The guiding framework, when adopted, embeds a responsible technology approach across an enterprise – from strategy, operating model and supply chain, to governance and people – in order to scale action and bring it into the mainstream. To make the framework more tangible we have developed a set of guiding questions. These are the types of questions C-suite, and business function leaders, should be asking themselves, and addressing, as they seek to embed and integrate new technologies across their businesses and value chains to drive holistic commercial, environmental and social impact.
In its report, Mastering Uncertainty: The Rise of Resilient Supply Chain Planning, Gartner argues that supply chain planning is in the midst of fundamental change. As emerging technological advancements such as artificial intelligence (AI) and machine learning (ML) coalesce, supply chain technology leaders have an opportunity to move from a traditional deterministic planning mode to a new, stochastic mode that Gartner calls “resilient planning.”
The drawbacks of deterministic planning
The report highlights some of the key shortcomings of the deterministic approach to supply chain planning, a type of planning which has its roots in the material requirements planning (MRP) algorithm that first appeared in the early 1960s. Deterministic planning involves forecasting demand and then using it as the basis for creating an accurate plan. The problem is, the successful execution of this kind of plan — and the achievement of its goals — depends on it being 100% accurate and therefore 100% executable. Given the high levels of uncertainty that supply chain planners have to contend with in an increasingly complex global environment, no plan can achieve this, the report argues, no matter how well conceived.
As global supply chains continue to grow in complexity and levels of uncertainty increase, deterministic planning has become less and less effective. The application of new supply chain planning technologies, such as advanced analytics and the adoption of a single data model to improve end-to-end collaboration, has enabled supply chain planners to increase the feasibility and accuracy of their plans incrementally. But Gartner argues that this is not enough. What’s needed is a shift to a new paradigm, one which helps companies conquer uncertainty while continuing to run their supply chains effectively.
What is resilient planning?
The answer for supply chain planners, according to Gartner, can be found in its resilient planning paradigm. Resilient planning involves the creation of “mid- and long-term plans that mitigate against uncertainty by ensuring the right degree of resiliency is built in so that short-term plans are more executable.”
As the report makes clear, resilient planning does not arise from the traditional, deterministic supply chain planning approach or its associated technology. Instead it depends on several key factors to drive the transition.
First, and perhaps most importantly for supply chain planners looking to make the shift, acquiring and deploying the latest emerging technologies is not sufficient. Instead, planners need to embrace an entirely new mindset. This will require challenging the way that planning is conducted in their organizations and also promoting an approach that embraces the uncertainty that’s inherent in the supply chain planning process.
Extracting maximum value from technology investments
Extracting the maximum value from technology investments is another key requirement for organizations as they evolve their supply chain planning from the deterministic to the resilient planning paradigm. Gartner recommends that supply chain leaders consider adopting four specific technology areas to help accelerate the shift to resilient planning:
- Leverage cloud platforms, particularly hyperscale cloud platforms like Amazon Web Services and Google Cloud Platform, to help planners make multiple predictions faster.
- Deploy planning analytics in line with the CORE (configure, optimize, respond, execute) model to help ensure that the different planning decisions required by resilient planning are supported.
- Use a digital supply chain twin to allow for better modeling and simulation of the physical supply chain and to align decision making across the supply chain.
- Utilize AI and/or ML to make better predictions and drive from unknown uncertainty toward known variability.
Learn more about mastering uncertainty by making the transition from deterministic to resilient supply chain planning. Read the full report: Mastering Uncertainty: The Rise of Resilient Supply Chain Planning, Tim Payne, Gartner 2020.
The “Supply Chain Big Data Analytics Market” research report provides key statistics of the market status in terms of Supply Chain Big Data Analytics market size estimates and forecasts, growth rate. This report also covers key players of the market identified through their market share, product offerings. Further, the Supply Chain Big Data Analytics market research report strategical insights based on assessment of recent developments, strategy analysis of the players. It also covers drivers, opportunity and challenges prevailing in the industry. The report covers segmental analyses for across the key region North America, Europe, Asia Pacific, Middle East & Africa and South America.
