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Day: 2 May 2024

Lateral Transport with Space-saving Potential

Posted on by David Priestman

HUBTEX is expanding its MaxX series with a new model – the MaxX 60 electric multidirectional sideloader. The model is designed for handling long goods with a load capacity between 5 and 6 t both indoors and outdoors. The MaxX series incorporates the most popular features of the Phoenix electric multidirectional sideloader, yet maintains an attractive price-performance ratio. The MaxX 60 is therefore a cost-effective alternative to older diesel vehicles, particularly when used for loading and unloading trucks.

The MaxX 60 is strategically designed to be suitable for a wide range of applications in long goods handling, for indoor or outdoor use. When developing the new model, HUBTEX focused on optimising outdoor performance. The aim was also to create a truck that could navigate tight contours in narrow environments. The configuration therefore includes large tyres and high ground clearance – both of which are essential for outdoor use. At the same time, the new MaxX 60 has a compact load bed height so that the rack capacity can be optimally utilised when moving between rack aisles indoors.

“By combining a high ground clearance of 185 mm, large elastic tyres and a reduced load bed height of 535 mm, the MaxX 60 can make optimal use of the storage space inside while remaining as versatile as possible outside. This was our aim during development, as the option to use the industrial truck both indoors and outdoors is very important to our customers,” explains Michael Röbig, authorised representative and head of product management at HUBTEX.

Another special feature of the new MaxX model is its drive. The industrial truck is equipped with two powerful 7 kW electric motors, which ensure impressive driving performance (even on inclines) – an important feature for outdoor use. The ergonomically equipped cabin, which proved popular with previous models, is also maintained in the MaxX 60. The cabin is optimised for a high level of driver comfort and clear all-round view. The alignment of the lift mast also increases the visibility. The design is tailored precisely to the load capacity range of the MaxX 60.

Optional 360° HX steering available with the MaxX 60

Users of the MaxX 60 don’t have to forego the patented HX 360° steering. The steering is available as an option and allows smooth changes in direction from lengthwise to crosswise or circular travel without stopping. The HX steering is particularly popular for block storage of bulky panel materials, but also has other advantages. For example, it significantly reduces wheel wear as the wheels no longer turn on the spot.

The MaxX 60 is the perfect addition to the HUBTEX MaxX series. The entry-level MaxX series was previously available in three versions with a load capacity of 3 to 4.5 t. The trucks impress with high quality and performance combined with an attractive price-performance ratio. The trucks in the MaxX series combine the most popular and best-selling features of the HUBTEX electric multidirectional sideloaders. They provide a good alternative to older diesel trucks in the affordable entry-level range.

“If users want a truck that can be customised further, we are also happy to advise on our PhoeniX series,” explains Röbig. With an almost endless number of possible combinations (application-specific fork carriage designs, cabins, lift masts and individual equipment options), the PhoeniX modular system can be used to create a perfectly customised HUBTEX multidirectional sideloader.

read more

Electric Multidirectional Sideloader Improves Energy Balance

 

Lateral Transport with Space-saving Potential

Posted on by Keith McKinley

HUBTEX is expanding its MaxX series with a new model – the MaxX 60 electric multidirectional sideloader. The model is designed for handling long goods with a load capacity between 5 and 6 t both indoors and outdoors. The MaxX series incorporates the most popular features of the Phoenix electric multidirectional sideloader, yet maintains an attractive price-performance ratio. The MaxX 60 is therefore a cost-effective alternative to older diesel vehicles, particularly when used for loading and unloading trucks.

The MaxX 60 is strategically designed to be suitable for a wide range of applications in long goods handling, for indoor or outdoor use. When developing the new model, HUBTEX focused on optimising outdoor performance. The aim was also to create a truck that could navigate tight contours in narrow environments. The configuration therefore includes large tyres and high ground clearance – both of which are essential for outdoor use. At the same time, the new MaxX 60 has a compact load bed height so that the rack capacity can be optimally utilised when moving between rack aisles indoors.

