Digital Supply Chain Leadership Reshaping Talent And Organizations Routledge Studies In Leadership Research 1st Edition Murugan Anandarajan, David Kurz - Solutions

1. How did the case company obtain the support, both operational and financial, to undertake such a large-scale integrated supply chain initiative?
What are the leadership implications of making these ideas happen?
How will you allocate resources and prioritize improvements?
How will you access the data you will need to become more demand focused? Are there other functional areas or stakeholders you will need to involve?
How does your plan deepen or extend the company's relationship with its customers? What are the data sources that will help the company to either better sense, manage, match, or stimulate demand?
What does your team recommend the organization do that is practical and implementable within 2 months?
What can your organization do to improve its level of supply chain lower latency or real-time responsiveness?
What can you do to enable your own company’s supply chain function to take on a greater role in stimulating and shaping demand?
Can you identify and access new sources of real-time data that could improve your company’s ability to sense demand? What are they?
5. Determine business actions: brilliant data scientists, analytics experts, complex data lakes, algorithms, and models ultimately require leaders to take action on insights. Knowing how to react to the findings of the digital information is essentially a leadership and management capability.
4. For data sources you can acquire or access, a plan for how to use it is needed. Big data sets, while exciting to have access to, will not automatically provide useful or accurate insights. Determining how to transform, align, and build analytic models that will yield reliable results must follow.
3. With potential strategic data sources identified, develop a plan to acquire it. Identifying data is not the same as having accessible data.Leadership is required to trade or negotiate, influence and bargain your way to acquire as many strategic sources as are feasible. Not all useful data
2. Determine which data can help: use the models and tools in this chapter, as well as the discussion questions in the next section to narrow data sources to those that are existing, and/or are currently inaccessible.
1. Determine a high-value business segment: instead of randomly seeking demand data actions across an enterprise, focus instead on high margin, high-value segments that can most benefit from improved demand management.
The key to unlocking this value and advantage is a new, robust, and digitally aware supply chain leadership mindset.
Transformational performance outcomes should foster growth that would be inaccessible in traditional practice and should create sustainable competitive advantage through hard-to-replicate integrated capabilities.
The challenges, complexity, and management demands involved in transforming to a DSC have slowed many firms in their implementation.
The benefits of a DSC for firms can be summarized as uniquely reducing the amount of trade-off between costs and customer satisfaction.
The term “Digital Supply Chain” began to gather attention around 2015. It usually refers to the strategic transformation of supply chains, rather than the simple digitization of legacy business processes.
2. Is the move to a digital supply chain a new, transformative strategy, or simply the decades-long continuation of the digitization of most business processes?or ignore digital transformation are likely to fall behind their more agile digital competitors.
1. Do you believe a digital strategy will significantly improve your supply chain efficiency and provide a competitive advantage?
4. How well do you think we manage business performance and compliance risks? (Select One)a. One of the very best (4 Point)b. Better than most (3 Points)c. About average (2 Points)d. Worse than most (1 Point)
3. How would you assess the state of our technology and its capabilities? (Select One)a. One of the very best (4 Point)b. Better than most (3 Points)c. About average (2 Points)d. Worse than most (1 Point)
2. How well does our SC staff collaborate with your company for our mutual benefit? (Select One)a. One of the very best (4 Point)b. Better than most (3 Points)c. About average (2 Points)d. Worse than most (1 Point)
1. How well does our company’s SC anticipate and match demand?(Select One)a. One of the very best (4 Points)b. Better than most (3 Points)c. About average (2 Points)d. Worse than most (1 Point)
7. We currently do the following to minimize cybersecurity risk and the related loss of confidential information with companies in our SC.(check all that apply)a. Provide SC partners with policiesb. Provide SC partners with proceduresc. Train SC partnersd. Classify the value of information shared
6. We currently do the following to minimize cybersecurity risk and the related loss of confidential information inside our organization.(check all that apply)a. Provide employees with policiesb. Provide employees with proceduresc. Train employeesd. Classify the value of informatione. Clearly mark
c. Our monitoring program uses predictive analytics to gather and analyze structured and unstructured data to generate alerts based on the risk tolerance we have established.
b. We are starting to use analytics to gather and analyze data to monitor the risk areas that are most important to our business.
5. The following best describes how we monitor the evolving risk landscape and its impact on our SC continuity.a. We informally collect information through our existing relationships and relevant publicly available sources.
c. We are recognized for having active risk management programs that make us a top-tier performer in the selected risk areas.Digital Supply Chain Transformation 149
b. We have identified specific risk areas where we can excel and are starting to implement programs to do so.
