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1、THE RACE TO FUTURE-PROOF THE SUPPLY CHAINGlobal supply chains are facing a perfect storm of disruptionA disrupted worldOn 23rd March 2021,the container ship Ever Given ran aground smack in the middle of the Suez Canal.The accident blocked the maritime thoroughfare for six days,as a queue of 369 ship
2、s formed behind the beached giant,resulting in a supply-chain disaster.Sixteen million tonnes of cargo freight were delayed,and about$9.6bn worth of trade was lost.That disruption came on top of a pandemic,geopolitical tensions,and extreme weathera cascade of“black swan”events that created shortages
3、,delays and disruptions for businesses and ordinary people across the planet.If the past few years have taught us anything,it is that supply chains matterand they are not as resilient as we thought.“What we have observed over the last 18 months with the Suez Canal blockage,Covid and then the implica
4、tions of Covid,with ports being congested or shut,is that there are many external events impacting the industry,”says Rotem Hershko,Senior Vice President and Head of Business Platforms at logistics giant Maersk.“We are in a perfect storm situation.”The vulnerability of supply chains may come as a su
5、rprise to manywe live in a world where digital technology seems to be transforming nearly every aspect of our lives,and logistics is a sphere rich with talk of innovation.However,this essential digital transformation has yet to penetrate much of the industrylook closely and youll see that an unexpec
6、tedly analogue,paper-based model still prevails.“There are many external events affecting the supply and logistics industry.We are in a perfect storm situation.”Rotem Hershko,Senior Vice President and Head of Business Platforms at Maersk54“Some companies are just a bit old style,”says Dr zden Tozanl
7、i Yilmaz,a researcher at the Centre for Transportation and Logistics at the Massachusetts Institute of Technology.“But even when its not old style companies,some organisations in the sector are simply lacking state-of-the-art management in order to move towards digital transformation.”The prevailing
8、 mindset is one thats all too common among business-to-business organisations:introducing new tools to better serve the needs of their customers is not necessarily a priority.There is also a more fundamental reason why supply chains look behind-the-timesthey are formidably Byzantine systems,so there
9、 are no quick fixes.“One of the big challenges in the industry is the lack of transparency:different activities within the supply chain are generated by many partners,and from the customer perspective,some of them are known,some of them are unknown,”says Kaisa Tikk,Global Senior Sustainability Advis
10、or at Maersk.“So creating that visibility is very complexbut visibility is a crucial prerequisite for many other things that need to follow.Think,for instance,of decarbonisation:if you do not have visibility of your emissions,how can you reduce them?”Facing up to the challenge“One of the big challen
11、ges in the industry is the lack of transparency.”Kaisa Tikk,Global Senior Sustainability Advisor at MaerskTraditionally analogue methods lead to a lack of transparency and frustration6In order to face up to future“black swan”events,these problems must be urgently overcome.Digitisationand the shift i
12、n mindset that both drives it and derives from ithas now become essential.The industry has learned that the hard way.“All these disruptions have caused a rethink of how to become less dependent on human resources,and how to find ways to move the supply chain when employees are ill or there is a labo
13、ur shortage,”says Professor Michael Bourlakis,Chair in Logistics,Procurement and Supply Chain Management at Cranfield School of Management.“One of those ways is investing more in digitalisation and automation.”Thats why,right now,the world of logistics is experimenting with technology like never bef
14、ore.Maersk itself began its transformation before Covid hit and has thus become a pathfinder for the industry.Rotem Hershko joined the company in late 2020 following almost eight years at e-commerce colossus Amazon,and he says he is just one of the several hundred engineers and over 50 tech executiv
15、es who have been joining Maersk from Silicon Valley giants and innovative tech companies over the last 12 months.How digitisation can revolutionise supply chains“All these disruptions have caused a rethink of how to become less dependent on human resources.”Professor Michael Bourlakis,Chair in Logis
16、tics,Procurement and Supply Chain Management at Cranfield School of ManagementData and technology are the key to efficient and resilient supply chains 9In Hershkos opinion,that is happening because supply chains have never been as impactful as they are today.“By leveraging technology and platforms i
17、n an effective and meaningful way,you feel like there is a huge opportunity to really move the needle tremendously for customers and the industry as a whole.”Emerging technologies are playing a meaningful role in that effort.Take TradeLens,a blockchain platform developed by Maersk in partnership wit
18、h computing giant IBM.A blockchain is a digital ledger,first pioneered in cryptocurrency,that works in a decentralised fashion,allowing a plurality of parties to co-create a single source of truth without relying on a central authority.Given the vast array of actors in the supply chain sectorshipper
