Manufacturers produce vast quantities of data. This information is created at every stage of a complex network of machines, systems, and applications. Annually, the sector generates over 1,800 petabytes of data. This is double the data generation as the next closest industry. 

Given the ongoing need to reevaluate supply chains in the wake of COVID-19, having reliable and efficient data is crucial for aiding decision making processes and risk management. Reliable data will ensure accurate demand forecasting, improved quality control, efficient inventory management, and true end-to-end visibility. 

Manufacturers’ primary challenge is the heavy data loads from disparate, poorly connected systems, which complicates effective data management and clarity. Data scientists spend about 80% of their time preparing data instead of analysing it. This is because organisations deal with an average of at least 31 different data sources. Unifying that data and ensuring its accuracy is therefore essential.

This leads to inconsistencies and inaccurate data. Fixing these problems demands substantial time for proper data preparation for analysis. This is a situation that opens the door for inaccuracies and low quality datadown the road. Consequences include supply chain disruptions, inefficient production scheduling, increased security risks when interfacing with external data environments, and sub-optimal equipment downtime due to siloed maintenance data. 

These challenges impair operational efficiency and security. An example is the 2018 KFC incident in the UK where a switch in logistics partners led to severe supply chain disruptions, widespread chicken shortages, outlet closures, and damaged brand reputation. The core issue stemmed from poor data integration with the new logistics partner and a lack of real-time supply chain visibility.  

Role of Master Data Management in the Supply Chain

Supply chain Master Data Management (MDM) integrates various technologies and information governance practices to ensure the integrity and accuracy of data across the supply network. It offers manufacturers a unified, authoritative perspective on information affecting suppliers and other business aspects. 

By putting MDM in place, businesses can remove data silos created from different sources and consolidate information, ensuring a comprehensive and high-quality data overview. This process includes cleansing (also known as scrubbing) the data and maintaining consistency. 

Consistent data maintains the same format, units, and terminology across the dataset. For instance, by organising data into principal categories like suppliers, customers, and products, those master data categories can be uniformly and comprehensively presented.

Benefits of effective supply chain MDM

Master data management helps companies identify and resolve challenges through decisions based on ‘true information data.’ Here’s a quick breakdown of supply chain MDM’s main benefits:

Improved data quality and accuracy

MDM consolidates and standardises data from multiple sources into a single source of truth through a structured process of sourcing, cleansing, and integration. Automation aids this process by enforcing rules for data cleansing and standardisation, minimising human error and inaccuracies. 

Enhanced visibility and traceability

Eliminating data silos improves supply chain visibility and traceability, allowing manufacturers to access comprehensive data from raw materials to final products and customer feedback. Supplier MDM software helps monitor and optimise supplier relationships, improving practices across the product lifecycle and enhancing customer experiences.

Streamlined operations and reduced lead times

MDM enables manufacturers to share accurate data across various processes and divisions, facilitating collaboration, streamlining operations, and shortening lead times. This allows team members to understand tasks and timelines easily.

Better decision-making and increased profitability

Manufacturers dealing with poorly managed data often miss early warning signs, leading to unforeseen business crises. MDM helps decision-makers extract actionable insights promptly and efficiently, enabling a proactive response to potential issues before they escalate into something severe.

Critical elements of a supply chain MDM roadmap  

To develop a robust and effective supply chain MDM strategy, manufacturers must implement the following critical elements first:

Data governance framework

This framework ensures data security, integrity, availability, and usability, helping to meet regulatory requirements and maintain effective management for high-quality data production.

Data standardisation and harmonisation

Data standardisation involves centralising data from various sources to eliminate accounting variations and unify data presentation. While reducing accounting variations, data harmonisation specifically focuses on improving data quality and usability.

Data integration and consolidation 

These actions involve merging data from various sources into a single repository, standardising it for uniformity, and removing duplicates or bad data.

Data stewardship and ownership

Data stewardship assigns specific roles and responsibilities for effectively putting an MDM program in place and making sure that policies and practices are adopted. The data’s owners are responsible for the integrity of their data, which is typically managed on a departmental basis.

Continuous data quality management and monitoring

MDM is a continuous initiative that requires consistent resource commitment to maintain data quality. Successful MDM programs include regular monitoring to ensure reliable outcomes that support the company’s objectives for the program.

