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Semelhante a The New Tech Toolbelt: Digital Twins, IoT, Cobots, & More
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The New Tech Toolbelt: Digital Twins, IoT, Cobots, & More
- 1. MAY 9TH, 2023 AT 9:30 AM PDT, 12:30 PM EDT, 5:30 PM BST MODERN TECH AND MORE: EMPOWERING YOUR SUPPLY CHAIN FOR SUCCESS CORY SKINNER CEO & FOUNDER, FACTR MODERATED BY: TARA DWYER WEBINAR COORDINATOR SUPPLY CHAIN BRIEF WEBINAR EXCLUSIVE
- 2. Avetta connects leading global organizations with more than 150,000 qualified suppliers, contractors, and vendors across 125+ countries. We support the sustainable growth of supply chains through trusted contractor prequalification, safety audits, monitoring, and more. With real results in helping companies reduce incidents, our highly configurable solutions elevate safety and sustainability in workplaces around the world—helping workers get home to their families each night. Learn more at avetta.com
- 3. Have questions about today's session? Click on the Questions panel to engage with the speaker! Having audio issues with today's presentation? Dial In! TO USE YOUR TELEPHONE: You must select "Use Telephone" after joining and call in using the numbers below. United States: +1 (415) 655-0052 Access Code: 400-605-384 Audio PIN: Shown after joining the webinar
- 4. CORY SKINNER WEBINAR EXCLUSIVE CEO & FOUNDER, FACTR
- 5. Traditional Supply Chain Challenges Limited Visibility Market Volatility & Other Disruptions Reduced Agility & Responsiveness Lack of Real (Time) Data Higher Cost of Goods Sold (COGS) Change Management
- 6. Overcoming Challenges Adopting circular supply chain models that include reverse logistics, recycling and reuse of products to reduce waste and environmental impact. Focusing on real-time visibility and data-driven decision-making to improve efficiency, quality and customer satisfaction. Forming strategic alliances and co- development ventures with suppliers to secure critical inputs and reduce dependency on single sources. Developing business continuity plans and risk management strategies to cope with unforeseen disruptions and mitigate their impact. Expanding to global markets and sourcing from diverse locations to leverage economies of scale, lower costs and increase competitiveness FORM DEVELOP FOCUS ADOPT EXPAND
- 7. Emerging Solutions AI-Enabled Software Uses machine learning and natural language processing to analyze data, optimize processes, forecast demand, automate tasks and provide insights.
- 8. Emerging Solutions Internet of Things (IoT) Monitors and transfers data without human involvement, increasing visibility and efficiency across the Supply Chain
- 9. Emerging Solutions IoT Track & Trace Sensors, RFID tags and GPS to track the location, condition and status of goods in transit, improving transparency and security.
- 10. Emerging Solutions Collaborative Robots (Cobots) Work safely alongside humans to pick and pack orders, guide them through tasks, lift heavy objects and fetch products from warehouse aisles.
- 11. Emerging Solutions Supply Chain Digital Twins Creates virtual models of physical assets, processes and systems to simulate scenarios, test strategies and identify opportunities for improvement.
- 12. Emerging Solutions Working Together Internet of Things (IoT) Collaborative Robots (Cobots) IoT Track & Trace AI-Enabled Software Supply Chain Digital Twins
- 13. The Pitfalls: Why Supply Chain Transformation Projects Fail Failure to meet their allotted budget (exceeded) Lack of transformation goals No change management strategy Internal resistance to change Going through a transformation too fast Poor adoption of new technologies Reacting to competitors instead of investigating your actual digitalization needs No shared vision or buy-in from the leadership Unclear timelines and benchmarks Lack of understanding of customer expectations and needs The goal of any digital transformation project should be to help you serve your customers better A recent McKinsey study showed that 70% of all digital transformation projects end in failure
- 14. What Failed Digital Supply Chain Transformation Looks Like Year: 1996 Project: Replace legacy IT systems with SAP’s R/3 ERP, Oracle Seibel’s CRM Project Cost: 112M Result: 100M orders unfulfilled, despite having inventory, 19% drop in revenue & 8% drop in stock price Year: 2003 Project: consolidate IT systems to run on one ERP, Cost: Unknown Result: 160M lost in revenue & delayed orders Why Did It Fail? They failed to create clear goals for the transition and didn’t factor in how much work was required. Why Did It Fail? They didn’t make the required investment into change management and the right questions were not asked or answered well enough.