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The Global Supply Chain Big Data Analytics market 2020 research provides a basic overview of the industry including definitions, classifications, applications and industry chain structure. The Global Supply Chain Big Data Analytics market report is provided for the international markets as well as development trends, competitive landscape analysis, and key regions development status. Development policies and plans are discussed as well as manufacturing processes and cost structures are also analysed. This report additionally states import/export consumption, supply and demand Figures, cost, price, revenue and gross margins.
“Final Report will add the analysis of the impact of COVID-19 on this industry.”
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The objective of this report:
Under COVID-19 outbreak globally, this report provides 360 degrees of analysis from supply chain, import and export control to regional government policy and future influence on the industry. Detailed analysis about market status (2015-2020), enterprise competition pattern, advantages and disadvantages of enterprise products, industry development trends (2020-2025), regional industrial layout characteristics and macroeconomic policies, industrial policy has also been included.
From raw materials to end users of this industry are analyzed scientifically, the trends of product circulation and sales channel will be presented as well. Considering COVID-19, this report provides comprehensive and in-depth analysis on how the epidemic push this industry transformation and reform.
Global Supply Chain Big Data Analytics market competition by TOP MANUFACTURERS, with production, price, revenue (value) and each manufacturer including:
Global Supply Chain Big Data Analytics Market providing information such as company profiles, product picture and specification, capacity, production, price, cost, revenue and contact information. Upstream raw materials and instrumentation and downstream demand analysis is additionally dispensed. The Global Supply Chain Big Data Analytics market development trends and marketing channels are analyzed. Finally, the feasibility of latest investment projects is assessed and overall analysis conclusions offered.
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On the basis of product, this report displays the production, revenue, price, market share and growth rate of each type, primarily split into:
On the basis of the end users/applications, this report focuses on the status and outlook for major applications/end users, consumption (sales), market share and growth rate for each application, including:
Geographically, the detailed analysis of consumption, revenue, market share and growth rate, historic and forecast (2015-2025) of the following regions are covered in Chapter 6, 7, 8, 9, 10, 11, 14:
- North America (Covered in Chapter 7 and 14)
- Europe (Covered in Chapter 8 and 14)
- Asia-Pacific (Covered in Chapter 9 and 14)
- Middle East and Africa (Covered in Chapter 10 and 14)
- South America (Covered in Chapter 11 and 14)
Some of the key questions answered in this report:
- What will the market growth rate, growth momentum or acceleration market carries during the forecast period?
- Which are the key factors driving the Supply Chain Big Data Analytics market?
- What was the size of the emerging Supply Chain Big Data Analytics market by value in 2019?
- What will be the size of the emerging Supply Chain Big Data Analytics market in 2025?
- Which region is expected to hold the highest market share in the Supply Chain Big Data Analytics market?
- What trends, challenges and barriers will impact the development and sizing of the Global Supply Chain Big Data Analytics market?
- What are sales volume, revenue, and price analysis of top manufacturers of Supply Chain Big Data Analytics market?
- What are the Supply Chain Big Data Analytics market opportunities and threats faced by the vendors in the global Supply Chain Big Data Analytics Industry?
Years considered for this report:
- Historical Years: 2015-2019
- Base Year: 2019
- Estimated Year: 2020
- Supply Chain Big Data Analytics Market Forecast Period: 2020-2025
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With tables and figures helping analyse worldwide Global Supply Chain Big Data Analytics market trends, this research provides key statistics on the state of the industry and is a valuable source of guidance and direction for companies and individuals interested in the market.
