Blockchain, internet of things, artificial intelligence, robotisation: all new technologies that can have a big impact on supply chains. But what is the impact of those technologies on supply chain employees? And how do we find the talents we need? These are questions that the frontrunners in supply chain management will address within the Supply Chain Excellence Leadership Platform (SCELP).
SCELP is a knowledge platform of frontrunners in supply chain management who want to jointly generate new practical knowledge in order to embrace innovations. Last week, the participants jointly agendaed four key themes for the coming years. One of the themes is talent development, prompted by the major changes facing supply chain. Blockchain, internet of things, artificial intellingence, 3D printing and robotisation are technologies that will have a major impact on how we design and control supply chains.
"What is the impact of all these new technologies on supply chain employees? How do we take them through all these changes?", one of the participants articulated the questions that supply chain professionals struggle with. Others linked to the new talents needed to meet the challenges in supply chain management. "How do we sell our field to bring in those new talents? How do we prepare the supply chain managers of 2025?"
New business models
Another prominent theme is about new business models that can emerge from applying those new technologies. Think e-commerce, but also 'servitisation': the trend in which companies no longer sell products, but services of which those products are an integral part. As an example, lighting manufacturers no longer sell lamps, but light-as-a-service. Such new business models require different supply chains. How can supply chain professionals play a leading role in developing those business models?
The third theme is sustainability. "If we want to speed up sustainability, organisations will have to make explicit strategic choices to do so. In doing so, short-term sustainability may come at the expense of other goals and thus cost money. A prerequisite, of course, is that there is a well-thought-out business model behind the sustainable strategy. After all, without long-term 'profit', an organisation cannot survive," says Jack van der Veen, professor of SCM at Nyenrode Business University. Van der Veen, together with Michel van Buren of BLMC, took the initiative to establish SCELP five years ago.
Strategy
The fourth theme, supply chain strategy, stems from the observation that supply chain management within many companies is only addressed after the business strategy has been formulated. The supply chain department may then implement that strategy. The question now is how supply chain can influence business strategy. How can supply chain professionals ensure that companies consider the possibilities of, and consequences for, supply chain when formulating their business strategy?
SCELP was founded in late 2012 as a platform by and for supply chain professionals. Over the past five years, SCELP has developed practical knowledge and tools around topics such as supply chain strategy, leadership and culture. On 12 March, a new five-year period was ushered in, with new themes identified. The ambition, set-up and organisation have remained unchanged: every quarter, frontrunners in supply chain management meet to develop new knowledge and tools together. Anyone who belongs to the target group and wants to contribute to the development of the profession can join SCELP.
