Digital Supply Chain Leadership: Reshaping Talent and Organizations - Digital Supply Chain Leadership: Reshaping Talent and Organizations -

What is the Digital Supply Chain?Closing the Performance Gap The DSC Transformation Framework Digital Technology Performance Factors Employee and Organizational Performance Factors Transformational Performance Outcomes Discussion Questions One Summary References The Customer-Centric Supply Chain The use of Big Data and Analytics in Becoming a DSC The Analytics Maturity Curve The Analytics and AI/ML Portfolio Management Strategy The Future of Forecasting with Artificial Intelligence Leadership Issues Summary References Demand Management, Forecasting, and Stimulating Demand Leadership Actions Needed for Driving Supply Chain Revenue Growth Internal Functional Interactions Needed External Interactions Needed Demand Management - It's All about the Data The Secret to Demand Management Performance Breakthroughs - Predictive Analytics Data Sources that Drive the Digital Supply Chain The Quest for Elusive POS Data Why is POS data so hard to obtain?What Can Supply Chain Leaders Do to Access POS and Consumer Insights?Digital Data Negotiations Approach Overview Stage One - Preparing to Negotiate With Data Steps in Stage One: Prepare Steps in Stage Two: Explore Stage Three - Collaboratively Choose Among Data Negotiations Options Steps in Stage Three: Collaborate Stage Four - Monitor and Enforce Data Negotiations Agreements Steps in Stage Four: Monitor and Enforce Agreements Taking the Next Steps - What Actions Can Leaders Take Now?Leadership Actions to Drive Digital Transformation A Set of Demand Data Action Steps - A Leader's Guide Leadership Tools - Guiding Questions for You and Your Teams Driving Questions - Demand Management Case Example Global Manufacturer and Brand Marketer of Consumer-packaged Goods Industry and Competitive Landscape Organizational Situation Leadership Response Digital Supply Chain Implications - Actions Digital Supply Chain Readiness Digital Supply Chain Case Questions Summary References Leading a Demand-Driven Supply Chain Where Do I Start the Digital Journey?The DSC Leadership Road Map DSC Transformational Performance Goals Step One - Who Are Your Customers?Who are your customers? - What are their characteristics? - How can we meet/exceed customer expectations?Step Two - Using Analytics to Uncover Segment Opportunities What are The "Non-intuitive" Insights We Can Develop About Our Customers and Consumers?Step Three - Designing the New Digital Supply Chain Segment What Is The Best Digital Supply Chain for Each Segment? - Is There A Business Model Innovation Needed or Possible?DSC Segment Design Example DSC Segment Initial Design DSC Opportunities Step Four - Business Model Review Cycle Step Five - What Talent, Skills and Capabilities Do I Need to Execute This Design?Step Six - Which Technologies Are Available to Execute This Design?Step Seven - What New Business Risks Might This Design Create?Case Example Case: Multinational Manufacturer and Brand Marketer/Retailor of Cosmetics Industry and Competitive Landscape Organizational Situation Leadership Response The Power of Structured Dialog in Solving Supply Chain Problems Digital Supply Chain Case Questions Summary References Digital Supply Chain Talent and Organizational Strategies Attacking the Problem - A DSC Talent Model Key Insights and Implications for DSC Talent Planning Talent and Organizational Strategy Key Insights: Attract and Acquire Attract and Acquire: Implications for Talent Planning Talent and Organizational Strategy Key Insights: Build and Develop Build and Develop: Implications for Talent Planning Talent and Organizational Strategy Key Insights: Integrate and Perform Integrate and Perform: Implications for Talent Planning Taking Action: Key Insights for Talent and Organization Develop New (Non-Traditional) DSC Talent Plans Develop Action Plans and Set Goals Drive Performance and Action Organizational Structures Key Role Definitions Data Scientist Profile Data Steward Profile Data Engineers Profile Case Example Multinational Manufacturer and Brand Marketer of Packaged Foods Industry and Competitive Landscape Organizational Situation Market Trends Impacting Business Performance Leadership Response DSC Implications - Actions DSC Readiness Digital Supply Chain Case Questions Summary References Digital Supply Chain Technology Management The Story of the Internet Connected Running Shoe From HOVR to ArchiTech, a Technology Evolution Next Up: Performance Coaching What Large Amounts of Meaningful Data from Consumers Means for Supply Chains The Game-Changing Technology of Generative Design Big Data + Generative Design +3D printing = A Totally New Kind of Product The Design Outcome: The 3D Printed UA ArchiTech