Digital Supply Chain Leadership: Reshaping Talent and Organizations

What is the Digital Supply Chain?Closing the Performance GapThe DSC Transformation FrameworkDigital Technology Performance FactorsEmployee and Organizational Performance FactorsTransformational Performance OutcomesDiscussion QuestionsOne SummaryReferencesThe Customer-Centric Supply ChainThe use of Big Data and Analytics in Becoming a DSCThe Analytics Maturity CurveThe Analytics and AI/ML Portfolio Management StrategyThe Future of Forecasting with Artificial IntelligenceLeadership IssuesSummaryReferencesDemand Management, Forecasting, and Stimulating DemandLeadership Actions Needed for Driving Supply Chain Revenue GrowthInternal Functional Interactions NeededExternal Interactions NeededDemand Management - It's All about the DataThe Secret to Demand Management Performance Breakthroughs - Predictive AnalyticsData Sources that Drive the Digital Supply ChainThe Quest for Elusive POS DataWhy is POS data so hard to obtain?What Can Supply Chain Leaders Do to Access POS and Consumer Insights?Digital Data Negotiations ApproachOverviewStage One - Preparing to Negotiate With DataSteps in Stage One: PrepareSteps in Stage Two: ExploreStage Three - Collaboratively Choose Among Data Negotiations OptionsSteps in Stage Three: CollaborateStage Four - Monitor and Enforce Data Negotiations AgreementsSteps in Stage Four: Monitor and Enforce AgreementsTaking the Next Steps - What Actions Can Leaders Take Now?Leadership Actions to Drive Digital TransformationA Set of Demand Data Action Steps - A Leader's GuideLeadership Tools - Guiding Questions for You and Your TeamsDriving Questions - Demand ManagementCase ExampleGlobal Manufacturer and Brand Marketer of Consumer-packaged GoodsIndustry and Competitive LandscapeOrganizational SituationLeadership ResponseDigital Supply Chain Implications - ActionsDigital Supply Chain ReadinessDigital Supply Chain Case QuestionsSummaryReferencesLeading a Demand-Driven Supply ChainWhere Do I Start the Digital Journey?The DSC Leadership Road MapDSC Transformational Performance GoalsStep 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 OpportunitiesWhat are The "Non-intuitive" Insights We Can Develop About Our Customers and Consumers?Step Three - Designing the New Digital Supply Chain SegmentWhat Is The Best Digital Supply Chain for Each Segment? - Is There A Business Model Innovation Needed or Possible?DSC Segment Design ExampleDSC Segment Initial DesignDSC OpportunitiesStep Four - Business Model Review CycleStep 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 ExampleCase: Multinational Manufacturer and Brand Marketer/Retailor of CosmeticsIndustry and Competitive LandscapeOrganizational SituationLeadership ResponseThe Power of Structured Dialog in Solving Supply Chain ProblemsDigital Supply Chain Case QuestionsSummaryReferencesDigital Supply Chain Talent and Organizational StrategiesAttacking the Problem - A DSC Talent ModelKey Insights and Implications for DSC Talent PlanningTalent and Organizational Strategy Key Insights: Attract and AcquireAttract and Acquire: Implications for Talent PlanningTalent and Organizational Strategy Key Insights: Build and DevelopBuild and Develop: Implications for Talent PlanningTalent and Organizational Strategy Key Insights: Integrate and PerformIntegrate and Perform: Implications for Talent PlanningTaking Action: Key Insights for Talent and OrganizationDevelop New (Non-Traditional) DSC Talent PlansDevelop Action Plans and Set GoalsDrive Performance and ActionOrganizational StructuresKey Role DefinitionsData Scientist ProfileData Steward ProfileData Engineers ProfileCase ExampleMultinational Manufacturer and Brand Marketer of Packaged FoodsIndustry and Competitive LandscapeOrganizational SituationMarket Trends Impacting Business PerformanceLeadership ResponseDSC Implications - ActionsDSC ReadinessDigital Supply Chain Case QuestionsSummaryReferencesDigital Supply Chain Technology ManagementThe Story of the Internet Connected Running ShoeFrom HOVR to ArchiTech, a Technology EvolutionNext Up: Performance CoachingWhat Large Amounts of Meaningful Data from Consumers Means for Supply ChainsThe Game-Changing Technology of Generative DesignBig Data + Generative Design +3D printing = A Totally New Kind of ProductThe Design Outcome: The 3D Printed UA ArchiTech ShoeWhat Does This Supply Chain System Look Like?Taking the Next Steps - What Actions Can Leaders Take Now?Leadership Actions to Drive Digital