“By combining a high ground clearance of 185 mm, large elastic tyres and a reduced load bed height of 535 mm, the MaxX 60 can make optimal use of the storage space inside while remaining as versatile as possible outside. This was our aim during development, as the option to use the industrial truck both indoors and outdoors is very important to our customers,” explains Michael Röbig, authorised representative and head of product management at HUBTEX.

Another special feature of the new MaxX model is its drive. The industrial truck is equipped with two powerful 7 kW electric motors, which ensure impressive driving performance (even on inclines) – an important feature for outdoor use. The ergonomically equipped cabin, which proved popular with previous models, is also maintained in the MaxX 60. The cabin is optimised for a high level of driver comfort and clear all-round view. The alignment of the lift mast also increases the visibility. The design is tailored precisely to the load capacity range of the MaxX 60.

Optional 360° HX steering available with the MaxX 60

Users of the MaxX 60 don’t have to forego the patented HX 360° steering. The steering is available as an option and allows smooth changes in direction from lengthwise to crosswise or circular travel without stopping. The HX steering is particularly popular for block storage of bulky panel materials, but also has other advantages. For example, it significantly reduces wheel wear as the wheels no longer turn on the spot.

The MaxX 60 is the perfect addition to the HUBTEX MaxX series. The entry-level MaxX series was previously available in three versions with a load capacity of 3 to 4.5 t. The trucks impress with high quality and performance combined with an attractive price-performance ratio. The trucks in the MaxX series combine the most popular and best-selling features of the HUBTEX electric multidirectional sideloaders. They provide a good alternative to older diesel trucks in the affordable entry-level range.

“If users want a truck that can be customised further, we are also happy to advise on our PhoeniX series,” explains Röbig. With an almost endless number of possible combinations (application-specific fork carriage designs, cabins, lift masts and individual equipment options), the PhoeniX modular system can be used to create a perfectly customised HUBTEX multidirectional sideloader.

read more

Electric Multidirectional Sideloader Improves Energy Balance

 

Why Financial Models Matter for Route Planning Viability

Posted on by David Priestman

It is important for vendors to make a financial model in order to get route planning visibility, writes Gary Taylor (pictured), VP Fleet Solution in EMEA at Descartes.

Most distribution companies keep their route planning solution for 15 – 20 years before replacing it. Today, more so than ever before, within that timeframe businesses, industries, economies and technologies undergo significant change. Distribution business models need to ensure they change in step, which in turn means their route planning solutions need to evolve and grow in the same direction.

However, the financial models of many route planning vendors are not designed to foster that seamless evolution, innovation and growth over time. Instead, many solutions become operational liabilities because of changes brought upon by vendor financial models that disrupt product innovation.

Private equity owned vendors

Private equity firms have two guiding principles that significantly and negatively impact the evolution and growth of the once-successful route planning solutions they acquired. First, they need to make the route planning business more profitable to pay themselves and service any debt they may have used to finance the purchase. Second, they need to get the business in a financial position to sell the company at a profit to generate a return for their investors – typically within a five to seven-year timeframe.

With the clock ticking, private equity firms focus first on cutting costs: all non-revenue generating roles such as development and support are subject to extreme scrutiny. Combined with the consequential “brain drain” that occurs as leading employees become disillusioned with the cost reduction focus means product innovation and attention to customer issues begin to diminish. Over time, what was an industry leading solution becomes an “also ran” as the product does not keep pace with new capabilities required by customers or industries, leverage the latest technological advances or highly evolving cyber security requirements.

Key questions to ask to ascertain future product and support direction of a PE owned route planning solution:
• What future product plans does the business have for the product and support organisations? Are they growing or shrinking in headcount?
• What similar or complementary companies does the PE firm own and what are their plans for integration?
• How many years has the PE firm held the route planning vendor and when does it anticipate selling that company?

Consolidator-owned vendor

Industry consolidators are acquisition-based technology companies. They look for companies whose founders are looking to sell or distressed companies’ shareholders who are trying to get some level of return. Industry consolidators are similar to private equity firms in that they focus on improving the profitability of the acquired company and do it through cost cutting. The difference is that an industry consolidator maintains ownership indefinitely. However, industry consolidator owned companies suffer the same fate as private equity owned ones – product innovation, evolution, growth and support diminish over time.