Shoe What Does This Supply Chain System Look Like?Taking the Next Steps - What Actions Can Leaders Take Now?Leadership Actions to Drive Digital Transformation Leadership Tools - Guiding Questions for You and Your Teams Driving Questions - Technology Management Concluding Thoughts on Technology Leadership Case Example Case: Multinational Manufacturer and Brand Marketer of Pharmaceuticals Industry and Competitive Landscape Organizational Situation Leadership Response Focus on Digital Talent DSC Implications - Actions Digital Supply Chain Case Questions Summary Notes References Understanding and Managing Digital Supply Chain Risks Why Is Business Risk Different in Digital Supply Chains?Increase in Data Complexity Increase in Data Connectedness The Number and Variety of Business and Compliance Risks Are Increasing Some Implications of Managing Supply Chain Risks Developing a Risk Management Culture Developing Risk Management Maturity Being Selective in Managing Supply Chain Risks Case Example Multinational Conglomerate Manufacturer and Brand Marketer of Building Products and Industrial Chemicals Industry and Competitive Landscape Organizational Situation Leadership Response Data Quality and Integration Technology Efforts Talent and Organizational Efforts Digital Supply Chain Case Questions Summary Notes References Becoming an End-to-End Integrated Supply Chain The Need for Organizational Learning of Integrator Behaviors People Are the Key to Navigating Supply Chain Digital Disruption Key Dimensions of Digital Supply Chain People Performance The Digital Supply Chain Leader Organizational-Level Strategies and Measures Individual Attitudes, Beliefs, and Behaviors The Supply Chain Leadership Mindset Digital Supply Chain Integrators Developing Digital Supply Chain Leaders The Digital Difference Executive Level Integration - What to Do About It A Note on Metrics and Measurement Digital Supply Chain Strategy Development Case Example Case: Multinational Manufacturer, Brand Marketer, and Director Retailor of Computer Hardware Industry and Competitive Landscape Organizational Situation Leadership Response The People and Leadership Component Digital Supply Chain Case Questions Summary Notes References Leading and Developing a Transformation Action Plan Current and Ongoing Supply Chain Leadership Challenges The COVID-19 Shock Some Longer-Term Changes to Supply Chains The Hidden Upside - Change May Now Be Possible Developing Action Plans for DSC Transformation The DSC Maturity Model for Leadership Actions Leadership Focus Operational Focus People Focus Technology Focus The Role of the Chief Supply Chain Officer Summary References The Supply Chain Leadership Mindset Theme One: External Forces Requiring Change Leadership Theme One: External Forces and What Firms Are Doing About It Theme One: External Forces and What Still Needs To Be Done Theme Two: Data Issues are Pervasive Theme Two: Data Issues and What Is Being Done Theme Three: What Are We Measuring?Theme Four: Developing a Supply Chain Leadership Mindset Appendix A: Example Digital Supply Chain Metrics Revenue Change from DSC Actions Why How Revenue Increase from Platform Utilization Why How Percentage Growth in Demand due to DSC Actions Why How Percentage of Perfect Orders from Automation Why How Number of Days Latency in Demand Shaping/Management Why How Net Promoter Score® for DSC Why How Total DSC Talent Cost/ Percentage of Sales Why How Revenue Balance between Peak and Non-Peak Demand Why How Revenue Size of DSC Enabled Business Models Created Why How Revenue Increase per Supply Chain Employee due to DSC Actions What Why How Total FTEs of Data Scientists/Stewards Why How Total Headcount with Sales/Marketing Expertise Why How Total DSC Technology Spending Why How Percentage of Sales through Direct Channels Why How Percentage of Revenue Facilitated by Advanced Digital Technologies What Why How Percentage of Time on Manual Tasks Why How Percentage of Manufacturing and Delivery Handled by Technology What Why How Percentage Change in Value of Counterfeit Goods in the Legitimate Supply Chain What Why How Loss from Supply Chain Disruption as a percentage of Gross Revenue What Why How Incremental Revenue Generated from Addressing Risk Why How Time Lag between Capture of Critical Risk-related Data and its Inclusion in Decision Making What Why How Percentage of Cyber-Assessed "Connected" Suppliers Why How Percentage of Suppliers Classified in a Comprehensive Overall Risk Assessment What Why How Appendix A. Reference Appendix B: Digital Supply Chain Transformation Maturity Assessment Introduction Transformation Maturity Assessment: Survey Questions to Determine Maturity (Moss & Kurz, 2020)Demand Talent Technology Risk Outside In DSC Transformation Summary Maturity Scale References Glossary