Digital Transformation Thoughts

 

Digital transformation requires significant support from the C-Suite to ensure success.  Initiative must be lead and encouraged by C-Suite and especially CEO.  Key to remember is this is a huge change management program that will change the way the company and organization works.  This makes it critically important for CEO to display, publicly and privately, support for the program.  

C-Suite must provide resources, people and funding, to ensure success.  This must not be a 'skunk works' initiative because of the signigicance and requirement for the entire organization to be aligned and moving together.  There is a great deal of work to be done and there will be changes, and risks, along the way that must be addressed and these can only really be addressed with the support of senior management.  

This is a long-term program that requires continued support and focus in order to succeed.  This will require a robust plan and management focus in order to succeed.  This is not an program that can, or should, be delivered as a big-bang.  Digital Transformation is a discovery process that will re-invent your business and as such requires experimentation and trial and error practices to validate the tools and processes involved in the transformation. The transformation will succeed by following a continuous improvement model of PDCA (Plan, Do, Check, Act) that supports experimentation and quick adjustments to ensure the feedback is incorporated quickly.

Digital transformation will require a transition to new processes, capabilities and software, some of which will be invented as part of the transformation.  This is a significant business and market disruption program that will grow and solidify as a result of waves of change and disruption.  This requires a tool that can support quick prototype experimentation to validate concepts.  This is where Robotic Process Automation (RPA) tools come into play for a significant role in the success of your program.

RPA tools provide a means to build new connections and process across multiple platforms and technology to eliminate non-value add processes and procedures.  Digital transformation is essentially the most significant Lean program that the market will take on and this requires high level encouragement and support for the business and organization to embrace.  RPA tools can provide the bridge from current business as usual to Digital Transformation.

Next big question is how can you initiate this program to increase the likelihood of success?  How can a strong and experienced supply chain consulting partner help you to build the plan that can help to ensure success?

Tom Brouillette

Contact: tbrouillette@ncspartners.com

@ncspartners

Thank you for reading my post on Linkedin in addition,  Here at my blog I regularly write about management and technology trends.  To read my future posts on LinkedIn click 'Follow'

Tom Brouillette discusses supply chain trends and provides strategic business & technology advice to his followers and companies.

Manage Disruption Through Process Automation

  

In order to manage disruption it is important to focus, focus is the key to success for all strategic initiatives and programs. The challenge then becomes overcoming the day-to-day priorities and challenges that seem to continually interrupt your focus and energy. It seems to me the challenge is to define a process and incorporate tools that allow you to reduce distractions from interruptions and I see the perfect tool for this challenge to be Robotic Process Automation. Process automation capabilities has reached broad acceptance and usage to support mundane tasks in the operation and customer facing activities. This same capability and utilization can also be extremely important in the leadership suite to help maintain focus is a robust Dynamic Risk Sense and Respond program.

A key responsibility of senior leadership in any organization is the development and execution of business strategy. Business strategy is the single most valued role of leadership and two things are continuously fighting to distract leadership from this responsibility:

Most significant is disruption in the business or the market. This year has provided not just several major disruptions but waves of ‘complimentary’ disruptions adding to the impact that are being driven by events from the impact of COVID-19, to environmental disruptions such as fires and now hurricane season.

Distractions to the day to day operation that in many cases are driven by aftershocks from major disruptions. Distractions can be just as impactful to the development and execution of strategies.

We are in times of VUCA and this requires focus and determination to sense and respond to disruption in a cohesive manner that enhances business strategy rather than disrupting the business strategy. The goal of senior leadership during these times must focus on limiting distractions so that leadership can remain focused on the business strategy rather than day to day operation and continuous reaction to distractions. The challenge now is to define and understand the distractions so that a response can be quickly. This is where RPA can help leadership to identify and understand the distraction so that it can be addressed with a predetermined response.

Senior leadership can be overwhelmed by the waves of day-to-day challenges and tasks and especially during the COVID-19 pandemic the related recovery plans and activities. This focus on day-to-day becomes a drain on focus that quickly slows the strategy activities and plans that effect the long term success and survival of companies. Many of these challenges and tasks may drive change into strategic plans and because of this they cannot be ignored, however RPA provides a means to identify events and disruption that may impact strategy and warrant analysis.

RPA would allow the monitoring of these many day-to-day challenges and interruptions using process and analytics for an early warning system to define and even identify potential responses to the daily challenges and priorities. This would allow leadership to maintain a greater focus on the higher value objectives of your Dynamic Risk Sense and Respond program. 

 Additional benefits to a robust RPA plan include:

1. Utilization of a robust RPA program shows senior leadership commitment and support to a program that adds value at all levels
2. Provides the senior leadership team the opportunity to understand, first hand, the potential of RPA
3. Encourage senior leadership team to evangelize RPA initiatives providing personal experience as examples
4. Expansion of business dashboards that support alerts and views based on current events and defined alert levels
5. Promotes ability to focus on value add objectives and strategy

Focus may be one of the most significant benefits of RPA from a business and market perspective. I am beginning to think that one of the best and most efficient ways to demonstrate value is to increase the focus on automating repetitive tasks and activities performed by senior leadership. We see hundreds of examples and discussions on the benefit of automating repetitive processes and tasks from an operational and customer support perspective and I suggest adding senior leadership tasks and activities to this list.

Senior leadership can be overwhelmed by the waves of day-to-day challenges and tasks and especially during the COVID-19 recovery plans and activities. This focus on day-to-day challenges becomes a drain on focus that quickly slows the strategy activities and plans that effect the long term success and survival of companies, or worse lack of focus and review on current strategies risks implementing an incorrect or ineffective strategy. It seems to me that in order for the process automation trends and especially RPA trends to really push to the tipping point requires a commitment at all levels to the capabilities and the benefits of the RPA capabilities. What better way to display understanding and commitment than to incorporate and expand RPA into the executive suite. This is an important capability that could truly change the focus to allow and encourage more forward view.

A successful RPA strategy must focus on the process and must be viewed as a journey in this example of distraction management. This is because it is difficult to define potential distractions and the response automation in many cases requires refinement in order to truly complete the automation. This continuous refinement process however is one of the RPA 'super powers', RPA allows for quick iterative refinement that supports the necessary enhancements to refine response to the challenge and the distractions.

What does this mean and how can it be delivered? As with all initiatives we must start with the 'what' before we determine the 'how'.

