Supply chain future changes

The development conditions of modern supply chains fundamentally change the vision of their future. Globalisation, the development of digital markets, the growing and more visible individualisation of demand, create - even force - a different model of collaboration within the supply chain. Attempts to improve competitive advantage and to limit the internal potential in this area more often than not encourage companies to review the nature of contacts with entities along the specific product s economic path. 

In the near future, the main concerns of CAPE will probably focus on issues related to product design (molecular modeling for solving function-property-composition problems), supply chain management (cost reduction of raw materials, effective use of energy and its new sources), and life cycle assessment (mitigation of climate change, process sustainability). 

Other initiatives for logistics directed towards the requirements of sustainable development are imder way. For example, in the fast-moving consumer goods industry, the Global Commerce Initiative (GCI) defined the key changes required for the future supply chain in 2016. Seven areas for improvement are identified in ... 

Tried to get precise on imprecise data. Supply chains of the future will be based on ranges, they will dance agilely with error and adapt to changing supplier demands. The future is not the integrated supply chain instead, it is about new forms of predictive analytics to deal with uncertainty. 

The issues on the future of the supply chain cannot be disputed. They will grow worse, not better. Companies that embrace this as permanent change and work with it as an input to their supply chain business strategy will drive long-term value. 

While these future road map views will vary by adoption rates, they also may vary by other factors. This includes the industry, the design of the supply chain strategy, and the number of supply chains. Using these inputs, leadership teams should project their view of what they believe the rate of change will be for their supply chain. The highest success happens when this road map is cross-functional with a forward-looking duration of at least three years. 

To prepare for this tipping point, companies must list all of the critical devices and inputs in their supply chain. Business leaders have to postulate on how mobility and the Internet of Things can change the face and future of their supply chain, and then they can form a cross-functional team to work the most actionable use cases. 

A clock that s stopped is accurate twice a day. This observation continues with the notion that a clock that is stopped, that is stuck and does not move, is of little value. Inflexible supply chains are like this. Possibly, they were correct at one time. But as markets and technologies change, unchanging supply chains jeopardize the company s future. 

These requirements involve government and trade requirements — issues that have increasing importance in global supply chains. Topics include taxes and tariffs, standards for customer protection, efforts to combat terrorism, environmental regulation, social policy, religious customs, and liability law. In some industries, changes here are the single most important determinant of future success. An important consideration can also be RETURN-related issues in areas where the company sells, makes, or sources materials for its products. 

The supply chain simulation initially shows to the SCM the critical paths of work orders dated in the past. The SCM will find in practically 100% of the cases ways of bringing this backlog into the future without changing the confirmed customer deadlines. This work requires highly qualified specialists who are able to assess the processes and is not suitable for automation (Fig. 13). 

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