Digital Strategy and Operations

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The Digitalization of a business refers to the strategy, planning, and execution of the right digital initiatives that align with, and enable, the business strategies of the enterprise. Digital is a broad topic, composed of numerous new technologies, new business processes, new business models, and customer experiences. In short, it is a new way of doing business, both externally with customers and internally, including with trading partners.

Companies of all types are facing challenges that are unprecedented, in terms of digital disruptions, competitive innovations, and customer-centric advances. Supply chains are not excluded from these disruptions – in fact, smart digitalization of supply chains can be the foundation for responding to (or getting out in front of) these threats. Amazon is the perfect example: its supply chains are fast, efficient, high performance, and customer-centric.

Digitalization of supply chains is not only a defensive measure against disruptors; it is also an offensive strategy for profitable growth. It can yield substantial internal efficiencies; provide much higher agility and flexibility; and radically transform the operational performance of a company for measurable value creation.

We at Tompkins International have developed a Service Line that leads and facilitates a company’s strategy, planning, and execution into the Digital Age.

It can take companies at any level of digitalization as far forward as their business strategy envisions, for example:

  • Level One: The company is just beginning to digitize, and is uncertain how
  • Level Two: The company is already digital to a limited extent, and is unsure or unclear what to do next
  • Level Three: The company is digital to a substantial extent, but uncertain how to expand to contribute the most to profitable growth or value creation.

Our methodology includes three major work Steps, as follows:

  • Current State Assessment: Assess and position
    –situation and change readiness
  • Future State Design: Address gaps, formulate vision, and reach
    consensus on future state
    –design vision and define initiatives
  • Roadmap and Change Management: Determine and execute roadmap
    –Do Now, Do Next, and Do Later
    –execute change management process

The future state design Step is highly important, as it needs to define and evaluate numerous components of Digital Operations – of which there are over 12 for the 6 Mega Processes of Supply Chains: PLAN, BUY, MAKE, MOVE, DISTRIBUTE, and SELL. These components include new technologies, such as the Internet of Things (IoT), as well as more mature methods for supply chain visibility and trading partner synchronization.

Our Value Proposition for engaging Tompkins in your Digital Strategy, Planning, and Execution includes our:

  • deep and broad knowledge of supply chains in all industries
  • experience in leading client companies to profitable growth
  • highly recognized thought leadership in e-Commerce
  • independence and objectivity in technologies
  • unique methodologies for operations strategies
  • proven methods for organizational development and change management
  • AND…
  • active involvement in digitizing our own Firm.

More on Digital Strategy and Operations

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Inventory Planning, Why is it So Complicated? – Part I

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My Top 3 Supply Chain Predictions for 2017

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Tour An Apparel Distribution Center! Reserve Your Spot Today For The 2017 SCLF!

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The Impact of Artificial Intelligence in Transportation Services

By Lisa Kennedy Project Manager, Tompkins International Uber’s recent investment in artificial intelligence is a vital step in the realization of self-driving cars.   With this technology vehicles can be routed more efficiently.  Customers can receive deliveries anytime and anyplace at a lower cost.  Driverless trucks can reduce emissions and operate more safely.  Some analysts believe the…

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Ready for Golf? Reserve your spot today for the 2017 SCLF

By: Tompkins International Staff Join us at the 2017 Tompkins International Supply Chain Leadership Forum 2017 (SCLF). We have an exciting addition to this year’s SCLF being held in Durham, North Carolina May 8th to May 10th: our golf event. This year you will be joining our CEO, Jim Tompkins, along with 200 other supply…

Articles

Business Planning Is A Complex Process
Part II

By Scott Moon Principal, Tompkins International In Part I of this series we discussed the culture, values, and expectations from best in class planning. We concluded that planning encompasses all of the best thinking at the time the plan is created to develop a roadmap for organizational alignment. When planning is at its best, the…

White Paper

Align Strategy and Operations with Collaborative Integrated Business Planning

Integrated Business Planning (IBP) sits at the heart of many organizations as the management process that runs the entire business. The real power of IBP is in enabling effective decision making to control the future direction of the company.

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The Healthcare Supply Chain in Simple Terms

In the healthcare sector cost cutting is fast becoming a daily mantra, as organizations from pharma to medical products all look for ways to maintain profit margins in the face of lost patents to new healthcare reimbursement levels.

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Pharmaceutical Distribution Shuffle

As the number of mergers, acquisitions, division exchanges, and general realignment of pharmaceutical focus continues to evolve globally, who is managing the supply chain integration?

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Five Customer Rules for 3PLs To Follow

The five rules for selecting and transitioning a new customer into your 3PL

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