This process automation initiative must start with a clear strategy that defines the first most critical deliverables and then as part of the continuous improvement process that is integral to the success of the process automation initiative the next step is to validate the success of the deliverables and second to confirm and refine the process automation strategy for the next steps. The key to the executive suite adoption is to define the business critical success factors and meaningful alerts that will support the business management at the senior executive level.

It is important to follow this process with the executive suite in order to demonstrate the value and the inherent importance of the process automation movement. It is also important from another perspective - to demonstrate the level of commitment from the executive suite to the organization. It seems to me that in order for the process automation trends and especially RPA trends to really push over the tipping point requires a commitment at all levels to the capabilities and the benefits of the RPA capabilities. What better way to display understanding and commitment than to incorporate and expand RPA into the executive suite.

This is an important capability that could truly change the focus to allow and encourage more forward view.


Tom Brouillette

Contact: tbrouillette@ncspartners.com

@ncspartners


Thank you for reading my post on Linkedin in addition, Here at my blog I regularly write about management and technology trends. To read my future posts on LinkedIn click 'Follow'


Tom Brouillette discusses supply chain trends and provides strategic business & technology advice to his followers and companies.

Strategic Risk Management To Counter VUCA

Hope For The Best And Plan For The Worst should be a consistent and shared mantra for all businesses as a means to focus on strategic risk management. The importance of this has increased to the highest level as a result of the COVID-19 pandemic and the activities to both recover and prepare for the next disruption. This requires a significant investment in strategic risk mitigation definition and development and must include partner risk management in the scenario development and risk mitigation strategy. This includes all partners and integrations in the extended supply chain. The weakest link in the supply chain will continuously change depending on the type of disruption and your strategic risk scenarios must be developed to define a response for all scenarios.

One critical activity, or requirement, is implementing a regular risk scenario review process that evaluates the likelihood of scenarios and most importantly, new scenarios. As we have seen from the many disruptions experienced so far this year risk scenarios and potential changes continuously with new risks rising and other risks declining and disappearing. You will never in a million years be able to identify all risks, and the point is that a regular review process provides the means to review so that you can add and remove scenarios as necessary.

The next activity is developing and implementing the appropriate data analytics capabilities that will support the ability to sense the reactions to disruptions and most importantly, the reaction to combinations of disruptions. The risk scenarios must identify the reactions to combinations of disruptions and then you must have a means to measure the responses. This is where data analytics comes into play, along with a healthy helping of imagination. Different disruptions and combinations of disruptions will cause different reactions in the supply chain and these reactions must be identified quickly in order to determine the appropriate response. The risk scenario identification and evaluation is important but it is based on assumptions and personal viewpoints of the team that developed the scenarios. Data analytics brings the facts to the table to help to determine the appropriate response.

The glue that connects these processes and activities is imagination. Risk scenarios require imagination to create, risk response exercises require imagination to develop, data analytics requires imagination to develop the queries and identify the appropriate data and source to identify the reaction to the disruption and then to validate the effectiveness of the response. As you can imagine, this is not a ‘once-and-done’ exercise. This requires continuous review and evaluation in order to grow and evolve with the market and the supply chain. Each disruption and reaction to the disruption creates a new reality stream that changes scenarios and potential for disruption and it is important to continuously evaluate and develop new scenarios.

Data analytics is a very nebulous practice that requires continuous experimentation and evaluation to validate assumptions. The data analytics initially produces the outcome reaction to disruption and combinations. This is only the start, however, because after identification of the outcome you must then try to trace back the results through the responses and combination of responses if you want to tie them back to a particular disruption. I’m not sure that it is critical to tie everything back to a specific disruption though. The point of this whole exercise is to identify a reaction to mitigate the specific business disruption that has occurred and this should be the initial focus. After the mitigation exercise you will need to go back and evaluate the actions that resulted in the disruption on another day.

Tom Brouillette

Contact: tbrouillette@ncspartners.com

@ncspartners

Supply Chain Strategy For COVID-19 VUCA

While the COVID-19 pandemic is certainly the most significant disruption that the world is facing, it is by no means the only disruption the world and especially the supply chain is facing.  In fact, the level of VUCA (Volatility, Uncertainty, Complexity and Ambiguity) has increased over the last 5 - 8 years through a series of natural disasters, political unrest and most recently of course the pandemic.  What we must learn is not how to address specific disruption events, we must instead develop a strategic plan that identifies potential disruption events that may or may not occur and then identify potential responses that can be selected singly or grouped to respond to the disruption.  

This VUCA response strategy is simply a more robust business continuity plan.  This is dramatically over-simplified, I understand, however what I am focused on is the definition of continuity which has been an established practice for a long time.  This VUCA response strategy requires a more robust process that defines every type of response for every type of disruption that would then be reviewed on a regular basis to validate and update.  This enhanced response strategy must be incorporated as part of the regular continuous improvement process to analyze not only potential process improvement but also potential disruption.  The risk analysis must become part of the regular process for the business and especially the supply chain to allow for a well thought out response that will reduce the impact of the disruption.

I know that many think - how can you evaluate potential risk of a disruption such as a pandemic?  The evaluation is not based on any specific type of risk, it is based on potential impact if and when any service, supplier (especially raw materials or parts suppliers in manufacturing), transportation partner or customer is suddenly shut down.  Another very critical aspect to the risk analysis is the impact sudden changes in package quantity when specific areas of demand are impacted.  For instance, when institutional demand dried up as a result fo COVID-19 and dairy farmers were forced to discard milk.  The risk analysis and continuity planning must focus on the areas of impact and not the impact event in order to be effective and support the needs of your business. 

The continuity analysis and planning must be planned and executed as a continuous process that is reviewed on a quarterly basis and the events that can impact the business must then be reviewed to confirm that the potential impacts are still valid and also review and the response is still valid and most importantly, the triggering events analysis and review process is still valid.  With the increase in business threatening disruptions it is critical to get ahead of the events as much as possible so that the reaction to the event can be triggered in a time frame that will control and limit the impact of the disruption.  The best time to plan for the response to a disruption is before the disruption occurs!

We have entered into a time of VUCA that will continue to impact professional practices and capabilities and then this will carry over into the personal side as well.  Everything is connected and there is a ripple effect across industries that must be anticipated.  It is no longer acceptable to say - who would have expected this type of disruption?  We all must be prepared for disruption of any kind that may occur and then have a response planned and ready to implement.

