New Video! - Digital Supply Chain Executive Leadership Forum – Santiago, Chile

New Video! - Digital Supply Chain Executive Leadership Forum – Santiago, Chile

New White Paper on Driving Demand in DSC using AI/ML

New White Paper on Driving Demand in DSC using AI/ML

Accelerating Product Development: A study in Blockchain-enabled Secure DevOps

Accelerating Product Development: A study in Blockchain-enabled Secure DevOps

New Video! - Digital Supply Chain Executive Leadership Forum – Santiago, Chile

New Video! - Digital Supply Chain Executive Leadership Forum – Santiago, Chile

New White Paper on Driving Demand in DSC using AI/ML

New White Paper on Driving Demand in DSC using AI/ML

Accelerating Product Development: A study in Blockchain-enabled Secure DevOps

Accelerating Product Development: A study in Blockchain-enabled Secure DevOps

What’s New at the Digital Supply Chain Institute

DSCI Applied Research Survey Report 2018

This report is based on survey research of top supply chain executives across the world. The Digital Supply Chain Institute is working on four topics that are of high interest to our Digital Supply Chain members and Community; Algorithm Council, Accelerated Change, Revenue Growth and Blockchain. We are doing fact-finding and on-site pilots in each area. You can download the survey report from here.

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Advancement in Technologies Impacting Every Element of Businesses

Sam Palmisano, Chairman of the Center for Global Enterprise, shares his thoughts on advancement in technologies will impact every element of businesses. Sam made these remarks during the Digital Supply Chain Institute's Executive Leadership Forum at the Under Armour HQ in Baltimore, Maryland, USA. Over 70 supply chain executives attended the DSCI's third forum in October 2017. For more information visit us at dscinstitute.org

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Frontside Flip To The Demand-Side Economy

Chris Caine, President of the Center for Global Enterprise, shares his thoughts on how real-time information is changing supply-side economy to demand-side economy and forcing companies to focus on Frontside Flip of the traditional supply chain. Chris made these remarks during the Digital Supply Chain Institute's Executive Leadership Forum at the Under Armour HQ in Baltimore, Maryland, USA. Over 70 supply chain executives attended the DSCI's third forum in October 2017. For more information visit us at dscinstitute.org

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Digital Supply Chain Institute Applied Research

Blockchain

Blockchain has been identified as a game changer by GEG in early 2016. DSCI research team is working on studying different applications of Blockchain in Digital Supply chain and also conducting pilots to evaluate the implementation and develop Blockchain Return Index.

Driving Demand in Digital Supply Chain

Big Data and AI/Machine learning are the next big emerging technologies impacting every vertical. The DSCI research tram will cover the aspects of the Digital Supply Chain that relate to real-time Big Data and AI/Machine Learning with respect to driving demand.

Performance Metrics

The Need for Digital Performance metrics was identified as a top priority by CGE and GEG in early 2016. DSCI research team has developed the Essential Digital Supply Chain Metrics to help company transform to Digital Supply Chain.

Frontside Flip

Digital Supply Chains: A Frontside Flip” presents evidence from 24 top executives running the world’s largest supply chains. These industry leaders believe enterprise supply chains could be the most important transformation for companies over the next five years.
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What Our Members Are Saying

Mike Corbo, Chief Supply Chain Officer, Colgate-Palmolive (USA)

“In the near future, as we develop more 3D printing capability and knowledge, we will be able to accelerate our innovation and new product development process greatly. Where it takes a week or more today, we’ll be able to create a new product mold and cap in just a day for quick prototyping. Coupled with sensors, social media, retailer and big data analytics, we’ll be able to both shape, predict and quickly respond to new customer demands and grow market share.”

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Bill McDermott, CEO, SAP (Germany)

“The customer and customer alone determines whether we win, or we lose. This is increasingly a customer to business global economy; the business to business to customer economy is going away. In this evolving economy, everything has to start with that ultimate empathy for the end user and the experience they’re getting from business’ products or services. Big data and analytics, the Internet of Things, social media all enable businesses in every sector to reach and thereby better know and fulfill their customers’ needs and wants. The Digital Supply Chain holds the promise of real-time data to sense demand, drive innovation, reduce cost and deliver the customer the right product at the right time and price.”

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Sudhir Reddy, Chief Information Officer, Aricent (USA)

“We’ve over 8,500 engineers with more than 800 projects underway at any given time. Winning bids requires speed and agility to define, select, cost out and deploy right-sized and skilled teams. This cuts costs, but more importantly, creates customer confidence that wins us more business. Our Digital Supply Chain capabilities will gain us market share as a preferred vendor and has the potential to grow our revenues by 10% to 15% due to ramp-up capability, skill alignment, quality of delivery and cost management.”

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Tiffany Huang, President of Corporate Marketing, Business Planning & Operations, Acer (Taiwan)

“Our channels are rapidly changing from distribution and partnering offline to engaging end customers and businesses online. In this evolution, our timeline from order to end customer delivery is being continuously compressed. On-time delivery is key — it’s our capability to deliver products more quickly and on time to our customers worldwide that differentiates us in the marketplace. Our collection and use of data and our digital supply chain’s visibility to our suppliers, partners and end customers make this possible. The visibility through big data with data analytics gives us the capability to better predict supply vs. demand, also gives us the chance to shape future orders and service better with customers.”

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Jean-Pascal Tricoire, CEO, Schneider Electric (Hong Kong)

“As a company, we must differentiate ourselves to our customers in the market in all that we do. It’s essential to have end-to-end visibility and capability in our supply chain. A Digital Supply Chain — including use of the internet, big data, analytics and other technologies — enables us to do so much more today than only a few years ago. This differentiation grows our revenue and market share while also cutting costs significantly. Two examples illustrate how our Digital Supply Chain differentiates us. It is about visibility and collaboration, and differentiated service for customers according to their specific needs. Our business customers expect to know at all times where their products are in our supply chain process, as they rely on us 100% to then deliver on their own projects, which digital enables now fully. The second involves sensing new business opportunity on social media and adapting accordingly our service offer.”

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Kevin Plank, CEO, Under Armour (USA)

“3D printing is radically changing how we use digital technology to create and produce products that you simply can’t do with traditional methods. For example, we recently launched our first footwear that was digitally 3D fabricated and manufactured — the UA Architect — offering athletes a “super-hybrid” trainer that solved an unmet need through a proprietary 3D printing process. This digital technology, coupled with others like sensors, robotics, big data and analytics, will enable us to engage with new customers, cut costs and transform how we plan, shape, predict and deliver to athletes around the world.”

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Michael Crowe, CIO, Colgate-Palmolive (USA)

“Measuring and improving performance of the overall supply chain takes real collaboration between many functions, from sales to development. We’re working to integrate the entire planning process with fast and user-friendly systems, but success will depend as much on the process and mindset to reach a consensus number that will drive the entire chain. We’ve established a monthly, cross-functional process to review the perspectives of Supply Chain, Sales and Finance. Each participant shares what is being put in as goals and forecasts, and discusses them with the others. A series of working meetings and leadership alignment result in consensus. The upfront disclosure, discussion and disciplined consensus is gaining traction with all. Collaboration is improving team communication, trust and confidence. It’s a good example of collaboration driven for a needed outcome.”

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