Key Points from TOC:
1 Supply Chain Big Data Analytics Introduction and Market Overview
1.1 Objectives of the Study
1.2 Overview of Supply Chain Big Data Analytics
1.3 Scope of The Study
1.3.1 Key Market Segments
1.3.2 Players Covered
1.3.3 COVID-19’s impact on the Supply Chain Big Data Analytics industry
1.4 Methodology of The Study
1.5 Research Data Source
2 Executive Summary
2.1 Market Overview
2.1.1 Global Supply Chain Big Data Analytics Market Size, 2015 – 2020
2.1.2 Global Supply Chain Big Data Analytics Market Size by Type, 2015 – 2020
2.1.3 Global Supply Chain Big Data Analytics Market Size by Application, 2015 – 2020
2.1.4 Global Supply Chain Big Data Analytics Market Size by Region, 2015 – 2025
2.2 Business Environment Analysis
2.2.1 Global COVID-19 Status and Economic Overview
2.2.2 Influence of COVID-19 Outbreak on Supply Chain Big Data Analytics Industry Development
3 Industry Chain Analysis
3.1 Upstream Raw Material Suppliers of Supply Chain Big Data Analytics Analysis
3.2 Major Players of Supply Chain Big Data Analytics
3.3 Supply Chain Big Data Analytics Manufacturing Cost Structure Analysis
3.3.1 Production Process Analysis
3.3.2 Manufacturing Cost Structure of Supply Chain Big Data Analytics
3.3.3 Labor Cost of Supply Chain Big Data Analytics
3.4 Market Distributors of Supply Chain Big Data Analytics
3.5 Major Downstream Buyers of Supply Chain Big Data Analytics Analysis
3.6 The Impact of Covid-19 From the Perspective of Industry Chain
3.7 Regional Import and Export Controls Will Exist for a Long Time
3.8 Continued downward PMI Spreads Globally
4 Global Supply Chain Big Data Analytics Market, by Type
4.1 Global Supply Chain Big Data Analytics Value and Market Share by Type (2015-2020)
4.2 Global Supply Chain Big Data Analytics Production and Market Share by Type (2015-2020)
4.3 Global Supply Chain Big Data Analytics Value and Growth Rate by Type (2015-2020)
4.3.1 Global Supply Chain Big Data Analytics Value and Growth Rate of Type 1
4.3.2 Global Supply Chain Big Data Analytics Value and Growth Rate of Type 2
4.3.3 Global Supply Chain Big Data Analytics Value and Growth Rate of Type 3
4.3.4 Global Supply Chain Big Data Analytics Value and Growth Rate of Others
4.4 Global Supply Chain Big Data Analytics Price Analysis by Type (2015-2020)
5 Supply Chain Big Data Analytics Market, by Application
5.1 Downstream Market Overview
5.2 Global Supply Chain Big Data Analytics Consumption and Market Share by Application (2015-2020)
5.3 Global Supply Chain Big Data Analytics Consumption and Growth Rate by Application (2015-2020)
5.3.1 Global Supply Chain Big Data Analytics Consumption and Growth Rate of Application 1 (2015-2020)
5.3.2 Global Supply Chain Big Data Analytics Consumption and Growth Rate of Application 2 (2015-2020)
5.3.3 Global Supply Chain Big Data Analytics Consumption and Growth Rate of Application 3 (2015-2020)
5.3.4 Global Supply Chain Big Data Analytics Consumption and Growth Rate of Others (2015-2020)
6 Global Supply Chain Big Data Analytics Market Analysis by Regions
6.1 Global Supply Chain Big Data Analytics Sales, Revenue and Market Share by Regions
6.1.1 Global Supply Chain Big Data Analytics Sales by Regions (2015-2020)
6.1.2 Global Supply Chain Big Data Analytics Revenue by Regions (2015-2020)
6.2 North America Supply Chain Big Data Analytics Sales and Growth Rate (2015-2020)
6.3 Europe Supply Chain Big Data Analytics Sales and Growth Rate (2015-2020)
6.4 Asia-Pacific Supply Chain Big Data Analytics Sales and Growth Rate (2015-2020)
6.5 Middle East and Africa Supply Chain Big Data Analytics Sales and Growth Rate (2015-2020)
6.6 South America Supply Chain Big Data Analytics Sales and Growth Rate (2015-2020)
12 Competitive Landscape
12.1 Manufacturer 1
12.1.1 Manufacturer 1 Basic Information
12.1.2 Supply Chain Big Data Analytics Product Introduction
12.1.3 Manufacturer 1 Production, Value, Price, Gross Margin 2015-2020
12.2 Manufacturer 2
12.2.1 Manufacturer 2 Basic Information
12.2.2 Supply Chain Big Data Analytics Product Introduction
12.2.3 Manufacturer 2 Production, Value, Price, Gross Margin 2015-2020
12.3 Manufacturer 3
12.3.1 Manufacturer 3 Basic Information
12.3.2 Supply Chain Big Data Analytics Product Introduction
12.3.3 Manufacturer 3 Production, Value, Price, Gross Margin 2015-2020
12.4 Manufacturer 4
12.4.1 Manufacturer 4 Basic Information
12.4.2 Supply Chain Big Data Analytics Product Introduction