COVID-19 Disruption Demands Supply Chain Elasticity

The time to react to an extreme disruption such as the COVID-19 pandemic is not when the pandemic is imminent, or in the midst of the pandemic. The time to react is before the pandemic, or the disruption event, to prepare reactions based on the potential. This enables your organization to identify and evaluate potential reactions prior to the event and this dramatically reduces reaction and also ensures appropriate and effective reaction. Reaction to a disruption requires elasticity in the process and the organization in order to bend and stretch rather than break. Reaction to disruption also requires the ability to sense the disruption in time to react.

Recently there is a great deal of bluster focused on the dangers of the global supply chain that suggests the only way to eliminate the risk is to move manufacturing back to the US. This sounds great in a sound bite but is really not feasible and would never move forward. There are a few significant challenges to moving manufacturing back to the US starting with the challenge of an increased cost resulting from

products manufactured in the US. The US has been addicted to the cost savings delivered by global manufacturing and it will be next to impossible to wean off that drug. The other challenge is the people and manufacturing capacity that would be required to meet the consumer demand.

The appropriate solution involves a flexible and nimble global supply chain that incorporates backup and alternative options for both raw materials, manufacturing plants and even transport options to reduce the risk of disruption. The issue is not a global supply chain, the issue is the deficient risk identification and mitigation to react and address disruption. This requires a focus on analysis and reaction to respond and resolve the disruption. The supply chain must be able to react to difficult situations and conditions best described as VUCA (Volatility, Uncertainty, Complexity and Ambiguity) that requires the continuous ability to sense and react to disruption as it materializes.

As an industry we have implemented the process and the tools to respond to disruptions to ensure business continuity and now the use of these tools must be extended in order to react to the VUCA earlier in order to limit the business disruption. The challenge for the industry is the early planning and preparation for VUCA events so the reaction can be predetermined and practiced so the disruption can be limited. This requires robust tools and capabilities to sense the disruption earlier to allow time to implement the business continuity procedures.

The business continuity procedures must be predefined and practiced regularly so that they can be executed quickly and efficiently in response when the disruption is identified. This is standard operating procedures for businesses in the supply chain. One of the new factors to this continuing challenge is the types of disruption and the ‘surprise’ of the disruption. I think sensing and responding to VUCA must be the key starting point to business continuity. The definition of business disruption must be expanded to focus on VUCA and the analytics must be improved. The business continuity is not all or nothing and should be viewed as modules that should be engaged depending on the situation.

We must accept the fact that we have entered a time of extreme disruption and must focus on the ability to sense the disruption and quickly implement the response to the disruption. This means the business continuity procedures must be extended to be utilized in response more efficiently to the disruption. The first step though is focus on sensing the disruption! This is where tools and technology will play a key role, including advanced analytics and artificial intelligence and even process automation.

Business Continuity In Extreme Disruption

The coronavirus pandemic is another Black Swan event that highlights the importance of a robust and flexible business continuity plan that utilizes big data analytics technology and artificial intelligence to support a reactive and flexible framework rather than a structured process of recovery. We see a discontinuous river of disruptive events that are impacting the supply chain along with businesses and customers and the reactions to these events must be swift in order to limit the impact. The world will not slow down and in fact will only speed up in the types of disruptive events that must be addressed in creative and flexible ways.

The seemingly continuous stream of Black Swan events speaks to the need to sense and respond to these events to limit or even eliminate the impact. Early detection and response to the pending event dramatically reduces the impact of the event and this should be the goal going forward! It makes no sense at all to develop a quick response system that leaps into action when the impact is upon us. This goal of early detection requires a focus on risk analysis and that allows early detection in order to act before the crisis. I suggest that a key to the rise and frequency in Black Swan events is due in large part to a lack of focus on detection.

This is the reason I have been focused on the continuous improvement practice of sense and response. The supply chain is in the position of canary in the coal mine and the continuous improvement practice including and focused on robust identification, or sensing, analytics to sense the coming disruption early in order to respond early. The goal should be in risk identification and then analysis of the pending impact and most importantly the likelihood of the risk manifesting itself. After the 5th ‘500 year flood’ it's time to understand and take action to focus on risk analysis and early detection!

This increased importance of sensing the disruption requires an increased focus on risk management and especially risk identification as a key area of identification in the continuous improvement process. This is a big change in focus from short term cost control to risk and disruption control. Focus on risk and disruption control will increase supply chain costs however will reduce disruption impact. This reduction in impact will in the long term reduce costs of the impact on the supply chain and the economy.

The challenge for risk management is incorporating the lessons in day-to-day supply chain management and especially the extended supply chain. The correct answer to the global disruption is not eliminating global manufacturing and the global market, the correct answer to global disruption is early detection and risk management plans to address the disruption. This means alternative supply chain capabilities for materials, manufacturing plants and delivery. These all would produce different effects on the success of reaction to the disruption and each of these require focus on risk and cost analysis to identify when it makes sense, financially and production-wise to make the change.

Unfortunately we are in an age of quick and easy answers and this does not work well in a global economy and supply chain. This requires a level of continuous effort to monitor and analyze the risks and likelihood of occurrence. This process of risk mitigation must be incorporated in the regular review and analysis process of the continuous improvement practice. The good news, in my opinion, is that this risk mitigation can be supported more accurately and quickly by embracing data analytics improvements brought about through artificial intelligence technologies. This is a baseline requirement to the effective analysis of the amounts of data available!

Disruption Driving Transformation Of The Supply Chain

 

Disruption displaces an existing market or industry to produce something new and more efficient and worthwhile. It is at once destructive and creative. Disruption in the marketplace is driving a transformation of the supply chain into a more efficient and flexible framework that can support the continuous disrupting forces. This transformation of the supply chain is driven not only by reaction to disrupting forces in the marketplace but also from the enabling technologies developing at a breakneck pace.

Historically, supply chain disruption has been described as a major breakdown in production or distribution nodes that comprise a supply chain. This definition of disruption implies an event within the supply chain that interrupts the normal process and flow that must be overcome to return to the pre-event state. However, technologies, especially eCommerce technology, coupled with improvements in network capabilities that are driven by consumer lifestyle demands have redefined disruption into a break that will never return to the pre-disruption normal, the disruption creates a new normal.

