The crucial role that asset traceability can play in achieving global economic and sustainability goals has caught the attention of governments, regulators and businesses alike.

Its significance was rubberstamped when the World Economic Forum (WEF) published its landmark white paper Digital Traceability – a framework for more sustainable and resilient value chains.

The report’s authors described the development as “the traceability transformation”, “the next supply chain revolution”, and a “profound paradigm shift”.

They believe that organisations that achieve traceability across the value chain can reap substantial rewards, notably operational resilience, efficiency and sustainability, enhanced security and lower risk, cost and carbon footprint reductions and regulatory compliance.

Crucially for the energy and utilities sector, given its pivotal role in our collective efforts to achieve Net Zero targets, when these benefits are unlocked in combination, the WEF believes this has a multiplier effect on their impacts.

Why our history matters

The WEF acknowledges that achieving successful, comprehensive traceability is complex and difficult. At Capgemini we have seen a rapid increase in commissions to support our clients to develop traceability strategies and operationalising them, and then implementing and delivering the associated  action plans, as part of wider asset management engagements.

As ever, energy and utilities businesses have additional levels of complexity baked in, not least because their vast, historic estates of physical assets – in many cases these assets are critical national infrastructure where availability is crucial. Alongside the huge volume of existing assets are the new capital construction programmes, where not only are physical assets being delivered but robust digital components are also being established, transforming day-to-day operations.

In our sector the history really matters. For example, the safe decommissioning and demolition of large physical assets, such as a nuclear power station, requires analysis of a forensic level of detail, about the site, design and construction, the provenance of equipment and materials used, as well as repair and maintenance records.

In many cases, we discover that these documents going back many decades do exist, but in various paper formats in filing cabinets.  Fortunately, not only can these documents be digitised, but we can apply specialist AI and machine learning tools to enable the vital interrogation of this material to provide the business intelligence on which to base informed decisions.

Assets can be physical, digital and intellectual 

Given the challenges that come with traceability programmes, the WEF’s white paper emphasises the need for sound strategic thinking and comprehensive, end-to-end expertise to be deployed from the outset, to ensure successful outcomes and maximise value and return on investment.

It’s vital to establish a baseline understanding and definition of what constitutes an asset, which ones needs tracing, why and where to look, and to map these against organisational objectives, the law and regulatory requirements.

In the energy industry there’s the example of a welder working on a construction site who did not have the necessary qualifications for the task, undermining the management, quality assurance, safety and governance of the entire project. In this circumstance, the welder’s validated professional training record becomes a vital asset, without which a major project was jeopardised.

Recycling and reusing assets is now commonplace. But while water engineers will no doubt be reassured that a pump recovered for re-use is from an original equipment manufacturer and has passed a quality inspection, what they also need to know is where and how that pump was last used.

It’s not a great idea to use equipment previously installed in a sewage treatment works to pump drinking water to customers’ homes. As you can see, the devil’s often in the detail.

Unlocking benefits now and for the future

Fortunately, the digital revolution has provided an array of enabling tools and technologies for us to transform an organisation’s ability to trace and create a detailed and comprehensive inventory of its assets, as well as the many integrations and interdependencies associated with them.

Alongside digitisation platforms, AI and machine learning, blockchain technology enables the creation of an advanced asset database, a fully secure, immutable, automatically updated ledger of assets, their origins and histories. And with today’s technology-driven traceability, every time a new asset is plugged into the ecosystem its unique profile and identification details can be acknowledged and automatically added to the database.

Historically, the value of tracing and establishing a complete picture of all of an organisation’s assets was often undervalued, a nice-to-have in a world where there was an acceptable level of waste, an unavoidable byproduct of large, sprawling enterprises.

Now enlightened organisations have different values and cultures, with operating models designed to maximise efficiency and sustainability. And those organisations know that, by putting in place a comprehensive, living and breathing asset inventory, they have created a new and powerful resource.

Because this priceless mine of data isn’t something for the future. It’s creating value right now, improving asset performance, cutting costs and waste, and providing a level of business and commercial trust and confidence that governments, regulators and citizens appreciate.

