In Focus: Blue Yonder supply chain solutions
With supply ch...
Supply Chain Digital, takes a look at the services Blue Yonder - formerly known as JDA Software - provides to the supply chain industry.
With supply chain’s facing increasing demands, more than ever before, the industry requires more intelligence, predictability and capability to deliver when and wherever needed.
In order to achieve this, Blue Yonder provides industry leading end-to-end supply chain and retail solutions to integrate and optimise business planning, execution and workforce labour.
Powering an autonomous supply chain
Blue Yonder’s artificially intelligent platform provides organisations with business planning, execution, delivery and workforce solutions for end-to-end business optimisation. By leveraging artificial intelligence (AI) and machine learning (ML), Blue Yonder aims to provide its users with predictive capabilities to prevent disruption across an organisation.
As a result organisations can benefit from an optimised and autonomous business decisions, increasing profitability and delivering seamless customer experiences.
As part of the solutions, Blue Yonder’s platform enables its Luminate platform which harnesses AI and ML data science, as well as an intelligent and efficient API-led architecture that provides scalability, maturity and security. This platform runs on Microsoft Azure Cloud, to deliver seamless integration.
The benefits of an autonomous supply chain
“Successfully navigate the digital age” with an autonomous supply chain. Blue Yonder explains that by harnessing AI with the right data, a company can move forward into the future prepared for any market and industry.
With this technology organisations can reduce waste, increase operational efficiency, provide higher revenue and provide a more personalised experience.
The technology designed by Blue Yonder, was built to deliver on-demand, navigate disruptions in advance and help keep businesses ahead of change. With its self learning and self healing approach, the technology predicts challenges to transform them into opportunities for growth.
Blue Yonder solutions for the supply chains
Category management - The SaaS solution helps organisations and their vendors achieve scale and customer centricity to progress and achieve category sales goals.
Supply chain planning
Helping organisations profitably address supply chain complexities, within demand and fulfilment, inventor optimisation, network optimisation, order promising, factory planning and sequencing, and sales and operations planning.
Supply chain execution
With the increased need for supply chains to harness the latest technology in order to maintain a competitive advantage against constant acceleration, Blue Yonder’s SaS-based solution provides the foundations for reducing inventory levels and cost, improving customer service, enhancing decision making, and providing more agile, profitable and responsive operations.
How JDA Software became Blue Yonder
Marking not only its 35th anniversary, February for the team at JDA Software marked the launch of its new name - Blue Yonder.
In strengthening its commitments to endless innovation the organisation rebranded its name to reflect its cloud transformation, product road map and the growing impact of the limitless potential of AI and ML technologies can provide within the supply chain, logistics and retail industries.
As part of its rebranding the company refreshed its mission, purpose, vision and offerings to reflect the following:
Mission and purpose - to empower every person and organisation to fulfill their potential in a complex global business environment
Vision - to reduce waste, energy and costs required to accelerate economic prosperity and global sustainability
Offerings - a seamless end-to-end digital fulfilment platform that empowers companies to intelligently anticipate and satisfy the expectations of their consumers
For more information on procurement, supply chain and logistics topics - please take a look at the latest edition of Supply Chain Digital magazine.
Image source: Blue Yonder
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.”