NOTE: The COVID-19 disruption is another example of disruption driven by consumer demands, in this case though there are additional disrupting factors that add to the equation. These factors include disruption in the manufacturing capabilities and also, more importantly, business continuity disruption that has highlighted the brittle nature of the pre-COVID-19 extended supply chain.

This process of recovery into a new normal is what makes up innovation and new capabilities for the market. Rather than a recovery to the pre-disruption state, the disruption produces a recognition of a need for innovation and change based on the market demands for innovation in the process. Disruptive innovations tend to be produced by outsiders and entrepreneurs in startups, rather than existing companies. This innovation cycle is now driven by consumer lifestyle demands colliding with the existing market practices creating an innovation cycle. This innovation cycle disrupted the continuous improvement cycled to a continuous innovation cycle and the market leaders recognized and adjusted to the change.

Currently, the waves of innovation in the market are driven by supply chain participants recognizing and developing features and functionality designed to meet customer expectations, partner needs and financial requirements. Supply chain disruption is the repurposing and realigning of existing capabilities to support changing consumer lifestyle demands. Then, just for good measure, the great disruptors add new supply chain capabilities to enhance the innovation.

The best change agents in the extended supply chain implement these features and functionality before the consumer recognizes the need. This drive to experiment based on sensing a market shift that creates the demand for goods and services is the actual driving force of disruptive innovation in the market. Disruptive innovation in the supply chain is a leading influence in remaking the market to meet consumer demands. Consumer demands are being driven at an enormous speed and this velocity of change requires robust tools and practices to react. I believe the supply chain is particularly ready and capable to develop these required tools and capabilities because of the history of disruption within the supply chain.

Shifting demands from all corners of the market—ranging from product and consumer services to supply chain partners—contribute to supply chain disruption and in turn are driving innovation in the supply chain as a reaction. Consumers as the ‘Great Disruptor’ in the marketplace and are driving the supply chain to innovate in capabilities and flexibility in order to react to the disruption. The supply chain innovators are driven by a spirit of experimentation that in turn allows them to innovate in the face of the discontinuous disruption. The best of the innovators incorporate the continuous improvement (PDCA - Plan, Do, Check, Act) practice to support the innovation cycles driven by the disruption.

This transformation will only increase in speed as disruption drives new disruption. We have entered an age of disruptive transformation driven by the demands of the market that is no longer accepting the status quo. In order to survive in the age of disruptive transformation the market partners must also embrace a practice of experimentation based on flexibility.

Robotic Process Automation And You

Robotic process automation is a capability segment that is growing quickly in large part because of the speed in which it can be delivered with limited risk. This is a natural progression to the growing autonomous automation capabilities including robotics. This next logical step of business process improvements combines business process analysis and improvements with software robots identified and driven by artificial intelligence tools and workers. Combine the potential benefits with the limited risk and the robotic process automation provides a very alluring opportunity to quickly add benefits and efficiencies to processes in the operation.



The challenge in the operation is continuous pressure on improvements in efficiencies; to do more work with less human interaction. Unfortunately for the operation, and logistics in the supply chain, robotic implementation can be very disruptive because of the dramatic change to the operation. This is where robotic process automation can bring value to automate the existing process without dramatic disruption. This will provide the opportunity to improve efficiencies while the disruptive projects can be implemented. In fact, I would suggest that robotic process automation be viewed as the first step in a robotic strategy because it provides the first step to proving the automation.



Within the operation the greatest disruption is brought about by the dramatic and sudden change that is demonstrated by physical robotic implementation in the warehouse operations. Robotics not only disrupt the operation and the process and flow of people and operations, it also disrupts the physical layout of the warehouse resulting from the robotics implementation. While there have been dramatic increases in efficiencies, volume and accuracy this must be tempered, initially at least, with the disruption in the warehouse. Don’t get me wrong, I’m a strong advocate of automation to improve the operation, I am only saying you must go into this with eyes wide open to understand and plan for the holistic impact to the operations.



Robotic process automation allows for a trial at increased automation to improve the efficiencies of the operation without dramatic change. This is a benefit not only to the operation, it is also a benefits strategic planning by providing a point of validation for the automation. This is a critical benefit because of the investment required for increased automation with autonomous robotics. The resulting increased efficiencies delivered by robotic process automation allow for a refocus by the operation to more complicated processes that may be more difficult to automate or require autonomous robotic automation.



Automation is a multi-faceted opportunity for improvement and must be viewed as such in strategic planning and strategic initiatives. The organization and operation especially must evaluate options based on the process and automation opportunity, all processes will not achieve improvement from the same automation tool. This is why it is so important to implement a robust and forward thinking strategic planning process to help identify the improvements.



Automation is another flavor of process evaluation and improvement that brings a new set of tools to the toolbox. It must be remembered that these tools excel in different scenarios and situations and the strategic planning process must be a focus to incorporate these new tools as appropriate. This incorporation of new tools is critical to the long term success of an organization and especially now considering the velocity of disruption. There is no time to wait and see how others use the tools. The key to success is embracing a strategic process that experiments and looks toward incremental change to stay ahead of disruption. Disruption is the tipping point of incremental change, unfortunately it is tool late to react to disruption and best case scenario is creating your own disruption.

Velocity of Failure

The twin to the velocity of change is the velocity of failure and these two opposite actions are closely related and end up driving each other in increasing discontinuous cycles. These are increasingly related and a failure to meet the velocity of change will surely increase the velocity of failure but meeting the velocity of change can also increase failure as well. The challenge in meeting these demands is the knowledge of insight and direction of the change. The challenge to obtaining the knowledge is the data collection and analytics required to collect and develop the knowledge from the data. There is really no way around this challenge because the velocity and types of change will surely overrun any retailer that ignores the challenge. What we should have learned from Amazon is that change is iterative and very much a trial and error process and this must be embraced in order to succeed in change.




This is no time to wait for the change to be identified by the industry to react and implement the change. The level and also types of change will interact and react in ways that create all new changes and the only thing that really can be predicted is that the rate of change will only increase, bringing with it an increased velocity of failure. This can be extremely intimidating for large retailers because they are not generally equipped for high velocity change and this is not their general practice. They are just coming out of a long time practice of generally waiting for the change to stabilize before responding. This practice no longer works because of the velocity of change and this is a great example of how the velocity of change increases the velocity of failure.