To talk to Capgemini about how we can support your asset management needs, contact Finlay McPherson and connect on LinkedIn

Coming up in the ‘Future of’ series…

Throughout these blogs, we’ll explore how digital technology is revolutionising the way utilities operate – providing a snapshot of what is already being achieved, enroute to a fully connected and optimised business model. Stay tuned for more insights, expert opinions, and actionable advice on issues like the hyper-personalised energy class, how to collaborate with your consumers to dive meaningful change, and how to foster a digital culture.

Hi, I am Rhiannon. 
I have been working at Capgemini as a Graduate Project Management Officer for 11 months in the public sector.
I have had an amazing journey so far and had some great role models who have supported my development and graced me with great opportunities.
Aside from my role at Capgemini, I have been deeply interested in the benefits of Yoga, movement, and stretching since I was a young girl.
I decided to explore this further and in February 2023 I embarked on a journey to India, Rishikesh, where I studied and gained 500hr Yoga Alliance Teacher Certification in Vinyasa and Ashtanga Yoga.
I also completed my Sound Healing qualification, which gave me an understanding of how sound and vibration can be used as a modality to directly calm the nervous system.
 I had so many beautiful experiences on this journey, met some amazing people and gained deep knowledge of the mind, body and soul which I was eager to share with the wider world. However, I was particularly interested in sharing this knowledge with the corporate world. The Corporate world is so fast paced, ever growing, expanding and changing. It can leave many of us feeling in a constant ‘fight or flight’ mode, due to deadlines, expectations and pressures. Simultaneously, people are also trying to navigate their own personal lives, which may feel overwhelming and like a ‘balancing act’.
We are also often behind laptop screens and sat down for most of the day, which can create tension within the body and result to an increase of stress. 
After experiencing this myself and hearing other people’s experiences, I realised there was a great demand for mental and physical wellness within the corporate world.
I was inspired to start teaching Breathwork, Sound, Meditation and Yoga workshops across Capgemini to help support mental wellbeing within the workplace.
It was important to me that people had access to wellbeing tools to manage their day, release tension from the body and feel good within themselves. 
Furthermore, I have led 4 sessions so far which has been a great success and I have received amazing feedback from the wider business.
My experience with teaching corporate workshops has helped myself and others understand how important it is to take some conscious time for yourself during the day, to internalize your awareness and understand what the body needs. 
I am so grateful for my journey so far and seeing the positive impact this has created for individuals and the business.
 In support of University Mental Health Day (14^th March), I want to celebrate new ways we can welcome ‘wellness at work’ and give graduates more tools and opportunities to put wellbeing first when they enter the workplace.

…Rhiannon Atwal

If you’re looking for your next career move, then consider exploring opportunities with Capgemini here.

What does the future hold for the customer relationship?

We find ourselves at the start of the biggest customer-driven transformation any industry has seen. Access to affordable generation capability and storage (including electric vehicles), combined with the digitally enabled smart evolution, sees consumers exploiting their energy assets using apps and simple home technology. Customer engagement in the energy market is growing and coffee shop conversations about solar, batteries, and heat pumps are now commonplace.

Clearly cost and environmental concerns will play a role in any customer relationship, but there is now a plethora of solutions in the customer home. We have apps for electric vehicles (EVs), apps for solar and storage, home management apps for lights and plugs. These have largely been sourced piecemeal by customers who are now beginning to recognise the benefits of bringing them together into a home energy service.

This transformation is happening so rapidly that energy retailers have been slow to respond, partly held back by a set of industry processes and regulation defined before the digital age and partly by the wafer-thin margins in energy retail. However, new entrants are seizing this lack of pace as an opportunity. EV manufacturers are entering the energy retail space with unified smart energy solutions encompassing home control and energy optimisation across all assets – for example, Tesla’s Solar Neighbourhoods.

Installation, maintenance, and gleaning insights from these assets is all new to many energy retailers, leading some to subcontract out the responsibility – potentially damaging their brand image whilst brand awareness and brand perception of EV firms rise. Though the energy retail side might have little in the way of asset management and optimisation experience, it does have another, arguably more valuable asset: data.

The smart data opportunity for utilities is immense. Retailers have access to internal and external data on customer behaviour and propensity to buy that should give them an advantage when targeting customers for new propositions. Partnerships might still have to be made to deliver the asset installation, but entering these relationships as a partner and not seeking an outsourcer will surely be more profitable.