TransformationLeadership Tools - Guiding Questions for You and Your TeamsDriving Questions - Technology ManagementConcluding Thoughts on Technology LeadershipCase ExampleCase: Multinational Manufacturer and Brand Marketer of PharmaceuticalsIndustry and Competitive LandscapeOrganizational SituationLeadership ResponseFocus on Digital TalentDSC Implications - ActionsDigital Supply Chain Case QuestionsSummaryNotesReferencesUnderstanding and Managing Digital Supply Chain RisksWhy Is Business Risk Different in Digital Supply Chains?Increase in Data ComplexityIncrease in Data ConnectednessThe Number and Variety of Business and Compliance Risks Are IncreasingSome Implications of Managing Supply Chain RisksDeveloping a Risk Management CultureDeveloping Risk Management MaturityBeing Selective in Managing Supply Chain RisksCase ExampleMultinational Conglomerate Manufacturer and Brand Marketer of Building Products and Industrial ChemicalsIndustry and Competitive LandscapeOrganizational SituationLeadership ResponseData Quality and IntegrationTechnology EffortsTalent and Organizational EffortsDigital Supply Chain Case QuestionsSummaryNotesReferencesBecoming an End-to-End Integrated Supply ChainThe Need for Organizational Learning of Integrator BehaviorsPeople Are the Key to Navigating Supply Chain Digital DisruptionKey Dimensions of Digital Supply Chain People PerformanceThe Digital Supply Chain LeaderOrganizational-Level Strategies and MeasuresIndividual Attitudes, Beliefs, and BehaviorsThe Supply Chain Leadership MindsetDigital Supply Chain IntegratorsDeveloping Digital Supply Chain LeadersThe Digital DifferenceExecutive Level Integration - What to Do About ItA Note on Metrics and MeasurementDigital Supply Chain Strategy DevelopmentCase ExampleCase: Multinational Manufacturer, Brand Marketer, and Director Retailor of Computer HardwareIndustry and Competitive LandscapeOrganizational SituationLeadership ResponseThe People and Leadership ComponentDigital Supply Chain Case QuestionsSummaryNotesReferencesLeading and Developing a Transformation Action PlanCurrent and Ongoing Supply Chain Leadership ChallengesThe COVID-19 ShockSome Longer-Term Changes to Supply ChainsThe Hidden Upside - Change May Now Be PossibleDeveloping Action Plans for DSC TransformationThe DSC Maturity Model for Leadership ActionsLeadership FocusOperational FocusPeople FocusTechnology FocusThe Role of the Chief Supply Chain OfficerSummaryReferencesThe Supply Chain Leadership MindsetTheme One: External Forces Requiring Change LeadershipTheme One: External Forces and What Firms Are Doing About ItTheme One: External Forces and What Still Needs To Be DoneTheme Two: Data Issues are PervasiveTheme Two: Data Issues and What Is Being DoneTheme Three: What Are We Measuring?Theme Four: Developing a Supply Chain Leadership MindsetAppendix A: Example Digital Supply Chain MetricsRevenue Change from DSC ActionsWhyHowRevenue Increase from Platform UtilizationWhyHowPercentage Growth in Demand due to DSC ActionsWhyHowPercentage of Perfect Orders from AutomationWhyHowNumber of Days Latency in Demand Shaping/ManagementWhyHowNet Promoter Score® for DSCWhyHowTotal DSC Talent Cost/ Percentage of SalesWhyHowRevenue Balance between Peak and Non-Peak DemandWhyHowRevenue Size of DSC Enabled Business Models CreatedWhyHowRevenue Increase per Supply Chain Employee due to DSC ActionsWhatWhyHowTotal FTEs of Data Scientists/StewardsWhyHowTotal Headcount with Sales/Marketing ExpertiseWhyHowTotal DSC Technology SpendingWhyHowPercentage of Sales through Direct ChannelsWhyHowPercentage of Revenue Facilitated by Advanced Digital TechnologiesWhatWhyHowPercentage of Time on Manual TasksWhyHowPercentage of Manufacturing and Delivery Handled by TechnologyWhatWhyHowPercentage Change in Value of Counterfeit Goods in the Legitimate Supply ChainWhatWhyHowLoss from Supply Chain Disruption as a percentage of Gross RevenueWhatWhyHowIncremental Revenue Generated from Addressing RiskWhyHowTime Lag between Capture of Critical Risk-related Data and its Inclusion in Decision MakingWhatWhyHowPercentage of Cyber-Assessed "Connected" SuppliersWhyHowPercentage of Suppliers Classified in a Comprehensive Overall Risk AssessmentWhatWhyHowAppendix A. ReferenceAppendix B: Digital Supply Chain Transformation Maturity AssessmentIntroductionTransformation Maturity Assessment: Survey Questions to Determine Maturity (Moss & Kurz, 2020)DemandTalentTechnologyRiskOutside InDSC Transformation Summary Maturity ScaleReferencesGlossary
Next >