Nov 25, 2020

Gartner: How to transform your digital supply chain

Gartner
digital supply chain
supply chain
Digital Transformation
Janet Brice
3 min
Digital supply chain
A blend of physical capabilities with emerging digital innovation, is the key to achieving a successful supply chain transformation, report Gartner...

A blend of well-established physical capabilities with emerging digital innovation, is the key to achieving a successful supply chain transformation, according to a report from Gartner.

Organisations with effective supply chain digital transformation roadmaps are three times as likely to see their digital chains succeed, reveals the report. However, according to Gartner more than 50% of organisations have not started to build a roadmap towards supply chain digital transformation.

“Digital is a key priority for most supply chain leaders,” commented Gartner. Supply chain digital transformation is proven to drive growth, mitigate risk and optimise costs, but requires strong alignment between business and supply chain strategy to succeed.

“Start leveraging digital technologies to increase business performance by building a supply chain digital transformation roadmap that addresses both short-term improvements and a strategic long-term vision,” says the report.

Plan for change

According to Gartner’s report, digital supply chain planning requires different capabilities versus traditional planning: technical skills including advanced analytics; business skills like cross-functional collaboration and data-driven decision making and behaviours/traits such as adaptability and risk taking.

“Effective roadmaps for transformation consider redesigning the planning organisation, centralising the analytics team and building supply chain talent for the future.

“Investing in supply chain digital transformation ensures your supply chain can harness and scale the technology and innovation that promise growth, risk mitigation, and cost optimisation benefits,” comments Gartner.

“Gartner showed us how to look at the digital frontier and find out from data what stage companies are at in adapting supply chain trends,” said Director, Supply Chain Design Transportation and Logistics Industry.

According to the report the three steps to accelerating supply chain digital transformation include:

  • Integrating supply chain into the digital ecosystem
  • Implementing autonomous supply chain
  • Synchronising with digital business

These can be downloaded on a playbook produced by Gartner and available on the link below.

“CEOs are working hard to hunt revenue growth while resetting or rebuilding their businesses for a new reality. Digital investment, including supply chain digital transformation, can help them return to growth quickly and effectively. Introducing new digital products – including e-commerce and digitally enabled products (subscription-based, pay as you go) – has the highest returns of digital transformation tactics they have tried,” says Gartner.

  • Supply chain leaders are pointing to three technology opportunities to optimise supply chain costs:
  • Robotic process automation (RPA) to automate repetitive supply chain processes
  • Advanced analytics to improve and automate supply chain decision making
  • Collaborative/smart robots to further automate operations across factories and distribution centres

“Supply chain leaders can leverage supply chain digital transformation to build agile supply chains that sense and respond to unanticipated changes in demand or supply, quickly and reliably, without sacrificing cost or quality. 

“Emerging digital innovations like AI, advanced analytics, big data/data lakes, and the Internet of Things support a more transparent, automated, intelligent, and orchestrated end-to-end supply chain,” reveals the report.

For further insights on supply chain digital transformation from the consultants Gartner click on the link below.

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Jun 12, 2021

How changing your company's software code can prevent bias

Deltek
diversity
softwarecode
inclusivity
Lisa Roberts, Senior Director ...
3 min
Removing biased terminology from software can help organisations create a more inclusive culture, argues Lisa Roberts, Senior Director of HR at Deltek

Two-third of tech professionals believe organizations aren’t doing enough to address racial inequality. After all, many companies will just hire a DEI consultant, have a few training sessions and call it a day. 

Wanting to take a unique yet impactful approach to DEI, Deltek, the leading global provider of software and solutions for project-based businesses, took a look at  and removed all exclusive terminology in their software code. By removing terms such as ‘master’ and ‘blacklist’ from company coding, Deltek is working to ensure that diversity and inclusion are woven into every aspect of their organization. 

Business Chief North America talks to Lisa Roberts, Senior Director of HR and Leader of Diversity & Inclusion at Deltek to find out more.

Why should businesses today care about removing company bias within their software code?  

We know that words can have a profound impact on people and leave a lasting impression. Many of the words that have been used in a technology environment were created many years ago, and today those words can be harmful to our customers and employees. Businesses should use words that will leave a positive impact and help create a more inclusive culture in their organization

What impact can exclusive terms have on employees? 

Exclusive terms can have a significant impact on employees. It starts with the words we use in our job postings to describe the responsibilities in the position and of course, we also see this in our software code and other areas of the business. Exclusive terminology can be hurtful, and even make employees feel unwelcome. That can impact a person’s desire to join the team, stay at a company, or ultimately decide to leave. All of these critical actions impact the bottom line to the organization.    

Please explain how Deltek has removed bias terminology from its software code

Deltek’s engineering team has removed biased terminology from our products, as well as from our documentation. The terms we focused on first that were easy to identify include blacklist, whitelist, and master/slave relationships in data architecture. We have also made some progress in removing gendered language, such as changing he and she to they in some documentation, as well as heteronormative language. We see this most commonly in pick lists that ask to identify someone as your husband or wife. The work is not done, but we are proud of how far we’ve come with this exercise!

What steps is Deltek taking to ensure biased terminology doesn’t end up in its code in the future?

What we are doing at Deltek, and what other organizations can do, is to put accountability on employees to recognize when this is happening – if you see something, say something! We also listen to feedback our customers give us and have heard their feedback on this topic. Those are both very reactive things of course, but we are also proactive. We have created guidance that identifies words that are more inclusive and also just good practice for communicating in a way that includes and respects others.

What advice would you give to other HR leaders who are looking to enhance DEI efforts within company technology? 

My simple advice is to start with what makes sense to your organization and culture. Doing nothing is worse than doing something. And one of the best places to start is by acknowledging this is not just an HR initiative. Every employee owns the success of D&I efforts, and employees want to help the organization be better. For example, removing bias terminology was an action initiated by our Engineering and Product Strategy teams at Deltek, not HR. You can solicit the voices of employees by asking for feedback in engagement surveys, focus groups, and town halls. We hear great recommendations from employees and take those opportunities to improve. 

 

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