How can the energy and utilities sector rise to the challenge?

Disintermediation of the customer relationship for energy retailers by new entrants is a real possibility and the ‘secret sauce’ for future success must come from exploiting data. The smart revolution has given utilities players access to frequent data points, not only on energy consumption, but on asset status (e.g. charged, on, off, usage). Taking these data points into a Customer Data Hub, applying analytics (and AI) yields massive value-opportunities for revenue and profit maximisation. Equally, it offers customers the chance to benefit from a single service provider across energy, mobility, and home services.

We saw similar challenges and opportunities arise when the telecommunications/home entertainment industries digitalised in the early part of this century. Many legacy players were badly impacted and new ‘data-centric’ players emerged.

Exploitation of data will be key for any business to survive and, importantly, thrive. The power of integrated data analytics and insight will be the game-changer and Capgemini’s Augmented Customer Experience offer enables energy retail players to become energy services companies though the creation of AI solutions over a Customer Data Hub. We have examples of clients who have benefitted from 30% increase in average revenue per customer and 50% operational costs reduction through AI and data mining.

Digital thinking will be foundational for successful energy and utility companies in the next 20 years. The wealth of opportunity is evident by the number of startups addressing issues with point solutions across the ecosystem. Bringing several of these solutions together into a more integrated or end-to-end service will surely meet the customer aspirations of buying cheap, green energy, and making the most of the assets available.

We predict a future where the customer is less engaged personally, reliant more on a few core companies to optimise asset usage and exploit personal and local community data. Most EV users would like a service which charges their EV when prices are low or even negative, discharges when demand is high, and leaves the vehicle with enough charge to get to their destination. Individuals want a service which ‘banks’ their solar power in an ‘energy cloud’ for use later. A service which reviews asset performance (including white goods) and recommends when to change these based on a clear business case.

All this is possible today, but who will bring it all together first? The energy retailer, the EV manufacturer, or the white goods company?

How can Capgemini help your business?

Capgemini is a leading business and technology transformation partner for energy transition and utilities, working with organisations around the world to chart a course toward the future they want, and the planet’s needs.

We can help you take a comprehensive and holistic approach to transformation, focusing not just on building a strong technological foundation and on scaling use cases, but also transforming the business itself and navigating the challenges that come with fundamental operational change. We’ll help you adopt an end-to-end digital mindset, maximising the power and impact of automation, artificial intelligence and machine learning. The results? Significant improvements against KPIs – from enhanced customer engagement, satisfaction and retention to productivity and bottom-line profitability.

For more information contact Carl Haigney and connect on LinkedIn.

Coming up in the ‘Future of’ series…

Throughout these blogs, we’ll explore how digital technology is revolutionising the way utilities operate – providing a snapshot of what is already being achieved, enroute to a fully connected and optimised business model. Stay tuned for more insights, expert opinions, and actionable advice on issues like the hyper-personalised energy class, how to collaborate with your consumers to dive meaningful change, and how to foster a digital culture.

Plastic waste is polluting the environment, and its current consumption is incompatible with environmental targets. Globally, we produce twice the plastic waste compared with twenty years ago and only 9% is recycled. At the current consumption trend, 12 billion tonnes of plastic waste will pollute the natural environment by 2050. This versatile material is used in a variety of products and industries; however, waste is generated across the plastic value chain from production and transport to post-use stages. The effects of plastic consumption include environmental and human-related risks such as altering the marine ecosystem and potential cancers associated with the use of chemical additives.

Several actors in the plastic value chain could face significant risks by not acting towards plastics circularity due to increased stakeholder pressure. Manufacturers and buyers of plastic packaging could face negative impact in revenues due to a lack of innovation in packaging design as consumers are becoming environmentally conscious.  In recent years, the Plastics Pact Network enabled by the Ellen MacArthur Foundation, where the UK is a Member State, is encouraging governments and organisations to establish a global treaty that ends plastic pollution.

In addition, the regulatory landscape is tightening with new regulations and reporting standards enforcing metrics and accountability. Examples of regulations are the UK Plastic Packaging Tax set at £200 per tonne of plastic with less than 30% recycled content, and the UK Extended Producer Responsibility for Packaging that shifts the full cost of collecting household packaging waste from the taxpayers to producers. Reporting standards are also supporting collective action towards plastic reduction through transparency of plastic use. Recently, the Carbon Disclosure Project (CDP), a global reporting framework for greenhouse gas emissions, announced that plastic metrics will be included in companies’ disclosure for the first time.

