Future-ready supply chain capabilities
Build a digital road map and invest in new capabilities to drive competitive advantage.
Digital disruption is changing the world in which we live and work. This change is driving increasing expectations with customers, and the pace of change is unlikely to slow any time soon.
New technologies are changing the fundamentals of supply chain management. To deliver on changing customer expectations, every business needs a digital road map. The challenge is knowing where to start. A steadfast focus on core capabilities is vital.
Future supply chains will look very different – and so will the people that work in and around them. The capabilities that got organizations where they are today won’t be enough to compete in the dynamic, demand and customer driven future of tomorrow.
Chris Gottlieb
Principal, KPMG Procurement & Operations Advisory
In the future, supply chains will need to be much better at picking up customer signals, analyzing data, segmenting markets, calculating cost to serve and managing partners and knowledge. As such, new roles will emerge, such as supply chain architects, who will help drive the brand promise.
Tomorrow’s market leaders will excel in five key capability areas:
- modelling the ‘voice of the customer’
- enabling a service-oriented supply chain
- understanding the cost of complexity
- managing new kinds of partner networks
- enhancing supply chain autonomy.
The success of any future supply chain organization will hinge on defining a digital supply chain road map to enhance current performance and investing in capabilities that drive competitive advantage.
An agenda for the future of supply chain
The biggest limitation for supply chains is no longer technologies and what they can do, but rather the imagination of the people who leverage them. As enterprises around the world are facing a perfect storm of change, today’s supply chain leaders must transform business models, organizational structures and operations to thrive today and in the future.
The biggest limitation for supply chains is no longer technologies and what they can do, but rather the imagination of the people who leverage them. As enterprises around the world are facing a perfect storm of change, today’s supply chain leaders must transform business models, organizational structures and operations to thrive today and in the future.
The biggest limitation for supply chains is no longer technologies and what they can do, but rather the imagination of the people who leverage them. As enterprises around the world are facing a perfect storm of change, today’s supply chain leaders must transform business models, organizational structures and operations to thrive today and in the future.
