is really needed or which ones
do we need to segregate a little bit he
thank you excellent question and
excellent answers that was that was good
pra good practical examples next up um
although in the infancy what are the
ways AI is being utilized currently or
how it will be implemented in the medium
term they specify three to five years um
Karen GNA throw this question to
you sure um so I was thinking about what
questions we might get around Ai and it
strikes me that
uh this will not live well like we this
will not uh live on very well because
it's going to move so fast right so in
terms of things that are happening right
now um we have you know chat GPT we have
co-pilots we have the ability to have
that pair programmer that is um helping
with efficiencies right um we have the
ability to summarize documents quickly
um and and gain insights quickly um
where things are going is you're going
to have that assistant that's right
alongside you for every single task but
to get there um this is where those that
have built their data model and have
maintained history and they have
joinability of their data because they
have a common um you know set of Master
data that they they treat as an asset um
they are going to have a better Baseline
and and AI is a multiplier so those that
start at a higher level multiplied will
have that step shift better impr better
performance than those that haven't put
those investments in place so it's
really important that businesses really
think about you can't do AI without the
data model without that digital supply
chain without the the beginning um
investment in the people and the tools
that enable um the analytics to
happen great thank you um next question
and keep them coming um is De
globalization of Supply chains possible
without increasing inflation um I know
that kind of that sort of Blends the
lines between supply chain and finance
which are related um Lucille uh you're
sort of our in our in-house geopolitical
and de globalization expert I'm going to
throw that one to
you certainly uh we talk about um moving
when we think dle bation are we moving
our own infrastructure or are we working
with our suppliers to bring them closer
to us um I will not uh confirm that this
is going to be a cost economical if you
are operating in a large scale because
you have already that existing
equipments that are existing on
different foot in in a wide footprint
globally but um where comes to place the
other players in supply chain such as
your procurement or uh working with the
other stakeholders internally with your
organization um I still believe that it
can be effective um without getting a me
without investing too much because right
now we have we have real-time experience
we we have um we have a real life
experience with what happened four years
ago where we are able to Pivot with our
suppliers um with the enhancements right
now also with the technology it is
easier to work with tier two tier three
suppliers so having that raw material
that is probably forecasted four five
years down the road we can make an
adjustment on that uh as I was saying
with working with the procurement um
resources that is where they can work on
contract negotiations so overall um
bringing back to a closer footprint is
still a practical solution it's been
observed and we see it something that is
um Rising it's the new topic right now
as not just as a reaction as the supply
chain practitioners rethink things it is
more it is make easier to make an
adjustment for something that is
closer I hope I answered the question
yeah uh yeah I think we got your
connection cut out a bit but we got we
got nearly all of your your answer thank
you for that um next question um and
this was a good this these were
presented at a connection Cafe at ASM
connect and there's a lot of discussion
around number four um so that being said
I'm going to throw this question to you
Armand could you elaborate more on the
new trend number four investing in
people what pressures of the economy do
you think contributed to this trend
making the list so there's kind of two
questions in there there's one more more
what is number four and second the
pressures of the economy maybe having an
influence on this getting on the
list I I I think that's an excellent
question um especially
um if you're in supply chain you you you
are really connected to the world as it
is there's there's no way you can avoid
the pressures from the
outside and the two aspects there if you
look look at people as in certain places
in the world there's a distinct shortage
um
of staff and especially if if they think
of Western Europe um if I also in in
areas of the US it's engineering
technical staff um where there there's
really a shortage so that that's pushing
towards the extra um investment and
investment is in time H and in in in
money um
time and money it creates also to
there's talents you want to attract so
these are the people people that make a
an impact in the near
future but there's also people within
your organization that you need to
retrain that you need to bring to
another level because and again these
Trends are interlined uh the systems
that we're using are changing they need
another skill set all together so the
time is not just invested in looking for
uh new people it's also in upscaling
updating the people we already have in