Organisations struggle to identify where to begin in their plastic reduction journey due to their over-reliance on the resource. Currently, efforts are over reliant on recycling and few in reducing plastic use. Over 500 companies set targets to use 100% reusable, recyclable and compostable plastic packaging by 2025, however, progress shows this target will not be met. Other organisations pledge that their plastic items are 100% recyclable but have not developed capabilities to recover plastic after usage phase.

As a result, virgin fossil feedstock is still the largest share of raw material accounting for 90% of plastic items. Some of the challenges organisations face regarding plastic:

• Reducing plastic use without compromising plastic functionality such as packaging to preserve food
• Using recycled plastic and increasing efficiency of forward and reverse logistics
• Sorting plastic waste and applying circular levers while keeping product quality and performance
• Engaging with customers and end-consumers for plastic recovery
• Enabling ecosystems between value chain players to revalorise plastic waste through innovation and technology

To allow closing the loop for plastics, organisations need to develop capabilities in cross-sector collaboration across the value chain, innovation, and business models. However, organisations must first change their perception of plastic value and detect the largest sources of plastic dependency in their value chains to effectively take actions for its reduction.

At Capgemini, we recognise the uniqueness of each client and their diverse sustainability objectives, calling for individual assessment to reduce plastic waste. While various initiatives have been launched to tackle plastic waste, different focus points exist depending on businesses priorities and the packaging function. As part of our assessment, we consider factors such as your industry sector, packaging materials, business model, supply chain capabilities and opportunities to achieve a circular ecosystem of plastic. Our team of sustainability experts can undertake an in-depth analysis of the plastic dependency at the material, product, or process level to prepare clients for upcoming regulations and reporting needs.

Our strategic solution streamlines the process of identifying available solutions and technologies in the market, allowing you to prepare your organisation for implementing selected pilot projects. These projects include tangible actions to drive meaningful change and positive impact. The solution is ideal for clients seeking to shift their perception about plastic and aiming to proactively reduce their plastic footprint to stay ahead of the regulatory landscape.

If you would like to learn more about how we have successfully helped clients and how we can support you in this journey, please contact Natalia at natalia.orrala@capgemini.com

I have a Unalome tattooed on my finger to represent that a life path is not a straight journey, which was certainly the case for me.

I wanted to be an architect originally, designing houses with a conscious mind environmentally, but when you are the only girl in the engineering class, you end up being the target for the bully.
From working in Hospitality whilst obtaining a First-Class Honours degree, to becoming an educator to young adults between the ages of 16 to 25 who had additional educational needs, then changing careers again, to work in NHS research within Oncology.

I follow Stoic philosophy, which has always led me to improve myself and grasp every opportunity. I’ve always wanted to make the world a better place and felt I could only do this, by getting into the world of tech and consultancy.

I am beginning to focus my efforts towards learning the technical aspects associated with the DevOps mentality, because I believe many of the aspects go hand in hand with sustainability.
I would one day like to become an innovator and advocator for practices that will support an economically stable and environmentally sustainable society. Prime Minister even one day, maybe?

I started towards architecture from the passions of engineering and solving problems mathematically.

Science was covered in my Nursing with biology, so what was left to delve into other than technology?
I have always had barriers towards this industry. I have stayed away from it because of things like the materials in our smart phone screens, being made from earth’s materials that cannot be provided, endlessly.

My thoughts started to change as I began to create art digitally, alongside being accepted into the Code First Girls Degree and whilst doing my research about which company is the best suited for me, I was sure to find use cases, mission statements and awards for Capgemini.
 

I changed careers because there is a cloud architect in my life who continues to inspire me, but I have always had an interest in STEM especially because within the career paths there is so much variety.
My switch was also dependent on where I resided at the time geographically, because if I was still in Cornwall, I’d have not been able to embark on this journey.

I am still blown away that I am where I am today because of Instagram, algorithms, and cookies.  That because I was searching “how to learn to code for free”, up popped a post on Instagram about the CodeFirstGirls Degree and I am now working for the company of my dreams.