4. The following best describes how we utilize our risk management program to gain a competitive advantage in the marketplace.a. Our risk management program is focused on mitigating our most common SC risks.
3. We have implemented a pro-active risk management program for the following types of SC compliance risks. (check all that apply)a. Regulatory complianceb. Cybersecurityc. Data privacyd. Labor compliancee. Environmental compliancef. Counterfeit goods/materials g. Product integrity and security h.
2. We have implemented a proactive risk management program for the following types of SC performance risks. (check all that apply)a. On-time deliveryb. In-full deliveryc. Quality of goods and services receivedd. Transportation costse. Transportation network failuresf. Product or service cost
c. We use data analytics to seek patterns in SC risks and related negative impacts and adjust our risk management program to reduce or prevent occurrence.
b. We have established programs that address the risks that we most commonly face and we our starting to utilize data and technology to improve efficiency.
1. The following best describes how we manage SC risks.a. We are primarily reactive and address problems in our SC as they arise.
c. We have visibility of all of our direct suppliers and an extensive portion of our extended SC.
b. We have visibility of all of our direct suppliers and some of their key subcontractors.
a. We have visibility of some or all of our direct suppliers.
9. The following best describes how our current technology enables end-to-end SC visibility.
8. The data governance program in our SC function specifically manages the following (check all that apply).a. Data qualityb. Data architecturec. Data developmentd. Database operationse. Data storagef. Data security (access and transfer?)g. Data integration and interoperability h. Document and
c. Our data governance program is fully operational for all of our internal data.Digital Supply Chain Transformation 147
b. Our data governance program is operational for our some of our key internal data.
a. We do not currently have a comprehensive data governance program.
7. The following best describes the role that data governance plays in our SC function.
c. We strategically use enterprise-wide algorithms leveraging predictive analytics to execute our business models.
b. We use algorithms to solve problems that span functional departments and provide new business insights.
a. We primarily use algorithms to solve specific functional problems that tend to be task oriented.
6. The following best describes our current utilization of algorithms to improve business performance:
c. We an established program that evaluates the use of our existing and new data to directly improve business performance and continuously seeks to find and integrate new data sources.
b. We have projects underway to identify and integrate new internal and external data sources and improve strategic data utilization.
a. We do not have an overall strategy for data utilization and it’s done on an ad hoc basis.
5. In our SC program, our current strategic data utilization is best described in the following way:
4. We have evaluated, or are in the process of evaluating the following advanced digital technologies to determine their value to our business (check all that apply):a. IoTb. 3D printingc. Delivery automationd. Blockchaine. AI/Machine Learningf. Generative design g. Robotics h. Advanced algorithms
3. The following best describes our current utilization of technology to create new business models based on DSC capabilities.a. We have not started to do this and/or are not sure that this is relevant to our business.b. We are utilizing a platform to facilitate matching demand and supply in some
2. The following best describes how we evaluate the acquisition and implementation of technology to support our DSC transformation.a. We are not currently making technology investments specifically related to a DSC transformation.b. We have pilots underway to establish baseline data to identify
1. The following best describes the current role technology plays in our SC execution.a. We primarily use technology to facilitate traditional SC processes, related to the production and delivery or goods/services.b. Our technology enables performance improvements in several key SC functions.c. Our
9. The following best describes our approach to collaboration with SC partners:a. Our focus is transactional, seeking to obtain the best terms on price, delivery and quality.b. We strategically develop long term relationships with key SC partners.c. We collaborate with key SC partners to establish
8. In our organization, the top SC executive(s) currently have influence and/or authority in the following areas:a. Demand planning and forecastingb. Capital investments in productionc. Capital investments in technologyd. Directly hiring and managing data analytics professionalse. Programs to
7. The following best describes the role of data-driven decision-making in our SC.a. Our SC people make decisions with limited data, based on the manual collection of historical data or by gut-instinct/relationships.b. Our SC people understand how to collect and analyze quality historical data, but
6. Data science leaders are currently utilized in our company in the following way:a. If we utilize data scientists, it is on a project-specific basis.b. Data science leaders are emerging and organizing teams in our company to take advantage of algorithmic business processes.c. Data science leaders
5. The following best describes the culture and behaviors that we seek to develop in SC personnel at all levels of the organization. (check all that apply):a. Reaching across functional boundaries to seek understanding and informationb. Proactively seeking the prevention of problems at their source
4. Based on the priorities of our senior management and organizational structure, the following best describes today’s status of crossfunctional collaboration between SC and other departments in our company (such as marketing, sales, product development, human resources, finance, etc.).a.