MDM implementation steps 

To kickstart MDM for a manufacturing supply chain, follow these six steps:

1. Assess the current state of data management: Evaluate resources, skill sets, and challenges to see what needs to be done and lay out a plan for how to do it.
2. Identify gaps and improvement opportunities: Analyse the discrepancies and potential areas for making sets of data better and more useful to the business.
3. Develop a comprehensive MDM strategy: Create a roadmap with key components such as goals, gap analysis, and data governance strategies.
4. Select the right MDM tools and technologies: There are specific tools for various MDM categories. These include employee, product, customer, location, and asset data management data.
5. Implement training and change management: Develop a robust plan for employee training and gaining buy-in from the company as a whole. Managing cultural resistance to digital projects like this is a key part of making sure goals are met.
6. Monitor and measure the success of MDM initiatives: Use KPIs to track and assess the effectiveness of the MDM strategy.

A competitive edge

The cornerstone of effective supply chain management lies in maintaining consistent, up-to-date, and reliable data. For supply chain leaders, successfully tackling data management through MDM is crucial. Doing so allows them to overcome common challenges and hopefully seize a competitive edge in the market. 

Manufacturers are, therefore, encouraged to explore and implement MDM solutions actively. By doing so and seeking expertise from data management professionals, they can ensure the resilience and efficiency of their supply chains. 

Environmental Resources Management (ERM) is seeking to shape a sustainable future in tandem with the world’s leading organisations.

As the world’s largest specialist sustainability consultancy, ERM partners with clients to operationalise sustainability at pace and scale, deploying a unique combination of strategic transformation and technical delivery capabilities.

This approach helps clients to accelerate the integration of sustainability at every level of their business. With more than 50 years of experience, ERM’s diverse team of 8,000+ experts in 40 countries and territories helps clients create innovative solutions to their sustainability challenges, unlocking commercial opportunities that meet the needs of today while preserving opportunity for future generations.  

Speaking exclusively to SupplyChain Strategy ahead of ASCM CONNECT 2024, Ed Struzik, Partner, Supply Chain at ERM, discusses the current state of play in modern supply chain amidst digital and sustainability transformation.

Would you be able to give us a brief introduction to your role and the company you work for?

Ed Struzik: “I am a Partner at ERM, the world’s largest pure play sustainability consulting firm. ERM partners with clients to operationalise sustainability at pace and scale through our unique combination of strategic transformation and technical delivery capabilities. I lead our Sustainable Supply Chain Group in North America.”

ASCM CONNECT 2024

What is the value of events like ASCM CONNECT 2024: North America? How important is this conference in the supply chain calendar?

Ed Struzik: “ASCM Connect provides educational opportunities as well as the opportunity to exchange ideas and best practices. This is in addition to bringing the most up-to-date thinking to supply chain practitioners across the globe. For me, this conference is one of the top three must-attend events on my calendar!”

Is there anything that makes this event stand out for you? How is it different from others you’ve attended?

Ed Struzik: “It is the way the sessions are intentionally set up to inform and educate. There is not one opinion, there are, of course, better practices presented, but the objective is an open exchange of ideas, sessions, small and large and workshops which help take away actual knowledge!”

Global supply chain

Given the backdrop of the global disruption over the past few years (COVID, wars, inflation etc), how would you sum up where the supply chain space finds itself today?

Ed Struzik: “The supply chain today is at a VERY important crossroads. You have disruptions—which lead to the need for resiliency, you have regulations, which lead to the need for traceability and you have consumer pressure/sustainability which leads to the need for better design, packaging and less waste. Now, these three do have some overlap and traceability can advance all of these areas rapidly.”

What do you feel are the biggest lessons supply chains have learnt over the past few years and how well equipped is the modern day supply chain now to deal with ‘black swan’ events like the ones we’ve seen recently?

Ed Struzik: “I think supply chains have learned to shy away from ‘just in time’ in favour of buffer inventory in order to offset the impacts of the black swan, this is not a great trend. A smaller movement, but one that will make supply chains less susceptible to black swans is an effort to re-shore/near shore. This also cuts down the number of places to track the material from and can also lead to improved sustainability. There is also a fast-evolving need for good tracking software…. Digital Product Passports, blockchain/digital ledgers should be gaining much more traction than they are.”

Sustainability

Sustainability is an important item on most Chief Supply Chain Officers’ agenda. Amid government legislation and changing customer demands, is a sustainable supply a non-negotiable in today’s world?

Ed Struzik: “Between the traceability requirements of regulations (CSDDD, CSRD, etc.) as well as consumer, board and financial pressures to be better corporate citizens, OEMS/companies are being held accountable for the sustainability practices of their suppliers. It is exactly the right time to collaborate, partner and improve or risk being left behind.”

In what ways have you incorporated sustainability into operations?

