Mabadiliko ya digital ya mzunguko wa usambazaji sio tena update ya teknolojia; ni sasa mkakati na suala la kuishi. Mabadiliko ya soko, mabadiliko ya kisiasa, na mabadiliko ya mahitaji ya wateja ni kuwahamasisha makampuni kuja nje ya mchakato wa mwongozo na mifumo kadhaa. Hata hivyo, hata na dharura, mawazo ya muda mrefu inaendelea kuamuru jinsi makampuni mbalimbali kufuatilia mabadiliko, kusababisha jaribio la nusu moyo na hakuna matokeo ya kutathmini. Utafiti unaotolewa na Gartner unaonyesha kwamba asilimia 33 tu ya viongozi wa mtoaji wa kimataifa wamekuwa wakitumia uchambuzi kamili, upgrades ya mfumo wa ERP, na automatisering katika mazoezi yao ya kila siku ya biashara, licha ya wengi wao, yaani, 78% wanasema kuwa wana mkakati wa digital. 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. Hizi si faida zisizojulikana; hizi kwa kweli zinaweza kubadilishwa kwa ongezeko la viwango vya huduma kwa wateja, gharama ndogo, na faida zaidi. Kuachia matokeo haya, hata hivyo, yanahusisha mashirika ya kukabiliana na kuondokana na mitindo kadhaa ya muda mrefu ambayo yanapotosha sababu sahihi za mafanikio. Myth 1: Digital Transformation Assured by ERP Upgrades alone : 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 : Automation excels in rules-based and repetitive tasks, such as order assignment or habitual re-stocking. But despite all the above, strategic decisions continue to rely heavily on human judgment, especially in instances where there are disruptions to supply, there are complex trade-offs involved, or simply ethical considerations. Studies show that although it is possible to automate up to 73 % of planning activities, the remaining 27 % are usually associated with disproportionate effects on profitability and customer confidence. Even the most automated systems must have their algorithms overridden by a planner in any unexpected situation, like a port-closure or the introduction of new regulations that algorithms cannot foresee-- paths in which contiguity reasoning dominates simple computation. 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 Mito 5: Haiwezekani kubadilika kutokana na utata wa mzunguko wa usambazaji wa kimataifa : It is due to complexity that transformation is necessary. The contemporary supply chain is affected by 40 % more volatility events than 10 years ago, whether due to raw material crunches or excessive weather events. Absent the digital tools, the result of these events is the cascading effects of production delays and failures of service levels. Thousands of possible scenarios (what-if scenarios) can be modeled in seconds using AI-based scenario planning platforms, hence enabling organizations to react to disruption at the hourly rather than weekly time scale. Complexity is no longer an obstacle, but rather something manageable and beneficial, when organizations possess the responsiveness to change faster than their rivals. Reality Conclusion Mabadiliko ya digital si mti wa uchawi unao kuboresha uuzaji wako kwa uchawi; badala yake, ni kama uanachama wa gym. Watakuwa na vifaa (teknolojia), hata hivyo, itakuja juu ya kama au si una nia ya kujifunza, kurekebisha, na kutumia kwa ufanisi mara kwa mara au utafanikiwa ... hakuna kitu. 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. **

This story contains new, firsthand information uncovered by the writer.

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