Digital Supply Chain Case Questions

  • 1. What are some the issues with implementing large-scale data governance and provisioning programs?
  • 2. Do you agree with the transformation leadership team that the data lake program was the starting point for and the key enabler of all things digital in the supply chain?
  • 3. Is there anything you might do differently in developing a strategic approach for enabling the case company to take advantage of the benefits of the digital supply chain?
  • 4. Did the case company narrative include anything about customers and consumers of the company’s products? Is the transformation approach customer centric?
  • 5. Do you think that the digital supply chain means different things for different companies depending on what industry they are in, what segments they serve, what channels they address, and how mature they are in key attributes?
  • 6. Do you think the firm’s legacy organization creates a unique set of challenges in its digital supply chain transformation?
  • 7. Why do you think data lake users might not trust the data they are using that is provided to them? What can the program team do to improve the level of trust in the data?
  • 8. Are there potential risks inherent in the digital supply chain strategies outlined by this firm? If you do think there are risks, what are they and why do you think they might be causes for concern?


• High-performing firms recognize that leadership behaviors are critical to unlocking more integrated supply chain performance.

Employee attitudes, beliefs, and actions are magnified under a more digitally integrated supply chain.

  • • Ensure that performance and compensation metrics are aligned or shared within the supply chain functions, as well as cross- functionally with marketing, sales, product development, and finance.
  • • Ensure that supply chain leadership promotes alignment of its own digital strategies with overall corporate strategies.
  • • Leadership programs for global supply chains promote common workforce behaviors that promote and unlock end-to-end supply chain performance. The chapter summarizes some of these key behaviors and refers to them as integrator behaviors.
  • • Integrator behaviors are as follows:

° Reaching across functional boundaries to seek information and understanding

° Proactively seeking the prevention of problems at their source, irrespective of the originating function ° Creating and leading effective boundary spanning problemsolving teams

° Placing performance of the organization ahead of individual or unit performance, in spite of low organizational support or conflicting metrics

° Exhibiting leadership that demonstrates and encourages network performance

<> Effectively using influence and negotiating capabilities that seek mutual gains

о Building relationships with value chain partners which are collaborative, based on mutual gains, and measured by shared performance metrics (as opposed to lowest cost transactions)

  • • Supply chain leadership development programs must specifically target supply chain functional leaders that are tailored to their unique needs, function, and roles
  • • Executive level integration that focuses on organizational alignment to digital supply chain transformation is needed to promote cross functional performance. Supply chain leaders should develop collaboration plans with individual corporate functions, like finance, in order to gain support for investments in digital.
  • • The Supply Chain Impact Framework is designed to help supply chain leaders think through how specific digital actions might trickle down to key firm financial metrics that are in the realm of finance. Making sure your digital supply chain strategies and actions are aligned and the connections are clearly defined as to how they will support the overall firm’s strategy will further the influence and support you receive from senior leadership.
  • • Planning digital transformation as a campaign focused on targeted segments and developmental horizons is a winning leadership approach.


1 Network performance is the behavior of taking action to raise the performance levels of those around you. It goes beyond individual task performance (CEB, 2014)


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