Digital Business

Four Ways thatTechnology is
Remolding the Digital
Supply Chain
Industry 4.0 ideals challenge supply chains to deliveradvanced capabilities beyond those inherent in typicaloperating functions. Emerging digital technologies areenabling processes, partners, products and services to work
harmoniously to enhance today’s highly interconnected andnetworked supply chain.

December 2019

Digital Business

Executive Summary
Supply chains are a prominent cog in delivering what weneed in our daily lives. Almost everything around us has
passed through various links in the supply chain. Supply chain
efficiency is therefore vital to keeping customers happy — andloyal. And the importance of supply chain excellence is hypercritical given the growing demand for more personalized
products and services, delivered exactly when and where
customers specify, quickly and at exceptionally low cost.
In the digital era known as Industry 4.0, the need to create a more holistic and betterconnected ecosystem is pivotal.1 This is particularly true as the physical and digital worlds
merge, resulting from solutions that use digital technologies to facilitate their value and yet
operate in the real, physical world.
Traditional supply chain models, therefore, must evolve. For starters, supply chains are notlinear today; in fact, they have not been linear for a while. Supply chains are often a networkof interconnected entities that involve businesses, physical and virtual systems, and people —all conspiring to deliver raw material as finished goods.
The better the supply chain is, the more competitive an organization can be. The better it
is able to strategically integrate a modern supply chain model into its operations, the more
successful it is. And it leans on technology to help navigate the myriad complexities ofsupply chains.
Technology encourages organizations to be ambitious about what they want to achieve.
This white paper highlights modern technology strategies that help today’s highly evolved
supply chain meet increasing challenges from the industries that they serve.

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Four Ways that Technology is Remolding the Digital Supply Chain

Digital BusinessIn the digital era known as Industry 4.0,
the need to create a more holistic andbetter-connected ecosystem is pivotal.

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Digital BusinessTechnology is enabling digital supply chains
The Supply Chain Operations Reference (SCOR) model provides areference to describe the business activities associated with all phasesof satisfying customer demand.2
The model itself is organized around the six primary management processes of plan, source, make, deliver,
return and enable. In a challenging business environment, a supply chain is expected to generate great
performance attributes, namely reliability, responsiveness, agility, costs and asset management efficiency(see Figure 1).

SCORing supply chain effectiveness
PLAN
Processes that balance aggregate demand and supply to develop
a course of action that best meets sourcing, production and delivery requirements.

SOURCE
Processes that procure goods
and services to meet planned or
actual demand.

MAKE
Processes that transformproducts to ﬁnished states tomeet planned or actual demand.

DELIVER
Processes that provide
ﬁnished goods and services tomeet planned or actual demand.

RETURN
Processes associated with returning or receiving returned products
for any reason (including post-delivery customer support).

ENABLE
Processes that prepare, maintain or manage information
or relationships on which planning and execution processes rely.

Figure 1

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Enabling the supply chain
The ENABLE process manages many elements of the supply chain, including:

Performance

Business
rules

Human
Resources

Data andinformation

Contracts

AssetsRegulatorycompliance

Network

Procurement

Risk

Technology

Figure 2

Enable is a broader process that prepares, maintains or manages information or relationships on whichplanning and execution processes rely. In the digital age, the enable element is highly significant. Managing
the supply chain business rules, performance, data and information, human resources, network, risks, etc. is
key to delivering and managing a high-performing supply chain. Importantly, organizations are increasingly
becoming reliant on technology as a foundational element to help make this happen.
The gamut of technology-enabled solutions available today can be overwhelming, and the path to supply
chain enhancement is often multifold and replete with numerous choices. Change can be driven insideout, starting with internal systems such as payroll, finance and accounting, communication systems, humancapital management and employee engagement systems. Or it can be enabled by outside-in elements,
addressing aspects of the organization’s interaction with the end customer (e.g., e-commerce portals,
customer relationship management (CRM), loyalty and rewards platforms, subscription management, etc.)
Prioritizing and balancing these points of entry, while keeping an eye on the eventual goals, is imperative.
Figure 3 examines technology strategies — namely integration platforms, blockchain, robotic process
automation and the Internet of Things (IoT) — with some of the industry leaders with whom we work.

