Technological Hype, SCM Value Drivers and Practical Solutions for Manufacturing Companies
A research paper published by World Economic Forum (2018) indicates that 75 million jobs may be displaced by a shift in the division of labour between humans and machines across the industries in the time period up to 2022. At the same time, 133 million new roles may emerge that are more adapted to the new divisions of labour between humans, machines and algorithms. What does the digital transformation mean in manufacturing ecosystem especially in the field of supply chain management?
Why did we write a Playbook for Digital Supply Chain?
Professor Jukka Vesalainen from the University of Vaasa and Jarl Matti Anttila, CMO of Jakamo, wrote a Playbook for Digital Supply Chain, to capture an overview of the opportunities of Supply Chain Management digital transformation offered by current technological development. The Playbook avoids abstract treatment of technological hype and approaches SCM digitalization through the analysis of applications and digital solutions available today and in the near future. The point of departure is linked to SCM value drivers, testing the relevance of advanced new technologies or available solutions to improve SCM practices in these areas.
Who can benefit from the Playbook?
SCM professionals responsible for SCM development face the ambidexterity problem when they, at the same time, should take care of current effectivity of supply chain operations and be aware of the technological development opening completely new ways to operate within the supply chain context.
Digital Supply Chain covers a huge variety of opportunities for leaders to gain their productivity, effectiveness and speed of their business from resource planning, order and delivery management, relationship management to performance management. The Playbook gives a holistic view for a reader to approach the digital landscape from the perspective of the supply chain.
As a conclusion, writers encourage SCM managers, leaders and executives to develop a specific SCM digital transformation strategy, which is comprehensive enough, takes critically into account the newest technological innovations and distinguishes between short and long-term development.
The question is: How can digital solutions improve the above SCM practices having collaborative value?
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