12.4.3 Manufacturer 4 Production, Value, Price, Gross Margin 2015-2020
12.5 Manufacturer 5
12.5.1 Manufacturer 5 Basic Information
12.5.2 Supply Chain Big Data Analytics Product Introduction
12.5.3 Manufacturer 5 Production, Value, Price, Gross Margin 2015-2020
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VIEWPOINT: Trusted Capital Marketplace Protects DoD Supply Chain
By Elllen Lord
Defense Dept. photo
America’s open investment environment allows the world to invest in our country, promotes the exchange of ideas and grows a dynamic economy.
It also exposes us to economic threats by malign actors. Protecting the U.S. economy and its technological edge is a shared responsibility, requiring a whole-of-nation approach to thwart adversaries.
The Defense Department works intimately with executive-level government leadership, multiple interagency partners and the national security agencies to develop and implement impactful measures to protect critical assets, companies and the U.S. economy writ large.
Understanding our adversaries’ motives and tactics, and identifying U.S. companies’ vulnerabilities are key to comprehensively addressing supply chain threats and developing solutions to counter them. Foremost among U.S. adversaries’ investment targets are foundational, critical and emerging technologies with military or dual-use applications. Such technologies range from hypersonics and unmanned aerial systems to artificial intelligence and semiconductors. They are the lynchpins of the defense industrial base, the compromise of which would imperil national security.
The transfer of such technologies — whether by legal or illegal/illicit means — exponentially advances the military capabilities of rivals and near-peer competitors. For years, China has targeted these technologies.
The Defense Department’s office of industrial policy, within Acquisition and Sustainment, works to protect these and other critical assets through its Trusted Capital Marketplace, a funding ecosystem that offers ongoing opportunities for financial institutions and qualifying companies to explore mutually beneficial partnerships in support of national security goals.
Launched in November, the marketplace now already has over 90 participating firms with capital providers representing over $20 billion in assets under management and another $700 million currently under review.
One way in which adversaries gain access to strategic technologies is through investment. Adversarial capital often targets emerging and critical technology companies, where companies require access to rapid funding from capital providers at key development stages. Many startups often become susceptible to strategic funding from adversaries who leverage capital to exploit technology transfer during these nascent stages. Moreover, the U.S. government’s commercial investment pool, albeit vast, cannot meet the capital needs of all deserving companies in the supply chain.
Strategic timing of investments is a key tenant of adversarial capital. China is particularly adept at targeting emerging technology companies at key financial inflection points, leveraging unmet financial needs to gain undue influence and access. The most vulnerable stage of startup funding, aptly dubbed the “valley of death,” typically occurs twice during the company’s lifecycle: first during the prototype period and later during the commercialization period, just before market entry.
The Trusted Capital Marketplace is a public-private partnership established to strengthen the defense supply chain and deny adversarial access through investments. It creates an ecosystem that fosters deal flow between companies building technologies critical to the defense sector and trusted capital providers seeking to expand their national security investment portfolio. Trusted capital helps move the government and industry to the left of adversaries’ economic influence by engaging key suppliers and allies with a structure that can facilitate the funding requirements of companies, while accessing the rapid and vast sums of capital from the private sector.
Collaborating with military and academic partners, the Trusted Capital team hosts Trusted Capital Venture Days for qualifying suppliers in key technology focus areas to deliver their pitches and funding needs to trusted capital providers and the defense acquisition community.