In order to avoid, or at least respond and change to the changes that will drive failure retailers must not only become more nimble and open to executing change and they must become increase their knowledge of the factors driving change, they must focus on the factors that will allow them to sense and respond to change. The most important aspect is the improved ability to sense the changes and then the analytics to understand how to respond. The sense practice becomes the early warning of direction and types but the most important aspect is the analytics to understand how and when to respond. The velocity of change and most importantly, the velocity and volume of data available in the marketplace has dramatically increased the velocity of failure and as the volume of data increases both the velocity of change and failure increases. Retailers, and truly all partners in the marketplace, must focus on the data and the analytics in order to sense and respond appropriately to the change.




There is an even greater change that is disrupting the marketplace now; the change that is important today can be the failure of tomorrow. This is probably the greatest marketplace disruption factor. Amazon is probably the best example of the velocity of change and change experiments to understand the marketplace. Amazon is continuously implementing change as a means to experiment and better understand the market and also the potential. Google is another example from the technology and retail sector that has focused on experimentation to meet and create the marketplace. These practices should be mimicked by others to ensure their success and most importantly reaction and change to avert failure.

Supply Chain Multi Sourcing

The velocity of change is impacting all aspects of the marketplace from customer relationships to partner relationships to the manufacturing relationships and everything between. Retailers in the fashion industry seem to be the first to recognize and many of them have reacted to the changes to implement the fast fashion market segment. I find this as a great initial example of the results of the velocity of change in the marketplace and believe this will be the model for many of the aspects of the changes. The collaborative supply chain is providing the tools and the network to support the changes and the partners are expanding their experiments into all aspects of the collaborative network to improve their ability to meet the demands. The next step from a sourcing perspective is the expansion of the multi sourcing practice to develop manufacturing partners locally to meet spikes in demand and support end of life cycle demand to reduce overstock.




We have reached the point now in the retail marketplace where the specialty service providers are expanding in the services and even products they offer to support the specialty demands. This includes the local manufacturing of products in the marketplace. These collaborative practices in the extended supply chain along with the growth in capabilities of data analytics provide the tools now for retailers and manufacturers to improve planning and forecasting so demand to a point where the majority of retailers can improve their abilities to support the consumer demands. These capabilities now provide the framework for any retailer to utilize to their advantage.




There is no way to go back and the supply chain partners including manufacturers, transportation and retailers must accept and embrace the change. I see technology manufacturers embracing the global manufacturing and marketplace along with home products. These have all blazed the trail of this model and going forward the collaborative supply chain network will provide the support necessary to link and communicate in this global model. I envision this model to grow and expand as the market demands change and grow to require the global model to meet the demands. The multi sourcing model provides the framework to support the changing demands.




Just as the retail marketplace changed with the growth and expansion of the collaborative and social tools integration with the sales and shopping, these same tools and practices will expand into the sourcing and manufacturing realm to support the consumer demands more efficiently bringing with them a quickening and shortening of the product life cycle. The result of the collaborative supply chain growth and expansion will spread through the forecasting, planning and manufacturing practices in the supply chain. As this multi sourcing model expands the through the collaborative marketplace the results will change the way that consumer demands are met, increasing the flexibility to meet the spikes more efficiently to increase sales and opportunities.

Visibility Across The Supply Chain

The need, and demands, for visibility across the supply chain has always been a key focus in the extended supply chain network and to this end, the extended supply chain network has always been focused on using technology to achieve results.  The extended supply chain recognized early on that technology must be utilized to meet their objectives and moreover, have always been open to the investments in technology to meet these needs. The extended supply chain partners have recognized and achieved dramatic benefits through the use of investments in technology.  The Internet of Things is the most recent wave of technology investments for the extended supply chain partners and these tools combined with the growth and improvements in data collection and data analytics is fueling the next wave of improved and extended visibility across the extended supply chain.

The supply chain extended partners have shown over and over again an ability to incorporate technology and network capabilities to increase the visibility across the supply chain to help improve services and capabilities and each time these efforts have provided a great return on investment.  Now with the increase of collaboration and the even greater extension of the supply chain reach there is even more opportunity to leverage technology through enhanced collaborative practices. The key now to the efforts is the collaborative capabilities through the network. The growth of consumer interaction and demands on the market through their embrace of similar collaborative technologies is now pushing the edges of supply chain visibility even further.

Every partner in the extended supply chain including the end customer of the supply chain is now demanding increased visibility and capabilities to optimize and even adjust within the supply chain.  You see the results of this especially within the retail supply chain where the end consumer is interacting directly with not only the carriers to coordinate the last mile delivery but also interacting directly from the manufacturer to the end retailer in shopping and purchasing.  The enhanced visibility supports the endless aisles concept beautifully and efficiently and these capabilities have moved the baseline even higher.

The visibility drive is enhanced from the improved data analytics and the tools incorporated by the supply chain to track and manage the processes through the supply chain provide a treasure trove of data to be used to increase the visibility and tracking through the supply chain.  The data is the driving factor of the visibility across the supply chain. The technology improvements in networks and wireless capabilities allow the tracking and visibility of each individual delivery and shipment and container from cradle to grave. This capability is truly available now and in some industries has been incorporated and other industries have already started moving in this direction.

Enhanced visibility in the supply chain is a reality and the visibility is driven by the demands of all partners across the extended supply chain that is fueled by improved data analytics and expansion of the Internet of Things technology to capture data from additional outlets.  To put it into a consumer perspective, the days are limited where consumers will sit at home waiting on a morning or afternoon appointment. The number of partners that provide specific time and tracking of deliveries and repair trucks is increasing every day. This is only a surface example of the types of capabilities available and the extended supply chain is continuously pushing the limit to increase efficiencies and eliminate issues.  The increased visibility becomes now a key tool in the validation process of the continuous improvement process.

Disruptive Innovation In Supply Chain

There are so many factors driving transformation and disruption now in the supply chain that we have moved from a model of discontinuous change to a model of discontinuous disruption. The disruptions in the supply chain now are driven by the developments and incorporation of new capabilities that are more and more identified and developed utilizing the information and capabilities delivered by increased capabilities in data analytics and artificial intelligence technologies. The pieces of technologies are being brought together through the immense amount of data and abilities to fully utilize the data that themselves have been made possible by technology. In the same way that technologies have allowed consumers to mold their professional interactions to meet their lifestyle needs, technology is also supporting the supply chain and extended partners to meet the supply chain business interaction and operational needs.




