Capping IT Off

Capping IT Off

Opinions expressed on this blog reflect the writer’s views and not the position of the Capgemini Group

The potential for ‘Field Service’ drones


JD. com

While the heavy payload delivery drone that is creating, is useful in certain areas of the logistics market, an even more exciting supply chain benefit is the ability to deliver more efficient field services.  The heavy-payload-drone logistics capability is relegated to congested or remote route delivery, rather than the more complex last mile solutions that drones have recently been exploring, but in the area of Field Services these specialized delivery options become even more useful. Field Services for wind turbines for example would be a perfect application because these services drive supply chain complexity in that they are both hard to reach and require significantly heavy components. The same is true for the Oil and Gas and the Energy and Utilities sectors. In these industries, heavy payload drones could speed up service times, and when combined with smart products could increase first time fix rates. 

Another benefit that these types of solutions could bring is a reduction in all logistics costs regardless of the mode. In the retail sector land based drones have already reduced last mile costs by 70-80%. A similar improvement could be possible in the air or remote delivery market, and disruption in any area of transportation will bring further cost reduction in the other modes.

While JD’s announcement is good marketing, I think the supply chain usefulness of the future solution is in Field Services. Companies not investing in some form of these new technologies, are certainly going to be left behind.

About the author

Adrian Penka
Adrian Penka
Mr. Penka leads the North American Digital Operations practice with a specialization in digital Supply Chain, and Procurement strategy and transformation. He leverages his strong background in process design and SRM and ERP implementations to drive transformation programs for some of the world's largest brands. Adrian also leads Capgemini’s Global Procurement Transformation Center of Excellence. Adrian has held a diverse set of roles during his 20-year tenure with Ernst & Young and Capgemini, such as: Mergers and Acquisitions Synergy Savings Strategy Advisor, Process Design, Sourcing, Contract Analysis and Management, Source to Pay Transformations, Technical Report Development, and Project Manager for full lifecycle implementations of SRM and ERP systems such as Commerce One, Ariba, SAP SRM, and PeopleSoft.

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