The Texas A&M University System hosted the first Trusted Capital Venture Day, which featured unmanned aircraft systems and counter-UAS solutions.
Since academic institutions are key partners, Texas A&M offered important opportunities to leverage their advanced technology assets and networks. The marketplace continues to welcome the opportunity to partner with academia to address such threats to the defense supply chain and national security, especially since adversaries are often targeting academic institutions for access to their important research in foundational technology.
In addition to partnerships with academia, Trusted Capital works with service components to assist their priorities through collaboration with additional capital prospects from the private sector.
In March, Trusted Capital joined Army Futures Command and the Association of the United States Army in co-hosting a Virtual Venture Day featuring companies that received Army awards across a variety of sectors, including internet of things, biotech, micro-electromechanical engineering and machine learning. Trusted capital providers observed company pitches of wireless radio frequency solutions, total immersion extended reality technology, software for 3D datasets and mechanical metamaterials.
Trusted Capital also co-hosted with AFWERX a Virtual Venture Day in lieu of the planned in-person event scheduled during the SXSW Festival in Austin, Texas. The Virtual Venture Day featured Phase II-to-strategic funding companies receiving Small Business Innovation Research awards from across a variety of sectors, including AI, robotics, autonomous aircraft and supply-based logistics.
While venture days typically center on critical technology offerings, the COVID-19 pandemic offers the opportunity to help fund healthcare solutions for high-need U.S. customers. Although China’s aggressive economic activities targeting U.S. companies have been known for years, its dominant market share of pharmaceuticals, personal protective equipment and other vital healthcare supplies shows the vulnerability of the U.S. supply chain.
In June, the Trusted Capital team established a department-led event with Special Operations Command and the Joint Artificial Intelligence Center, along with the Department of
Energy to identify a wide array of applications for AI and establish a trusted ecosystem for those companies to thrive. Sectors represented at this event will be integrating AI with subcomponents in small maneuver and influence operations. It will also provide the JAIC with an opportunity to view the landscape of AI companies.
In August, the Trusted Capital team will partner with AFWERX and the Air Force Life Cycle Management Center to co-host a dual-use innovation event, which will offer
Trusted Capital opportunities to Phase I SBIR companies transitioning to Phase II. Army Futures Command and AUSA will conduct a hybrid event with Trusted Capital at the association’s annual meeting in October.
Qualifying suppliers are companies with technologies and capabilities critical to national security that seek access to secure sources of funding in support of the defense industrial base.
After undergoing a thorough national security screening, qualifying applicants are invited to participate and enjoy the advantages of the marketplace, including: access to defense industrial base demand; pre-screened capital; improved supply chain visibility; and access to the speed and scale of private capital while leveraging extensive business acumen.
Applicant capital providers also undergo national security screening before being invited to participate.
Advantages to capital providers include: access to potential deal flow from a trusted network of suppliers; enhanced visibility into sectors and companies vital to national security; and engagement with companies that have potential partnership opportunities with the Defense Department.
Looking ahead, as the domestic Trusted Capital Marketplace completes its third fiscal quarter of operation, industrial policy leadership and the Trusted Capital team are forging ahead with plans for a Global Trusted Capital Marketplace that will allow non-U.S. participation, providing businesses and investors access to an even wider pool of resources in support of defense priorities. U.S. and allied companies, capital providers and partners have expressed broad enthusiasm and support of this new model, pointing to abundant opportunities for all. Trusted Capital remains a vital component to the national defense strategy in a world of increased global economic and military competition with near-peer and peer adversaries.
Ellen Lord is the undersecretary of defense for acquisition and sustainment.
The transport and logistics sector is becoming increasingly digitised as supply chain management and visibility remain as important as ever, and both are key areas that can be improved by blockchain.
This feature will explore in detail the various use cases that blockchain brings to transport and logistics.
One general benefit that blockchain provides is transparency across supply chains, from production to distribution.
“For consumers, the provenance of goods is becoming increasingly important,” said Jue. “They want to know where the products they choose have come from, and whether they have been produced and transported in ethical and/or environmentally sustainable ways.
