JDA and IBM collaborate to deliver advanced Omni-channel fulfilment capabilities
JDA Software Group and IBM have today announced an initiative to provide solutions that help organisations deliver engaging customer experiences by intelligently processing and fulfilling product orders.
Together IBM and JDA will provide an integrated omni-channel supply chain that enables businesses to make smarter sourcing decisions in the most efficient and cost effective manner possible in real time, and give their customers the best buying experience possible.
Wayne Usie, Senior Vice President of retail at JDA Software, said: “The JDA and IBM initiative fills a massive void in the marketplace. Retailers need to become much more sophisticated and intelligent about how they source product for omni-channel fulfilment.
“Today there is far too much guess work, too many static policies, and no intelligence applied to the process. This landmark initiative cracks the code on intelligent sourcing, simultaneously allowing our customers to factor in supply chain planning and execution status, planned events like promotions and markdowns, and labour availability at the point of sale to maximise profits and customer satisfaction.”
Retailers, wholesalers and manufacturers today are challenged to meet the demands of empowered consumers who demand the right product when they want it at the best price through their channel of choice.
As more and more consumers demand advanced delivery methods such as ‘buy online and pick-up in store,’ businesses are under increasing pressure to offer these flexible options across more channels in order to meet their customer’s expectations.
Without a dynamic view into their complete supply chain picture, businesses are forced to make snap decisions based on static information resulting in inefficient fulfilment processes, shipping methods and inventory positions.
This new initiative between JDA and IBM will provide a holistic approach to solving this problem by synchronizing comprehensive order capture and order management with precision retail planning, efficient labour productivity and intelligent fulfilment.
JDA Intelligent Fulfillment and Labour Productivity solutions combined with IBM Commerce and Order Management solutions will reveal the true cost of fulfilling an order – including inventory and labour costs – so that businesses can more responsively adjust inventory and resource allocations and execute decisions that meet and exceed customer expectations while also serving their bottom line.
Delivered either on premise or in the cloud via SoftLayer, an IBM company, the solution will be part of IBM’s existing portfolio of over 110 SaaS applications and is expected to be available by late spring 2015.
Charles Chu, Vice President of B2B & Commerce at IBM, said: “Whether they shop online, in store or on a device, consumers expect to have their product orders fulfilled exactly how they want it and at the lowest price without exceptions.”
“Any business that ignores these changing expectations does so at the expense of customer loyalty and revenue growth. Now with this collaboration between JDA Software and IBM, businesses will be able to seamlessly orchestrate a superior order fulfilment process that provides real value to the customer while eliminating costs and inefficiencies.”
“By partnering to deliver this joint offering, JDA and IBM are enabling Lowe’s to deliver exceptional omni-channel fulfilment services, which gives our customers more flexible options to shop with us,” added Robin Bornkamp, Lowe’s VP of Inventory & Demand Planning.
At JDA, we’re fearless leaders. We’re the leading provider of end-to-end, integrated retail and supply chain planning and execution solutions for more than 4,000 customers worldwide. For more information, please visit www.jda.com
IBM Commerce and Order Management solutions provide a differentiated commerce experience across all of a company’s business models to drive better customer engagement and increased sales. For more information on IBM Commerce, please visit http://www01.ibm.com/software/genservers/commerce/b2bdrp/index.html
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.”