Key questions to determine future product and support direction of an industry consolidator owned route planning solution:
• What future product plans does the industry consolidator have for the product and support organisations? Are they growing or shrinking in headcount?
• How have those acquired companies grown their solution capabilities and support since being acquired?
• What similar or complementary companies does the industry consolidator own?
• Are there plans for integration of those companies?

Venture-backed vendors

A number of route planning companies were started in the early to mid-2010s powered by low interest rates and the ability of venture capital (VC) firms to easily raise money. With a growing economy, that accelerated after the initial impact of the pandemic. VC firms were happy to have their portfolio route planning companies prioritise market-share growth over profitability. Capital for investing was cheap and the ability to borrow money was easily available. This aggressive ‘growth without regard to cost’ business model does have some upside. It allows more capacity for innovation and risk-taking; however, growth without profitability is not sustainable in the long-run and few companies grow their way out of unprofitable operating models.

The global economic downturn has, in recent years, meant that VC-backed route planning vendors have had to shift focus towards profitability. This shift in strategy puts extreme pressure on their growth-first operating models, the maintenance of higher levels of product innovation and support, and possibly even the outcome of the company.

Many VC-backed companies have been forced to restructure, cutting resources across the company to reduce or eliminate their cash burn. The impacts have been significant in terms of the reduction in sales, development, support and other parts of the company. In some cases, route planning vendors have left major geographic markets.

Key questions to determine future product and support direction of an industry consolidator owned route planning solution:
• Is your company profitable and is the most recent financial statement available for review?
• Have you had to restructure recently because of a tougher economy or less access to capital?
• How many years into your last VC investment round is your company?
• If you are VC-backed what is their timing for closing and liquidating your funding round?
• Do you anticipate needing additional funding to operate in the next 2 years and how do you plan to obtain it?

Route planning solutions are foundational to any logistical fleet operation and the company’s success. This is why it is so important to understand the financial model of the route planning solution vendor and the role that outside funding resources play in the growth, innovation and evolution of the company and its products. This can tell you much about your existing route planning solution vendor, its time to replace them, and whether a potential new vendor will have the wherewithal to meet your needs today and in the future.

read more

Party Time for German ECommerce Vendor with Descartes WMS

 

Why Financial Models Matter for Route Planning Viability

Posted on by David Priestman

It is important for vendors to make a financial model in order to get route planning visibility, writes Gary Taylor (pictured), VP Fleet Solution in EMEA at Descartes.

Most distribution companies keep their route planning solution for 15 – 20 years before replacing it. Today, more so than ever before, within that timeframe businesses, industries, economies and technologies undergo significant change. Distribution business models need to ensure they change in step, which in turn means their route planning solutions need to evolve and grow in the same direction.

However, the financial models of many route planning vendors are not designed to foster that seamless evolution, innovation and growth over time. Instead, many solutions become operational liabilities because of changes brought upon by vendor financial models that disrupt product innovation.

Private equity owned vendors

Private equity firms have two guiding principles that significantly and negatively impact the evolution and growth of the once-successful route planning solutions they acquired. First, they need to make the route planning business more profitable to pay themselves and service any debt they may have used to finance the purchase. Second, they need to get the business in a financial position to sell the company at a profit to generate a return for their investors – typically within a five to seven-year timeframe.

With the clock ticking, private equity firms focus first on cutting costs: all non-revenue generating roles such as development and support are subject to extreme scrutiny. Combined with the consequential “brain drain” that occurs as leading employees become disillusioned with the cost reduction focus means product innovation and attention to customer issues begin to diminish. Over time, what was an industry leading solution becomes an “also ran” as the product does not keep pace with new capabilities required by customers or industries, leverage the latest technological advances or highly evolving cyber security requirements.

Key questions to ask to ascertain future product and support direction of a PE owned route planning solution:
• What future product plans does the business have for the product and support organisations? Are they growing or shrinking in headcount?
• What similar or complementary companies does the PE firm own and what are their plans for integration?
• How many years has the PE firm held the route planning vendor and when does it anticipate selling that company?

