For legacy businesses, there might be a disconnect from how a digitized supply chain will enhance the bottom line. In fact, IBM reports that 84 percent of manufacturers polled in a recent survey express that they have implemented real-time data sharing into their supply chains, but only 13 percent have done so efficiently. So how can supply chain management close the gap between implementation and optimization?
 
In the relatively first stages of supply chain digitization, the ongoing transformation of our industrial supply chain is unlikey the first large scale disruption to sweep through the business world. If we look back through history, every generation has seen major challenges driven by technology — the railroad, the telephone, the automobile, the television, and now the internet. What’s unique about today’s modernization is its unprecedented speed, enabled by new tools that act faster than human beings. Done well, this digitization also has the capability to turn the supply chain into a strategic profit driver, woven deep within the fabric of every competitive business.
 
We’ve witnessed first-hand, organizations are rethinking their approach to supply chain planning by integrating several individual phases of the system into one full circle system. Planning is typically siloed, with separate work streams for inventory, demand, and transportation. Progressively we are beginning to see planning happen across these areas simultaneously. The breaking down of these walls are enabled by the consolidation of emerging technology, including but not limited to:
 
·         Artificial Intelligence (AI)/Big Data
Aggregation and analysis of massive amounts of data to identify and respond to trends in customer demand
·         Advanced Robotics and machine learning
Modern warehouse management, plus “non-physical” robotics, like database tools for deeper trend analysis that can help predict the future
·         Automation/3D printing
Delivering custom service that meets the most specific, time-sensitive customer demands
 
The implementation of emerging technologies triggers satisfillment among fulfillment center employees and end consumers alike. In this situation, satisfillment is when simple processes make the issues of e-commerce a thing of the past. At Project Verte, this is our purpose - new supply chain technology is one component of a full circle experience for e-commerce businesses. With a digitized supply chain, companies are enabled to better serve customers and outdo expectations, ultimately getting to satisfillment. Early adopters are fervent about these new tools, but the rest of the world still grapples with how to start establishing more technology into their systems. Lots of people are just beginning to experiment and run initial programs — largely the big businesses and agile start-ups, while most, not all, mid-sized companies are eagerly watching.
 
The journey may seem daunting, so we recommend the following steps to make it more manageable:
·         Put emphasis on durable value: Before embarking on this journey, have an honest talk with board members to lay out how the investment in digitization will add value.
·         Mitigate employee fears: Digitization doesn’t always cause job loss. The fact is, these new technologies have the potential to upskill employees for the long term.
·         Don’t reinvent the wheel: Tap into specialized partners who have the institutionalized knowledge and assets to help implement your new business solutions.
·         Set manageable goals: Business transformation can take time. Break up the integration into manageable stages and frequently review what is working to ensure the process is on track.
 
The digitization of the supply chain is indicatory of a a lot more profound trend — the disruption of the business model. Organizations today who are going through a transformation have much different considerations than they might have had five years ago. Start out digitizing because the sidelines are no place for business.
 
This article is originally posted on tronserve.com