• DSCI's Latest Whitepaper: "Landing the Frontside Flip"

    DSCI's Latest Whitepaper: "Landing the Frontside Flip"

  • Center for Global Enterprise Chairman and Former IBM CEO Sam Palmisano Sees China As Supply Chain's 'Wild Card'

    Center for Global Enterprise Chairman and Former IBM CEO Sam Palmisano Sees China As Supply Chain's 'Wild Card'

  • APQC-DSCI Report: "Order-to-Cash: Managing for Success in Disruptive Times"

    APQC-DSCI Report: "Order-to-Cash: Managing for Success in Disruptive Times"

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

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

  • Direct-to-Customer: The need for dynamic supply chains

    Direct-to-Customer: The need for dynamic supply chains

  • 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

Direct-to-Customer: The need for dynamic supply chains

DTC is all about putting the customer first and driving supply chains to become customer present. Digital supply chains are a necessity as DTC becomes pervasive.

Read more..

Land the Frontside Flip to Create a “Customer-Present” Supply Chain

The Digital Supply Chain Institute, a nonprofit applied research organization of The Center for Global Enterprise (CGE), today released pioneering research that provides an execution framework for transforming supply chains to meet the needs and demands of the New Customer.

Read more..

Order-to-Cash: Managing for Success in Disruptive Times

Digital Supply Chain Institute and American Productivity & Quality Center (APQC) examined how 177 organizations manage and improve their order-to-cash (O2C) processes during turbulent times.

Read more..
Access All Of The Latest News

Digital Supply Chain Institute Applied Research

Landing the Frontside Flip

The Digital Supply Chain Institute is proud to release pioneering research that provides an execution framework for transforming supply chains to meet the needs and demands of New Customers.

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.
Access More Research

What Our Members Are Saying

Sam Palmisano, Chairman, Center for Global Enterprise

"Recent disruptions in global supply chains have put the spotlight on them where every business needs to think about improving the resiliency and agility of their supply chain to meet the customer’s demands. Companies must transform their operations to be customer-present, and the Frontside Flip is a way to achieve this."

 Logo

Paula Dart, VP Global E-Commerce, Diageot

“Understanding the demand forecast and achieving a balance between supply and demand is critical to going to Direct-to-Customer. To accurately predict demand, the supply chain needs automated tools to syndicate trusted data from the supply chain, marketing, and customer sources.”

 Logo

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.”

 Logo

Colin Browne, Chief Operating Office, Under Armour.

“Customers have rapidly changed demand around services and expectations. The Frontside Flip shifts focus from the back-end of the cost-saving business to the front revenue-generating business. The Frontside Flip is enabled by advances in data analytics and the use of real-time customer insights to improve demand forecasting and ultimately improve margins. Now is the time to execute and land a Frontside Flip!”

 Logo

Alexander Fernandez, CEO, Streamline Media Group

“Between changing customer expectations and digital transformation, a new digital way of change management is critical to your success and to communicate the change within the organization. Multi-player games can teach us adaptability, communication, trust, and management in milliseconds, and these skills are now needed for leaders to respond to challenges they face every day.”

 Logo

Ilya Levtov, Co-founder and CEO, Craft.

“COVID-19 disrupted global supply chains, which tended to reveal many risks, structural weaknesses across supply chains, and a lack of intelligence about how it’s all holding together. Managing and monitoring the risks coming from different parts of the supply chain is critical for building a source of truth, which can provide visibility throughout the supply chain to drive resiliency.”

 Logo

Kevin Plank, Chairman of the Board and Chief Brand Officer, 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.”

Logo

Ramesh Ramakrishnan, Chairman, Transworld Group

“In a globalized world today, the logistics and shipping industry faces many challenges and disruptions, including ever-changing customer’s expectations, geo-economic volatility, congestion, and demand-supply imbalances. To overcome these challenges, logistics companies and businesses should partner to create a “Community of Value” that enables effective network and seamless logistics.”

 Logo