サプライチェーンのデジタル変革はもはや技術の更新ではなく、戦略であり、生存の問題でもあります。 The volatility in the marketplace, geopolitical changes, and changing customer demands are compelling firms to come out of the manual process and multiple systems. However, even with the urgency, lingering notions continue to dictate the way various businesses pursue transformation, leading to half-hearted attempts with no measurable outcomes. Current research by Gartner suggests that only 33% of global supply chain leaders have implemented comprehensive analytics, ERP system upgrades, and automation in their daily business practices, despite most of them, i.e., 78% reporting to have a so-called digital strategy. Not only is this disconnect typical, but it is also expensive. New research studies indicate that digitally mature supply chains continually lead their peers in various ways, by making gains of 15-25 percent in their forecast accuracy, 20-30 percent decrease in their operational expenditures, and with a 50 percent faster cycle of decisions. These are not intangible advantages; these can actually be converted to an increase in customer service levels, less waste, and more profitability. Releasing these outcomes, however, involves organizations addressing and getting rid of some long-term myths that distort the correct motivators of success. Five of the most common myths are then dissected in the following passages, and the facts that the data unveils are revealed. 神話1:ERPアップグレードだけで確実なデジタル変革 : Although an essential enabler, ERP modernization is merely the structural foundation, but not all of the digital engine. Many modern ERP systems provide a single data set and real-time visibility. However, in the absence of or limited integration with IoT sensors, AI-based demand planning, and advanced supply planning software, the benefit can be incremental. Industry survey data indicate that ERP upgrades must also extend the capabilities beyond order-to-delivery cycle time improvements, ballooning to over 30 % when integrated with some predictive capabilities, as opposed to less than 10 %  with no analytic component. Reality Myth 2: No More Human Decisions : 自動化は、規則に基づく、繰り返し繰り返すタスク、すなわちオーダーの割り当てや通常の再ストックなどに優れています。しかし、上記のすべてにもかかわらず、戦略的決定は、特に供給に障害がある場合、複雑な妥協が関与する場合、または単に倫理的考慮事項があります。研究は、計画活動の73%まで自動化することが可能であるにもかかわらず、残りの27%は通常、収益性と顧客の信頼に不均衡な影響を及ぼすことと関連しています。 Reality Myth 3: Better dashboards are all it takes to Adopt Analytics : Dashboards are not the only feature of being mature in analytics. They are only descriptive, a picture of what has already occurred; they do not necessarily give a forecast of future circumstances or propose a course of action. The real change can be accomplished via predictive analytics, which can predict the changes in demand up to a few weeks in advance, and prescriptive analytics, which suggests the best inventory management/distribution course of action. Stockouts are decreasing by 22-35 % and excess inventory levels are being cut by 15-25 % as reported by organizations that have implemented predictive and prescriptive models, which also directly increases working capital efficiency. Reality Myth 4: Digital Transformation Is Costly to Mid-sized Businesses : In the past, digital transformation was an expensive and complex process that was considered a benefit of large enterprises. The emergence of cloud-native, subscription-based offerings has, however, reduced this cost and complexity. These platforms provide an opportunity to implement the functions with the possibility of serial implementation, and there is no risk associated with implementing a five-year, several-million-dollar project. Research indicates that a large number of those organizations rate their ROI in 12-18 months, range from 20 to 30 %increase in operational performance, and often begin with a single functional area, including warehouse automation or demand planning, then expand throughout the supply chain. Reality Myth 5: It is impossible to transform due to the complexity of a Global Supply Chain 現代のサプライチェーンは、原材料の崩壊や過剰な気象現象のせいで、10年前よりも40%の波動性イベントに影響を及ぼしている。デジタルツールが欠けると、これらのイベントの結果は、生産遅延やサービスレベルの失敗のカスカディング効果です。何千もの可能なシナリオ(何らかの場合のシナリオ)は、AIベースのシナリオ計画プラットフォームを使用して数秒でモデル化することができ、組織はライバルよりも速く変化するための反応能力を有するので、複雑さはもはや障害ではなく、より管理可能で有益なものです。 Reality 結論 Digital transformation is not a magic wand that magically improves your supply chain; instead, it's like a gym membership. They will have the equipment (technology), however, it will come down to whether or not you have the initiative to learn, adapt, and use it effectively regularly or you will achieve… nothing. The upside? Modernization, predictive analytics, and automation of ERP, when combined correctly, lead your supply chain to greater strength, leaner operations, and increased agility. And, unlike the treadmill in your gym, it won't look down on you because you missed a workout, at least, but your quarterly performance indicators could. **

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サプライチェーンのデジタル変革に関するトップ5の神話(そしてデータが実際に言っていること)

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