Ed Struzik: “As a consultancy, we assist clients every day with their sustainability needs and how to integrate them into operations. Whether that is through improved health and safety policies, responsible sourcing, re-designed, more sustainable packaging, circularity and recycling audits we are a one-stop shop for our clients. ERM’s comprehensive approach to sustainability is embedded in our corporate strategy with a stated purpose: to shape a sustainable future with the world’s leading organisations. ERM strives to operate sustainably in support of the Sustainable Development Goals (SDGs) which we’ve been involved in since the start of their development in 2012.”

Digital transformation

Where are generative and conversational AI having the biggest impact in the supply chain? What types of supply chain and procurement decisions are now possible, or much easier to make, with the rise of AI and LLMs? How does this compare to just a couple of years ago?

Ed Struzik: “While AI and ML have existed, it was only recently that they have taken off. Analysis of routes, lanes, GHG considerations, and when to optimise freight or inventory levels can all be accelerated through the use of AI and ML. In addition, the receiving, billing, tender process, etc. can all be improved and run faster with the use of AI.”

What should CSCOs out there do first? What needs to be considered before starting the gen AI journey?

Ed Struzik: “I would want to get supply chain fully mapped. It is 100% traceability to the commodity. Then we can get more creative. Use of AI for alternates, reduction of bottlenecks, etc. let the AI run the scheduling algorithms and make recommendations faster.  Next, I would link all those accepted decisions to a digital ledger, let it keep track of actuals, lots, locations, price, assay, composition, recycled content etc. as it can hold way more information than an ERP system and it is accessible to the next person in the chain as you want it to be!”

Data challenge

What are the biggest challenges or hesitations you’re seeing companies have around AI? What should organisations look for in technology to hedge against these concerns?

Ed Struzik: “Number one is fear of the unknown. No one wants to be the one who took a big swing at running their supply chain with AI and failed. They need to hedge. And they are by implementing AI in pockets, small functions, small products, pilots etc.”

What are the underlying issues in how companies are currently storing and looking at their supply chain data? Why is this a problem and how can they overcome those challenges with generative AI and knowledge graphs?

Ed Struzik: “There are too many systems. As AI improves and companies properly set up digital twins and data lakes they will be able to let AI fill gaps in actuals and then get them presented in a unified, single dashboard—set up for different levels in the organization. This has been a promise of several SCP packages for years, but no one has ever gone all in on any of them.”

Talent management

People are a company’s greatest asset but can also be a hurdle to overcome when it comes to innovation. How do you manage the people challenge and get them on board with change?

Ed Struzik: “As a consultancy we do a lot of supplier education and upskilling, especially around sustainability in the supply chain.”

What about the next generation of talent? What is the key to encouraging more people into a career within the supply chain?

Ed Struzik: “In terms of sustainability, the next generation of supply chain talent is there, they want to make a difference, they do not need motivation for that, they will actually be frustrated with the corporate ‘slowness’ to adopt the change. They need to be educated and lead the charge on alternate sources of supply, new methods of vendor selection, etc.”

Supply chain’s next step

How can the supply chain industry take that next step and what strategies can be implemented to push the industry forward even further?

Ed Struzik: “Regulations will not stop, consumer pressure will not stop, the need for resiliency will not stop. The number one strategy is to figure out how to be traceable, sustainable and resilient. Manually this will not happen. Digital solutions are the only way—mapping and digital ledgers are at the forefront of this movement.”

Are there any exciting projects that you’re currently working on or any past ones that you’re proud of that you’d like to highlight?

Ed Struzik: “ERM has been at the forefront of supplier engagement, especially for decarbonisation. Every one of these has been special to me because they improve our client’s position and help improve the planet. I have also personally developed a lot of the material ERM uses to engage our clients on sustainable supply chain creation and this continues to grow and expand.”

Future

How exciting a future does supply chain and procurement have? Some people say that now is the greatest time to be in the space. Is that true?

Ed Struzik: “The future is on fire for supply chain and procurement. Never in history has it been so talked about and become such a business differentiator. The sheer volume of supply chain regulations and the need for responsible sourcing puts way more power and emphasis on procurement than ever before. The days of getting the cheapest part that meets spec to my door the fastest are long gone. Cost, quality and OTD are only a part of the equation now. Is it sustainable, how recyclable it is, who made it is table stakes now and the new supply chain and procurement professionals need to embrace it.”

Learn more about ERM here.

Pyplan S&OP is a robust platform integrating Python’s computational power and AI-driven insights, designed to enhance organisational resilience in dynamic market environments.

