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 1. Global


FIXING FOUR CRITICAL SUPPLY CHAIN FLAWS

A blueprint for overcoming supply chain issues that have plagued manufacturing
for more than two years.


Oct 18, 2022

As little fanfare as a consortium called the Catena-X Automotive Network has
gotten outside of its origins in the European automotive industry, this nascent
but fast-growing cross-industry collaboration could well provide the blueprint
for overcoming supply chain issues that have plagued the manufacturing sector
for the better part of two years. 

Founded in 2021, Catena-X’s expanding membership includes some of the biggest
names in the European automotive value chain, from software providers Microsoft,
SAP and Siemens to automakers BMW, Daimler and Ford, to Tier 1 suppliers, system
providers, research organizations and recyclers.

Its goal: collaboratively implement uniform standards for the secure,
transparent exchange of data and information among these entities to further
enable material traceability, carbon footprint management, demand and capacity
management, and the circular economy in the automotive industry. 

This network-based, business ecosystem approach could be exactly the kind of
construct that can help many kinds of manufacturers to overcome the disruptions,
uncertainty and lack of resilience that have plagued their supply chains — and
in the process, meet mounting sustainability-related regulatory requirements.
Let’s take a closer look at four of the most glaring supply chain shortcomings
across the manufacturing sector, and how a network-based approach could help
address them. 


SUPPLY CHAIN TRANSPARENCY

The flaw: Relying on a traditional, contract-based, linear supply chain approach
with manual communication across companies hampers manufacturers’ ability to
flag disruptions early and shift to Plan B (or Plan C). Too often during the
past couple of years, we’ve heard stories about manufacturers being ambushed by
a disruption they didn’t see coming - a lack of timely visibility caused by
one-stage supply chain contracting practices. 

The fix: A network that extends beyond the one-stage contractual chain and
automated information flow, in which manufacturers have full, real-time supply
visibility into the availability and whereabouts of critical goods and materials
because they are connected to and sharing data with multiple tiers of suppliers.
A manufacturer gains a clear business advantage when they can anticipate
disruptions sooner, then identify alternative sources that are part of the
network (even though they may not be part of the manufacturer’s direct
contractual chain).


REGULATORY SUSTAINABILITY REQUIREMENTS

The flaw: Manufacturers are challenged to track and trace carbon footprint and
other ESG (environment/social/governance)-related information up and down the
supply chain in order to meet reporting requirements, carbon-reduction targets
and company ESG goals. Like most businesses today, manufacturers are being held
increasingly accountable for greenhouse gas emissions, resource stewardship and
ethical sourcing, meaning they must have a clear line of sight into carbon
footprint, etc., not only from their own operations but beyond company walls and
across the value chain. However, getting trusted, reportable and auditable data
on emissions, resource consumption and the like from certain suppliers can be
difficult. 

The fix: A network where tracking and tracing carbon footprint, material origin
and other ESG-related information is a straightforward proposition because
participants are sharing trusted data. Shareholders, customers, partners,
investors, regulators — nowadays they all expect manufacturers to be transparent
with their sustainability data. The network enables them to track data and trace
the origin of raw materials, components and parts across organizations, from
cradle to grave.


LEVERAGING EQUIPMENT DATA TO OPTIMIZE PRODUCTION

The flaw: A lack of cooperation among the suppliers of factory equipment is
causing inefficiencies in the production process. Factory operators typically
use equipment from many suppliers on the shop floor. But optimizing
manufacturing processes and maximizing factory efficiency can be challenging
when those equipment suppliers aren’t contractually connected and collaborating
to deliver the optimal outcomes for the manufacturer. 

The fix: Network-based collaboration among equipment suppliers optimizes
operations on the manufacturer’s shop floor. As manufacturers in Europe discuss
formation of a new data-sharing consortium, this issue is among their highest
priorities. When the various suppliers of a manufacturer’s factory equipment are
networked, they can share data and insight in real time to collaboratively
maximize production efficiency, avoid operational disruption and help their
manufacturer customer maintain the quality of the end product.


ESTABLISH TRUST TO BREAK UP DATA SILOS  

The flaw: The various segments in a supply chain are reluctant to share data
with one another because they lack full confidence their data will be protected
once it flows into the network. The simple fact is that companies are hesitant
to share proprietary supply, logistics and operational data with a network in
which their counterparts may also be their competitors. Trust and data
sovereignty are genuine concerns that impede development of business networks. 

The fix: Having a network governed by its members or a neutral central body, in
which standards, rules and security/sovereignty measures are clearly stated and
universally accepted and followed, and where the benefits of participating are
clear to stakeholders. Trust among participants that their data will be
protected and that they won’t lose a competitive edge by sharing it is perhaps
the most important ingredient in the success of a supply network. To create that
trust, it’s critical that the network’s governing body maintain the network’s
integrity by establishing and upholding standards. It’s also critical that
stakeholders realize clear value from participating in the network. Besides
gaining supply chain resiliency and reliability, is the network providing access
to new customers and markets, for example? 

The growth of Catena-X, as well as other manufacturing-focused multi-industry
networks like Exostar and SupplyOn, suggests that companies do indeed see value
in being part of a broader business ecosystem, and that the approach they’re
embracing could soon become the definitive template for modernizing supply
chains around the world.

 



Georg Kube is the global head of SAP’s industry business units for the
industrial machinery industry.


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