In a very real way consumers are driving the disruption through their embrace of technology combined with increased network capabilities that are blending their interactions across every corner of their professional interactions. Supply chain leaders and partners have embraced growth in data analytics that is made possible by technology improvements in data storage, network improvements to move the data and then most importantly the computing power improvements to drive the data analytics growth in capabilities to analyze the data available to understand and define direction and capabilities required to improve the supply chain to meet the demands. The supply chain supports the consumer demands across all industries and the computing power along with the network capabilities available to every individual across the supply chain is driving the discontinuous disruption.




The pieces of discontinuous disruption have been developed and also been growing in their use in the supply chain starting with the growth of the Internet of Things technologies and tools and naturally expanding in the supply chain arena into automation of processes and then add to this the robotic movement that is growing now, especially in the third party logistics industry and you can see that these pieces required a technology and capability to coordinate and connect the dots. All of these technologies are collecting immense amounts of data for the supply chain to utilize to improve the services and increase their capabilities without necessarily increasing the long term costs.




Supply chain leaders are using these technologies and really driven by their own imagination and questioning ‘why not’ to drive this growth and expansion of supply chain processes and operational improvements and most importantly efficiencies. These technologies are disrupting through the implementation and growth of automated operational and process improvements that are driving efficiencies into the supply chain. The true disruption innovation in the supply chain is the imagination that has been released through the implementation of these technologies that are driven in large part by the improvements in analytics and computing power to release and encourage this imaginative approach to disruption.




This is the amazing thing in my opinion, that the consumer is at the center driving the disruption into the supply chain industry based on their demonstrated imagination and use of technologies to put together their own solutions. This has driving the basic need in the supply chain to understand and maintain the velocity of disruption in the supply chain processes and operations in order to meet the business partners that are now driving the same types of demands into the supply chain.

Artificial Intelligence Improving Logistics

Over the last few years there has been a great deal of interest and development in the area of artificial intelligence (AI) and the potential to improve the supply chain and logistics. There is an immense amount of data available across the supply chain from a combination of Internet of Things (IoT) devices connected directly to supply chain partners and the partners across the supply chain network. In addition to the data produced internally to the supply chain there is now also an immense amount of data available from external customers to the supply chain partners though the direct interaction with in the supply chain through through partner portals and direct interactions through integration points with supply chain external customers. The Internet and online interactions provide this data and supply chain partners would be foolish not to use this data to improve their logistics capabilities.





The challenge though for the supply chain has been two fold, how to utilize the data and what data to collect for the analysis and use of the data. Artificial intelligence starts with the collection of data for analysis and this is an important starting point. There is no way early on in the journey to determine what data will be important because the analysis must be performed first to understand the foundation and the potential. The intelligence part of the analysis also requires a great deal of information in order to validate the the hypothesis and then to determine direction based on the intelligence. Starting with the data then you can see why it is so important to collect everything because the intelligence part of the equation will generally require additional data from the same periods to confirm and validate direction.





It is important to collect all data then because you cannot tell what may be important for the analysis and then determining direction. The good news here though is that storage is cheap and the technology to analyze vast amounts of data has been improved through the improvements in technology. These two points have probably done more for the growth and development of artificial intelligence than any other developments over the last few years. These improvements in technology allow the supply chain to refine and redirect logistics activities and practices based on facts and data rather than hunches and hopes. Combine these two technologies with the growth of the Internet of Things capabilities and technologies and the potential for improvements is almost overwhelming.





These capabilities bring improvements and opportunities in automation including warehouse location and slotting, drones and robotics to improve efficiencies and reduce costs. These are not the only areas of improvement to the achieved through artificial intelligence. There will be improvements in volumes, inbound and outbound, forecasts for instance, that will bring dramatic change to the supply chain as the extended partners in the supply chain, especially manufacturers and transportation providers as the revise their processes to incorporate the analytics into their plans and procedures. The warehouse operation though will also be dramatically impacted as artificial intelligence brings the analytics to the equation that allows the operation to understand and immediately adjust labor forecasts to changes in the operation during the date based on near real time events. Artificial intelligence is just another force bringing transformation to the supply chain and the supply chain must start with a baseline of continuous improvements in the flexibility and continuous change practices in order to meet the transformations.

Trust And Openness In Retail Market

Success in social networks depends on trust and openness and the retail collaborative marketplace is no different and in fact trust and openness is even more important now in the collaborative marketplace.  There are just too many partners and participants in the collaborative marketplace for untrustworthy partners and with the speed of actions and reaction these less than trustworthy partners are quickly identified and can be either reformed or eliminated.  The power and the speed to delivery are enabled by an open and trusting relationship to act in a way that will produce the most benefit for the network. Consumers react quickly to walk away from partners that stretch these limits, I’m not saying these types of retailers or participants in the retail marketplace will not survive, I am saying though that these types will quickly gain a reputation and will struggle with the reputation rather than fluidly participate in the collaborative network.

The collaborative network works best with partners that are focused on mutually beneficial benefits across the network for all partners.  This means a change from the competitive response to a more open and collaborative response,especially as it relates to the partners in the network.  The collaborative network partners represent the parties that extend services of each of the partners to strengthen the offerings and most importantly the relationships with partners across the network, including consumers.  This is a change in attitude for the large legacy retailers, especially as it relates to consumers. This is not a change though for the small retailers, the niche specialty service and customization providers and the the supply chain and all of these are partners that must be included in the collaborative network in order to be successful.

These open partners within the collaborative network can help the other partners, especially the large retailers to be more open and trusting, or collaborative, in their relationships across the network.  These large retailers though must be receptive to the suggestions and give up the controlling practice to become more collaborative. The whole point, or business objective of this collaborative network is to provide a means where the partners can support each other to meet market demands in a mutually beneficial manner.  What we have learned over the recent years from outsourcing is that the most successful model provides a mutually beneficial relationship that allows the partners to support the market demands. Large retailers cannot meet these demands alone and in order to succeed require the collaborative network and in order for this collaborative network to success all of the partners must have a high level of trust and openness within the partner framework.   

This, I believe, is the secret to the success of retailers in this next phase in the retail marketplace transformation and this collaborative network will allow the retailers to better sense and respond to the marketplace demands.  The retail market is all about sensing changes and reacting to these changes early enough to benefit from the change. Change in the market is increasing in velocity and we have reached the point where no single entity can hope to respond to all demands.  Therefore is is critical to embrace a collaborative network based on openness and trust in order to respond.