- 15. What Failed Digital Supply Chain Transformation Looks Like Year: 2000 Project: ERP system upgrade Cost: 400M Result: 100M in losses & 20% drop in stock price Year: 2018 Project: New ERP rollout Cost: 100M Result: 64M in unshipped orders, 6.9% drop in stock price & sued by investors Why Did It Fail? Improper handling of ERP implementation. More specifically, several problems occurred – failure to understand the complexity (large scale), data quality from older systems (disorganized), poor communication, rush to market & failure to train (software handoff). Why Did It Fail? They didn’t plan the migration thoroughly, failing to design a change management strategy for the switch, had no backup solution in case something went wrong & failed to do proper CRM, ERP & IT testing before deployment.
- 16. Digital Supply Chain Success Stories Year: 2018 Project: Increase efficiency and transparency in the Supply Chain Goal: Digitize documentation processes, reduce time required to process paperwork (days to minutes) Outcome: 15% reduction in shipping time and a 20% reduction in costs Year: 2019 Project: Improve Supply Chain visibility and traceability Goal: Use Blockchain to track its products from farm to shelf, providing customers with transparent information about the origin and quality of its products Outcome: 35% reduction in recall costs & 10% increase in customer trust
- 17. Digital Supply Chain Success Stories Year: 2019 Project: Improve Supply Chain operations Goal: Deploy an advanced analytics platform providing real-time package delivery data on & optimize delivery routes Outcome: 7% reduction in fuel consumption and a 20% improvement in delivery efficiency Year: 2019 Project: Improve Supply Chain sustainability Goal: Use data analytics to track its suppliers' environmental and social performance, while working with them to improve their sustainability practices Outcome: 20% reduction in greenhouse gas emissions and a 30% reduction in water usage
- 18. Digital Supply Chain Transformation Success Stories What they had in common? Each implemented a well-planned digital transformation strategy that was tailored to their specific business needs, invested in the necessary technology, collaborated with their customers and suppliers. Invested in training and development programs to ensure that their employees had the necessary skills to manage the new system. They also worked closely with their internal teams and external partners to ensure that the new systems were integrated seamlessly into their operations.
- 19. Learnings & Takeaways New tech isn't always the best option, they may not directly apply to the challenge(s) It’s always recommended to start with a limited-scope pilot Traditional Supply Chain challenges may not ever go away, tech cannot solve people- created issues Have a vision that aligns with the business challenges Wherever possible use tools that show promise, but some level of proven success Know that Change Management may be the biggest hurdle to overcome
- 20. Q&A /in/taradwyer/ CEO & Founder, FactR Cory Skinner /in/coryskinner/ factr.me MODERATOR: TARA DWYER WEBINAR COORDINATOR SUPPLY CHAIN BRIEF
Notas do Editor
- Limited visibility and lack of real-time data, which complicates performance analysis, reduces accountability, slows down decision-making and impacts ROI. Less agility and responsiveness to changing market conditions such as demand fluctuations, customer preferences, competition, etc. Higher cost of goods sold (COGS) and lower profits due to inefficiencies, waste and errors in the supply chain. Risks in the supply chain arising from volatility in the markets such as price changes, currency fluctuations, trade disputes, etc. Disruptions in the supply chain caused by external factors such as port congestion, manufacturing delays, extreme weather events, labour unrest, energy shortages, etc.
