It's understandable to focus on the technology, use cases, and data when addressing digital transformation. However, to fully capture all of the value and be sustainable over the long run, an equal amount of focus must be placed on the processes, organization, and change management in order to ensure the long-term survivability of digital transformation initiatives.

Digitalizing or advancing the analytics and decision making in the organization enables a supply chain to mature beyond all-too-common scenarios of humans working through intensive, complex, and error prone Excel files. Conversely, this does not mean that entirely self-sufficient AI modules are put in place that enable end-to-end automation of the decision-making process. Rather, these data intensive initiatives require clear governance, subject matter expertise, and a comprehensive plan on how the organization plans to maximize the value potential.

Key Questions to Address:

  • How can I leverage the resources historically responsible for this use case to maximize both their value to the organization and their satisfaction?
  • Is the organization ready for this change, and if not, how best to communicate the future state and remove obstacles to acceptance?
  • Who is going to ensure the inputs, constraints, and assumptions to the digital tool remain up-to-date?
  • How will the outputs from the tool/application be socialized and implemented within the organization?
  • Where will the team in charge of the tool/application reside organizationally?
  • Do we have the expertise in house to take ownership of this capability?
  • If we do not current have the expertise, how are we going to build it, or are we better off leveraging managed services?  

The number of use cases for digitalization within the supply chain increases daily. One of the major differences between those that succeed in moving away from Excel verses those that struggle is how ready the organization is to mature alongside the advancement of the tools at their disposal.


Maximized Return

Ensures investments in tools and applications are realized quickly

Seamless Transition

Minimize interruptions with current state processes


Ensure capability isn’t lost with leadership or expertise changes

Enhanced Culture

Create a culture of continuous improvement to continue the maturity path

Further Information

The Digital Twin in Intralogistics: Increase Planning Accuracy, Leverage Investments

Whitepaper 27 February 2020, Written by Kamel Klibi, Miebach Consulting

Digital Twin for dynamic adaptations and optimizations The complexity of logistics systems is a constant and ongoing challenge in supply chain management. Planning by means of simulation is an integrated approach to secure important...

Supply Chain 4.0: Make it possible with AI and Digital Twin

Whitepaper 19 November 2020, Written by Isabel Morales, Xavier Farrés, Kamel Klibi y Alexander Klaas, Miebach Consulting

The new normal has brought about drastic changes in the supply chain: supply disruptions, different consumption patterns than usual, unexpected growth in e-commerce, pressure to respond more quickly to demand volatility, and last but not...

Control Tower: A tool to generate competitive advantages in your supply chain

Whitepaper 18 February 2021, Written by Xavier Farrés and Jordi Valls, Miebach Consulting

Today, supply chains are already considered by a large majority as essential tools for achieving business objectives, as they are elements that generate competitive advantages and provide differential values for companies. And as a...