May 17, 2020

The holy grail of supply chain: visibility meets predictive analytics, by E2open

Supply Chain Digital
Supply Chain
supply chain news
Logis
Freddie Pierce
4 min
Visibility is key
By Patrick Lemoine (pictured), Vice President, Customer Solutions, E2open In our new world of distributed supply chains – where companies rely o...

By Patrick Lemoine (pictured), Vice President, Customer Solutions, E2open

Patrick Lemoine_E2open.JPG

In our new world of distributed supply chains –  where companies rely on a wide network of suppliers, contractors, outsourced manufacturers and logistics providers – visibility is critical to long-term success. After all, you can’t manage, much less profitably manage, what you can’t see. 

The best supply chains in the world recognize that supply chain visibility means a lot more than simply sharing forecast information with top-tier suppliers. In fact truly strategic supply chain visibility works on multiple levels to reliably counteract the effects of demand volatility by extending cross-network transparency with prescriptive analytics and algorithm-based decision support.

To better understand how to achieve this ultimate level of visibility and seize the competitive advantage that comes along with it let us progress along the various tiers from Level 1 (the baseline) to Level 3 (the “Holy Grail”) of the modern supply chain.

As a baseline, Level 1 visibility provides real-time insight on operational and logistical information, such as shipment/inventory status and location, from across an organization’s own enterprise as well as their trading partners. Of course the faster the information reaches its recipient the quicker that individual can respond to changes or requests – giving companies the ability to stay ahead of the curve by adeptly dodging blind spots, information gaps and other missed opportunities.

However, because information ages quickly, yesterday’s stock level is irrelevant when a company needs to respond “yes or no” to an incoming customer order. As ERP solutions look at the past, businesses today need visibility into the future.

Advancing to Level 2, it is one thing to have raw data available in real-time but quite another level entirely to understand the complex web of relationships as to what that data truly means for the business and how to best respond to it. To maximize the business value derived from these insights, evaluating the greater context of the information is crucial. This poses such questions as: What orders will be affected by this part shortage?; where else can I assemble this new product that is doing particularly well in the market?; will I still be able to deliver on time if I opt for express delivery for these critical components?

Successful companies have moved beyond dashboards and exception alerts to having the ability to drill down to understand the root causes and the consequences of a particular event. Based on a comprehensive view of their entire extended supply chain, they are better positioned to take the appropriate corrective action.

The most mature companies, however, are able to elevate supply chain visibility to Level 3 thanks to the ability to analyse real-time information for the extended supply chain within its immediate context and understand its far-reaching implications. For example, it is one thing to know that there is a certain amount of inventory sitting at a particular location (e.g., Level 1 visibility.) It is even better to understand that there is more of this component on its way and that the projected consumption is less than the projected inventory, leading to high projected inventory coverage (e.g., Level 2 visibility).

Yet, best-in-class companies have a macro perspective, recognising that this part is quite unique and is only used in a few, customer-specific products. Aware of the high risk of obsolescence, these companies immediately take required actions to stop or renegotiate supply plans with their suppliers. In parallel, they investigate what other products could leverage these parts by relying on decision support systems and predictive analytics applications that help project the impact of specific events, as well as simulate and evaluate alternate scenarios.

By being able to go beyond understanding the context and anticipate the future implications of a particular development true supply chain champions are able to address a problem before it actually begins – such as by taking the required action to avoid a potential inventory obsolescence.

In short organisations that are able to “connect the dots” gain greater insights and solidify their leadership position. Though good decision-making starts with good data, supply chain visibility is more than simply just collecting this data from all of the trading partners in the network.

Excellence comes from the ability to understand the context of that information and to understand its future ramifications. By transforming raw data into basic facts – and then into complete stories as a company advances from one maturity level to the next – this “predictive” visibility is what truly differentiates everyday supply chain players from true supply chain champions.

 

 

 

 

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Jul 22, 2021

Uber Freight to Acquire Transplace in $2.2bn Deal

UberFreight
Logistics
supplychain
Acquisition
2 min
Uber Freight’s acquisition of Transplace will supercharge parent Uber’s move into logistics and supply chain

Uber Freight is to acquire logistics technology and solutions provider Transplace in a deal worth $2.25bn. 

The company will pay up to $750m in common stock and the remainder in cash to TPG Capital, Transplace’s private equity owner, pending regulatory approval and closing conditions. 

“This is a significant step forward, not just for Uber Freight but for the entire logistics ecosystem,” said Lior Ron, Head of Uber Freight, and former founder of the Uber-owned trucking start-up Otto.

Uber’s Big Play for Supply Chain


Transplace is one of the world's largest managed transportation and logistics networks, with 62,000 unique users on its platform and $11bn in freight under management. It offers truck brokerage and other capacity solutions, end-to-end visibility on cross border shipments, and a suite of digital solutions and consultancy services. 

The purchase is the latest move by parent company Uber, which launched as a San Francisco cab-hailing app in 2011, to diversify its offering and create new revenue streams in all transport segments.

Transplace said the takeover comes amid a period of “accelerated transformation in logistics”, where globalisation, shipping and transport disruption, and widespread volatility are colliding. 

Uber Freight plans to integrate the Transplace network into its own platform, which connects shippers and carriers in a dashboard that mirroring the intuitive experience found in its consumer vehicle booking and food ordering services. 

“This is an opportunity to bring together complementary best-in-class technology solutions and operational excellence from two premier companies to create an industry-first shipper-to-carrier platform that will transform shippers’ entire supply chains, delivering operational resilience and reducing costs at a time when it matters most,” said Ron. 

Frank McGuigan, CEO of Transplace, said the resulting merger will offer enhanced efficiency and transparency for shippers, and benefits of scale for carriers. “All in all, we expect to significantly reduce shipper and carrier empty miles to the benefit of highway and road infrastructures and the environment,” he added. 
 

History of Uber Freight


Uber Freight was established in 2017 and separated into its own business unit the following year. In 2019 the company had expanded across the entire continental US, established a headquarters in Chicago. Later that year it launched its first international division in Europe, initially from a regional foothold in the Nertherlands, and later moving into Germany. 



The logistics spinoff attracted a $500m investment from New York-based Greenbriar Equity Group in October 2020, and launched a new shipping platform for companies of all sizes in May, partly in response to a driver shortage in Canada.
 

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