- Forming strategic alliances and co-development ventures with suppliers to secure critical inputs and reduce dependency on single sources. Developing business continuity plans and risk management strategies to cope with unforeseen disruptions and mitigate their impact. Focusing on real-time visibility and data-driven decision making to improve efficiency, quality and customer satisfaction. Adopting circular supply chain models that include reverse logistics, recycling and reuse of products to reduce waste and environmental impact. Expanding to global markets and sourcing from diverse locations to leverage economies of scale, lower costs and increase competitiveness
- Image source - https://www.capgemini.com/insights/expert-perspectives/digital-twin-within-the-supply-chain-the-benefits-2/
- Internet of Things (IoT), which monitors and transfers data without human involvement, increasing visibility and efficiency across the supply chain. Collaborative robots (cobots), which work safely alongside humans to pick and pack orders, guide them through tasks, lift heavy objects and fetch products from warehouse aisles. IoT track and trace, which uses sensors, RFID tags and GPS to track the location, condition and status of goods in transit, improving transparency and security. AI-enabled software, which uses machine learning and natural language processing to analyze data, optimize processes, forecast demand, automate tasks and provide insights. Supply chain digital twins, which create virtual models of physical assets, processes and systems to simulate scenarios, test strategies and identify opportunities for improvement.
- Aggregating artifacts from multiple suppliers into one single location within an organization higher up in the supply chain, creating risk of loss or compromise. Having suppliers with minimal knowledge of the acquirer organization’s security measures protect artifacts, creating risk of breach or leakage. Creating planning siloes within an organization, leading to decreased visibility, agility and coordination across the supply chain. Failing to anticipate and mitigate operational risks such as quality issues, late deliveries, weak forecasting and inventory mismanagement. Not having a clear and consistent supply chain strategy that aligns with the business goals and customer needs45. Not leveraging technology and data to optimize processes, reduce costs and improve performance
- Failure cases link, includes Hersey, HP & Revlon - https://whatfix.com/blog/digital-transformation-failures/ Nike Failure case links - https://www.henricodolfing.com/2022/10/case-study-nike-i2-supply-chain-management.html#:~:text=Nike%20decided%20to%20implement%20the%20%E2%80%9CBig%20Bang%E2%80%9D%20ERP%20approach%20when,single%20instance%20strategy%20for%20implementation. Hersey’s Failure – Transition to the new system was slated for 48 months, leadership reduced the timeline to 30 months to avoid Y2K, the implementation team had to cut down on testing and the final switch was scheduled for July 1999, coinciding with Hersey’s busiest seasons. HP Failure – Consolidate IT systems to run on one ERP, by migrating to SAP. Executives figured it would roughly take 3 weeks to fix any issues that would arise from the switch. The new ERP wasn’t configured to sync with their old systems, with no manual workarounds in place to ship orders outside their ERP systems. Nike Failure – Supply Chain System Overhaul - fractured order management system contained tens of millions of product numbers with different business rules and data formats. The brand needed a new way to measure consumer demand and manage purchasing orders, but the state of the legacy system would make implementing new software difficult. Revlon Failure – Rolled out a new ERP to 22 countries, affected the company’s ability to keep production running and ship orders to customers quickly enough.
- Failure cases link, includes Hersey, HP & Revlon - https://whatfix.com/blog/digital-transformation-failures/ Nike Failure case links - https://www.henricodolfing.com/2022/10/case-study-nike-i2-supply-chain-management.html#:~:text=Nike%20decided%20to%20implement%20the%20%E2%80%9CBig%20Bang%E2%80%9D%20ERP%20approach%20when,single%20instance%20strategy%20for%20implementation. Hersey’s Failure – Transition to the new system was slated for 48 months, leadership reduced the timeline to 30 months to avoid Y2K, the implementation team had to cut down on testing and the final switch was scheduled for July 1999, coinciding with Hersey’s busiest seasons. HP Failure – Consolidate IT systems to run on one ERP, by migrating to SAP. Executives figured it would roughly take 3 weeks to fix any issues that would arise from the switch. The new ERP wasn’t configured to sync with their old systems, with no manual workarounds in place to ship orders outside their ERP systems. Nike Failure – Supply Chain System Overhaul - fractured order management system contained tens of millions of product numbers with different business rules and data formats. The brand needed a new way to measure consumer demand and manage purchasing orders, but the state of the legacy system would make implementing new software difficult. Revlon Failure – Rolled out a new ERP to 22 countries, affected the company’s ability to keep production running and ship orders to customers quickly enough.
