Expert Viewpoint How CIOs are Repairing Mismanaged IT Infrastructures at the Height of the Supply Chain Crisis By Evelyn Bailey-Semeniuk, Managing Partner, Retail Industry, Kyndryl A lthough it hasn’t quite been two years, the pre-pandemic era feels like a lifetime ago for re- tailers. Before COVID, shoppers could make last-minute purchases in-store or online with speedy shipments and convenience, and brands were able to deliver. Those same shoppers have since conceded to short supplies, lon- ger delays, higher prices and a growing list of disappointments – a drastic shift for modern-day buyers. An increasing number of major retailers and manu- facturers are dealing with issues like materials shortages, shrinking labour forces and transportation disturbanc- es, to name a few. Everyone agrees that COVID-19 remains the prima- ry disruptor of these broken supply chains. However, most domestic and glob- al suppliers will tell you that they were already facing economic volatility, in- frastructure challenges and fractured logistics networks well before the pan- demic. In response, businesses have been addressing the acute pressures of the pandemic and their supply chain networks by turbo-charging digital op- erations and technology investments on the front end. Here’s how we’re helping our customers and their CIOs navigate and fix the gaps in their supply chains: First, don’t pretend it’ll get better by itself. Clear communication, not just technology that helps you communicate better, is key to getting commercial teams and partners to prioritize and assess their supply chains and their products. And when it comes to com- municating, be straight with your business lead- ers and in turn, that will help them better commu- nicate and work with their customers. Also, take stock of your existing re- risks and data breaches. Assessing infrastructure solutions that support the ability to protect data even when it leaves your plat- form is crucial. Third, identify, in- Evelyn Bailey-Semeniuk sources and determine potential gaps. Traditionally, the CIO oversees the tech- nological needs and IT decisions for the organization, but these functional siloes can slow down the digitalization of the supply chain. Gartner analysts predict that by 2025, more than half of today’s supply chain organizations will have a technology leadership role reporting di- rectly to the chief supply chain officer. Second, assess your technology port- folio and build your product roadmap. Examine how robust networks, artificial intelligence (AI) and edge computing capabilities can help you understand exactly what the pain point in your en- vironment is and how to immediately be able to connect with customers before they become former customers. Keep in mind that storing data across multiple IT estates and moving it between partners and third parties can leave compa- nies more vulnerable to cyber-security vest and capitalize on the right digital strategy at the right time. Prioritize your needs. Just as your com- pany can’t get everything it wants shipped today, you also can’t implement all the IT changes you need to make immediately, either. Increasing operational efficiency is a matter of skills investment, as well as bringing in advanced technologies. Many of the highest performing CIOs we’ve worked with over the years tell us their biggest challenge is IT infrastructure manage- ment, and they’re correct. They often don’t have enough skills, security or resiliency to make the changes they be- lieve are essential to compete in a tightly constrained market. The degree to which the world’s supply chain will normalize in a post- COVID economy isn’t known, and it may take far longer than most business- es or consumers desire. To accelerate the process, finding the right technology and infrastructure services partner can help many retailers work towards a tru- ly robust, reliable and connected supply chain in 2022. SUPPLY CHAIN CANADA • ISSUE 1 2022 • 17