our organization there there is an an
add-on effect if if you do that um
because the people in your organization
will realize that and they're not
treated as an asset but they are a part
of the
organization they will feel more um
listen to they can really show that they
contribute and therefore
attrition will go down so there's an
economic
pressure due to shortages but there's
also almost an inside out pressure where
you see that your
systems um and your
processes will drive the the upscale and
the um updating of
skills great thank you arand um this
next one is another good rapid fire
question um usage of artificial
intelligence is increasing
exponentially which areas of the supply
chain would be affected the most um so
I'm just going to go around quickly on
this one and Cara I'm going to start
with you uh all of
them yeah I mean I I think it really is
going it's going to affect every aspect
of analytics and insights
um uh anywhere we want to drive insights
prediction um I would say it'll probably
start um in planning um planning is
where we're we're bringing in the data
and and wanting to drive those Choice
points so at least that's where I would
think to invest first personally and
planning is a major foundational part of
Supply chains as well so that makes
sense Lucille uh which part of the
supply chain do you think will be
affected the most by
AI I'm more nearsighted right now
because it's the closer operations or
the area of supply chain that I work
with um I think about from product
development procurement manufacturing
because Cara already called out planning
although that's that is currently the
environment I operate with I think that
um those three are the uh currently the
biggest um consumers of this technology
um by being able to identify through
consumer insights being able to identify
what is needed in a velopment of product
and all the way to manufacturing that
there is that stream
of activities that is being driven by
AI okay thank you Armand which part from
your perspective which part of the
supply chain will be most affected by AI
um odly I would go for the the linkage
between uh forecasting and and delivery
um we've seen newspap paper companies um
using AI um to forecast the demand for
papers um at a certain vendor
point and so they they've coupled the um
the forecasting to all kinds of factors
down to the weather even the time of day
the the the the weekday uh the area in
which the vendor point is is located and
and they've already seen tremendous um
um uptakes if you see sales at one point
where they had shortages of
papers H and areas where they always had
leftovers um were brought down and I I I
mean significantly brought down so we
already see the application uh and see
the linkages now also between the
planning part the forecasting and the
delivery
and the AI also makes um makes it much I
would say more responsive to variables
changing right thank you um this next
one um maybe we we could go around again
for for this question so it's around
digital
transformation um which involves sign
ific amount of change management seen
many cases in which the indust in the
industry where the idea was right but
execution failed because of inability to
handle the scale changes both in person
as a system now how do we overcome that
so I'm kind of thinking this is more
around digital supply chain our number
one Trend which is related to many of
them so it's talking about overcoming
the
challenges of digital
transformation um Armon can you start us
off on that one yeah I'm intrigued by um
by the change management part there
um scaling up Solutions is indeed
notorious for uh for failing um if we
see in the the the rapid changes in in
this area this almost calls for a more
agile approach where um you design h
test uh or design build test and and
improve in very short
Cycles uh before
you scale up um the gap between let's
say initial tests and scale up tended to
be very big because and that it makes
good sense to uh sometimes go for a big
bang I I would argue
current situations ask for a more um
agile approach uh as for the change
management um I'm not sure um what the
um what the question was leading to it
almost seems that the human factor there
that we we are not able to take our U
the people in our organization with us
in those changes seems to have an impact
as well and not sure what car and Lal
think about
this yeah so um all good
points when I think
about how to make digital supply chain
work how to
dooc um the thing that comes to mind for
me is with any project you have scope
schedule resources and and you have
sponsorship that that needs to be in
place to to uh make those decisions and
one thing that um tends to be a an
impediment to any delivery is are we
delivering a tool or are we delivering a
solution right and projects tend to get
uh tied up in well I I need to I need to
optimize scope schedule and resources
while I'm out of time here's what you
get right
well at the the end of the time you need
to have a data product you need to have
a solution you need it doesn't matter
that I have a planning system if the
output is not giving me the results that
I need um and so really the way to be
successful in digital supply chain is is
to stop having the mindset of delivering
tools and start having the mindset of De
