The European Game Plan B2B E-Commerce Forum
Distribution, wholesale and manufacturing executives from across Europe will converge at the European Game Plan B2B E-Commerce Forum in Berlin at the end of October.
Game Plan is an open forum where manufacturing, wholesaling and distribution executives from across Europe will gain insights from thought leaders and industry peers about their experiences in developing e-commerce strategies for customer demands.
Companies presenting include leading European B2B businesses such as Alfa Laval, Aramark, Demag Cranes AG, Elektro Material and Ingram Micro Mobility.
One of the highlights of the event will be the exclusive presentation of market researcher Forrester’s latest research into B2B e-commerce in the European and global markets, called How eCommerce Is Transforming B2B Commerce.
The research will show how e-commerce is fundamentally changing B2B commerce in the same way it has B2C commerce, more specifically:
- How will B2B companies see their business models change with the rapid emergence of eCommerce driving up to 50% of their revenues?
- What types of B2B companies will be affected most by the growth in eCommerce and why?
- What plans should B2B companies put in place now to prepare for e-commerce’s inevitable impact?
- How will the relationships evolve within the broader ecosystem among manufacturers, middlemen, and customers?
Brian Walker, (pictured above, right) Senior Vice President, Strategy, at Hybris, said: “Hybris research has shown that while 88 percent of B2B purchasers would prefer to shop via e-commerce, most manufacturers, distributors and other B2B suppliers still have very limited or non-existent e-commerce websites.
“This comprehensive Forrester study will address the challenges B2B suppliers have faced with developing e-commerce strategies and help take their businesses to the next level and meet customer expectations.”
The line-up of speakers at the event includes:
- Jack Shaw, Technology Futurist and e-commerce Specialist and internationally recognized business speaker. As a futurist, Shaw is particularly expert at helping C-level executives and managers recognize, and understand, the strategic implications of emerging technologies for their industry and their areas of responsibility. He has also provided advisory services to leading technology solution providers, and delivered expert guidance and best practices to Fortune 500 companies and mid-market businesses alike.
- Andy Hoar, Senior eBusiness Analyst at Forrester Research, one of the most widely known experts in B2B e-commerce. At Game Plan, Hoar will premiere his latest research, the most comprehensive study on B2B e-commerce to date.
- Brian Walker, Senior Vice President, Strategy, Hybris. Leading strategy for hybris, Walker formerly served as a research vice president at Forrester Research where he authored transformational Forrester reports, including: "Welcome to the Era of Agile Commerce", "The Agile Commerce Platform", "B2C eCommerce Platform Wave", and the "Global Commerce Service Providers Wave". In his role at Forrester, Walker also provided strategic consulting for Fortune 500 companies on their e-commerce and multichannel strategies, technology strategy, vendor selection, organizational development, and operations.
Additional speakers include representatives from leading industry players such as Arvato Systems, Open Text, Accenture Interactive and also Mark Jeffries, an internationally renowned Communications Consultant.
Walker added: “Game Plan is the first and only event of its kind where wholesalers, manufacturers, distributors and industry thought leaders in Europe have the opportunity to collaborate and discuss the impact e-commerce will have on their business model, customer service strategy, operational processes and organizational structure.
“After two days of keynote addresses, expert panels and networking, the attendees will leave the forum with effective strategies in hand to capitalize on the massive impact e-commerce will have on the B2B sector.”
The Game Plan B2B E-Commerce Forum also offers the opportunity for B2B manufacturers, distributors and other industries to network and exchange ideas about current and upcoming e-commerce trends. Hybris, along with founding partners Accenture Interactive, Arvato Systems, OpenText and SAP, has founded this global series of forums for wholesalers, manufacturers, distributors and other B2B suppliers.
To learn more about the extensive list of speakers and register for the hybris Game Plan B2B E-Commerce Forum, please visit the Game Plan website.
Information about featured speakers, partners and other Game Plan news will also be shared on Twitter from now until the forum at #B2BGamePlan.
NTT DATA Services, Remodelling Supply Chains for Resilience
Joey Dean, the man with the coolest name ever and Managing Director in the healthcare consulting practice for NTT DATA and is focused on delivering workplace transformation and enabling the future workforce for healthcare providers. Dean also leads client innovation programs to enhance service delivery and business outcomes for clients.
The pandemic has shifted priorities and created opportunities to do things differently, and companies are now looking to build more resilient supply chains, none needed more urgently than those within the healthcare system. Dean shares with us how he feels they can get there.
A Multi-Vendor Sourcing Approach
“Healthcare systems cannot afford delays in the supply chain when there are lives at stake. Healthcare procurement teams are looking at multi-vendor sourcing strategies, stockpiling more inventory, and ways to use data and AI to have a predictive view into the future and drive greater efficiency.
“The priority should be to shore up procurement channels and re-evaluate inventory management norms, i.e. stockpiling for assurance. Health systems should take the opportunity to renegotiate with their current vendors and broaden the supplier channel. Through those efforts, work with suppliers that have greater geographic diversity and transparency around manufacturing data, process, and continuity plans,” says Dean.
But here ensues the never-ending battle of domestic vs global supply chains. As I see it, domestic sourcing limits the high-risk exposure related to offshore sourcing— Canada’s issue with importing the vaccine is a good example of that. So, of course, I had to ask, for lifesaving products, is building domestic capabilities an option that is being considered?
