• Supply Chain Transformation: A Force for Economic Development and Resilience

    Supply Chain Transformation: A Force for Economic Development and Resilience

  • ITIF Podcast: Chris Caine discusses the reasons for the massive supply chain disruptions

    ITIF Podcast: Chris Caine discusses the reasons for the massive supply chain disruptions

  • DSCI Explores Order-To-Cash Transformation with APQC

    DSCI Explores Order-To-Cash Transformation with APQC

  • DSCI's Latest White Paper: Multiplayer Game Approach to Change Leadership

    DSCI's Latest White Paper: Multiplayer Game Approach to Change Leadership

  • New Blog: It’s time to digitally integrate the value chain

    New Blog: It’s time to digitally integrate the value chain

  • DSCI Releases New Whitepaper: Resilient Supply Chain Like Bamboo

    DSCI Releases New Whitepaper: Resilient Supply Chain Like Bamboo

What’s New at the Digital Supply Chain Institute

DSCI Explores Order-To-Cash Transformation with APQC

The most successful enterprises will emerge from the pandemic with nimbler, digitally transformed supply chains, and a heightened focus on meeting the requirements of the “New Customer” -- lightning-fast delivery, tailored products, and a superb customer experience.

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Transworld Group Joins the Digital Supply Chain Institute

The Digital Supply Chain Institute (DSCI) is excited to welcome Transworld Group as a new member. DSCI and Transworld will work together to help the shipping and logistics conglomerate develop the skills necessary for a digital supply chain transformation.

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Blog

Six Keys to Serving the Post-Pandemic End Customer

Companies that have the skills and knowledge to have a tighter relationship with the end customer will emerge stronger, more resilient, and more digital

Read more..
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Digital Supply Chain Institute Applied Research

Change Leadership in the Digital Era

This whitepaper outline new ideas that work well to generate change for supply chains and discuss how to leverage today’s differences in people and technologies to create the change required to develop a successful Digital Supply Chain.

Bamboo Supply Chain: Resiliency in the time of Covid-19

Companies need to build Digital Supply Chains that are as strong, adaptable, and fast-growing as bamboo. But we have been designing supply chains as if out of steel, and the COVID-19 pandemic has shown us that a rigid supply chain is vulnerable to disruption.

TrailblazeHERS: Women In Supply Chains

DSCI has distinguished Talent planning as a key success criterion for implementing successful supply chain transformations. With the onset of the COVID-19 pandemic, organizations worldwide are orchestrating rapid changes to enable supply chain resiliency through digitization. We strongly trust that this is an opportune moment to bring forth more women leaders in supply chain transformations and unlock the strategic advantages that are a hallmark of diverse and inclusive teams.

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
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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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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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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.”

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?”

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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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.”

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.”