I think the fact that it was for women only had an impact massively, it is slowly changing, but tech is still a male dominated industry.

I basically wouldn’t be able to work for the company of my dreams and progress to where I want to be, if it was not for CodeFirstGirls and Capgemini sponsoring me, I think that speaks for itself, really. 

I chose to join Capgemini because I felt that I uphold all the company values within myself intrinsically, to me this is important when selecting an employer, you see. Capgemini’s ethos aligns with me personally because of my interests in sustainability. Type this topic into google and you will see the amount of Capgemini’s work and awards received.  It was also because of the visions of inclusion and diversity and how they are accepting of people like me who experience challenges due to neurodiversity.

 I have now witnessed first-hand Capgemini’s ethos towards diversity and experienced the inclusivity.  There are always opportunities to grow, and I have very supportive people manager, colleagues and I am part of many communities.
I’ve taught people to master GitHub through an educational initiative, expanded a Women & Sustainability stream, become the Sustainability Guild comms lead and a finalist for the woman for the future awards, all in the year of 2023.

I am here to stay, because I think Capgemini have the influential ability, to change many of the leading industries to adopt a focus on sustainability.
Through collaboration, innovation, and technology, I believe Capgemini could encourage or even implement those changes needed for all of society.

If you’re looking for your next career move, then consider exploring opportunities with Capgemini here.

Supply chain leaders must stay ahead of the curve to ensure their organisations thrive. Capgemini has identified five key themes that will shape the future of the end-to-end supply chain.

Part-1 explored the pursuit of resilience and agility, seamless collaboration, and future-fit employees. Please see here to read. Read Part-2 below to examine AI-enabled supply chains and sustainability at the heart of supply chain processes.

In a rapidly changing world, supply chain leaders must stay ahead of the curve to ensure they thrive. Capgemini has identified five key Supply Chain themes, with supporting future initiatives, that will be on the minds of retail and consumer product leaders in the years to come.

These are:

1. The Pursuit of Supply Chain Resilience and Agility
2. Seamless End-to-End Collaboration
3. A Future Fit Employee Ecosystem
4. Supply Chain Enabled by AI and Cognitive Technology
5. Sustainability and Circularity at the Heart of Supply Chain Processes

Following on from Part-1, we will exemplify these themes through a User Journey of a Supply Chain leader of the future, who is dealing with a scenario of skyrocketing demand.
The user journey continues on to examine the final two key themes: how AI and cognitive technology, and an embrace of sustainability practices can create a future-proof supply chain. 

4. Supply Chain Enabled by AI and Cognitive Technology

Today, the adoption of Machine Learning (ML) and Artificial Intelligence (AI) technologies has resulted in significant changes to ways of working across many businesses. ML and AI have empowered businesses to automate routine tasks, rapidly analyse vast amounts of data, and derive actionable insights for enhanced decision-making. This has led to improved productivity, streamlined operations, and the ability to unlock previously unattainable value.  

As adoption of AI and ML continues to accelerate, supply chain professionals will have an opportunity to adapt their ways of working to focus on higher value activities. This includes strategic decision-making, complex problem-solving, and building strong relationships with suppliers and partners. Supply chain professionals will shift their roles from transactional and operational, to strategic and analytical. Supply Chain Teams being supported by technology that enables these strategic insights and analysis allows them to build closer supplier  and customer relationships based on a clear data picture. Organisations should seek to support this shift as broadly as possible.

To support the integration of AI and ML tools, the identification of the right tools for the organisation is required. Advanced technologies such as cloud-based platforms, Internet of Things (IoT) sensors, and AI-driven analytics, allow real-time information sharing and analysis to become the norm across the entire supply chain network. In the future, integrating IoT sensors will enable supply chain leaders to leverage emerging technologies such as Digital Twins, adding simulation and prediction capabilities to a business as usual driven by machines, but managed strategically, through AI and ML tools. This is even more important in an increasingly unpredictable, less stable world.

Organisations are increasingly adopting flexible planning tools, where systems “speak one language” through standard protocols and a centralised data repository. The development of these advanced technologies will also enable centrally based supply chain teams to be able to work with multi-tier suppliers seamlessly to meet everchanging customer demands. These planning tools offer an operational advantage, and in the future, can be connected into Supply Chain Digital Twins, which offer simulative and predictive capability. This unlocks further insight and analysis, with AI and ML technology supporting people, rather than people-supported technology.

