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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 ScoreĀ® 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
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