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Digital BusinessTechnology strategies that enable the modern, hyper-connected enterprise
The needs of a modern, highly interconnected supply chain
TECHNOLOGY STRATEGIESROBOTIC PROCESSAUTOMATION can execute
mundane, repeatable tasks
in an efficient, repeatable andpredictable manner.

A robust INTEGRATION
PLATFORM improves connectivity
between the people, processes,
systems and technologies within
an enterprise ecosystem.

Flexible &scalable

Efficient &automated
SUPPLYCHAINATTRIBUTES

With INTERNET OF THINGS,
the physical and virtualworlds converge to track andmonitor devices in theenvironment they are in.

Connected &controlled

Secure &transparent

BLOCKCHAIN enables careful
documentation of a product’s
journey from its point of origin toits suppliers and eventually to its
end destination in a secure,transparent manner.

Figure 3

For a business, ensuring that the different moving
parts in its supply chain are orchestrated well to reduce
the risk of disruption is advantageous. It then is about
forming a perfect orchestra that works in harmony todeliver the right notes.

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STRATEGY 1
Standing up a robust integration platform for microservices that work
well in harmony
As noted, supply chains consist of myriad interconnected processes, partners, products, services andpeople, reflecting a wide range of stakeholders. As a result, ensuring that a product gets into the hands ofan end user represents the cumulative effort of multiple organizations.
These organizations broadly are suppliers, producers, distributors, retailers, customers and service andsupport providers. They add specific value based on the role that they play in the supply chain. Technology
is transforming the way that the new interconnected supply chain interacts among them.
For a business, ensuring that the different moving parts in its supply chain are orchestrated well to reduce
the risk of disruption is advantageous. It then is about forming a perfect orchestra that works in harmony todeliver the right notes. As they strive to develop that ideal, superior differentiated offering to their market,
supply chain participants will need to experiment with several services and technologies until they reachperfect pitch.
A robust integration platform improves connectivity between supply chain actors — people, processes,
systems and technologies — within a cross-enterprise ecosystem. An integration platform plays the roleof an orchestrator that pulls in the various components and services of the IT ecosystem. As organizations
work to incrementally modernize the systems, each system may possess its own data format and protocols,requiring robust orchestration between the systems. To meet scalable business demands, IT organizations
must standardize the integration layer to limit technological complexity and ease maintainability.
With cloud and software as a service (SaaS) in particular, ever-improving software features and functions
are more quickly delivered to market. Standardized connectors, integration patterns, and application
programming interfaces (APIs) for data, applications and devices make things easier. APIs in particular haveeliminated the need for point-to-point integrations and help make the various services in the ecosystem
more discoverable and usable. The use of Agile development methodologies drives business velocity.
Quickly and nimbly snapping on the business capabilities needed is often critical for retaining customers.
The autonomy that microservices architectures offer provides the flexibility of choice for users.
We worked recently with a leading client who chose to develop a foundation platform, comprised ofvarious custom and third-party tools, stitched together to deliver powerful digital-native capabilities that
new and existing products and services could utilize (see Quick Take, page 8).