“This is where blockchain comes in. Producers can use this affordable technology to address consumers’ requests for transparency, providing comprehensive information on the origin, production methods, supply chain journey and environmental footprint of their products.
“For example, IOHK is currently working with Wyoming-based Beefchain, whose blockchain-based software for supply chain traceability of beef products ‘from ranch to plate’ is the only US Department of Agriculture approved software of its type. Beefchain has worked with IOHK to harness our proprietary blockchain, Cardano, to trace the origin and movement of beef from farm to table.
“Through blockchain, consumers can access significantly more detail than ever before, from where and how a calf was raised – even down to who fed a cow on what day, though to how both the cattle and the beef was transported.”
Digital transformation of supply chains needs online and offline integration
“Provenance uses a blockchain to register every step of the production process,” he said. “This ensures that the transfers of ownership are explicitly authorised by their relevant controllers without having to trust the behaviour or competence of an incumbent processor.
“For the different participants in the supply chain, different software solutions exist to access the blockchain, to extract the relevant information for this participant and to confirm the step in the production process. Afterwards, the buyer can scan the product, whether this be via a QR-Code or NFC, and access the information from the blockchain to check every step of the production process.”
Bridging the gap between smaller and larger vendors
In addition, Jue went on to explain how blockchain can level the playing field across sections of food and beverage logistics.
She said: “If we think about the coffee industry, for instance, smaller coffee farmers in countries like Ethiopia may lack the capital to invest in the traceability solutions needed to complete traceability from source to supply. This is not the case for larger coffee producers, who not only have access to more resources, but also to the latest technologies.
“While larger farmers are able to use their access to secure certificates concerning the sustainability, traceability and provenience of their coffee beans, smaller farmers lack access to the technology needed to store these records, but without them multinational companies are unlikely to select them as suppliers. As a result, the space is dominated by a few large suppliers.
“By using blockchain in sectors like coffee and agriculture, all farmers need to access traceability solutions is a basic GPRS-enabled mobile phone, of the type that have been available for 20 years. With one of these, farmers can become part of a global network.
“Blockchain, by enabling them to evidence the transportation and traceability of their products via a phone app, therefore ensures the removal of layers of proverbial middle men. This connects SMBs with major supply chains in a secure, transparent manner that fosters economic growth.”
SMEs need to evaluate their IT spend in order to reduce it
Logging and authenticating goods
Blockchain within transport and logistics can also be used to settle agreements between vendors and distributors, without the need for paperwork.
“Blockchain has been used to log and authenticate goods, shipment receipts, and other aspects, which in turn triggers payments,” said Thethi. “If a component has GPS capabilities, location enforcements can be in effect, just as other means of enforcement are possible using various sensors.
“Through the blockchain-based platform, they can access and act upon relevant information. Shippers, freight forwarders, ocean carriers, ports and customs authorities can be future participants.”
For distributors, knowing where their products are at any one time is vital, and this is another area where blockchain can be of assistance.
“Adding location intelligence to blockchain provides numerous benefits for transport and logistics,” said Di Paola. “By layering reliable location data with the intrinsic security of the blockchain distributed ledger function, it provides 100% certainty that an asset is being used at the right place, at the right time, by the right person.
“In the context of a large-scale shipping operation, for instance, there may be thousands of containers filled with millions of packages or assets. Using a system that can track every asset with full certainty, any concerns can be eliminated about whether the items are where they are supposed to be, or if anything is missing.”
Information Age Roundtable: The power of data in transport and logistics
Lastly, blockchain can be utilised within fraud detection practices, with it being able to help distributors determine the legitimacy of delivery details.
“Layering mapping capabilities and rich location data to a blockchain record also enables fraud detection,” continued Di Paola. “Without blockchain, it cannot be certain that the delivery updates provided are in fact accurate.
“Blockchain makes transactions transparent and decentralised, enabling the possibility to automatically verify their accuracy by matching the real location of an item with the location report from a logistics company.
“As every computer in the network has its own copy of the blockchain, this helps to eliminate a single point of failure or fraud.”