Consumer Mass Customization Support

Product customization has been supported in the retail environment for a very long time and now the retail omni market tools and capabilities expand and enhance these capabilities to a level that will allow imaginative manufacturers and retailers to partner for all new levels of customization.  I see these opportunities and potential to expand as one more very important means to improve the efficiency of product lifecycle and replenishment while simplifying the sales and delivery of goods and services to support changing consumer lifecycle demands. The cycle of demand and change velocity has been increasing almost exponentially over the past couple of years to the point where it is hard to keep up with the velocity of change.  The expansion of mass customization provides a method and means for manufacturers and retailers to keep up with the change.

It is only a matter of time now before manufacturers develop the means to efficiently provide mass customization services for most products.  This next round of retail change will very likely be led by manufacturers through enhanced collaboration with retailers and especially with enhanced direct interaction with consumers.  The danger for retailers now is that manufacturers will edge out the consumer relationship through direct interaction and engagement in producing the customized product. Manufacturers have the tools to interact directly with consumers in a new sales channel for manufacturers that allows the manufacturer to interact directly with consumers to collaborate directly in product development activities.  The next logical step for the manufacturer is the expansion of the consumer relationship for the direct sales of their products.

Many manufacturers already provide a sales channel outlet for consumers to shop and purchase products and customized products offered by the manufacturer. This is where retailers need to focus in this next wave; support the consumer interaction and consumer relationship to promote these mass customization offerings.  Retailers can run the real risk of being edged out by manufacturers and leading omni market mass retailers like Amazon and Alibaba if they do not focus on enhanced consumer relationships and collaboration.

Retailers currently have a distinct advantage as far as the consumer relationship is concerned but this advantage has been diminished over the years by the expansion of technology and the ability to interact directly with the all partners in the supply chain.  This direct interaction has enhanced the ability of retailers to quickly react to support demands such as enhanced delivery services. The technology though can also be the means of the retailer downfall if the retailer does not focus on the consumer relationship and collaboration.  Retailers have always excelled at the consumer relationship aspect of the retail market through human interaction and personalized direct relationship management. This is in the process though, of being turned upside down as a result of technology and the consumer embrace of this technology.

The challenge for many retailers now is developing the practices and procedures to support the enhanced collaboration to support the necessary interaction, planning and execution capabilities to deliver on the mass customization demands of the market.  Retailers must now add enhanced relationship development and management and enhanced collaboration practices with other partners supporting the market in order to maintain a significant place in the market. Consumers will flow to the most efficient shopping, purchasing and delivery methods and retailers must provide the glue that connects the partners in the extended retail supply chain.

Retail Omni Market Product Customization

Production customization, or more accurately, product mass customization is a capability that was waiting for the tools to be put into place in order to delivery on the promise.  Now in the retail omni market these tools are gaining critical mass to support the opportunity to expand into this area and be very successful. This is also a capability that would take off with the consumer market although it would need to start with the types of products that best fit the mass customization model to succeed at first.  Another capability that really goes hand in hand with the mass customization capability is just in time manufacturing. Both of these capabilities bring important benefits in inventory forecasting, management and overstock reductions to the retailer and these can off set any change in the manufacturing and delivery process incurred through the mass customization.

Both just in time manufacturing and mass customization products start with a base par-complete product and when the consumer completes an order the product can be finished and then shipped to either the retail outlet or directly to the customer.   A very straightforward example of the process can be found in apparel and trousers where the length of the inseam can be customized for each customer. The retailer would stock trousers by waist size and unfinished length hems and when the consumer places the order the specific length of the inseam would be requested by the consumer and the hemming would be completed after the order has been placed for delivery to the customer.  This delivers a great deal of benefits to both the consumer and the retailers for instance the retailer can forecast by waist size and simplify the forecast and reduce overstock, while the consumer can select specific lengths and even different length by leg to produce a trouser that is customized to their fit eliminating the need for a tailor.

This functionality requires increased collaboration and coordination with manufacturing and the supply chain partners to coordinate the final steps of the manufacturing along with the delivery to the consumer.   This will also be improved through the use of increased data modeling and analytics to understand both the consumer demand actuals and potential along with the analytics to tune and improve the customization and the delivery of the products.  This will greatly benefit from the improved collaboration tools and especially from the improved data collection and analytics when combined with improved collaboration across all partners supporting the consumer shopping and purchasing market.  The tools developed to date and the potential of improved tools and collaboration made possible by the retail omni market combine to put these new capabilities in reach form both a functional perspective and and execution perspective.

The questions now are how and when will mass customization be expanded in the retail omni and who will be the first to deliver these capabilities to the mass market for an expansion of products.  Mass customization is available for many products already that are mostly related to personalization. The opportunity waiting is for the first retailer to make this capability available for more products.  The only thing holding this capability from mass distribution is imagination to identify products that can benefit. My bet is on Amazon as the next big game changer to the retail market.

Transformational Leadership

The transformation in the retail marketplace requires a leadership in both omni channel retail and the supply chain decision making process to support the new retail marketplace.  The retail marketplace requires a digital supply chain to support the velocity change in the retail marketplace.  This transition into a digital supply chain requires collaborative leadership to encourage and drive the transformation into the collaborative and flexible supply chain that can support the necessary changes.  Leadership in this digital supply chain model also require a great deal of flexibility along with patience to navigate through the internal and external change.  Transformational leadership in the supply chain process requires a long term commitment and the realization that there will be many struggles during this transformation.

Changes in the retail marketplace require leaders across the organization to collaborate to improve and in many cases redesign and replace the practices supporting the existing business.  This transformation of the retail market requires supply chain leaders an opportunity to play a major role in the transformation into a true omni channel retail market.  This requires a transformation of people, process and technology across the retail market to address the marketplace disruption that is being driven by consumer demands in an increasing velocity.  Leadership in this environment must provide vision and guidance through these changes by encouraging collaboration to deliver solutions to the business problems.  The transformational leader realizes that foundational changes must be made to support the new business model and then these leaders provide the vision and encouragement to explore the business demands and define the solutions to the business problems.