It empowers businesses to adapt swiftly to market shifts and evolving customer demands by offering deep analysis into operational facets like capacity, inventory management, production efficiency, and distribution channels. With Pyplan S&OP, decision-makers can anticipate bottlenecks, identify optimisation opportunities, and devise strategies to capitalise on emerging market trends.

Ahead of ASCM CONNECT 2024, CPOstrategy spoke with Odeta Pine, Product Specialist at Pyplan, to discover how the company is navigating supply chain’s evolving landscape amid the rise of technology and sustainability initiatives.

Would you be able to give me a brief introduction into the company you work for?

Odeta Pine: “The platform fosters cross-functional collaboration by creating a unified business model that transcends departmental silos, ensuring comprehensive strategic planning resonates across the organisation. By enabling stakeholders to contribute insights and perspectives, Pyplan S&OP cultivates a culture of ownership and accountability, driving collective efforts toward shared organisational goals. Notably, industry leaders like Puma, Pirelli, Nestle, and Coca Cola have successfully implemented Pyplan solutions, leveraging its capabilities to streamline decision-making, optimise operations, and stay competitive in the rapidly evolving business landscape.”

ASCM CONNECT 2024

What is the value of events like ASCM CONNECT 2024: North America? How important is this conference in the supply chain calendar?

Odeta Pine: “This event is very important for us to see the latest trends, strategies and innovative technologies within supply chain management. It is an opportunity for us to showcase Pyplan – a new python based GenAI product to the US market. We are excited to network with other peers and big companies we can learn from.”  

Is there anything that makes this event stand out for you? How is it different from others you’ve attended?

Odeta Pine: “The great keynote speakers, technology companies and the great well-known companies attending.”

What are the biggest takeaways from this year’s ASCM CONNECT for you?

Odeta Pine: “Networking, education and learning about all the cutting-edge solutions and new tech start-ups.”

Global supply chain

Given the backdrop of the global disruption over the past few years (COVID, wars, inflation etc), how would you sum up where the supply chain space finds itself today?

Odeta Pine: “The supply chain right now is in a state of digital transformation and adaptation to all the disruptions. From what we have seen this year, companies are focusing a lot on resilience over efficiency by having a lot more diverse suppliers and increasing inventory levels to mitigate risks. They are focusing on increasing the EBITDA line by improving cost management given the high inflation rate and fluctuating raw material cost. Risk assessment, scenario management, sustainability and digital transformation have been key.”

What do you feel are the biggest lessons supply chains have learnt over the past few years and how well equipped is the modern-day supply chain now to deal with ‘black swan’ events like the ones we’ve seen recently?

Odeta Pine: “I think the biggest lessons learnt have been the need for agility, diversification of suppliers’, better inventory management and technology. The modern-day supply chain space has improved but it is still vulnerable to the ‘black swan’ events. Today, it is using better technologies to predict and forecast better with Python-based technologies – Python is the new and future business language. I think the most important lesson, is that it has increased awareness at the C-level which means more visibility and therefore faster strategic decision making to any sudden events.”

Sustainability

Sustainability is an important item on most Chief Supply Chain Officers’ agenda. Amid government legislation and changing customer demands, is a sustainable supply a non-negotiable in today’s world?

Odeta Pine: “A sustainable supply is non-negotiable and that is the reason we have seen a lot of new techs emerging such as GenAI tools understanding better consumer insights and trends to be able to tell organizations what is happening and what they should focus on from a demand and therefore supply point.”

In what ways have you incorporated sustainability into operations?

Odeta Pine: “Diversifying suppliers, optimising transportation logistics and real-time KPI tracking for sustainability.”

Digital transformation

Where are generative and conversational AI having the biggest impact in the supply chain? What types of supply chain and procurement decisions are now possible, or much easier to make, with the rise of AI and LLMs? How does this compare to just a couple of years ago?

Odeta Pine: “The biggest impact we see is within logistics and transportation optimisation, inventory management and demand forecasting as well as supplier relationship management. Inventory levels can better be managed to reduce overstock and stockouts. Artificial intelligence can automatically suggest reorder points, dynamic pricing based on real-time data. AI continuously monitors and updates suppliers’ data. AI in transportation and logistics have extremely improved real-time route optimisation and dynamic scheduling.”

What should CSCOs out there do first? What needs to be considered before starting the gen AI journey?

Odeta Pine: “Before a CSCO starts the AI journey, it is important to have a clear objective and use case, good clean data related to the objective and the right skilled team behind the AI projects.”

