AT ht eG ag rl ot nbearl BG 2r oBuep- ci no m2 0m0e2r, cIef oml laorwk ee td w2 a1s2 wBo2rBt he x$c1h2a. 2n Tg ei sn. 2T0h1e 9c-o-rmr eocrtei otnh at enr ms i xe dt i mt hees$t1h.e7 5s i5zTe do of ti t. csoBm2 Ci nevqeus ti vi nagl e n t . lme sasi no n- -. eTaocdha yw, iBt h2 Ca rqeui ge ns tsi ,oannadb lt eh ivrat el ueen. RB e2 mB ee mx cbhearn sgteasr tr -e - ud po us bl itkiet .OLnoeoCkoumpmt heer chei,sTt or ar yn. sEoarcah, Wf aei lbevda. n , o r W W R E ? I It nh reoaucghhctahsee ,etchoen foami l uy ,r reeomf ibnudsiinnge si ns vme sotdoer lss troi pi npvl ee ss t i n vc lael aure. . ABsuat , rtehseu ll itn, he ybpeet wa ne de np irnonmoivsaet iroeni gannudnvt ai l l ut heei sb on totto m falls out of the market. What Does This Mean for Supply Chain Technology? Bv aottitvoems -t lai rnte- uspusp. pHl ye rceh iasi nmiyn nr eoavsaot ni oi nn gw. i l l c o m e f r o m i n n o - Ts uhpeprluy schh oa if ns pt eecnhdni no gl oigny,t hd eo imn ga rl ikt et lteufpo truirnnnsosviadtei o- snt.eTphpee d tehnrtiel lr po rf itsheedl aa tsat ti nwtoo dpel acna nd iensgwuansdtehret thi eg hgtuiins et eogfr abtui oi l nd ionfg end-to-end supply chains. Let’s face it. We failed. Tt i hg he tc iunrtreegnr ta tpi loann nt oi nt gr asnyssat ec tmi osnaarl edna ot at er ensdu- lttoe-de ni nd ,barni tdt l e smy os tnetmh ss. u( Fnoerq euxaal mt optl he ,e Dc ihs at rl li ebnugt ieosno Rf et hqeu il raes mt tehni rt tsyP- fl iavne - nMi an ng a(gDeRmPe) nht a(sTnMoSt )h. i Tn gh ei nl ecsosmo nmf or on mw ti thhe Tpraannds epmo ri tcaitsi ot hn a t the order is a poor proxy for demand in times of height- ened variability.)
Wn eht wi l eo rskusp, pnloy tchhi na gi nelveoaldveerds. Cg iovme pl i apnsieersvsi pc ee at ok bo uf di l ed-i n g ms aal ensdt-edarmi v se ni s enf footr ut ss, ebduitnms ua rpkpel yt dc ahtaai ni ndme cai sr ki oent isn. gC oa nn tdi n - ued investments in transactional systems resulted in effi - cmi eenntt si sa sl euse sa nbde tmwae rekne ct ionmg mp reorcc ei as ls ea sn, dwoi pd ee rnai nt i go nt hs et eaal img ns .- Transactions are automated, but relationships are not. There was never any R (relationship management) in ed iet chies ri oCnRsMu popr oSrRt Mi s . gTi vhien fga ri lius er et oo fa SnAePwt owda ev lei voef rbveasltu- eo fi-n bwraese tdh ien mn oavraktei ot ns h. (aWr ehl iel ae dael lr.E) RTPh ep rpor vo icdeesrsse sf aai lreeds, uSpA P - ply-centric: not defined from the channel back. The his - toric process focus assumes that the process could start with the order. This logic is flawed. ISni l i2c0o 1n 0V, at hl l ee ryewwoausl da tvreainl esdf opr rmo ms ui spep lt yh ac th iani nn opvraotci eo sns ferso. mI t never happened. The hype cycle of digital transformation is over. Earnings across tech are weakening in the face of ah el oa od my ti on pg i rcetcheasts ni oenv. eSramd layd, seutphpe l yr acdhaari no fi nS ni l oi cvoant i Vo anl li es ya. What Does This Mean for Supply Chain Leaders? Now is an excellent time to hire talented tech. Employee turnover in the supply chain is both a problem and an op- portunity. How so? Retirements of first and second-gen - ea rr ae tlioosni ns gu pt rpi lbya cl hkanionwplieodngeee, rbs uatr iet ai s parl os ob l ae nmo. pC po omrpt ua nn ii teys tmo ul ol toi -kmai tl l si oonl v- idnogl lpa rr oi bn lveems tsmi ne ndtisf ,f emr ea nn ty wi sasyuse. sDaens dp ibt el a c k hnoeeledssitnotchheasnugpep. ly chain remain. Traditional thinking
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