Transformation leaders realize that changes must be made, they do not know the end state but they provide the encouragement and the practices to help the organization define the challenges and the solutions to the challenges.  In the digital age the rate, volume and impact of change is too great to expect anyone to provide a solution that will survive the demands for an extended period.  The transformational leader brings imagination along with a commitment to both internal and external collaboration that will drive the business and resulting supply chain decision making to develop flexible and collaborative practices that will survive and even encourage the velocity of change in the market.

Consumers have taken control of change in the retail market through collaboration and imagination and the retail business and supply chain must incorporate these same building blocks of collaboration and imagination to change the omni channel market to meet the consumer demands.  Transformation requires imagination and courage to guide the supply chain through the changes and a key ingredient to success is increased collaboration in the supply chain.

And now for the audience participation portion of the show…

ECommerce will have wide ranging impacts on both the retail and manufacturing sectors.  How can you focus these abilities to improve the consumer's experience?  Improving the consumer’s experience will require a re-evaluation of the sales channels, the manufacturing channels and practices and the supply chain channels and practices from the raw materials to the consumers’ homes.  In order to ensure and maintain success in this new reality you must harness the tools and capabilities in many new areas.  How can you support these continuously changing requirements?

Supply Chain Planning Cycles

In the current retail marketplace climate it is very difficult to accurately plan inventory demand and replenishment requirements across a large multi-channel chain.  This is because of both the velocity of changing consumer demands and the level of competition in the retail marketplace.  These changes in the marketplace and consumer demands are driving changes to the planning cycles and therefore changes across the entire extended supply chain and especially focused on inventory optimization.  The changes in the marketplace are causing upheaval in the planning cycle to support the inventory optimization requirements and this is driving new collaboration requirements to support shorter planning cycles.  These changes in the planning cycle ripple through the extended supply chain impacting relationships technology software and  processes along the way.

Technology software becomes even more important in this environment by supporting the ability to collect and sift through great amounts of data in planning and forecasting processes.  With a change in cycle duration it is even more important to incorporate robust analysis and planning software to support the velocity of changing demands in the required shortened cycle.  This is an important factor resulting from the changes driven by the consumer demands in the marketplace and I think it requires a strategic plan to both understand and then implement a strategic action plan to update the planning and forecasting cycles of the individual retailers.  

There must be a careful review of the changing marketplace demands and then the capabilities of the extended supply chain in order to fully define the business problem.  There are some key elements in the problem that must be included included in the analysis including the business problem, the future process and the the requirements of the future process.  With this information in hand the retailer can then collaborate with the extended supply chain and consumers to confirm the proposed process before starting the implementation process.  This can be a costly endeavor and must be fully understood in order to ensure the plan will produce the desired results.

The changes to the planning and forecasting cycles that must be implemented require technology improvements in order to support. The good news is that the technology is not new and especially not new to the sector.  This does, however, require rather dramatic changes to the process in order to support the new cycles.  In addition, although the technology is available to support the challenge, it does not mean that the technology has been implemented and utilized by retailers though and this is a large initiative to successfully implement.  

The technology solution should follow the business process review and revisions in order to understand and address the challenge.  This is critical and must not be addressed in the reverse order because that will ultimately not address the issues.  It is too easy to go down a path of a particular technology solution prior to fully defining the business problem and this results in a solution that does not solve the business problem.  

And now for the audience participation portion of the show…

ECommerce will have wide ranging impacts on both the retail and manufacturing sectors.  How can you focus these abilities to improve the consumer's experience?  Improving the consumer’s experience will require a re-evaluation of the sales channels, the manufacturing channels and practices and the supply chain channels and practices from the raw materials to the consumers’ homes.  In order to ensure and maintain success in this new reality you must harness the tools and capabilities in many new areas.  How can you support these continuously changing requirements?

Collaborative Planning

In the current retail marketplace it is very difficult for retailers to take into consideration the changing consumer demands without developing a collaborative relationship with consumers.  The velocity of change in the market is too great to risk a costly mistake in product procurement and there is no leeway to adjust and overcome a procurement mistake.  Since we have entered into this current retail market cycle of consumer control the product planning and forecasting along with the cycles of replenishment have accelerated in a dramatic manner and to top it off, the increase in competition, especially in the eCommerce channel, reduces the chances to recover even more.  Consumers though are open to engagement and interaction, if the retailer would only engage in a collaborative relationship, to provide their insight and guidance on products.

Planning and forecasting in the current market cycle requires shorter cycles and increased information to increase the accuracy and timeliness of replenishment cycles.  These cycles are also moving to a more immediate execution of replenishment in shorter cycles to allow the retailer to adjust to consumer demands and more importantly to adjust to consumer reactions to products.  This requires a great deal of compiled information regarding consumer shopping and purchasing along with the direct consumer input and collaboration so the retailer can better understand the product and replenishment needs.  This information regarding the product lifecycle also includes geographic product sales and shopping information that can allow the retailer to localize the sales and replenishment based on consumer demand.  For instance summer in the south, or winter in the north last much longer and large retailers should extend product offerings based on the local climate conditions.

These new shopping inventory replenishment patterns require both a great deal of information and a flexible supply chain to support the seasonal and geographic fluctuations.  This requires a great deal of planning and coordination to implement an inventory strategy that is flexible to support the needs across a disperse market and retail channels.  It requires the planning and coordination to move inventory between regions and channels to support the consumer shopping and purchasing demands.  All of this requires rather precise data on costs and benefits to support the demand requirements across regions and channels.  

The glue holding all of this together though is the improved collaborative relationship between consumers and the retailer.  The collaborative relationship provides retailers with the ability to quickly understand intent and direction of consumers so they can adjust their forecasts and planning models.  The critical benefit of the collaborative relationship is the speed of understanding and reaction to changing demands.  In this marketplace decision speed and accuracy makes the difference for adjusting to the consumer demands and increased sales.  It does of course require a long term investment in technology and people to succeed in this new marketplace and retailers do not have a choice in this matter.

And now for the audience participation portion of the show…

ECommerce will have wide ranging impacts on both the retail and manufacturing sectors.  How can you focus these abilities to improve the consumer's experience?  Improving the consumer’s experience will require a re-evaluation of the sales channels, the manufacturing channels and practices and the supply chain channels and practices from the raw materials to the consumers’ homes.  In order to ensure and maintain success in this new reality you must harness the tools and capabilities in many new areas.  How can you support these continuously changing requirements?