Tech-driven

What are the biggest challenges or hesitations you’re seeing companies have around AI? What should organisations look for in technology to hedge against these concerns?

Odeta Pine: “The biggest challenge is the good data, data privacy and security – companies should look for AI technologies that have a good handle on data encryption, security compliance and anonymisation.”

What are the underlying issues in how companies are currently storing and looking at their supply chain data? Why is this a problem and how can they overcome those challenges with generative AI and knowledge graphs?

Odeta Pine: “The biggest issue we see is the data quality, storage and inconsistency. Data is siloed and extremely fragmented. For any AI technology to be successful, the data needs to be good, consistent and easy to access. This is an issue because companies never really took supply chain data or any type of data seriously. On top and with the vast amount of data generated from multiple data sources anytime, this data now is so challenging, and it needs a lot of cleansing/ ETLs. Having a great data team to identify the sources, access the data, transform it, clean it and create KPI tracking reports is crucial.”

Talent management

People are a company’s greatest asset but can also be a hurdle to overcome when it comes to innovation. How do you manage the people challenge and get them on board with change?

Odeta Pine: “Communication, transparency and training throughout all teams across all departments.”

What about the next generation of talent? What is the key to encouraging more people into a career within the supply chain?

Odeta Pine: “Education and awareness are key to encouraging the next generation. Teaching young people about the global impact of supply chain in everyday life and how they can help with that is so important. Learning about technology, innovation, the importance of good data and coding languages like Python is key to having more people into a career within the supply chain.”

Future

How can the supply chain industry take that next step and what strategies can be implemented to push the industry forward even further?

Odeta Pine: “The supply chain industry can take the next steps by implementing data-driven decision making using advanced technologies for real-time KPI tracking, predictive analytics, process automation, implement AI for inventory optimisation and demand forecasting.”

Are there any exciting projects that you’re currently working on or any past ones that you’re proud of that you’d like to highlight?

Odeta Pine: “Nestlé Brazil was looking to find a tool that allowed it to automate and optimise the Demand and Production Planning process, so that it would allow users to have complete visibility both in the hierarchy of its large product portfolio (by segment, family, brand, SKU, among others), as well as by logistics points, factories and production lines. We implemented a fully automated DRP Module Distribution, Demand Planning and Production Optimization Module. The benefits achieved from Nestle:

• Increased accuracy
• Increased reliability of supply
• Reduction of stock breaks
• Granular visibility of historical data and forecasts
• Reduced stock accumulation
• Greater product availability

How exciting a future does supply chain and procurement have? Some people say that now is the greatest time to be in the space. Is that true?

Odeta Pine: “Yes because of the many innovations happening within the space! AI/ML, IoT and a lot more!”

Learn more about Pyplan here.

We are pleased to announce that SupplyChain Strategy is an official media partner for LogiPharma USA 2024.

Over the past 20+ years, LogiPharma has become the go-to event for pharma, biotech and medtech supply chain executives since its founding in 2002.

This year’s event will take place at Westin Copley Place in Boston, Massachusetts, between September 23^rd and 25^th.

Advancing Global Supply Chains – Together

Through collaboration with heads of supply chain on both the manufacturing and provider sides, LogiPharma aims to promote deeper collaboration among industry players which leads to more effective and efficient supply chain management.

Today, LogiPharma is a must-attend event for any supply chain executive within the pharmaceutical industry in order to stay up-to-date with the latest trends, enhance knowledge and build vital relationships with peers in the field.

The event will also focus sessions on the role of collaboration and how it protects the United States’ drug supply chain. In this session, panellists from the FDA, ODNI and DoD will meet to discuss how partnerships have helped mitigate risks and share insights gained from addressing evolving challenges in the pharmaceutical supply chain.

Speakers include Lucy Alexander, Capabilities Lead, Global Supply Chain Strategy at AstraZeneca, Frank Binder, Global Head of Supply Chain Management at Santen as well as Mario M. Feliciano, PLA Product Director at Novartis, among many others.

LogiPharma – A closer look

• Thought-provoking

LogiPharma has become one of the leading pharmaceutical supply chains events in the world and serves as a platform for practitioners to come together and engage in meaningful discussions and thought leadership. Industry-leading speakers and pharma supply chain leaders have collaborated to develop this event specifically for pharma supply chain professionals.

• Engaging

LogiPharma goes beyond simply bringing professionals together. The primary aim is to provide a platform for those keen to share their expertise and experience. This event provides the opportunity for industry experts to instruct and inspire their peers by presenting innovative solutions and discussing cutting-edge processes that are set to shape the future of the pharmaceutical supply chain.