Consolidator-owned vendor

Industry consolidators are acquisition-based technology companies. They look for companies whose founders are looking to sell or distressed companies’ shareholders who are trying to get some level of return. Industry consolidators are similar to private equity firms in that they focus on improving the profitability of the acquired company and do it through cost cutting. The difference is that an industry consolidator maintains ownership indefinitely. However, industry consolidator owned companies suffer the same fate as private equity owned ones – product innovation, evolution, growth and support diminish over time.

Key questions to determine future product and support direction of an industry consolidator owned route planning solution:
• What future product plans does the industry consolidator have for the product and support organisations? Are they growing or shrinking in headcount?
• How have those acquired companies grown their solution capabilities and support since being acquired?
• What similar or complementary companies does the industry consolidator own?
• Are there plans for integration of those companies?

Venture-backed vendors

A number of route planning companies were started in the early to mid-2010s powered by low interest rates and the ability of venture capital (VC) firms to easily raise money. With a growing economy, that accelerated after the initial impact of the pandemic. VC firms were happy to have their portfolio route planning companies prioritise market-share growth over profitability. Capital for investing was cheap and the ability to borrow money was easily available. This aggressive ‘growth without regard to cost’ business model does have some upside. It allows more capacity for innovation and risk-taking; however, growth without profitability is not sustainable in the long-run and few companies grow their way out of unprofitable operating models.

The global economic downturn has, in recent years, meant that VC-backed route planning vendors have had to shift focus towards profitability. This shift in strategy puts extreme pressure on their growth-first operating models, the maintenance of higher levels of product innovation and support, and possibly even the outcome of the company.

Many VC-backed companies have been forced to restructure, cutting resources across the company to reduce or eliminate their cash burn. The impacts have been significant in terms of the reduction in sales, development, support and other parts of the company. In some cases, route planning vendors have left major geographic markets.

Key questions to determine future product and support direction of an industry consolidator owned route planning solution:
• Is your company profitable and is the most recent financial statement available for review?
• Have you had to restructure recently because of a tougher economy or less access to capital?
• How many years into your last VC investment round is your company?
• If you are VC-backed what is their timing for closing and liquidating your funding round?
• Do you anticipate needing additional funding to operate in the next 2 years and how do you plan to obtain it?

Route planning solutions are foundational to any logistical fleet operation and the company’s success. This is why it is so important to understand the financial model of the route planning solution vendor and the role that outside funding resources play in the growth, innovation and evolution of the company and its products. This can tell you much about your existing route planning solution vendor, its time to replace them, and whether a potential new vendor will have the wherewithal to meet your needs today and in the future.

read more

Party Time for German ECommerce Vendor with Descartes WMS

 

GBA Logistics Acquires Silver X Group, Bow Distribution

Posted on by Keith McKinley

GBA Logistics, a provider of logistics solutions, proudly announces the acquisition of The Silver X Group and Bow Distribution and Warehousing, both respected players in the UK logistics industry. This strategic move marks a significant milestone in GBA Logistics expansion, solidifying its position as a key player in the UK and European markets.

Founded on principles of integrity, reliability, and superb customer-service, GBA Logistics has established itself as a trusted partner in the European logistics landscape. With its Mission to ‘Drive towards a Sustainable Future’, a commitment to excellence and a focus on personalised customer service, the company has built a loyal client-base and earned a reputation for delivering innovative solutions.

The Silver X Group share a similar ethos, making it a natural fit for acquisition by GBA Logistics. As a family-owned business, Silver X has grown a culture of care and dedication, placing a premium on building lasting relationships with customers and partners alike. GBA intends to keep the well-known brand names of Silver X and Bow, and the existing management teams led by Gavin Burgess (Managing Director and founder) will join the GBA family. The merged companies will work together on leveraging their strengths for mutual growth.

“We are thrilled to welcome Silver X and Bow to the GBA Logistics family,” states David J Birkbeck, Chairman and founder of GBA. “Their longstanding commitment to customer service excellence and their reputation for integrity perfectly complements our own values. This acquisition brings together two successful family-owned companies who both have big ambitions for the future.”