delivering capabilities data assets if
the data coming out of the tool doesn't
support the next process along the way
then we failed if the data is not
aligned with the step coming in and the
step coming out then we failed and so if
if the question is how do we overcome um
these failures we've had in the past
it's really a change in mindset about
what are the objectives of the projects
and as armont said we need to be agile
right we can't just go in with it has to
be this way and and get to the end of
the project and
and you know we need to be flexible
along the way but by the time we get to
the end it needs to be a solution and
not uh oh we're out of out of time
right thank you Lucille anything to add
to overcome some of the challenges of
digital
transformation um you know adapting to
more digital supply chain yeah I'd like
to pile on to pile on to what Cara said
so I mentioned earlier taking it to your
Executives or to your organization
reflecting how this died to your overall
organization strategy because I have
witnessed some attempts where hey here's
a cool thing generative generative AI
let's bring this this is be something
that can um be a differentiator for us
in the industry but the entire
organization is not yet ready there car
mentioned about having data ready so you
have inputs that you would have to build
on First and if it doesn't balance with
what the direction your organization
would be or even the brand of your
organization that is already something
that is not aligned so
overall when you think about the
enhancements or what uh you're going to
tackle on a digital supply chain it
should be aligned with your overall
organizational
strategy right thank you we have time
for a couple more um and given that this
is your opportunity to get nuanced
questions and input about the trends
someone is asking specifically about
Trend number eight uh which was number
six last year so in general Cara I'm
going to throw this one to you um and
this may or may not be easier or
difficult to answer but how important in
general is cyber security in Supply
chains maybe if you could provide a
little bit more Nuance um to how how
much of a priority that is and why it's
on the
list sure so we need to protect our
assets right um things are changing very
rapidly uh we have uh increased threat
levels in terms of um hacks to the
system um ways that things can go badly
and
we've seen supply chain shut down due to
cyber attacks right so this needs to be
um front center in decision- making um
it's not going to go away as we move
into more connected um Supply chains
using AI um it needs to be in the
Forefront of how we keep our supply
chains uh secure I was I was watching um
a few different um YouTube uh symposiums
on this sort of thing um in the last few
uh months and it it really comes back to
just like with our other analytics we
need to have sort of an agile approach
to what are the threats um how real are
there are they um how might they uh
attack us which tools which data and
come up with a strategy to okay let
let's mobilize go let's go after each
one of those threats as we understand
them so it needs to be a an ongoing
cycle for how we um sort of protect our
assets if I can add on that to
absolutely Matt um our top number 10
Trend the geopolitics and the
globalization it is um it
is it could be a contributor in putting
a risk to this massive in infr structure
that we are in or building
so right now a supply chain practitioner
is probably called to action also
because I don't know if there is truly a
globalized standard on what that
security looks like we probably do not
even know how to govern this what to do
with this abundance of information and
this infrastructure that we have so for
us also is driving for that cyber
security understanding back typ back to
what I was saying on understanding your
investment that's one of the things that
you have to consider is how you would be
able to protect that
information right thank you just just
one one one small addition the the
the it's also on the list because we see
the tension between we need to share
information across our supply chain
within our ecosystem but at the same
time we need to protect it so the that's
a conundrum I would
say great thank you um this has been an
excellent session we're going to wrap it
up with one last question I think will
be a good one to tie a bow around this
um and it may similar to the last one it
may be very difficult or may be very
hard to answer but that question is how
do we Del globalize Supply chains I'm
going to go around the horn on this this
one um and Armand I'm going to start
with
you well how do we that's that's
actually it takes into account that
[Music]
um if we look at the the complexity of
the supply chains U we've built over the
last decade um it was really very much
cost driven uh we were looking for the
the the the lowest point of
cost over time we've seen that the the
the the perception of risk has gone up
considerably um in terms of
geopolitics um but also in terms of um
our vulner
vulnerability of our supply chains so I
think uh the first step is to come to
terms with the fact that um we allow
ourselves some redundance in our supply
chain uh the a that's that's a strategic
choice and so if you start with de
globalization I think that's that's the
first mindset uh