• Relaxed

Attendees can expect an in-depth programme that features a variety of topics all vital to the pharmaceutical supply chain. From the likes of emerging technologies and digital transformation to regulatory compliance and risk management, LogiPharma aims to cover all aspects that shape the industry’s landscape.

Find out more about the event here.

The global supply chain landscape has become increasingly fraught over the past few years. 

In the wake of the COVID-19 pandemic, supply chains have contineud to face near-constant disruption. These pain points have ranged from climate-crisis-fueled droughts to geopolitical conflict. Rising prices and economic instability have conspired to destabilise the sourcing and movement of goods around the world. As a result, a greater focus on resilience over cost has crept closer to the top of the CSCO’s agenda. 

However, it’s hard to identify how to protect a supply chain from disruption — let alone leverage that supply chain to create new value — without strong visibility into that network. This is where Internet of Things (IoT) technology is supporting supply chain managers and CSCOs. The technology provides new levels of visibility, resilience, and control over their operations. Defined as a network of physical devices and sensors interconnected digitally and used to gather information, the IoT is making supply chains smarter, easier to track, and better prepared for the unexpected. 

Here are five of the ways that IoT technology is transforming the supply chain. 

Tracking shipments 

One of the most obvious and straightforward applications for IoT in the supply chain is digitising the tracking process. Traditionally, updates on goods moving through the supply chain have been sporadic, or nonexistent until the final delivery. 

IoT sensors enabled with GPS are changing that, however. For high value items, IoT technology like GPS trackers, RFID tags, wireless temperature sensors, and other devices can ensure that goods can be monitored at every stage of their journey. Customers using something like FedEx’s SenseAware or SAP IOT Logistics can track cargo for changes in environmental conditions, location, delays, and even alterations to routes. 

Cold chain management 

The cold chain is a temperature-controlled supply chain that moves, stores, and distributes sensitive and perishable goods. This can include vaccines, chemicals, sea-food, meats and dairy products. 

As any deviation from the ideal temperature range can affect the freshness of food and the efficacy of medicines, proper monitoring of the cold chain is essential. IoT sensors that issue an alert if the cold chain is broken are a critical piece of the puzzle for supply chain managers attempting to gain visibility into these complex and critical systems. 

Sourcing authentication 

Whether it’s specialty coffee that needs to be traced from a single point of origin to the small batch roaster, or a multi-million dollar shipment of lithium that needs to reach an EV battery manufacturer without touching a Chinese-owned processing plant, regulations are making it increasingly important to have verifiable visibility into every step of the sourcing and supply chain process. 

However, some industry experts have argued that basic IoT-based supply chain management systems fail to provide confidentiality and security. In combination with blockchain technology, IoT devices can more reliably authenticate the origin and subsequent steps in the journey of a product or material. This allows organisations to avoid ptential goods seizure or tariffs when entering new markets, and comply with ESG commitments. 

Warehouse automation 

Artificial intelligence and machine learning have been applied to great effect by logistics teams. The technology has significant potential to help pick, arrange, and otherwise move goods through warehouses. Amazon has been using an increasingly sophisticated variety of robots in its warehouses since 2017. The global market for warehouse automation was valued at $16.23 billion in 2022. It is expected to hit around $71.03 billion by 2032.

However, AI tools and automation platforms need a bridge between the digital and physical worlds in order to work. IoT forms that bridge, allowing digital tools to gather accurate data in real time about the physical world. The information gathered from these IoT sensors can then be used to pilot fleets of robots. It could also direct human pickers, control the ambient temperature, schedule deliveries, and oversee numerous other warehouse management tasks.  

Predictive analytics 

IoT can not only provide critical insights into what’s happening in the supply chain right now. The technology can also use the data it gathers, in combination with AI, to make educated guesses about the future. IoT creates huge amounts of information constantly. Sensors placed throughout the supply chain, from warehouse operations to transportation and delivery are continually reporting on location, temperature, time-to-process, and other useful information. 

With the application of digital tools, this data can be used to forecast trends, pain points, and demand patterns. At a time when supply chain managers are overwhelmingly preparing for a future where disruption is the norm, rather than the exception, predictive analytics using IoT-derived data are a vital tool. 

We are pleased to announce that SupplyChain Strategy is an official media partner for ASCM CONNECT 2024: North America.

ASCM CONNECT is a dynamic three-day conference dedicated to the latest trends and tactics in end-to-end supply chain SupplyChain Strategy. 

As a media partner, SupplyChain Strategy will deliver exclusive content such as articles from some of the event’s speakers and sponsors.

