• Essential Business Lessons from the Pandemic

    Essential Business Lessons from the Pandemic

  • DSCI Announces Latest Whitepaper: "Talent And Organizational Planning Guide"

    DSCI Announces Latest Whitepaper: "Talent And Organizational Planning Guide"

  • The NileView: Reflections on current affairs and what the future might hold

    The NileView: Reflections on current affairs and what the future might hold

  • DSCI Announces Latest Whitepaper: "Data-Trading Guide And Simulator"

    DSCI Announces Latest Whitepaper: "Data-Trading Guide And Simulator"

  • COVID-19 Collaboratory: Insights from Coca-Cola (Greater China, Korea & Mongolia) and Ciena (India)

    COVID-19 Collaboratory: Insights from Coca-Cola (Greater China, Korea & Mongolia) and Ciena (India)

  • DSCI Featured in MIT Technology Review Global AI Report

    DSCI Featured in MIT Technology Review Global AI Report

  • DSCI Releases "The New Customer: Changing Supply Chains to Demand Chains" White Paper

    DSCI Releases "The New Customer: Changing Supply Chains to Demand Chains" White Paper

  • Key Highlights from DSCI Executive Leadership Forum Dallas, Texas 2019

    Key Highlights from DSCI Executive Leadership Forum Dallas, Texas 2019

  • Use DSCI Blockchain Fitness Index (BFI) To See Your Company's Compatibility Score

    Use DSCI Blockchain Fitness Index (BFI) To See Your Company's Compatibility Score

  • New White Paper "DSCI Catalyst Program: Data Trading As A Catalyst For DSC Transformation"

    New White Paper "DSCI Catalyst Program: Data Trading As A Catalyst For DSC Transformation"

  • COVID-19: Supply Chain Impacts and Insights from India

    COVID-19: Supply Chain Impacts and Insights from India

What’s New at the Digital Supply Chain Institute

Key Digital Supply Chain Moves Will Create New Industry Leaders Post-Covid-19

Covid-19 is having a devastating impact on world health. It is also hammering the world economy as demand is down, supplies have evaporated, and cash flow has become a challenge for many companies. Companies around the world are struggling to keep their supply chain viable, their financials healthy, and their customers happy. None of these things are easy, but executed correctly can create new industry leadership. Below are some solutions for supply chain leaders to consider.

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Biggest Risk To Logistics Industry

Mr. Mario Perez Balladares, Managing Director, Panama Transhipment Group discusses the biggest risk to logistics industry and how to mitigate it.

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Use Of Data Analytics For Dynamic Pricing Example

Wes Nichols, Venture Capitalist and Ex-CEO and co-founder of MarketShare, shares an example on how data and analytics can be helpful for dynamic pricing at the 8th Executive Leadership Forum at SMU Cox Business School in Dallas, Texas.

Read more..
Access All Of The Latest News

Digital Supply Chain Institute Applied Research

The New Customer

Our customer has changed in fundamental ways over the last few years. "New Customer" doesn't refer to the next customer you acquire. It refers to a broad group of B2B and B2C customers that have a fundamentally different way to make decisions and evaluate results. Our supply chains were designed for our traditional customers.

Digital Supply Chain Catalyst Program

Accelerating transformation to a Digital Supply Chain is an enormous challenge for every company. The transformation needs to go faster because other companies are also transforming to meet market demands. Your ability to create happy customers is only as good as your understanding of what your customer wants and when they want it. Supply chain, manufacturing, marketing and product development need to become one. Getting there first really matters – the companies that figure out how to increase the speed of their transformation will win. There are specific actions you can take to accelerate your transformation – to become a catalyst for change.

Talent And Organizational Planning Guide

Algorithm Council

Not too long ago the only people who used the word “algorithm” were data geeks, programmers or scientists. Things have changed. Today, most companies recognize that moving to a more data-driven, an analytical approach is a prerequisite for success. And the word “algorithm” is now being used by business executives to describe formulas that allow their company to operate smarter and meet customer needs.

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.
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What Our Members Are Saying

Deana Denton, Director of IT, GSM, Corning

“Most companies still don’t realize the value of their data. It’s kept in silos. Companies need to breakdown the silos and realize their data is an asset they can monetize and barter.”

Michael Crowe, CIO, Colgate-Palmolive (USA)

“While the use of external demand signal data is becoming increasingly important as we advance our Digital Supply Chain initiative, the preparation of the data remains a pain point. Mapping and cleaning data is labor intensive. We are adding machine learning capability to the process of mapping and cleaning data to increase automation and improve speed.”

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Brian Simons, CEO, Janus Logistics Technologies

“Information is inherently valuable and data is the currency in which information is traded. The DSCI framework of data trading brings needed focus to a process that already happens to some extent within and across organizations. The biggest opportunity around data trading is to formalize the process and take advantage of valuable data assets.”

Brock Bayles, Vice President – Finance & Analytics, Toyota Financial Services

“Customers are demanding more customization and better product, services, and experiences. Understanding customers’ preferences will be a huge game-changer.”

Sam Palmisano, Chairman, Center for Global Enterprise

“Technology has enabled companies to rush towards Big Data, and I understand the excitement. But sometimes, smart leaders need to get away from the herd. They need to encourage their people to think about data at a granular level. Exactly what data do we need to improve performance? Exactly what data do we have that would be valuable to others?”

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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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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