change and the second and this that's an
open door I know so why would you de
globalize so you really have to this is
a very complex
area long-term Investments
involved um very complex and sometime
rapid changing
situations so I think the Strategic
Choice comes first we there's reasons
enough to do it there's also some very
good reasons not to do it but it starts
with the mindset that if we want to
safeguard our supply chains
we need to build in
redundancy right thank you cara you're
up next how do we Del globalize Supply
chains the world's depending on
you well so I've been in supply chain
for a little over 25 years so I've seen
this go uh full circle um when I when I
first started we were Regional for a lot
of the right regions um you know uh
being close to the customer managing uh
cost um as we were able to uh provide
that variety near you know close to the
customer we uh I then actually drove the
analytics that helped us to figure out
well how do we how do we drive profit
Max maximization by centralizing while
still allowing for uh some some late
Point differentiation in the regions and
and now things have changed um to the
extent that there are different drivers
to cost and
complexity um that the analytics uh
would drive us to the the the profit
maximizing future is Del globalization
so the way we go after it is really to
understand um what that future is where
are the the opportunities to be nimble
where are the opportun ities to um to
have the agility um built into the right
places um it's really about moving the
supply base and having those uh
suppliers able to respond in the
different regions so how do you do it
it's it's synergistic with uh knowing
your endent supply chain
recognizing um how to uh create
commonality and modularity where it
where it makes sense um and and you you
get the movement
by in into um deglobalization
by uh piloting right and and uh taking
advantage of
the you working with the overall Supply
base to um provide the the sort of
momentum for you
right thank you Lucille as supply chain
professionals are superheroes we'll ask
you how could Supply chains de
globalize so we have been talking about
this for a long time either it's
nearshoring
reshoring different it's not just the
last four three years that we have been
considering this so there are different
cases that it has been proven effective
especially in
a more demanding environment where the
consumers needed it right away or a
change on on on the demand so in
considering the globalization we have to
consider what are our driving factors
are you exporting a lot from a location
where an increasing tariff might be the
might be the biggest threat in to your
profitability if you're have the risk of
if you're near shuring
or doing it operating domestically are
you then H have that threat of increase
in your operational cost because of the
labor or is it
because there might be some risk
on on neighbor or other political
factors within let's say domestically
within United States so um what I'm
saying is try to understand first why
this is an an approach that fits to your
your organization or your supply chain
because um one of the question earlier I
was a little bit challenged answering
because I cannot point blank say yeah
it's not it it's going to happen you
will require some investment on this so
tying it back to what both Arman and
Kyra has mentioned it's really
understanding the important factors why
this is the solution that is needed for
your operations right now
let me just tag on to that because the
supply chain professional is trying to
figure out well how do I reduce cost and
do this right or how do I at least
maintain cost and do this and um to
Lucille's point the way to get after
that as a supply chain professional is
to recognize the all-in long-term cost
um of the entire supply chain and
recognize
that that uh we're not all about cost
we're about the
profitability um of our supply chain and
our products and our business and as we
start to look at the tariffs um the cost
of of um of having Variety in uh near
with our customers um being able to be
responsive as we have disruptions and
that sort of thing pulling in and
understanding those other costs help us
to recognize that there are savings
associated with being um Regional and
and really driving against those
long-term um realities help us to drive
those right decisions that that then
allow us to make those longer term
decisions great thank you very much um I
want to thank the panel here for giving
their time to answer your questions on
the Fly I hope they had as much fun as I
did and I hope all of you listening
enjoy this as much as I enjoyed
moderating it um there is a blog post on
these trends that goes into more detail
about what each of them mean this is
something unique to the to our Trends
lists uh we actually provide some
definitions and details on what digital
supply chain means for example or
agility and resilience um if you are
interested in developing the next rounds
of Trends and want to be a part of the
sensing subcommittee for next year you
may email me at
research.org we're always looking for
volunteers we'd be happy to have you um
but I just want to thank everyone for
joining and thank the panel for their
time it was a joy thank you thank
you thank you very
much
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