Gavin Burgess commented, “I am very excited about the future as part of GBA Logistics. GBA’s wide range of services and excellent European network will turbo-charge Silver X’s growth plans.”

Peter Zak, Group Managing Director of GBA Logistics added, “I am looking forward to working with Gavin and his team, we have built up a trusting relationship and our businesses will be stronger together.”

read more

GBA Services orders IVECO fleet

 

Solar Barrier Fabric for Perishable Cargo

Posted on by David Priestman

UV radiation poses a significant threat to our skin, with melanin pigments providing partial protection by absorbing and reflecting incoming radiation. Drawing inspiration from this natural defence, TLX Cargo developed SOLARAP™, the next generation solar barrier material used in TLX8 thermal pallet covers.

TLX8 is designed to protect both pharmaceutical and perishable shipments from extreme solar radiation on the tarmac and mitigate temperature excursions during transportation.

Thomas Hunt, CEO of TLX Cargo, said; “After two years of dedicated research and development we have an exceptional thermal pallet cover to offer the market in 2024. Our team have come up with a new concept in solar barrier material that will be used to protect temperature sensitive shipments globally. SOLARAP™ nano-pores boast a remarkable surface area of 35.3 m2/g, equivalent to eight football pitches. These miniature circular pores form an effective barrier to ultraviolet by scattering and absorbing incoming radiation.”

Solar Barrier Fabric

The SOLARAP™ research journey began in the UK and swiftly transitioned to Australia, where real-life conditions proved essential for development and validating performance.

Senior Scientist, Alice Harrop explains; “Protecting vaccines from shock temperature increases is challenging due to the diverse spectrum of solar radiation. These waves vary in intensity and angle of attack, influenced by atmospheric conditions and the sun’s position. SOLARAP™ adapts accordingly, working harder as temperatures rise.”

read more

Sustainable Supply Chains

 

Solar Barrier Fabric for Perishable Cargo

Posted on by Keith McKinley

UV radiation poses a significant threat to our skin, with melanin pigments providing partial protection by absorbing and reflecting incoming radiation. Drawing inspiration from this natural defence, TLX Cargo developed SOLARAP™, the next generation solar barrier material used in TLX8 thermal pallet covers.

TLX8 is designed to protect both pharmaceutical and perishable shipments from extreme solar radiation on the tarmac and mitigate temperature excursions during transportation.

Thomas Hunt, CEO of TLX Cargo, said; “After two years of dedicated research and development we have an exceptional thermal pallet cover to offer the market in 2024. Our team have come up with a new concept in solar barrier material that will be used to protect temperature sensitive shipments globally. SOLARAP™ nano-pores boast a remarkable surface area of 35.3 m2/g, equivalent to eight football pitches. These miniature circular pores form an effective barrier to ultraviolet by scattering and absorbing incoming radiation.”

Solar Barrier Fabric

The SOLARAP™ research journey began in the UK and swiftly transitioned to Australia, where real-life conditions proved essential for development and validating performance.

Senior Scientist, Alice Harrop explains; “Protecting vaccines from shock temperature increases is challenging due to the diverse spectrum of solar radiation. These waves vary in intensity and angle of attack, influenced by atmospheric conditions and the sun’s position. SOLARAP™ adapts accordingly, working harder as temperatures rise.”

read more

Sustainable Supply Chains

 

Planning for Supply Chain Threats

Posted on by David Priestman

New data from intelligent planning technology provider Board International, reveals that senior supply chain professionals are placing a renewed focus on scenario planning in response to a volatile business landscape. According to the new Board 2024 Global Planning Survey, 73% (Global: 71%) of decision-makers are taking planning more seriously, with the Ukraine War, cost-of-living crisis, and ongoing supply chain disruptions acting as key catalysts.

Cyberattacks (Supply Chain Professionals (SCP): 36%; Global: 34%), labor shortages (SCP: 35%; Global: 36%), blocking of key supply chain channels (SCP: 27%; Global: 30%) and fluctuating oil prices (SCP: 34%; Global: 29%) top the list of key business threats that decision makers are currently making plans for.