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Quick Take
Laying the Foundation toOrchestrate Digital SuccessA leading multinational corporation in the food and beverage industry embarked on a large
business optimization initiative to strengthen its business interests. The comprehensive
program includes consolidating product portfolios, introducing new products, exploiting
localized sales opportunities, shoring up and strengthening businesses in specificgeographies, speeding up international expansion, and establishing brand loyalty
programs among many others. The program required driving robustness into its systems
to reduce labor costs and other manufacturing costs while reinvesting potential savingsin prioritized higher potential opportunities. In addition, it involved further investment insupply-chain capability, flexibility and next-generation technology.
The client was looking to build a platform, to serve as the foundation for integrating various
systems, that establishes the best way for various applications to exchange information andinteract with each other. The platform needed flexibility to bolt on the most appropriate
service capabilities from external vendors through API contracts. Any business that
required launching new features and products would look to utilize such a platform to get
to market quickly, while complying with corporate controls.
The Solution
We built a modern cloud-native integration platform to orchestrate transactions between
systems such as various e-commerce, sales and CRM platforms, core back-officeenterprise resource planning (ERP) platforms and external third-party services. The
platform is based on microservices architecture, with Pivotal Cloud Foundry (PCF) andMicrosoft Azure as the cloud platforms. APIs are used for data transfer to/from trading
partners, customers and vendors. Containerization of services such as the workflow and

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Four Ways that Technology is Remolding the Digital Supply Chain

Digital Businessdecision automation service ensures portability and scalability. The system is designed forhigh availability with the cloud-based disaster recovery environment in North America.
Robust IT controls were implemented across the lifecycle, aligned with the client’s security
policies. The team adopted scaled Agile practices in building the platform, and trained
and coached client team members on adoption. End-to-end continuous integration anddelivery (CI/CD) automation was implemented extensively across the platform with Azure
IaaS and PCF PaaS — developing microservices, and managing environments, installations,upgrades, and releases, etc.
Results
Through the use of standardized capabilities that this platform offers, new features andapplications are now delivered to the market in weeks; this previously took six to eightmonths. In addition, the platform lets the organization:❙ Control, focus on and differentiate consumer-facing applications.
❙ Easily add or swap new capabilities, without impact on other applications.
❙ Scale across geographies, brands and channels.
❙ Comply with regulatory requirements by implementing a comprehensive set ofcorporate security controls.

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STRATEGY 2
Having robotic process automation handle the mundane
The term robotic process automation (RPA) is about intelligent software undertaking high-volume,
repeatable and time-consuming tasks and doing so efficiently.
Supply chain automation offers many opportunities to increase efficiency, reduce costs and improve
performance. It involves systematizing part or all of a workflow to improve processes, using technology as
the central driving force to making this a reality.
RPA is being increasingly adopted within the supply chain to mimic the actions of human employees:
capturing, replicating, and processing data, and communicating with customers, as well as making
judgments and learning from past actions.
With RPA, processes can adapt to demand and scale operations faster. Costs are cut due to reduced
administrative overheads. Higher quality can be achieved through eliminating human error and duplicationin processes and workflows. There is a conscious bias toward shifting human effort away from low-value,
repeatable tasks to value-added activities that generate revenue and drive other improvements.
RPA has found extensive use of several processes in the supply chain. It is used to create, update andmanage contract and other data for better supplier management. RPA is used by some companies toresearch the supplier and manufacturer markets using consistent criteria, allowing for easier supplierselection. Payments and invoicing, order fulfillment and inventory updates, onboarding of partners,
invoicing, customer service, including tracking generation and email confirmation, selling across multiple
channels and applying bulk actions for high-order volumes have all found ways to automate workflows
using RPA.
However, organizations need to bring together disparate sub-processes into one cohesive end-to-end
journey, especially when the ecosystem consists of disparate enterprise systems. Manual hand-off points
between process elements tend to be error prone.
RPA solutions are being applied with success by many organizations across processes in the supply chain
and are quickly becoming must-have tools for most digital initiatives.
We utilized the automation platform UiPath to automate parts of goods flow planning (GFP), delivering
great results (see Quick Take, page 11).

