Last week I spoke at the CLX Logistics Conference in Philadelphia on the future of Supply Chain Management. As I presented on Supply Chain 2030, I shared research on balance sheet performance, and provided insights on why I believe 90% of organizations failed in the delivery of supply chain excellence at the balance sheet level.
Headwinds: A force of resistance
Tailwinds: A favorable force blowing in the same direction
When I travel from company to company and discuss the future of business processes, the term "digital" is ubiquitous. A digital fever abounds. I liken it to the e-commerce frenzy of 2001 (when an "e" proceeded every strategy).
Mine sweeping is essential to warfare. Soldiers use special devices to detect underground mines and disarm them, keeping them from exploding before they cause harm.
At Supply Chain Insights we have been actively working on our own mine sweeping project. Over the course of the last quarter, with help from Cloudera, we built a data lake with information from 1449 public companies (these are mainly North American-based manufacturers, distributors and retailers).
No doubt about it. The decision-support technologies that we use today--price management, trade promotion management, network design, supply chain planning, transportation planning, supplier risk management--are on the cusp of redefinition through new forms of analytics. We are on a hype cycle. There is no common definition of cognitive computing and there are many variants.
A blue ocean lies ahead. We can only imagine what this means.
I grew up in the mountains of West Virginia. In my youth, my mom would frequently exclaim, "Be careful where you hook your red wagon." The mountain expression is a warning. My mom wanted me to make smart choices and be careful on placing my bets for the future.
Treading water. Fighting to stand still. Today's operations leader feels the pressure. American productivity from the Third Industrial Revolution stalled in 2004.