19、s,freight forwarders,port authorities,terminals,ocean carriers,intermodal operators,governments,customs brokersand the need to share different information and data throughout a cargos journey,all kept on one unified platform,blockchain is ideally suited to addressing the problem.Say you were shippin
20、g a cargo of T-shirts;if you were wondering exactly where it is,the system would give you the precise location and retrace the digital“paper trail”left in its wake.“TradeLens streamlines all the different transportation data in order to have it for customers to access it,to use it,to leverage it,”He
21、rshko says.“So,we can provide customers with end-to-end visibility of where their cargo is no matter where it is in the supply chain,including aspects of the journey which is managed by other parties.”There is another clear strand of cutting-edge innovation happening in the industry.“Artificial inte
22、lligence,analytics,and big data are very high on these companies list of priorities,”says Professor Bourlakis.Delays and disruptions can be forecast and prevented by harvesting better data from a whole host of sources and using AI models to find a way around them;AI can also be harnessed to streamli
23、ne vessel and container packing,saving space and money.Maersks customer-facing online“Logistics Hub”,for instance,features an AI-enhanced interactive map that predicts when vessels will arrive in ports.If AI is the industrys buzzword of the moment,a close second would be“digital twin”.This is a meth
24、od to model,simulate and stress-test a process or an organisationwhether thats a trade route or a marine terminaland Bourlakis calls it one of the“major applications”for the increased troves of data that companies in the industry are collecting.That means if you are a company importing automotive pa
25、rts,you could create a digital twin of the supply chain that brings those components from a Chinese factory to your shop floor,and this would help predict the risks and snags that could beset it.Once you know what those are,you can put countermeasures and fail-safe mechanisms in place to mitigate di
26、sruptions.Alternatively,if you operate ships,you can create a digital twin of each one to work out how to improve its performance and minimise carbon emissions.Maersk offers this service for shipowners who have entrusted the company to manage their vessels.“Artificial intelligence,analytics,and big
27、data are very high on these companies list of priorities.”Professor Michael Bourlakis,Chair in Logistics,Procurement and Supply Chain Management at Cranfield School of Management1110“By leveraging technology and platforms in an effective and meaningful way,you feel like there is a huge opportunity t
28、o really move the needle tremendously for customers and the industry as a whole.”Rotem Hershko,Senior Vice President and Head of Business Platforms at Maersk1312The race for net zeroThe climate crisis is yet another reason why the sector as a whole is rushing to embrace digital transformation.Global
29、 supply chains of eight key industries account for more than 50 percent of annual greenhouse gas emissions,according to Boston Consulting Group.But solving that isnt just an environmental imperative,its also a commercial one:customers themselves are increasingly clamouring to be more sustainable.“Tw
30、o thirds of our 200 largest customers actually have net zero targets at the moment,”Kaisa Tikk says.“A year ago,that number was roughly 50 percent.So,there is a massive acceleration from the customer side to be very serious about the sustainability agenda.”In response,Maersk unveiled its Emissions D
31、ashboard in 2021,a one-stop-shop tool where customers can get visibility for how much CO2 the movement of their goods is producing.Based on this data,they can also receive suggestions for how to reduce their carbon footprint.“This visibility tool supports customers by pointing out specific trade lan
32、es and locations,carriers and modes of transportation that were responsible for the majority of their greenhouse gas emissions,”Tikk explains.Maersk itself is fully committed to hitting its net-zero target by 2040 and is investing heavily in research and development in green tech and alternative gre
33、en fuels such as biodiesel,green methanol,and green ammonia.Starting with the basicsHelping customers meet their sustainability targets is just one area that reflects a wider shift at Maersk:reorienting itself away from the industrys default“business-to-business”mindset and towards a“business-to-con
34、sumer”one.To Hershko,this is the guiding force of the companys digital strategy and its why,for all the new technologies,this overhaul puts no less emphasis on customer experience.“To start,one just needs to look at the basics of creating customer value and make sure that they are covered,”Hershko e
35、xplains.For this reason,M has been redesigned,streamlined and debugged to offer customers a digital way to book,contract and engage with the company.“We measured latency and uptime and number of bugs in tickets:we were able to end 2021 40 percent better in our uptime versus 2020,”says Hershko.Instan