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Quick Take
Letting Software Robots Plan the
Flow of Goods in the Supply Chain
A leading footwear, apparel, equipment and accessories manufacturer looked to transformparts of the supply chain planning processes for its European Logistics Center. The centerscoordinate all logistics activities between the 200 factories and 30,000 customers in 55
countries.
The company’s GFP — with its three sub-processes, advanced shipment notification,
mass documentation change and mode changes — handled less than 6,500 requests/
month. Over time, they found that the GFP processes had become resource intensive andexpensive due to increased order volumes and change orders. Seasonal variations in thecompany’s business added to the complexity and maintenance was a challenge. It needed
a way to simplify running these processes.
The Solution
We identified opportunities to simplify and automate GFP processes. We then used
RPA to implement the automation, using UiPath as the automation platform. The
application ecosystem included SAP, Manhattan WMS, and the Online Dispute Resolution
platform among many others. We developed and deployed an accurate, intuitive andfully automated design flow. Automation was applied to areas such as use of Excel
spreadsheets, moving data between screens, completing online forms and PDFs, copying
and pasting data, closing and rekeying into applications, e-mail notifications and select
ERP transactions.
Results
The use of automation:❙

Freed personnel to focus more on high-value activities.

❙

Saved an estimated 70% of processing time while executing the same volume ofrequests in far less time.

❙

Helps garner useful insights into the process through additional analytical capabilities ofactivities completed through RPA.

❙

Eliminates human intervention and resulting errors in a complex ecosystem involving
multiple applications and system environments.

❙

Enables more scalable business processes to handle higher volumes of transactions withrobotic automation working 24x7 and executing tasks quickly.
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STRATEGY 3
Blockchain adoption is a reality, and around the block
Blockchain offers the promise to fundamentally alter the way business is conducted. A blockchain is a
distributed ledger that records transactions in a series of blocks.3 The blocks are bound to each other using
cryptographic principles and form a chain of immutable records. The blockchain exists in multiple copies
spread over multiple computers, typically known as nodes. Blockchains make it possible for ecosystems ofcollaborators to share and agree upon important business-related data, without needing intermediaries.
Our research indicates that as blockchain technology matures, decision-makers across industries
worldwide see blockchain’s lofty promise of operational efficiency using shared infrastructure and business
opportunity as reason enough to invest time, money and effort in experimenting with distributed ledger
databases, consensus algorithms, and Public Key Infrastructure (PKI) cryptography technology to futureready their companies.4 Smart contracts managed by blockchain ensure that agreements are automaticallyenforced when predefined rules are met. Contracts are consequently transparent, decentralized andinexpensive, eliminating intermediaries.
The applicability of blockchain to supply chain is reflected in the seeming commonality in their names:a “chain” of dependent activity. Three key capabilities, vital to supply chains, that blockchain delivers
are cryptographic security, distributed ledger architecture and a network consensus mechanism.5 The
cryptographic security underlying blockchain technology enables information immutability and credibility.
Transaction records stored on blockchain are thus tamper-proof, reliable and verifiable by all parties
at any time. Data confidentiality and privacy are ensured through permissioned access rights for trade
participants. The distributed ledger architecture provides transaction transparency and traceability. This
increases visibility into data status for tracking, enables automated execution of contractual obligations
through smart contracts, and ensures that networks are resilient to downtime and manipulation risks. The
network consensus mechanism provides a single source of truth through the network, uniformly available
to all parties.

Smart contracts managed by blockchain ensurethat agreements are automatically enforced whenpredefined rules are met. Contracts are consequently
transparent, decentralized and inexpensive, eliminatingintermediaries.

