In the study "Connected and autonomous supply chain ecosystems 2025", the auditing and consultancy company PwC investigated what digital champions do better than other companies in managing and controlling their supply chains.
For the study, more than 1,600 companies from seven industries and 33 countries were asked about the status quo and the future of their supply chain management. It includes case studies of the supply chains of individual companies, including IKEA, Bayer Crop Science Division, Nokia, Continental, TRUMPF and Advantest.
PwC publishes global study on digital supply chain "Connected and autonomous supply chain ecosystems 2025" / Leading companies rely on artificial intelligence (AI) based on simultaneous availability of information for all partners to increase the transparency of their supply chains and improve decision-making / Smart logistics offers the greatest potential for savings / More sustainability, customer orientation and quality through transparent supply chains
The 7th International Supply Chain Summit EXCHAiNGE brought not only exciting discussions with industry experts but also a very close award winner. KINEXON co-founder and EXCHAiNGE speaker Alexander Hüttenbrink congratulates and shares his takeaways.
In conversation with Bettina Bohlmann, Managing Partner of 3p Procurement Branding GmbH
An interview with Andrea Walbert, Managing Partner of the PMI Production Management Institute GmbH.
Interview with Dr. Petra Seebauer, the creative force behind the EXCHAiNGE conference and Managing Director of EUROEXPO Messe- und Kongress-GmbH
In the beginning was the supply chain … and in the end, data? Data is generally seen as the commodity of the digital economy, after all. It is the foundation of new value-adding processes and business models. But the prevailing mood is still one of uncertainty: How secure is the sharing of data really?
Hurricane Harvey recently dumped more rain on the area around Houston than Berlin gets in an entire year. Back in 2015 – perhaps you can still remember – Texas saw the highest levels of precipitation since recordkeeping began. Houston, America’s fourth-largest city (!), is now literally under water.
Companies are under pressure: Those that wish to keep their competitive edge in the global marketplace have to be faster, better, and more creative than the competition. This means they need to accelerate how they bring new and innovative ideas to market.
Supply chain management (SCM) must redefine its role in the face of new challenges and radical change in the digital age. To overcome these challenges, SCM must be accepted as a core function of the processes of strategy and innovation, integrated into risk and business system analyses, and leveraged in the decision-making process.
Innovation in logistics: What might that be? Or to be more precise: How can it be achieved? This is a “specialized” field, but it’s not entirely new. If “tangible goods lose their competitive advantage as the primary offering and product-related services become a critical component in purchasing decisions,” then the role of innovation in logistics will grow.
Many decision-makers – and more than a few consultants, unfortunately – consider themselves visionaries if they look to solutions and best practices from their own long experience.
One of the first major existential questions every human faces is perhaps the mystery of their own existence; “where do babies come from?” Is a question every parent must prepare for. In order to find a suitable answer, one must look at two things – how babies are made, and who is making them.
Faster, higher, stronger: (Over-)ambitious goals, usually dictated from on high, leave us little time to catch our breath. And to reflect? Reflect on what? Well, we could start with climate change, our diminishing natural resources, the profound disruption of our basic ecosystems, and the resulting threats to our supply chains.
Software and information technology have a strategic role to play in the intralogistical flow of materials. This role will only grow as the internet of things and Industry 4.0 become more prominent. We believe this will lead to a stronger interconnectedness and smarter integration of systems: plants and equipment, computers and sensors – and employees.
Forget about Boris Becker. Sadly, despite having everything going for him, he was not able to transform himself. In an age when we yearn for role models (and are often disappointed), let us look instead at Roger Federer. The likeable, unpretentious Swiss, born in Basel, is a soft-spoken father of four married to a former tennis pro—not a model. His image in the media is refreshingly free of affairs and scandals. Roger Federer turns 36 on August 8. The multimillionaire claimed an historic eighth Wimbledon title and secured his place in history with his Centre Court win in July 2017. He long ago set the record for the most Grand Slam wins and the most weeks at the top of the world rankings. So what’s so special about all that?
“System resilience”—a term that has not yet permeated all corners of the business world but is poised to become the next big buzzword—describes the all-important capacity to respond without disruption to unanticipated events that impact a system. Psychologists, legal experts, environmentalists, engineers, and even dentists are familiar with the concept of resilience from their respective fields. Supply chainers should also warm up to the idea, given its promise to ensure the success of modern supply chains.
Die Digitalisierung unserer Arbeitswelt ist ein nicht mehr aufzuhaltender Veränderungsprozess. Wie die digitale Transformation im eigenen Unternehmen, in der Supply Chain, konkret gelingen mag, ist für viele Akteure jedoch unklar. Als sei diese Aufgabe nicht anspruchsvoll genug, so „blitzt“ in dieser „Nebelwolke“ ein weiterer Begriff auf, der einerseits ähnlich schwer zu fassen scheint, dessen Notwendigkeit jedoch nicht mehr angezweifelt wird: Wir sprechen von „Agilität“.
Is it possible to write a blog post on the perennial issue of “digitization” without resorting to tired slogans and doom-and-gloom prophecies about supposedly hyper-intelligent machines that “talk” to one another without any role for meddlesome human beings? Yes, it is! Let’s play a little game to highlight the “human factor” that often hampers our business processes. The goal, after all, is to harness digitization – and with it, the power of information.
Optimization of material and cash flows? Already happening! That’s part of the core business, after all. But when it comes to the third pillar of supply chain management – managing cash flows – business professionals have little to say on the topic of supply chain finance (SCF).
If you asked people to name the largest multinational undertaking since the Second World War, most would probably say the Olympic Games or World Cup. But the answer is in fact an overarching economic policy agenda with ramifications for future generations that is generating surprisingly little attention in professional circles.