Data di Pubblicazione:
2023
Abstract:
Why this book now.
For some time now, my research has focused on the progress made by supply chain management (SCM) thanks to digital technologies and the ongoing evolution in global supply chains. I was preparing a publication when, in 2020, a phase of very strong change began that broadened my interests. The Fukushima nuclear disaster almost ten years earlier had already highlighted the vulnerability of supply chains to unforeseen events, but the explosion of the coronavirus pandemic and Russia's subsequent invasion of Ukraine have changed the scene far more deeply.
While what supply chain managers had learnt during the coronavirus pandemic was becoming the ‘new normal’ and we were moving towards a humanitarian and economic crisis, a new mindset had emerged. Global supply chains had been strained, which made it urgent for policies that would lessen disruptions and intensify resilience. In the economic literature, new expressions have been used more and more frequently, such as reshoring vs. onshoring, inshoring vs. outsourcing, resilience vs. robustness, preparing for ‘just-in-case’ vs. ‘just-in-time’ delivery, and new words such as deglobalization have appeared. Companies have had to rethink most of their businesses and to develop new competencies. Old rules are not completely obsolete, but used on their own they are inappropriate for surviving and prospering in a fast-changing environment.
Starting from these premises, I decided to review what I had already written and explore the impact of new events on the challenges and policies posed by SCM.
What this book is about?
The purpose of this book is to review the foundation of SCM and discuss how it can deal with the recent waves of change by using digital technologies for more efficiency, profitability, and resilience. The book provides an understanding of the breathtaking shift in traditional industries and the resulting significant implications for SCM. The basic message is that the new social and economic environment requires a totally new strategic management mindset.
Key definitions and events
1. Digital transformation is the process of using digital technologies to reinvent a business to be more responsive to market demands. With digital transformation, the company "starts with a blank sheet", and by integrating new technologies it redesigns its activities, products, and services. It represents a path, a journey, with different objectives that depend on the industry to which the company belongs. The path must be accompanied by a process of change management both to overcome the normal resistance of the organization and adapt this to the transition.
2. “Supply chain management (SCM) is the handling of the entire production flow of a good or service to maximize quality, delivery, customer experience and profitability” (IBM, 2022). “By managing the supply chain, companies can cut excess costs and deliver products to the consumer faster” (Fernando, 2022). SCM has greatly benefited from digital transformation.
3. Digital transformation in SCM it is not only the use of modern technology to increase efficiency and productivity, reduce risks, and leverage new opportunities; it is also a profoundly new way to drive the company. “Digital transformations are a long game” .. .. “The point of digital transformation isn’t to become digital. It’s actually to generate value for the business” (Smaje, Zemmel, 2022).
4. In recent years, some events have accelerated the digital transformation in SCM, which has taken center stage in business strategies. The Fukushima nuclear disaster (the earthquake and subsequent tsunami on the west coast of Japan), the coronavirus pandemic, and the war in Ukraine have had a common denominator in the disrupt
For some time now, my research has focused on the progress made by supply chain management (SCM) thanks to digital technologies and the ongoing evolution in global supply chains. I was preparing a publication when, in 2020, a phase of very strong change began that broadened my interests. The Fukushima nuclear disaster almost ten years earlier had already highlighted the vulnerability of supply chains to unforeseen events, but the explosion of the coronavirus pandemic and Russia's subsequent invasion of Ukraine have changed the scene far more deeply.
While what supply chain managers had learnt during the coronavirus pandemic was becoming the ‘new normal’ and we were moving towards a humanitarian and economic crisis, a new mindset had emerged. Global supply chains had been strained, which made it urgent for policies that would lessen disruptions and intensify resilience. In the economic literature, new expressions have been used more and more frequently, such as reshoring vs. onshoring, inshoring vs. outsourcing, resilience vs. robustness, preparing for ‘just-in-case’ vs. ‘just-in-time’ delivery, and new words such as deglobalization have appeared. Companies have had to rethink most of their businesses and to develop new competencies. Old rules are not completely obsolete, but used on their own they are inappropriate for surviving and prospering in a fast-changing environment.
Starting from these premises, I decided to review what I had already written and explore the impact of new events on the challenges and policies posed by SCM.
What this book is about?
The purpose of this book is to review the foundation of SCM and discuss how it can deal with the recent waves of change by using digital technologies for more efficiency, profitability, and resilience. The book provides an understanding of the breathtaking shift in traditional industries and the resulting significant implications for SCM. The basic message is that the new social and economic environment requires a totally new strategic management mindset.
Key definitions and events
1. Digital transformation is the process of using digital technologies to reinvent a business to be more responsive to market demands. With digital transformation, the company "starts with a blank sheet", and by integrating new technologies it redesigns its activities, products, and services. It represents a path, a journey, with different objectives that depend on the industry to which the company belongs. The path must be accompanied by a process of change management both to overcome the normal resistance of the organization and adapt this to the transition.
2. “Supply chain management (SCM) is the handling of the entire production flow of a good or service to maximize quality, delivery, customer experience and profitability” (IBM, 2022). “By managing the supply chain, companies can cut excess costs and deliver products to the consumer faster” (Fernando, 2022). SCM has greatly benefited from digital transformation.
3. Digital transformation in SCM it is not only the use of modern technology to increase efficiency and productivity, reduce risks, and leverage new opportunities; it is also a profoundly new way to drive the company. “Digital transformations are a long game” .. .. “The point of digital transformation isn’t to become digital. It’s actually to generate value for the business” (Smaje, Zemmel, 2022).
4. In recent years, some events have accelerated the digital transformation in SCM, which has taken center stage in business strategies. The Fukushima nuclear disaster (the earthquake and subsequent tsunami on the west coast of Japan), the coronavirus pandemic, and the war in Ukraine have had a common denominator in the disrupt
Tipologia CRIS:
3.1 Monografia o trattato scientifico
Keywords:
digital transformation, supply chain management, supply chain disruption, COVID-19, Russia-Ukraine war, globalization, outsourcing
Elenco autori:
Pellicelli, Michela
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