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The use cases for blockchain in the various facetsof supply chain are compelling. Cryptocurrency
aside, the careful documentation of a product’s
journey from its point of origin to its suppliers andeventually to its end destination makes for a strong
case of transparency and trust.
The use cases for blockchain in the various facets of supply chain are compelling. Cryptocurrency aside,
the careful documentation of a product’s journey from its point of origin to its suppliers and eventually to
its end destination makes for a strong case of transparency and trust. Documentation of product identity,quantities, purchase orders, receipts, product quality standards, stage of progress in the logistical chain,and financial information such as taxation in an immutable, automated manner reduces manual timeconsuming activities and makes a strong case for adoption.
Since blockchain acts as a ledger of trusted information, shipment tracking is perhaps an obvious use caseto track the movement of goods from the producer to retail within the production cycle. Companies cansee where each batch of products comes from, each processing and storage step in the supply chain, andthe products’ sell-by date. In the event of a product recall, the company can also see which batches areaffected and who bought them. Entries in a blockchain database could trigger other tasks downstreamsuch as docking storage area information.
Blockchains solutions to establish a digital identity for suppliers in the procurement value chain are being
developed. Smart contracts enabled by blockchain can be used for instant settlement of payments andreduce the time and costs associated with intermediary processing. For example, smart contracts are being
used to monitor and redistribute energy in a neighborhood micro-grid. The program automates the buying
and selling of green energy to save costs and pollution.
Blockchain enhances supply chain management and can increase the efficiency and transparency of
supply chains and positively impact everything from production to warehousing to delivery to payment.
For one client, we are using blockchain to address visibility of products in the supply chain and thereby
track quality conformance of products. We used Ethereum, an open-source, public, blockchain-based
distributed computing platform and operating system featuring smart contract functionality (see Quick
Take, page 14).

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Quick Take
Increasing Product Visibility
Through the Supply Chain
One of the core priorities of a leading supermarket store chain is to differentiate its foodand drink businesses and unlock value in the portfolio. While quality of its products is agiven, it was looking at innovative ways to provide more connected, personalized andconvenient shopping experiences.
The client has a complex multi-partner supply chain ecosystem. Considering the numerous
processes and parties involved in its procurement process, tracking quality conformanceof products across the supply chain and measuring efficiency of partners was extremely
cumbersome and challenging.
The Solution
To address product visibility during the various stages in the supply chain, we built a
blockchain-based solution that opened real-time data visibility/transparency to the entire
process, for all parties. Product identifiers were leveraged to track items.
We reviewed the arrangements with the partners in the supply chain: suppliers, freight
service providers, third-party logistics distribution centers, retailer distribution centersand stores. The business rules from the relevant partner were extracted. The various datarequirements from partner systems were identified and key performance indicators (KPIs)
were defined.
Smart contracts enabled differential value-based penalties/incentives. The blockchain
system tracks partner compliance based on the contracts and quality conformance of
products such as temperature breach, timeliness, etc. across the value chain. A valuebased payment system was then implemented with payments dependent on agreed
quality, quantity and timelines. Pre-configured business rules and consensus checks
execute automatically with little to no human intervention and delays.

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Blockchain-enabled supply chain design

Producer

Supplier

Retailstore

Logistics
providerLogistics
providerRetailer
distribution
centerThird-party
distribution
center

Logistics
providerWe used Ethereum as the blockchain-based distributed computing platform andoperating system featuring smart contract functionality. We also used the MEAN stack, acollection of full-stack JavaScript technologies used to rapidly develop web applications,to implement the solution along with Ethereum ledger.
Results
Through this pilot, our client was able to demonstrate the rich value that blockchain
could bring to its business. Trading partners felt greater trust and higher satisfaction
due to improved transparency across the supply chain. With the ability to track minuteproduct quality parameters and thereby actual performance, partners were held moreaccountable. Smart contracts drove quality parameter adherence and remuneration. Withbetter tracking and transparency, potential reduction of the non-saleable inventory in theretailer network could drive better working capital efficiency. The client was also able toexperiment with differential pricing based on a product’s freshness quotient.

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STRATEGY 4
Monetizing data with the Internet of Things
The Internet of Things (IoT) blurs the lines between the physical and software worlds. It is a collection ofinterconnected physical devices that can monitor, report on and send and exchange data. These devices
are typically connected to computer systems via mobile data or WiFi networks. With improved network
connectivity, smart products and solutions fueled by the IoT touch many aspects of our lives.
In this data-obsessed digital ecosystem, creation of actionable intelligence is what makes IoT soirresistible. It begins with capturing data and identifying actions. Soon, many of these IoT-based products
and solutions will think and even do for us. There is significant work under way to allay privacy concerns
regarding sensitive customer data,6 including:❙ Better capabilities at threat modeling.
❙ Reviewing attack surfaces and attack routes.
❙ Implementing security throughout the lifecycle with secure boot and hardware-based security controls.
❙ Device authentication and secure data management.
❙ Robust governance policy frameworks.
❙ Securing over-the-air updates.
❙ Using a layered security design that covers networks, apps and devices.
Network and power, two key requirements to IoT, have been making steady strides along the path toprogress.
Data from IoT-driven devices has the potential to become a key input into supply chains. And suppliers,
manufacturers and distribution centers are beneficiaries to such intelligence. Figure 4 depicts some of theuses and examples.

