Marketing Insights

The general framework in which CSCOs operate may feel familiar, but leaders must adapt to fast-moving, erratic shifts. They must continually assess their capabilities, discard what is no longer needed, upgrade others, and add new ones.

The theme of this year’s event was Sentient Operations, reflecting a dramatic leap forward for operations where leaders no longer view technology as a tool for static automation, but are designing supply chains to act as dynamic, sensing, self-healing systems.

The harsh truth is that extreme heat events are becoming more disruptive and frequent, while much of our infrastructure was designed for very different operating conditions. Global supply chains are simply not adapting fast enough to the shift.

Traditionally, business cases for network investments have been created using models designed for a more stable and predictable time. As a result, these models systematically underprice the costs of chronic turbulence and acute disruptions. Gartner suggests there is three types of adaptability (operational, network and capital) into business cases and on using new math to justify network investments.