AI

Deloitte, in its Redefining Supply Chain Agility Through Cognitive Automation report, explains the transition is from“ people doing the work supported by machines” to“ machines doing the work guided by people.” It’ s a change that puts intelligent systems at the heart of operations, with human input steering them rather than powering them.

At the centre is what Deloitte calls a Cognitive Command Centre. This acts as a control tower for the supply chain, pulling in data from multiple sources, analysing root causes of disruption, suggesting solutions and, when ready, executing those decisions automatically.

Deloitte also explores how consumer, market and stakeholder pressure shape this type of supply chain investment. The report found that 34 % of respondents say better customer service and engagement is the number one outcome they expect as a result of digital transformation, which makes even more sense when paid with the fact 47 % expect increased investment in consumer experience.

Businesses across all industries are now shifting their approach to match this demand; nearly 90 % of surveyed organisations say they plan to invest in a more agile and resilient supply chain in the next two years.

HEADQUARTERS: LONDON, ENGLAND NUMBER OF EMPLOYEES: 470,000 NUMBER OF COUNTRIES: 150

The vast majority( 81 %) list data sharing with partners as a key focus area, while almost 30 % are building digital business models aimed at revenue growth.

How it all works in practice is a little more complex.

Why grocery is in a league of its own As Vice President of Product for Supply Chain at Ocado Group, Toni Radzikhovska knows what it means to deliver precision at scale.

Ocado has been building its reputation for 25 years, starting as one of the UK’ s earliest online supermarkets. Today, it offers global retailers access to its own automation and fulfillment technology through the Ocado Smart Platform( OSP).

“ When I tell people I build the software that helps manage global supply chains, I can often see their eyes rolling,” she says.“ But the supply chain is so important. When it works well, it’ s invisible. When it doesn’ t, even the smallest snag can have a wide-reaching impact.”

Grocery, she explains, is a completely different game.

supplychaindigital. com 73