The power of IoT is undeniable and it’s blazing a pathof infinite promise in the digital ecosystem. It is mostcertainly a “thing” for enterprises to bet on for the future.

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Use cases for IoT in the supply chain
WHAT is measured

HOW is it made useful

WHERE is it used

“Awareness” through location,
temperature, humidity, lightlevels, movement, handling,
speed of movement, timespent and other environmental
factors.

Form factors

Sample use cases

RFID chips, smart devices andmobile sensors.

❙ Produce freshness tracking.

Processes and practices7❙ Edge computing/ analytics.

❙ Inventory tracking throughsmart vending machines.

❙ Data ingestion and stream
processing.

❙ Managing equipment
availability and utilization.

❙ Device management.

❙ Alarm and energy
management.

❙ Cold path and advanced
analytics.

❙ Shipment tracking.

❙ Fleet management.

❙ Enterprise integration withbusiness systems.
Figure 4

It is important to note that IoT devices originate creation of data bits. It fulfills a key piece in a digital supply
chain; it creates a digital endpoint where none existed and makes it easier to generate data. These are thenconverted to actionable intelligence and monetized, usually downstream. The power of IoT is undeniable
and it’s blazing a path of infinite promise in the digital ecosystem. It is most certainly a “thing” for enterprises
to bet on for the future.
Navigating these challenges requires careful planning, domain knowledge and rigorous implementation.
We are working with a client to utilize an IoT-based solution to bring together data from a disparate set ofdevices to effectively eliminate wastage and drive automation of tasks (see Quick Take, page 18).

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Quick Take
Keeping Food Fresh, and theData Even Fresher
Every year, a large retail chain attributes nearly $2 billion in losses to food waste. Of that,
refrigeration system failures or issues account for roughly $300 million. Alarms raised by
the controllers of these refrigeration systems reach the operations team after five to six
hours, and there is no mechanism to predict failures before they occur. To compound the
problem, these legacy controllers are no longer supported by the vendor, making it nearly
impossible to change the alarm and logging parameters. The retailer needed new ideas toaddress these challenges and partnered with us to envision solutions.
The Solution
We are currently iterating on an IoT solution for the retail giant. When completed, thesolution will enable the collection of data from meters, energy sources, fleets and othersources and provide an enterprise-level platform for energy, operational and supply chain
excellence. Collection of this data will also open the door to algorithm development, which
will serve as the foundation for prediction of failure and prevention of food loss.
We endeavored to create an extraction utility that can interact directly with therefrigeration equipment’s controllers, and retrieve a set of prioritized sensor information ona periodic basis.
Further, we are designing a platform powered by the IoT that would log, monitor andpredict the alarms and failures for all U.S. stores, based on the data retrieved from thevarious controllers.
Results❙ 40% reduction in food waste costs forecasted by 2019.
❙ Automated 87% of work orders, reducing response times from 36 hours to lessthan four hours.
❙ Drastic reduction in false alarm alerts through normalized rules engines.
❙ Significant reduction of 100 million alerts per year on average throughautomation solutions.
❙ Production-level deployment in 200 stores, with expected rollout to 5,300 stores.