Despite an emphasis on planning to help navigate this disruption, many supply chain professionals continue to face challenges planning effectively. The survey reveals signs of planning fatigue within many companies, highlighting a 14% decrease in how seriously companies are taking planning compared to last year. Similarly, just over three quarters (SCP: 77%; Global:73%) of supply chain decision makers admit their organization makes planning decisions based on assumptions. Together, these findings suggest that many supply chain professionals are struggling to implement data-driven decision-making. Nearly a third (SCP: 29%; Global: 29%) of respondents report that ineffective planning has impacted profitability, productivity and the ability to drive innovations, new products or services.

From Scanning to Planning

The survey reveals that too many companies are simply scanning for potential crises rather than actively preparing for them. For example, Board found that 43% (Global: 39%) of respondents are discussing rising tensions between China and Taiwan but only 29% (Global: 27%) are actively scenario planning for an escalation in the region. The lesson from Gray Rhino and Black Swan events like the conflict in Gaza or the war in Ukraine highlight how important it is for organizations to anticipate and mitigate the risk of geopolitical, economic and social disruptions, however unlikely they may seem. The survey also found that 72% (Global: 70%) of supply chain professionals usually disregard the most extreme scenarios when planning, suggesting most companies are leaving themselves open to risk should the unexpected happen. And often because it’s too difficult or time consuming for them to do so.

“Industry leaders face immense pressure to navigate a complex and unpredictable business environment. The need to shift from conversation to action around scenario planning has never been more important,” said Jeff Casale, Board’s CEO. “But in far too many cases, organizations remain limited by legacy tools that are prone to errors and siloed data – leaving them vulnerable to costly mistakes and outdated insights. To better compete, they need to be proactive about anticipating disruptive events, modelling calculated scenarios and aligning strategic, financial and operational plans.”

Supply Chain Cyber Security Threats

Adopting an agile and integrated approach to planning is critical for companies to drive increased flexibility, streamlined operations, faster time-to-market and improved collaboration and resource allocation in a rapidly evolving market landscape. However, the survey identifies a concerning agile planning gap that highlights a significant disconnect between aspirations and reality. The survey found that 76% (Global: 73%) of respondents globally believe their organization is equipped for agile planning, but only 14% (Global: 17%) have the right processes and technologies in place to make this a reality.

For companies looking to close this gap, the survey found three key barriers: poor data quality and governance (SCP: 46%; Global: 46%), ineffective processes based on largely manual activities (SCP: 43%; Global: 48%) and a lack of modern tools and technologies (SCP: 42%; Global: 43%).

Underpinning each of these barriers is an overreliance on static spreadsheets. The survey found 57% (Global: 55%) of supply chain planners globally use spreadsheets, like Excel, for at least half of their business planning – a source of potential risk due to limitations caused by manual data entry and lack of real-time data integration. The survey also found that 72% (Global: 71%) of companies fail to consider enough potential future scenarios when planning, which can also leave them unprepared for unexpected events.

Successful Agile Planning

Organizations are looking to AI to overhaul their approach as they shift towards data-driven, agile planning. 41% (Global: 46%) of respondents are exploring machine learning to improve decision-making, while 38% (Global: 44%) are looking to AI-powered business intelligence tools. A third (SCP: 33%; Global: 34%) of respondents also plan to adopt generative AI tools to enhance their decision-making process.

“By embracing intelligent planning tools and agile planning processes, companies can analyze internal and external data to plan for a range of eventualities, to drive more informed, proactive decision-making and improved business outcomes,” added Casale. “Over the next decade, companies that don’t shift to running their business on a fully integrated planning system will be facing an uphill battle.”

read more

Data Everywhere: AI in Logistics

 

Planning for Supply Chain Threats

Posted on by Keith McKinley

New data from intelligent planning technology provider Board International, reveals that senior supply chain professionals are placing a renewed focus on scenario planning in response to a volatile business landscape. According to the new Board 2024 Global Planning Survey, 73% (Global: 71%) of decision-makers are taking planning more seriously, with the Ukraine War, cost-of-living crisis, and ongoing supply chain disruptions acting as key catalysts.

