Published: 22 May 2023
Supply chain leaders struggle to support traditional and digitalized products, which are not only physical things but also customers. Supply chain leaders must define the digital impacts, segment the supply chain, align goals to each segment and build bimodal capabilities.
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Supply chain leaders can inhibit growth if they are unclear about what digitalized products or machine customers are and the impact they have on the supply chain.
Supply chain organizations struggle to support traditional and machine customers at the same time unless they change the supply chain operating model.
Supply chain leaders often fail to tie metrics and incentives to delivering different supply chain outcomes, and digital business models where machines and customers are no different.
Supply chain organizations that cannot support both incremental and transformation struggle to build organizations capable of effectively supporting traditional and machine-customer business models.
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