36、t booking was another big step ahead:in 2021,Maersk kick-started an effort to allow more customers to book their services through digital channels and receive immediate feedback.“Customers want to know in real time that their packages are in,their booking is confirmed,and they have a date for when w
37、e can ship it to them,”he says.Following the update,in 2021,now more than 70 percent of Maersks bookings take place via self-service digital channels,booked directly by customers.Rotem Hershko,Senior Vice President and Head of Business Platforms at Maersk“Customers want to know in real time that the
38、ir packages are in,their booking is confirmed,and they have a date for when we can ship it to them.”1514Yet another piece in Maersks digital jigsaw is a new version of its mobile customer app.“These customers are the same people that are,you know,engaging with their online banking app at 8:30am,”Her
39、shko says.“And then when they want to engage with Maersk at 8:45,they aspire to have a similar experience on their mobile app.There is no reason why for Maersk they need to pick up the phone.Mobile obviously is the right channel for that.Which is why we re-architectured and invested heavily in our m
40、obile channels in 2021,and customers have made ten times more bookings through mobile in 2021 than 2020.And thats just the starting point.”Tikk thinks its not only competitors who might decide to take a leaf out of Maersks customer-centric,digital playbookit is the whole ecosystem,and often collabor
41、ation can enable better outcomes.“Some of our technically advanced customers are keen to co-innovate with usto co-create or test solutions to improve emissions visibility,predictability or fuel optimisation,just to mention a few areas,”Tikk says.“So thats also a new pathway.”“Some of our technically
42、 advanced customers are keen to co-innovate with us to co-create or test solutions to improve emissions visibility,predictability or fuel optimisation,just to mention a few areas,so thats also a new pathway.”Kaisa Tikk,Global Senior Sustainability Advisor at Maersk16Over the years to come,what will
43、define the ideas that endure across the industry is that they wont be innovation for innovations sake.MITs Dr zden Tozanli Yilmaz has a clear sense of where efforts should be focused:“From a researchers point of view,the most value we can get out of digitisation is improving our prescriptive analysi
44、s:how we can be more predictive,how we can understand customers purchasing behaviour,how we can forecast demand,how we can meet the service level at a given range.”In turn,this will provide those in the industry with ever more personalised solutions that will drive greater efficiency and effectivene
45、ss within the supply chainwhether thats forecasting routes even more intelligently to avoid disruption or finding new ways to minimise fuel consumption.In the next few years,Bourlakis says,we should brace for a monumental change in how companies in the logistics industry operate.“The whole sector wi
46、ll change fundamentally.Well be looking at different supply chains,different practices,different approaches,and better customer service and customer deliveries,”he says.“Technology will be a key aspect of that.I expect many companies,even smaller companies,to finally implement digitisation in their
47、operations.”At the end of this transition,customers will have found a newly central role.“The sector will be driven by customers demands,”he adds.“Well have to move from supply chain management,to demand chain management.”Looking ahead“Well have to move from supply chain management,to demand chain m
48、anagement.”Professor Michael Bourlakis,Chair in Logistics,Procurement and Supply Chain Management at Cranfield School of ManagementThe future of the supply chain and logistics industry needs to be digital19“If you look at the commerce sector and everything e-commerce has done for it,if you look at t
49、he banking industry and everything that e-banking has done,I believe that it is a natural evolution:all industries are going to be digitised eventually.”For many other sectors,this future is already here.“If you look at the commerce sector and everything e-commerce has done for it,if you look at the
50、 banking industry and everything that e-banking has done,I believe that it is a natural evolution:all industries are going to be digitised eventually,”says Hershko.“We are just a little bit late to the game.”Still,better late than never.As the“perfect storm”of the last few years continues to rage,th
51、e impact of black swan events has never been clearerand the need to strengthen global supply chains never more pressing.Rotem Hershko,Senior Vice President and Head of Business Platforms at MaerskMaersk is an integrated container logistics company and member of the A.P.Moller Group.Connecting and si
52、mplifying trade to help our customers grow and thrive.With a dedicated team of around 95,000,operating in 130 countries;we go all the way to enable global trade for a growing world.Discover more at Maersk.WIRED is known for its fresh thinking and deep expertise on the technological,scientific and so
53、cietal trends shaping our world.Consulting is a division of WIRED dedicated to taking the unique WIRED network,knowledge and brand to commercial organisationshelping them to build internal knowledge,develop strategy and create thought-leading content that positions their brand at the cutting edge of trends.Discover more at consulting.wired.co.uk.2120