Unlocking the value in supply chain transformation with Capgemini

By Dale Benton
Unlocking the value in supply chain transformation with Capgemini Capgemini’s report into how organizations can and have successfully scaled supply c...

Unlocking the value in supply chain transformation with Capgemini

Capgemini’s report into how organizations can and have successfully scaled supply chain initiatives, it also suggests a number of ways in which companies and organisations looking to make progress.

Three key areas of focus for supply chain transformation:

  1. Advocate and Align:

Ensure transformation efforts are driven by C-suite leadership and senior management. Supply chain digitization is a complex process that spans planning, procurement, IT and HR and as such it cannot be led by any one business unit and must be driven from the top to succeed. Leadership needs to advocate for this transformation, and to provide strategic focus on objectives and what to prioritize. Supply chain digitization is integral to achieving business objectives and must also be aligned with wider efforts – for example to increase transparency and improve customer satisfaction – so it is not considered solely as a cost-cutting exercise.

  1. Build:

For supply chain digitization to be successful, both upstream and downstream partners (suppliers and distributors/logistics providers) need to be onboarded and made part of the digitization efforts. Breaking the silos among the various supply chain functions as well as the technology teams is also critical to the success of supply chain initiatives.

  1. Enable:

While the above help in starting the digitization, in order to sustain it, organizations also need to invest in key areas of building a customer-centric mindset and developing a talent base. They need to devise approaches to attract, retain and upskill their employees.

 

Commenting on this approach, Rob Burnett, CIO of Global Supply Chain & Engineering at GE Transportation said: “Management buy-in is a huge part of identifying and investing in the digital supply chain projects that can really drive improvement. Rather than a cost center, the supply chain can be a source of innovation and efficiency for the whole organization, but it’s important to maintain a sharp focus on priority projects to get the ball rolling. There should be a wider appreciation that less is more.”

 

Share

Featured Articles

IBM: Supply Chain Data is Sustainability 'Blockage'

IBM study highlights sustainability disconnect between intention and impact, with 76% of execs agreeing it's crucial but just 30% making much progress

Heineken Toasts Success of Supply Chain Transformation

Digital transformations have a notoriously high failure rate but not so at Heineken, who has transformed its European logistics operations to great effect

GEP's Procuretech Advice, as new Scope 3 Reporting Laws Loom

GEP issues advice around mandatory Scope 3 reporting, an issue that will figure large at Sustainability LIVE: Net Zero, being held in London

Cainiao: The World's Largest Ecommerce Logistics Provider

Operations

FedEx Express Opens Singapore Logistics HQ

Logistics

Supply Chain Problems Sees Partnerships Programme Grow

Operations