The fourth industrial revolution is now on everyone’s lips. Some openly support it, considering it the definitive cure for existing problems, and those skeptical of it are convinced that it would help exacerbate them. If well-designed, the transition to Industry 4.0 must be based on new organizational models, cutting-edge digital technologies, and skilled workers. While large companies actively participate in the transition process, many SMEs still struggle to understand its potential fully.
Often overwhelmed by a constantly changing and increasingly omnichannel market, they struggle to carve out enough time and space to reorganize activities. This is why it is essential to change the company mentality and the relational approach with the customer. Encouraging dialogue between the various corporate functions and outlining shared development programs is the only way to maximize investments in training and new technologies. What has been said so far inevitably translates into the need to optimize the supply chain.
What Is The Supply Chain?
The supply chain is the interaction that begins with the introduction of the item and finishes with its conveyance to the purchaser. It is fundamental that a bunch of exercises – and associations – which permit items and administrations to be created and circulated. Dealing with the store network implies overseeing exchange trades, unrefined substance costs, obtaining handling circulation times, and the nature of the completed item. Subsequently, upgrading the inventory network implies expanding the proficiency and adequacy of this multitude of cycles.
The consequence of a much-arranged and very much-overseen enhancement is the quick rearrangements of correspondence streams between the different players in the chain. Accordingly, the center moves from the single organization to the whole framework in light of joint effort, straightforwardness, and sharing regular targets. Consequently, we move from the production network to the coordinated production network to underline the particular obligations of the relative multitude of capabilities engaged with the exchanges.
Digital Transformation: What Will Change?
The new 4.0 context favors the continuous evolution of companies, which by accurately taking advantage of new open doors, will want to keep up with or increment their seriousness on the lookout. By utilizing new advancements, they will want to create enhancements both in the cycles and in the items or administrations advertised.
To find out what will occur for a vast scope before very long, it could be helpful to take a gander at the consequences of those organizations that have proactively applied innovations to store network processes. We discuss Computerized reasoning, Cloud, network, interconnection, and adaptability. The execution of robots and the utilization of Huge amounts of Information that can be counseled progressively make it conceivable to:
- Optimize production, reducing or eliminating human error (for example, by monitoring the status of plants and machinery);
- Carry out more accurate forecasts (for example, by transforming Information into images and simplifying the analysis phase);
- Obtain a significant competitive advantage over competitors extending to the entire network of partners, suppliers, and customers.
This leads to new business models capable of generating intelligent, connected products designed based on specific customer needs in a decidedly consumer-centric perspective.
We could therefore define Supply Chain 4.0 as the combination of the following:
- Interconnection and interoperability: humans, machines, and devices are constantly communicating with each other;
- Transparency, immediacy, and contextualization of the Information collected in real-time;
- Decentralization of the decision-making process from the single company to the entire system, including consumers;
- Assistance: machines assist and guide humans in identifying problems and implementing corrective actions.
Our Idea
For MM Operations, this fourth industrial revolution represents a precious opportunity rather than a challenge. MM.net, the proprietary WMS conceived and developed in 2012, was a forerunner of this current transformation. A transformation is already underway also within our operational offices and warehouses. Using innovative tools and the constant and real-time sharing of data and Information has already generated significant improvements in streamlining and streamlining strategic and operational flows. Satisfied with the results obtained, MM Operations intends to continue on this path, increasing over time the funds allocated to personnel updating and introducing new technologies.
Also Read: 5 Major Benefits A Business Can Experience with SD-WAN