3. Our job performance and compensation metrics for SC personnel can best be described in the following way.a. SC personnel are primarily measured and compensated based on the traditional SC metrics related to quality, cost, and delivery.Digital Supply Chain Transformation 143b. We have started to
2. The following best describes how we develop and retain the talent needed to implement our DSC strategy.a. Our company’s strategy for developing and retaining talent is applicable to all positions and not specific to digital talent.b. We recognize that developing and retaining digital talent
1. Our current personnel recruiting program supports our transformation to a DSC in the following way.a. We are not currently recruiting positions specific to the needs of the DSC, nor doing anything to be attractive to digital talent.b. We have started to position our company as being attractive
9. The following best describes SC’s role in collaboration with customers to generate demand:a. Our focus is transactional, seeking to obtain the best terms on price, delivery, and quality.b. We strategically develop long term relationships with key customers.c. We collaborate with key customers
8. The following best describes how SC manages the trade-off between SC costs (inventory level, transportation, etc.) and customer satisfaction (example, on-time in-full).a. We struggle to reduce the trade-off.b. We are starting to improve our performance to reduce the trade-off.c. We are utilizing
7. The following best describes the current metrics we use in managing SC performance:a. We primarily use traditional SC metrics that focus on our internal performance.b. We are starting to test and introduce new SC metrics related to the customer.c. Our metrics are a blend of traditional supply
6. If SC is involved in demand stimulation, the following sources of data are utilized. (check all that apply)a. Internal historical datab. Customer datac. Customer’s customer (consumer) datad. Supplier datae. Supplier’s supplier dataf. Social media data g. Relevant public data (weather, news,
5. The following best describes the role our SC function has in stimulating and shaping demand.a. SC responds to demand forecasts and orders.b. SC is involved in consensus demand forecasting, but not integrated into demand stimulation activities.Digital Supply Chain Transformation 141c. SC is fully
4. The following best describes the current level of agility and adaptability of our SC:a. Our SC operates in a way that makes it difficult to react to changing market demands.b. We can rapidly respond to SC disruptions that could impact meeting customer demand.c. We proactively anticipate customer
3. The following best describes SC’s involvement in the evaluation and adjustment of our business models.a. SC is reactive to any changes in business models.b. SC is consulted in the development of new business models.c. SC leaders are actively involved in creating new business models.
2. The following best describes how demand forecasting is done at our organization.a. Demand forecasting is done using available historical data and sales forecasts.b. Demand forecasting is done with input from various departments utilizing cross-functional data.c. A cross-functional consensus
1. Currently the following sources of data are integrated into our demand planning and forecasting. (check all that apply)a. Internal historical datab. Customer datac. Customer’s customer (consumer) datad. Supplier datae. Supplier’s supplier dataf. Social media data g. Relevant public 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?
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?
6. Do you think the firm’s legacy organization creates a unique set of challenges in its digital supply chain transformation?
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?
4. Did the case company narrative include anything about customers and consumers of the company’s products? Is the transformation approach customer centric?
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?
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?
1. What are some the issues with implementing large-scale data governance and provisioning programs?
10. 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?
9. How do you think the company’s marketing and sales departments differ from those of other industries and markets?
8. What are some examples of competitive threats that the case firm should be aware of? What kinds of digital supply chain strategies might they be competing with?
Do you think they would be a lot different than efforts required for the industrial chemical division?
How would the case firm go about developing plans for those segments and sectors?
7. What about more consumer facing businesses, like home improvement products?
Do you think the case firm has done a good job of prioritizing its efforts?
6. How would you decide where to start in developing digital transformation plans?
5. Can this firm afford to defer it shift to a more digitally integrated organization?
4. How common do you think it is to have a risk averse culture in organizations like the case company? What can be done from a leadership perspective to help change culture and reduce cultural barriers to implementing digital supply chain strategies?
3. What sorts of challenges do you think the firm will encounter as it attempts to implement some of its technology strategies like IoT sensors?
2. Do you think the firm’s legacy organization creates a unique set of challenges in its digital supply chain transformation?
1. What are some of the challenges associated with digital supply chain transformation for business conglomerates?
6. Are there global or industry level issues that might turn this complex and elegant set of digital strategies on its head? Will these actions described in the case be enough to offset the challenges of the generic threat and the drying up innovation pipeline?
5. 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?

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Digital Supply Chain Leadership Reshaping Talent And Organizations Routledge Studies In Leadership Research 1st Edition Murugan Anandarajan, David Kurz - Solutions

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