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Digital BusinessLooking ahead
Each technology strategy highlighted in this white paper — namely
integration platforms, blockchain, robotic process automation and the
IoT — requires careful consideration and planning to deliver the value
intended across various supply chain processes and components.
Further, in the delivery of these solutions, product development needs to be fast, iterative and continuous.
Execution — broad conceptualization, analysis/synthesis, design, build and validate — needs to embracemodern software engineering principles. A strong foundation can ensure that an organization stays thecourse on executing a sound digital strategy.

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Creating a digital foundation
A strong digital foundation equips an organization with the capabilities required to move toward a productcentric and digital-native state, and accelerate time-to-value from its supply chain initiatives. This becomesthe launch pad for innovation and to enhance existing products and applications. It captures, standardizes
and operationalizes the foundational work necessary to deliver on the promise. Getting there requires theright people, processes, platforms and tools.
❙ People. Planning and executing digital supply chain strategies require reorganizing from a projectcentric organization to product-centric organization to ensure better alignment to the capabilities thatbusinesses require.8 Organization structures and roles must be aligned to these capabilities. Highperforming teams should be aligned to product and feature sets. Cross-skilling for a broader depthof specialization is encouraged, with full stack developers playing key roles in development teams.
Integrated teams blur the lines between build and run aspects of products. Blockchain involves more
complex collaboration within the ecosystem — users, investors, miners, and developers. All of thisrequires effective change management to help with the transition.
❙ Processes. The digital foundation focuses on applying the most apt engineering processes to deliver
value. Sustainable engineering excellence is realized, adopting Agile and DevOps ways of working, Lean
principles, collective code ownership, test-driven development, continuous integration/delivery andrelease management. DevSecOps models ensure that security strategies are ingrained in every system.
A minimum-viable-product approach is preferred over a big-bang rollout. Areas like RPA require careful
mapping of business process components that can be automated.
❙ Platforms & tools. Technology platforms and tools are central to delivering advanced capabilities
and driving automation in the digital foundation. They include cloud-native platforms delivering
microservices architectures, test and release management tools that enable DevOps, automation
platforms to implement RPA, adoption of distributed ledger technology (DLT) in physical supply
chains or IoT platform services to connect, process, store, and analyze data in connected systems. The
digital foundation is constructed with an optimal mix of platforms and tools that align with the targetedcapabilities.
With their network of numerous interconnected entities, today’s supply chains present many opportunities
for technology to influence the way that processes are run and business is conducted. It is clear thatbusinesses need technology to sustain themselves. Efficient supply chains are vital to businesses and havebeen a subject of much experimentation and innovation as businesses try to differentiate themselves.
Technology has paved the path for many an innovation in the supply chain, and will continue
to do so.

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1

Bernard Marr, “What is Industry 4.0? Here’s A Super Easy Explanation For Anyone,” Forbes.com, September 2, 2018,www.forbes.com/sites/bernardmarr/2018/09/02/what-is-industry-4-0-heres-a-super-easy-explanation-foranyone/#25a6d4329788.

2

Supply Chain Reference Operations (SCOR) Model Quick Reference Guide, APICS, 2017, www.apics.org/docs/defaultsource/scor-p-toolkits/apics-scc-scor-quick-reference-guide.pdf.

3“Blockchain Technology is Set to Transform the Supply Chain,” Logistics Bureau, January 9. 2019, www.logisticsbureau.
com/how-blockchain-can-transform-the-supply-chain/.

4

Blockchain Primary Research, Cognizant, www.cognizant.com/blockchain-adoption-primary-research.

5

Lata Varghese and Rashi Goyal, “How Blockchain Can Revitalize Trade Finance (Part 1),” Cognizant, August 2017, www.
cognizant.com/whitepapers/how-blockchain-can-revitalize-trade-finance-part1-codex2766.pdf.

6

Aala Santhosh Reddy, “Safeguarding the Internet of Things,” Cognizant Reports, May 2017, www.cognizant.com/
whitepapers/safeguarding-the-internet-of-things-codex2465.pdf.

7“The Five Essential IoT Requirements and How to Achieve Them,” Cognizant, February 2019, www.cognizant.com/
whitepapers/the-five-essential-iot-requirements-and-how-to-achieve-them-codex4241.pdf.