“Domestic supply chains are sparse or have a high dependence on overseas centres for parts and raw materials. There are measures being discussed from a legislative perspective to drive more domestic sourcing, and there will need to be a concerted effort by Western countries through a mix of investments and financial incentives,” Dean explains.
Wielding Big Tech for Better Outcomes
So, that’s a long way off. In the meantime, leveraging technology is another way to mitigate the risks that lie within global supply chains while decreasing costs and improving quality. Dean expands on the potential of blockchain and AI in the industry.
“Blockchain is particularly interesting in creating more transparency and visibility across all supply chain activities. Organisations can create a decentralised record of all transactions to track assets from production to delivery or use by end-user. This increased supply chain transparency provides more visibility to both buyers and suppliers to resolve disputes and build more trusting relationships. Another benefit is that the validation of data is more efficient to prioritise time on the delivery of goods and services to reduce cost and improve quality.
“Artificial Intelligence and Machine Learning (AI/ML) is another area where there’s incredible value in processing massive amounts of data to aggregate and normalise the data to produce proactive recommendations on actions to improve the speed and cost-efficiency of the supply chain.”
Evolving Procurement Models
From asking more of suppliers to beefing up stocks, Dean believes procurement models should be remodelled to favour resilience, mitigate risk and ensure the needs of the customer are kept in view.
“The bottom line is that healthcare systems are expecting more from their suppliers. While transactional approaches focused solely on price and transactions have been the norm, collaborative relationships, where the buyer and supplier establish mutual objectives and outcomes, drives a trusting and transparent relationship. Healthcare systems are also looking to multi-vendor strategies to mitigate risk, so it is imperative for suppliers to stand out and embrace evolving procurement models.
“Healthcare systems are looking at partners that can establish domestic centres for supplies to mitigate the risks of having ‘all of their eggs’ in overseas locations. Suppliers should look to perform a strategic evaluation review that includes a distribution network analysis and distribution footprint review to understand cost, service, flexibility, and risks. Included in that strategy should be a “voice of the customer” assessment to understand current pain points and needs of customers.”
“Healthcare supply chain leaders are re-evaluating the Just In Time (JIT) model with supplies delivered on a regular basis. The approach does not require an investment in infrastructure but leaves organisations open to risk of disruption. Having domestic centres and warehousing from suppliers gives healthcare systems the ability to have inventory on hand without having to invest in their own infrastructure. Also, in the spirit of transparency, having predictive views into inventory levels can help enable better decision making from both sides.”
But, again, I had to ask, what about the risks and associated costs that come with higher inventory levels, such as expired product if there isn’t fast enough turnover, tying up cash flow, warehousing and inventory management costs?
“In the current supply chain environment, it is advisable for buyers to carry an in-house inventory on a just-in-time basis, while suppliers take a just-in-case approach, preserving capacity for surges, retaining safety stock, and building rapid replenishment channels for restock. But the risk of expired product is very real. This could be curbed with better data intelligence and improved technology that could forecast surges and predictively automate future supply needs. In this way, ordering would be more data-driven and rationalised to align with anticipated surges. Further adoption of data and intelligence and will be crucial for modernised buying in the new normal.
These are tough tasks, so I asked Dean to speak to some of the challenges. Luckily, he’s a patient guy with a lot to say.
On managing stakeholders and ensuring alignment on priorities and objectives, Dean says, “In order for managing stakeholders to stay aligned on priorities, they’ll need more transparency and collaborative win-win business relationships in which both healthcare systems and medical device manufacturers are equally committed to each other’s success. On the healthcare side, they need to understand where parts and products are manufactured to perform more predictive data and analytics for forecasting and planning efforts. And the manufacturers should offer more data transparency which will result in better planning and forecasting to navigate the ebbs and flows and enable better decision-making by healthcare systems.
Due to the sensitive nature of the information being requested, the effort to increase visibility is typically met with a lot of reluctance and push back. Dean essentially puts the onus back on suppliers to get with the times. “Traditionally, the relationships between buyers and suppliers are transactional, based only on the transaction between the two parties: what is the supplier providing, at what cost, and for what length of time. The relationship begins and ends there. The tide is shifting, and buyers expect more from their suppliers, especially given what the pandemic exposed around the fragility of the supply chain. The suppliers that get ahead of this will not only reap the benefits of improved relationships, but they will be able to take action on insights derived from greater visibility to manage risks more effectively.”
He offers a final tip. “A first step in enabling a supply chain data exchange is to make sure partners and buyers are aware of the conditions throughout the supply chain based on real-time data to enable predictive views into delays and disruptions. With well understand data sets, both parties can respond more effectively and work together when disruptions occur.”
As for where supply chain is heading, Dean says, “Moving forward, we’ll continue to see a shift toward Robotic Process Automation (RPA), Artificial Intelligence (AI), and advanced analytics to optimise the supply chain. The pandemic, as it has done in many other industries, will accelerate the move to digital, with the benefits of improving efficiency, visibility, and error rate. AI can consume enormous amounts of data to drive real-time pattern detection and mitigate risk from global disruptive events.”