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As a supply chain leader, you’re expected to find creative ways to decrease operational costs while improving the customer experience (CX). You’re even asked to look ahead — to predict what’s coming next — so your team can proactively prepare and still come out ahead.
But expectations like those are completely unrealistic if you’re using old supply chain systems and processes. That’s because:
- Siloed data is incomplete, hard to access and terribly difficult to unify.
- Too many critical roles rely on guesswork in lieu of real-time data and insights.
- Supply chain workers stuck in old, manual ways of doing things take much longer to do everything that needs to be done.
photo: project44
At project44, we refer to these obstacles and inefficiencies that slow down or disrupt the smooth flow of goods, information or finances through the supply chain as “supply chain friction.”
Supply chain friction manifests a whole host of critical business problems — things like higher facility overhead costs and the inability to: view inventory in motion; obtain real-time, bookable rates for carriers on specific lanes; and proactively resolve exceptions for your customers.
Because of supply chain friction, supply chain leaders like you never have enough information to know exactly what needs to be done. More importantly, you can never get ahead of any core supply chain challenges.
But imagine how your job — and your supply chain — would perform if you could reduce the amount of friction they experience. The good news is, reducing supply chain friction is something you can absolutely do right now thanks to advanced visibility, machine learning (ML) and automation.
Here’s what you need to know.