Set to take place between September 9^th and 11^th in Austin, Texas, innovation is set to shine with sparking collaboration the key to shaping the future of supply chain management. At ASCM CONNECT, attendees are invited to tap into the knowledge and experience of an expert speaker line-up, and dive into education that transcends the ‘what’ to explore the ‘how’ and address the ‘so now what’ of industry advancements.

Attendees to the conference will uncover the latest advancements and trends in:

• Stability, resilience and agility
• Digital capabilities, technologies and enablers
• Talent, leadership and transformation
• Sustainability, circularity and climate

Who Should Attend?

Open to all supply chain professionals, ASCM CONNECT delivers value no matter where you are in your supply chain career. Attend and be at the forefront of shaping the future of the industry.

Industry Executives

• Engage directly with other top industry leaders and influencers who are driving innovation and transformation in the supply chain profession.
• Gain invaluable insights and forge meaningful connections that can catalyse positive change across all sectors of the supply chain.
• Make a lasting impact with your presence – your newfound connections and insights have the potential to resonate and drive significant advancements in supply chain practices.

Emerging Supply Chain Leaders

• Enhance your skills and knowledge through invaluable insights from industry leaders and experts. Accelerate your career growth and stay ahead in the ever-changing world of supply chain management.
• Immerse yourself in keynote presentations, educational sessions, and Connection Cafés designed to address the unique needs and questions of supply chain newcomers.
• Expand your professional network, connecting with peers and mentors who can provide guidance and support on your career journey.

Supply Chain Champions

• Join a vibrant community of supply chain enthusiasts and novices alike, where collaboration is key. Connect with peers from diverse supply chain backgrounds, exchanging insights, troubleshooting challenges, and sparking innovative ideas together.
• Equip yourself with actionable strategies for navigating the complexities of today’s rapidly evolving supply chain landscape. Whether you’re seeking solutions to specific challenges or simply eager to absorb knowledge from industry experts, this conference offers an unparalleled opportunity to learn, grow, and network with fellow professionals, thought leaders, and essential vendors.

Find out more information about the event here.

It’s an interesting time to be in the supply chain business. Not only are supply chains under increasing pressure to unlock greater value for the business, but executives find themselves operating in a landscape that might be even more challenging than that of the pandemic just a few years ago. 

Geopolitical tensions are rising, disrupting global trade routes. The spectre of economic downturn looms over Europe and the US, intermingling with growing unrest over the cost of living, wage stagnation, and the broken promises of 21st century capitalism. And, over everything, the worsening climate crisis throws a long shadow. Crop failures, extreme weather events, and disrupted ecosystems are conspiring to create a world where, for supply chains, disruption is the norm. 

Many organisations are turning to technology as a way to improve their efficiency, cost-containment, and resilience. Supply chain operators are being driven by the need to “ensure their foundation can support both past and future investments, while also looking ahead for new differentiation opportunities,” noted Christian Titze, VP analyst in Gartner’s Supply Chain Practice. 

A key theme emerging for Titze is the role that emerging technologies like artificial intelligence (AI) and maturing technologies like robotics will play for supply chains. However, Gartner’s report stresses that the success of adoption when it comes to these technologies is tied to “ the complementary integration of humans and machines.” 

Humans and machines in the supply chain

Gartner’s report identifies a number of trends connecting the broader theme of humans and machines in collaboration. 

“These technology trends are not isolated, but rather interconnected and mutually reinforcing,” said Dwight Klappich, VP Analyst and Fellow in the Gartner Supply Chain practice. 

Composite AI, AI-enabled vision systems, augmented connected workforce initiatives, next generation humanoid robots, and machine customers are all contributing to the increasingly collaborative relationship between humans and machines in the supply chain.

AI-Enabled Vision Systems

AI-enabled vision systems combine industrial 3D cameras, computer vision software and advanced AI pattern recognition technologies to autonomously capture, interpret, and make inferences based on unstructured images in real time.

Augmented Connected Workforce (ACWF)

ACWF initiatives aim to reduce onboarding time for employees to achieve full productivity and enhance decision-making. 

Augmented connected forkforce is a strategy that combines the value of intelligent technology, workforce analytics, and skills augmentation to accelerate talent growth and optimisation.

Composite AI

Individual AI applications are impressive, but it’s in aggregate that the technology really begins to shine. Composite AI uses multiple AI techniques together to increase the efficiency and accuracy with which these models learn. Composite AI also broadens the level of knowledge representations, and could ultimately solve business problems in a way that drives supply chain performance improvements.