8

Raja Bavani, “17 Must-Do’s to Create a Product-Centric IT Organization,” Cognizant, July 2019, www.cognizant.com/
whitepapers/17-must-do-s-to-create-a-product-centric-it-organization-codex4674.pdf.

References❙ Adam Hughes, “Why Modern Business Requires an Enterprise Integration Platform,” Cleo blog,
February 5, 2019, www.cleo.com/blog/knowledge-base-enterprise-integration-platform.
❙ Richard Howells, “Four Supply Chain Strategies To Drive Digital Transformation,” SAP Digitalist
magazine, April 11, 2018, www.digitalistmag.com/digital-supply-networks/2018/04/11/4-supply-chainstrategies-to-drive-digital-transformation-06079557.
❙ “The Five Essential IoT Requirements and How to Achieve Them,” Cognizant, February 2019,www.cognizant.com/whitepapers/the-five-essential-iot-requirements-and-how-to-achieve-themcodex4241.pdf.
❙ Rob O’Byrne, “Supply Chain and the Internet of Things — Towards New Paradigms,” Logistics Bureau,
March 6, 2018, www.logisticsbureau.com/supply-chain-the-internet-of-things-towards-newparadigms/.

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About the authors
Dilshad Kunnumal
Digital Transformation Lead, Cognizant Digital Engineering
Dilshad is a lead digital transformation consultant with Cognizant DigitalEngineering, a software product engineering business unit. He has proven successwith defining digital transformation strategies, solutions and adoption roadmaps
for enterprise clients using cloud-native technologies and modern engineering
practices. He previously held various leadership roles in corporate strategy,
consulting and marketing, focused on monetizing emerging technology
paradigms in the technology and automotive industries. He holds a B.E degreefrom Madras University and a PGDM in marketing and operations from Symbiosis, Pune. He can be reached at
Dilshad.KP@cognizant.com | www.linkedin.com/in/dilshadkunnumal.

Sasmita Panda
Chief Digital Solutions Architect — Retail, Consumer Goods, Travel and
Hospitality practice, Cognizant Digital Engineering
Sasmita is a Chief Digital Solutions Architect within the Digital Engineering subpractice of Cognizant’s Retail, Consumer Goods, Travel and Hospitality practice.
She has more than 20 years of experience in serving customers across domains
including retail, consumer goods, travel, hospitality, banking and financial services.
She has helped various organizations in defining and executing strategic changes
and has led many large-scale transformational
and innovational programs across a variety of business areas. She is a TOGAF certified enterprise architect,
Amazon-certified cloud architect and has significant experience in building microservices and cloud-native
applications for large enterprises. She can be reached at Sasmita.Panda@cognizant.com | https://in.linkedin.com/
in/sasmita-panda-52331a4.

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Four Ways that Technology is Remolding the Digital Supply Chain

Digital Business
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Four Ways that Technology is Remolding the Digital Supply Chain /23About Cognizant Digital BusinessWe help clients build digital businesses and innovate products that create new value — by using sensing, insights, software and experience to deliver onwhat customers demand in the digital age. Through IoT we connect the digital and physical worlds to make smart, efficient and safe products, operations
and enterprises. Leveraging data, analytics and AI we drive intelligent decisions and anticipate where markets and customers are going next. Then we
use those insights, combining design and software to deliver the experiences that consumers expect of their brands. Learn more about how we’reengineering the modern enterprise at cognizant.com/digitalbusiness.

About Cognizant
Cognizant (Nasdaq-100: CTSH) is one of the world’s leading professional services companies, transforming clients’ business, operating and technology
models for the digital era. Our unique industry-based, consultative approach helps clients envision, build and run more innovative and efficient businesses. Headquartered in the U.S., Cognizant is ranked 193 on the Fortune 500 and is consistently listed among the most admired companies in the world.
Learn how Cognizant helps clients lead with digital at www.cognizant.com or follow us @Cognizant.

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