Digital Strategy and Operations

The Digitalization of a business refers to the strategy, planning, and execution of the right digital initiatives that align business strategies, enabling a value-producing enterprise. Digitalization 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.

Our Solutions

Tompkins has developed a Service Line that leads and facilitates a company’s strategy, planning, and execution into the Digital Age. We 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 to do it
  • 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:

  1. Current State Assessment: Assess and position

    What is your company’s current situation? Are you ready for change?

  2. Future State Design: Address gaps, formulate vision, and reach consensus on future state

    How will you design your vision and define initiatives?

    This 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.

  3. Roadmap and Change Management: Determine and execute roadmap

    What should you: Do Now, Do Next, and Do Later? How will you execute change management process?

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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3 Startling Facts and 3 Quick Recommendations for Apparel and Footwear Executives

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Gain Insight from a Panel of 3PL Experts at SCLF2017!

By Tompkins International Staff On May 8th to May 10th, join us at the 2017 Tompkins International Supply Chain Leadership Forum (SCLF) in Durham, NC!  We have a great line up of speakers in addition to our three keynote speakers, Jim Tompkins, Tim Lowe, and Ernie Keith.  Learn from all of our speakers about the…

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Order Deliveries Using Drones

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

Part I discussed the demand side of inventory planning. Part II addresses the vendor/supply side of this computation. Your end exemplifies your strategy, the products that will position your business, and the customers that are important. It is the tactical representation of your strategy.

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Who is Speaking at the 2017 Tompkins Supply Chain Leadership Forum?

By Tompkins International Staff Join us at the 2017 Tompkins International Supply Chain Leadership Forum (SCLF) being held in Durham, NC, May 8th through May 10th. We have a great line up of speakers in addition to our three keynote speakers, Jim Tompkins, Tim Lowe, and Ernie Keith.  Learn from all of our speakers about the…

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Our Newest Whitepaper: Retail 2017 Trend Report

By Nancy Marino Senior Vice President, Tompkins International Chief Development Officer, The MonarchFx Alliance  As the department store channel shrinks, and more brands fight for less space, our opinion is that brands will need to be more creative, flexible, and diversified in their approaches. We believe the following trends are where retail is heading in…

White Paper

Retail 2017 Trend Report

As the department store channel shrinks, and more brands fight for less space, our opinion is that brands will need to be more creative, flexible, and diversified in their approaches.

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Sponsors of the 2017 Tompkins Supply Chain Leadership Forum

By Tompkins International Staff   Join us at the Tompkins International Supply Chain Leadership Forum 2017 (SCLF). We have another exciting addition to this year’s SCLF being held on May 8th through May 10th in Durham, NC: our sponsors! You will have the chance to connect, share, and learn from our sponsors and their executive…

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Moving Into A New Distribution Center

By David Latona Principal, Tompkins International  Orchestrating a move to a new Distribution Center (DC)? Follow these basic and essential steps to insure success for you and your provider. When moving your goods from an existing DC to a new DC, whether or not it’s internal or involves a 3PL, there are some essential steps…

Articles

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

Part I will discuss the demand side of inventory planning. This will help you understand the processes to define what you need to predict and the factors you will need to consider. Part II will address the vendor/supply side of this computation.

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