Cyberattacks (Supply Chain Professionals (SCP): 36%; Global: 34%), labor shortages (SCP: 35%; Global: 36%), blocking of key supply chain channels (SCP: 27%; Global: 30%) and fluctuating oil prices (SCP: 34%; Global: 29%) top the list of key business threats that decision makers are currently making plans for.

Despite an emphasis on planning to help navigate this disruption, many supply chain professionals continue to face challenges planning effectively. The survey reveals signs of planning fatigue within many companies, highlighting a 14% decrease in how seriously companies are taking planning compared to last year. Similarly, just over three quarters (SCP: 77%; Global:73%) of supply chain decision makers admit their organization makes planning decisions based on assumptions. Together, these findings suggest that many supply chain professionals are struggling to implement data-driven decision-making. Nearly a third (SCP: 29%; Global: 29%) of respondents report that ineffective planning has impacted profitability, productivity and the ability to drive innovations, new products or services.

From Scanning to Planning

The survey reveals that too many companies are simply scanning for potential crises rather than actively preparing for them. For example, Board found that 43% (Global: 39%) of respondents are discussing rising tensions between China and Taiwan but only 29% (Global: 27%) are actively scenario planning for an escalation in the region. The lesson from Gray Rhino and Black Swan events like the conflict in Gaza or the war in Ukraine highlight how important it is for organizations to anticipate and mitigate the risk of geopolitical, economic and social disruptions, however unlikely they may seem. The survey also found that 72% (Global: 70%) of supply chain professionals usually disregard the most extreme scenarios when planning, suggesting most companies are leaving themselves open to risk should the unexpected happen. And often because it’s too difficult or time consuming for them to do so.

“Industry leaders face immense pressure to navigate a complex and unpredictable business environment. The need to shift from conversation to action around scenario planning has never been more important,” said Jeff Casale, Board’s CEO. “But in far too many cases, organizations remain limited by legacy tools that are prone to errors and siloed data – leaving them vulnerable to costly mistakes and outdated insights. To better compete, they need to be proactive about anticipating disruptive events, modelling calculated scenarios and aligning strategic, financial and operational plans.”

Supply Chain Cyber Security Threats

Adopting an agile and integrated approach to planning is critical for companies to drive increased flexibility, streamlined operations, faster time-to-market and improved collaboration and resource allocation in a rapidly evolving market landscape. However, the survey identifies a concerning agile planning gap that highlights a significant disconnect between aspirations and reality. The survey found that 76% (Global: 73%) of respondents globally believe their organization is equipped for agile planning, but only 14% (Global: 17%) have the right processes and technologies in place to make this a reality.

For companies looking to close this gap, the survey found three key barriers: poor data quality and governance (SCP: 46%; Global: 46%), ineffective processes based on largely manual activities (SCP: 43%; Global: 48%) and a lack of modern tools and technologies (SCP: 42%; Global: 43%).

Underpinning each of these barriers is an overreliance on static spreadsheets. The survey found 57% (Global: 55%) of supply chain planners globally use spreadsheets, like Excel, for at least half of their business planning – a source of potential risk due to limitations caused by manual data entry and lack of real-time data integration. The survey also found that 72% (Global: 71%) of companies fail to consider enough potential future scenarios when planning, which can also leave them unprepared for unexpected events.

Successful Agile Planning

Organizations are looking to AI to overhaul their approach as they shift towards data-driven, agile planning. 41% (Global: 46%) of respondents are exploring machine learning to improve decision-making, while 38% (Global: 44%) are looking to AI-powered business intelligence tools. A third (SCP: 33%; Global: 34%) of respondents also plan to adopt generative AI tools to enhance their decision-making process.

“By embracing intelligent planning tools and agile planning processes, companies can analyze internal and external data to plan for a range of eventualities, to drive more informed, proactive decision-making and improved business outcomes,” added Casale. “Over the next decade, companies that don’t shift to running their business on a fully integrated planning system will be facing an uphill battle.”

read more

Data Everywhere: AI in Logistics

 

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