The increasing power and capability of machines in the digital supply network(DSN) may portend a change in what organizations ask of their workers, interms of required skills, tasks, and roles. In the coming years, perhaps soonerthan later, almost all work will likely involve people working alongside technologyor robots they are not currently working with today.
“Cinema,” Martin Scorsese once said, “is a matterof what’s in the frame and what’s out.” The samecould be said about economic growth, as this January 2018 edition of Global Economic Prospects(GEP) illustrates. On the one hand, the GEPpoints out that, for the first time since the globalfinancial crisis, all major regions of the world areexperiencing an uptick in economic growth. The current, broad-based growth acceleration is awelcome trend and could be self-reinforcing...
A primer on the forces of change that will reshape supply chains fromtoday to 2025 and recommendations for how companies can developtheir supply chains to be fit for the future.
Around the world, tradinitional manufacturing industry is the throes of a digital transofrmation that is accelerated by exponentially growing technologies. The pace of change reflects 'Moore's law' on the speed at which information technology-driven change happens. Companies and their industrial processes need to adapt to this rapid change if they are not be left behind by developments in their sector and by their competitors...
Digitisation is radically changing the face of manufacuring companies. Digital factories are transforming manufacturing, as companies implement innovative technology and look for employees with fundamentally different types of qualification. These new digital factories are being created in the heart of Europe to produce highly customised products and systems.
Customers of today are connected, informed and empowered, and continually demand more choice of products, greater flexibility in delivery options and faster service from the businesses that they deal with. These expectations, combined with rapidly changing business models and channels to market, are putting previously unseen pressure on supply chains to be agile, flexible and adaptable to customer demand signals.
MANUFACTURERS face changes onmultiple fronts. Advanced manufacturing—in the form of additive manufacturing,advanced materials, smart, automatedmachines, and other technologies—is usheringin a new age of physical production.2 Atthe same time, increased connectivity andever more sophisticated data-gathering andanalytics capabilities enabled by the Internetof Things (IoT) have led to a shift toward aninformation-based economy. With the IoT,data, in addition to physical objects, are asource of value—and connectivity makesit possible to build smarter supply chains,manufacturing processes, and even end-toendecosystems.
This White Paper focuses on case studies and experienceby sector, drivers or countries that can help inform onwhere the “future of manufacturing” is headed, andaddress key questions. The case studies deal with importantdrivers of change, including industrial policy 2.0, innovation,value chains, capital and finance, big data, the circulareconomy, skills, infrastructure and “servicification”. They includeenergy-based economies; least developed, developing anddeveloped economies; and countries of the Organisation forEconomic Co-operation and Development (OECD). The WhitePaper’s framework highlights the case studies to help addressthe questions.
Fast-forward twenty years and supply chainorganizations—now overseeing the full span of activitiesfrom sourcing to production planning to delivery andservice—find themselves with talent issues again. Thistime, however, it’s not a matter of sheer numbers. It’s amatter of shifting needs, as rapid changes in supply chainactivities, tools, and goals call for new skills inmanagement and leadership.