Next-Generation Humanoid Working Robots

Robotics have been an established part of the supply chain for over a decade at this point. Signalling the next phase in the technology’s journey towards maturity, humanoid working robots combine sensory awareness, mobile manipulation, and dynamic locomotion to perform tasks previously done by humans. 

They typically feature sensor-equipped heads, power and mechanical bodies, manipulative arms/hands, and legs that allow for more dynamic movement than previously seen.

Machine Customers

Machine customers are nonhuman entities capable of selling or purchasing goods or services autonomously. 

Examples include IoT devices placing independent orders, intelligent replenishment algorithms maintaining product availability, and automated assistants suggesting new deals to consumers.

Businesses in all industries depend on the smooth operation of global supply chains. Yet as these vital systems and processes become more complex, they can also become more fragile – needing careful management to keep them running effectively.

Data is an important enabler of modern supply chains, as long as it’s of the highest possible quality. When data is accurate and reliable, organisations can optimise their supply chain by streamlining operations, improving decision-making and reducing risk. However, poor quality data can have the opposite effect by adding pain points, reducing output, hindering inventory management and stopping companies’ ability to measure and assess risk factors. Improving both data quality and data traceability should therefore be a priority at every stage of the supply chain.

The data puzzle

With some companies managing upwards of 75,000 suppliers, tracking, reporting and analysing supply chain data is an arduous task. This is particularly true when it comes to fragmented data sets stored in multiple siloed systems distributed across geographies, business units and suppliers. 

And when data is not reliable, accessible and up to date, it can impact many parts of the supply chain. For instance, successful inventory management requires companies to deliver just the right quantity of the right product to the right place at the right time. And the whole process heavily relies on accurate data from multiple places – customer service, suppliers, warehouses and shipping providers. 

 If this information is fragmented, incomplete or difficult to interpret, organisations will find it difficult to deliver products or services in line with customer expectations. But imagine if that data could be pulled into a single view giving users the ability to see – in one place –  not only all the data they needed, but information on the quality of that data and the processes associated with it.

Yet gathering data is also just one part of the puzzle. This challenge will grow exponentially in the short to medium term with the proliferation of Internet of Things (IoT) devices, the increasing use of both public and private cloud services, and generative AI. Supple chains must account for the sheer volume and diversity of data. There is a heightened need to automate processes to ensure that data is well managed and catalogued throughout the supply chain. 

Mastering supply chain data 

To overcome data challenges, organisations need to focus on introducing the tools and processes to share data and collaborate with partners. In addition, trusted, relevant data on everything from bills of materials and supplier challenges, to shipping routes and customer demand, needs to be available on-demand and in near-real-time. 

Achieving this approach relies on having a clear, end-to-end view of the entire supply chain, ensuring supply chain managers use data optimally. For example, a cloud-based platform approach to managing data can seamlessly integrate internal and external data, bringing together trusted, governed and relevant supplier information from across the entire business into a centrally managed system. 

Ensuring data quality is crucial. Organisations must guarantee the accuracy of their own data as well as that of their partners or suppliers. To prevent issues from spreading through complex supply chains, it’s important to monitor data directly at its source. Implementing data observability practices enables proactive monitoring and early detection of data quality patterns, allowing for quick remediation and smooth operations.

Finally, AI and machine learning (ML) can significantly enhance supply chain management by automating many aspects of data management. These technologies analyse vast amounts of information to provide useable insights. For instance, AI and ML can help detect and maintain data quality across large datasets, automatically classifying data to meet organisational standards. 

Delivering on demands

With a holistic, trusted, single view of suppliers, ML and AI can extract valuable insights from supply chain data. By connecting technical data with business metadata, these technologies enable organisations to gain a deeper understanding of their supply chain operations and make more informed decisions. This improved data comprehension can lead to more efficient inventory management, better demand forecasting, and enhanced supplier relationships.

For example, we’ve recently seen supermarkets contending with supply chain disruptions – cold weather, high energy costs and transport disruption. A 360 view of all supplier profiles helps supermarkets navigate turbulence. The ability to visualise and understand strategic supplier relationships is crucial to identifying alternative suppliers and getting the right products to the right places fast.

Ultimately, data is critical to maintaining a supply chain. As such, supply chain managers must organise and manage their data effectively. To do this, it’s fundamentally important to ensure data is of the highest possible quality and is traceable at every stage. With an accurate, holistic view of suppliers feeding applications, AI and analytics, companies can quickly understand macro demand trends, gain visibility of suppliers, improve collaboration and optimise supply chains to deliver their product or service more quickly.