New technologies hit the market and can become great allies for business. In the digital age, it is increasingly important to operate with a more customer-oriented focus and for a more flexible demand. Just like the steam engine facilitated enormous change in the course of history, now we are in another moment of transformation.
With the new technologies, most manufacturers can , an increase production by 20% compared to traditional mechanisms by deploying resources in a more efficient way. According to the World Economic Forum (a nonprofit foundation), The Fourth Industrial Revolution will provide in the next 15 years US$14.2 trillion to the world economy. This will mean numerous advantages in every industry, such as:
-A constant adaptability to the demand
-A more personalized service
-A one to one after-sales service with the customer
-Design, produce and sell products in less time
-Add services to physical products
-Create a shorter and more cost-effective production
-Analyze the information and make decisions in real time.
Significant change cannot be incorporated from quickly. It’s important that everybody in the company understands and works to a common goal with the process being led by the directors. In this way, the main obstacles for change can be mitigated, such obstacles being::
The key is to start with changing the organizational culture by establishing an orderly process to implement and integrate as many new technologies as possible. In order to achieve this, it’s necessary to develop a plan that will serve as a guide in this process:
1º Understand the starting position: Review the current maturity along the four stages of the maturity model and identify areas for improvement.
2º Define the strategy: Determine your target maturity level and the supply chain vision that best supports your business strategy.
3º Develop the appropriate road map: Settle on the necessary implementation steps and work them into a detailed road map.
4º Deploy small pilots with end-to-end scope: Many applications that make up the digital supply chain represent a radical change for most organizations, so companies should first carry out smaller pilots that showcase benefits and help develop the right capabilities. These “lighthouse” projects should aim at testing the end-to-end flow for a specific supply chain, rather than implementing a limited set of technologies on a broader scale.
5º Segmented rollout and capability development: After a successful pilot, the rollout should start with those supply chains where expected benefit is highest. This could involve key customers, key regions, or some other supply chain segmentation criterion. The capabilities required will need to evolve along with the rollout.
Treat change as a learning process for everyone. It will only work if each member receives the proper communication and adapts to this new reality: working together will reach new heights.