- Failure cases link, includes Hersey, HP & Revlon - https://whatfix.com/blog/digital-transformation-failures/ Nike Failure case links - https://www.henricodolfing.com/2022/10/case-study-nike-i2-supply-chain-management.html#:~:text=Nike%20decided%20to%20implement%20the%20%E2%80%9CBig%20Bang%E2%80%9D%20ERP%20approach%20when,single%20instance%20strategy%20for%20implementation. Hersey’s Failure – Transition to the new system was slated for 48 months, leadership reduced the timeline to 30 months to avoid Y2K, the implementation team had to cut down on testing and the final switch was scheduled for July 1999, coinciding with Hersey’s busiest seasons. HP Failure – Consolidate IT systems to run on one ERP, by migrating to SAP. Executives figured it would roughly take 3 weeks to fix any issues that would arise from the switch. The new ERP wasn’t configured to sync with their old systems, with no manual workarounds in place to ship orders outside their ERP systems. Nike Failure – Supply Chain System Overhaul - fractured order management system contained tens of millions of product numbers with different business rules and data formats. The brand needed a new way to measure consumer demand and manage purchasing orders, but the state of the legacy system would make implementing new software difficult. Revlon Failure – Rolled out a new ERP to 22 countries, affected the company’s ability to keep production running and ship orders to customers quickly enough.
- Failure cases link, includes Hersey, HP & Revlon - https://whatfix.com/blog/digital-transformation-failures/ Nike Failure case links - https://www.henricodolfing.com/2022/10/case-study-nike-i2-supply-chain-management.html#:~:text=Nike%20decided%20to%20implement%20the%20%E2%80%9CBig%20Bang%E2%80%9D%20ERP%20approach%20when,single%20instance%20strategy%20for%20implementation. Hersey’s Failure – Transition to the new system was slated for 48 months, leadership reduced the timeline to 30 months to avoid Y2K, the implementation team had to cut down on testing and the final switch was scheduled for July 1999, coinciding with Hersey’s busiest seasons. HP Failure – Consolidate IT systems to run on one ERP, by migrating to SAP. Executives figured it would roughly take 3 weeks to fix any issues that would arise from the switch. The new ERP wasn’t configured to sync with their old systems, with no manual workarounds in place to ship orders outside their ERP systems. Nike Failure – Supply Chain System Overhaul - fractured order management system contained tens of millions of product numbers with different business rules and data formats. The brand needed a new way to measure consumer demand and manage purchasing orders, but the state of the legacy system would make implementing new software difficult. Revlon Failure – Rolled out a new ERP to 22 countries, affected the company’s ability to keep production running and ship orders to customers quickly enough.
- Maersk - "Digitizing Global Trade: How Maersk Is Using Blockchain to Power More Efficient, Transparent Shipping," Harvard Business Review, May 2018. "Maersk Reaps Early Benefits from Blockchain," Wall Street Journal, August 2018. Nestle - "Nestlé and Carrefour use blockchain to trace infant milk from farm to shelf," Financial Times, April 2019. "Nestlé, Unilever Join Blockchain Pilot for Supply Chain Transparency," Cointelegraph, November 2018. UPS - "UPS Brings 'Trickle-Down' Benefits of AI to Package Delivery," The Wall Street Journal, November 2019. "UPS uses data to drive sustainability improvements," Supply Chain Dive, August 2019. Adidas - "Adidas Reveals Sustainability Progress, Highlights Need for Industry-Wide Collaboration," Sustainable Brands, June 2019. "How Adidas is Making its Supply Chain More Sustainable," Supply Chain Dive, June 2019.