Explore our latest thought leadership, ideas, and insights on the issues that are shaping the future of business and society.
Choose a partner with intimate knowledge of your industry and first-hand experience of defining its future.
Discover our portfolio – constantly evolving to keep pace with the ever-changing needs of our clients.
Become part of a diverse collective of free-thinkers, entrepreneurs and experts – and help us to make a difference.
See our latest news, and stories from across the business, and explore our archives.
We are a global leader in partnering with companies to transform and manage their business by harnessing the power of technology.
Our number one ranked think-tank
Explore our brands
Explore our technology partners
Supply chain resilience is determined by two major areas – the ability to avoid or contain risks, and the ability to stabilize and return to normal after a disruptive event. Although organizations should strive to do both, they often fall short in one of these two areas – sacrificing agility for preparedness, or conversely favoring nimbleness over hindrance.
In the last few years, countless organizations have had to deal with disruption to their supply chain – ranging from natural disasters to unexpected recalls – pushing supply chains far beyond capacity and costing millions of dollars. In addition, the explosion of data transiting across worldwide supply chain ecosystems has led to IP infringements, lack of compliance, and data corruption, which is further destabilizing supply chains.
The core factors that today make these events more likely to occur – namely globalization and increased complexity – are exacerbated by a lack of visibility and the somewhat inherent growth of supply chain ecosystems that often involve several supplier tiers.
To tackle these issues, organizations must not only constantly strive to create the appropriate resilience level, but also continuously improve and iteratively find new opportunities to manage both expected and unexpected risks.
There are four approaches your organization can take to address these challenges:
Source: BCI Supply Chain Resilience Report 2018
In the United Kingdom, Brexit is creating a significant risk of disruption that could send supply chains into a spin. Although some organizations might feel unconcerned as their operations do not encompass the UK and thus will remain unaffected, consider this situation: a UK tier 2 supplier providing materials to a tier 1 supplier based outside of the UK might not represent an immediate risk. However, this indirect risk will eventually propagate and affect operations if the tier 1 supplier does not manage its own risk properly.
Brexit will have consequences for many – over 150,000 importers and exporters will need to declare customs for the first time in a post-Brexit-scenario. Trucks could create major traffic tailbacks causing significant delays. Companies will need to be nimble and ready for all possible outcomes. In the event of a soft Brexit, the true impact will remain unknown until the actual cut-off day.
A UK-based tier 1 supplier, for example, is facing a direct Brexit threat due to expected, standard customs being instituted between the UK and continental Europe. The level of detail and amount of data required to transition from monthly Intrastat reporting (a monthly obligation for companies that move goods cross-border in the EU) to full customs clearance-required paperwork needs to be managed proactively.
The creation of a lean scalable and cost-effective onsite and remote team to:
In order to increase efficiency, robotic process automation (RPA) opportunities are identified and intelligent automation is implemented as standard to balance the scale and cost of operations.
Immediate increase in supply chain resilience with minimum effort and low investment when considering the potential cost of having goods stuck at the border. Additionally, the client will benefit from the scalability of a solution that enables virtually any volume increase.
With organizations having to process more and more information, the increase in supply chain complexity caused by increasing globalization is creating unsustainable situations for supply chains that need to be continuously addressed to prevent a decrease in competitive advantage and reputation.
Solutions such as control towers, planning excellence, and supply chain data management, combined with intelligent automation and analytics, are key to any organization wanting to create sustainable resilience across the supply chain – incorporating nimbleness and a capacity to anticipate upcoming risks.
In addition, and as illustrated by the case study above, the ability to create added scalable capacities can help you to handle unexpected regulation changes and create business continuity.
To learn more about how Capgemini’s Digital Supply Chain Practice can help your organization implement a resilient blockchain program that tackles your key supply chain challenges, contact: firstname.lastname@example.org
Read Capgemini Research Institute’s “Does blockchain hold the key to a new age of supply chain transparency and trust?” report to learn more about how organizations have moved from blockchain hype to reality.
Jörg Junghanns leverages innovation and a strategic and service mindset to help clients transform their supply chain operations into a growth enabler.
You may accept all cookies, or choose to manage them individually. You can change your settings at any time by clicking Cookie Settings available in the footer of every page.