* By André de Oliveira
The digital transformation is driving an Industry Rebirth in a scenario that focuses more and more on customers and their experiences. In this scenario, an opportunity that has generated special attention is the ability to offer the delivery of products and services made to measure. To make this possible, however, innovations in the areas of design and all the engineering necessary to carry out the customization processes are not enough. It is also necessary to highlight the supply chain, which plays a fundamental supporting role in this journey. It is through the optimization of these chains that, effectively, customized products can be manufactured and shipped more quickly.
International studies indicate that half of the companies consider digitization of the supply chain and logistics as one of the top three priorities of their organizations. On the other hand, although maximizing the actions of supply chain be on the leaders' radar, it is also true that there is still a big gap between the plans and the actions actually taken to digitize the supply chain. According to recent surveys, almost 90% of global companies that do not have really mature digitization plans are still struggling to implement projects beyond the testing phase. The same thing happens with Brazilian companies as well.
Given this scenario, there is no doubt that digitizing the supply chain is still a challenge - and that happens for several reasons. Among them is the urgency for results. Another point is that, in an attempt to digitize their processes, many companies end up adopting dozens of separate processes, spread across each of the departments involved in the logistics system. As a result, instead of breaking the silos and improving visibility, companies end up facing even more solid barriers, with walls that prevent the exchange of information and collaboration between areas.
An integral supply chain digitization strategy is the basis for the successful implementation of an innovation strategy. Only in this way is it possible to have visibility and assertiveness in actions, and the ability to fully evaluate the process is what makes it possible to analyze how competitive and profitable a company may be in the future.
But how is it possible to carry out the digitization of the supply chain in a complete way? First, it is necessary to decide which performance indicators (KPIs) are the company's focus - for example, does the company want to reduce costs in a sustainable manner? Or do you need to optimize processes? Then, the company must understand what are the points that really make sense to scan immediately in its supply chain. In many cases, optimizing these critical points is enough to significantly improve overall operation performance.
Another essential aspect is the transparency of the data. Is important information accessible to everyone involved in the supply chain? How can data transparency be created and the supply chain optimized? These are questions that a company needs to answer before creating projects to digitize its supply chain.
This is especially important, since many companies still lack transparency of data and processes, which directly hinders more objective decision-making. In this sense, the use of a 3D digital platform for 3D digital and collaborative business provides a practical solution, as it involves all departments of a company and offers a unified and friendly interface, in addition to an interactive and connected environment.
This platform helps companies to create a single source of data for all their departments. Based on the centralization of information, the company will be able to make decisions, answering complex questions with a positive and long-term effect on the manufacturing processes. In addition, this platform offers applications for computer aided support in decision-making processes, helping the company to evaluate its supply chain from different angles and to always optimize it according to the demands of the business.
Thus, digitizing the supply chain will help to change the way products are manufactured today. So far, there are two classic concepts in the supply chain: production to stock (MtS) Make-to-Stock) and custom production (MtO) Make-to-Order). In the future, with a more intelligent process, the optimization between these paths should be easier and possible.
In the case of make-to-stock production, the key point is usually at the end of the supply chain, because products are manufactured ex-factory based on general demand. They are then delivered to the points of sale. Specifying a single product is therefore not feasible. Custom-made or bespoke production generally refers to products that are easily planned for which the customer does not expect fast delivery. ad hoc. The key point of the order is at the very beginning of the supply chain - there is no production without an order. This leads to greater demand in supply chain processes. Thus, when planning the supply chain, many companies today must decide on a trade-off between costs and service.
Optimizing the supply chain will help to create structures better prepared to walk between these poles. For example: the automotive industry, which today sells few versions of the same model, may have part of its production in stock, but the final assembly can be customized.
It is also worth mentioning that one of the biggest challenges for companies in the future will be, precisely, the need to keep up with customers' wishes, with personalized experiences in the center of attention. With that, it will be necessary to optimize the time and accelerate the delivery of tailor-made items. Companies have to start thinking today about strategies for digitizing their supply chain. Only then will they be ready to make better decisions and increase their earnings now and in the future.
* André de Oliveira, Director of DELMIA LATAM at Dassault Systèmes
Warning: The opinion presented in this article is the responsibility of its author and not of ABES - Brazilian Association of Software Companies
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