Feature more vulnerable in the future. This is why one of the most critical skills for supply chain professionals is change leadership, but there is a real differ- ence between change management and change leadership. Technology We have an unprecedented suite of technologies available: blockchain, ar- tificial intelligence, augmented reality, the Internet of Things, big data, predic- tive analytics, machine learning, cloud computing, control towers, 3D printing, robotics, autonomous vehicles, drones, cyber-security and more. There will always be opportunities for further technological improvements. There will always be a need for standards and standardization to reduce costs, make implementation easier and mitigate the barriers to adoption. The available executed, could withstand the devasta- tion caused by a pandemic. Skills and Leadership The ability to lead, envision, strate- gize and implement the capabilities needed rests on the shoulders of sup- ply chain professionals. And the skills that are necessary to make this happen are much different than the tactical and technical skills of the past. Single-sourcing, low-cost geography- only sourcing, fragile processes and systems, lack of skills, management and leadership, lack of visibility to suppliers, congested shipping ports, total cost of ownership models focused largely on price and lack of strategic inventories are some areas that make supply chains vulnerable. Supply chains must be designed to be much more robust and resilient. Do you need to establish parallel supply chains? Can you engineer your struc- ture to be more lead-time agnostic in its responsiveness? Can you eliminate unnecessary nodes and middlemen in your logistics network? Disintermediation of supply chains and eliminating waste using a “don’t touch” paradigm can greatly 20 • SUPPLYCHAINCANADA.CA simplify and strengthen supply chains. This is a core aspect in our moment of truth. Inertia, Denial and the Resistance to Change We will get past the pandemic. However, sacred cows, the status quo and inertia are enormous blockers for change. Change takes the investment of time, money, conviction and an unrelent- ing drive. do nothing, which will make us even WE CAN HAVE A SUPPLY CHAIN RENAISSANCE WITH A CONFLUENCE OF DYNAMICS LAYING THE GROUNDWORK TO REDEFINE SUPPLY CHAIN FOR DECADES TO COME. The easy thing to do, is to technological suite constitutes the core of capabilities required to create the dig- ital supply chain, enabling the visibility, electronic connectivity and intellectu- al automation that will provide for better and more responsive decision-making. Change Leadership A change leader must be able and willing to change the very culture to embrace the necessary changes. Everyone must be brought along to make these chang- es work and become sustainable. A lot of companies failed or will only go on as a shadow of what they used to be, be- cause they refused to make the changes needed to survive and progress. What Direction Do We Take? We can have a supply chain renais- sance with a confluence of dynamics laying the groundwork to redefine sup- ply chain for decades to come. Progressive, competitive and serious companies will make the improvements necessary to advance and strengthen their supply chains and create the dig- ital supply chain of the future. They will create and embrace a new normal. The enormous decision on a future direction is upon us and it is the mo- ment of truth. Mike Mortson is CEO of Supply Chain Game Changer. © Elnur / shutterstock.com
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