Organisations that have not yet started their journey with the AI and ML tools should look for the right business cases to suit them and their specific needs; a key focus should be to understand the data they will need to ingest and whether that data is available. Starting with a small minimum viable product (MVP) allows businesses to effectively identify whether the capabilities exist in their organisation and how effective the models in reaching their goals. 

Capgemini is actively involved in ML and AI transformations, both in planning, and along the end-to-end supply chain. This includes the study and implementation of forecasting tools that ingest varied data sources, both structured data (such as sales data or inventory), unstructured data (such as customer reviews and social media) and driving value out of new technologies such as Digital Twin and Generative AI. We upskill teams to understand the associated benefits that are unlocked and how to train and improve algorithms going forward, and how teams might leverage the capabilities of ML and AI.

Future supply chain leader: “Technology enabled our supply chain quickly detected the demand spike through advanced AI and cognitive technology. These powerful tools analysed real-time data, enabling us to identify the emerging trend and its magnitude. With this insight, we swiftly mobilised our resources and automated processes to meet the surging demand. AI adjusted production, optimised inventory, and synchronised supply and logistics operations; all whilst allowing us to see the volume and value conversions.” 

5. Everything should have Circularity and Purpose at the Heart of it.

The planet is under enormous pressure, and it is imperative that business decisions are driven with circularity at the heart. Most large corporations are making positive commitments towards important sustainability goals, and this should be supported by a consistent change in business culture. To support these goals at Capgemini, we ensure every action we propose to our clients is scrutinised under a green lens, to support the most sustainable and impactful decision-making.

As discussed in the section “A Future Fit Employee Ecosystem” supply chain professionals will need to become proficient in ML and data analysis. These technology developments support accurate, insight driven forecasts to reduce waste and promote sustainability. Using the latest technology can improve forecasting to reduce the levels of excess inventory and so, decrease the amount of waste resulting from excessive production. Furthermore, product innovation should be underpinned by the net-positive impact of the new product, this means ensuring circularity is embedded in the design.

Furthermore, companies will have to prove their commitment to their sustainability pledges if they wish to retain and attract top talent. Corporations should go beyond making pledges and begin to embed a new culture of circularity into their ways of working. 

From the inception of a project, Capgemini measures carbon impact, and we commit to projects with sustainability as the centre focus, such as net zero strategy or sustainable operations. In supply chain projects we consider the benefits sustainable changes can make, such as improved materials and resources planning and usage, as well as reduced transportation through improved route planning.

Supply chain leader: “Amidst the surge in demand, we prioritised sustainability by implementing eco-friendly transportation practices and adopting lean manufacturing principles. We optimised our supply chain to reduce carbon emissions, minimise waste, and maximise resource efficiency. By sourcing materials responsibly and adopting circular economy principles, we minimised our environmental footprint while meeting the increased demand”.

To summarise…

To conclude, leveraging AI and cognitive technology amplifies the capabilities of supply chain processes, offering unprecedented levels of efficiency and adaptability. Sustainability and circularity remain at the heart of these processes and underline the responsibility and opportunity for organisations to contribute positively to the environment and societal change.

The 5 key themes outlined in both parts of this series collectively pave the way for a future-proof supply chain, to become stronger and more adaptable. If supply chain leaders were to embrace developments, they would commit to creating a resilient, collaborative, and sustainable future. By aligning with these key themes, supply chain leaders can confidently navigate the uncertainty and position their organisations for sustained success in the evolving landscape of tomorrow.

As we navigate the future of the supply chain, it is evident that the landscape is evolving at an unprecedented pace. The five key themes identified by Capgemini – Supply Chain Resilience and Agility, Seamless End-to-End Collaboration, a Future Fit Employee Ecosystem, Supply Chain Enabled by AI and cognitive Technology, and Sustainability and Circularity – stand as guiding beacons for leaders in this dynamic environment.

Within Capgemini’s Supply Chain expertise, we possess extensive experience in supporting organisations transform their entire end-to-end supply chain.  We bring industry specific experience, and we pride ourselves in identifying key value unlocks across the whole end-to-end supply chain to support leaders in ensuring resilience and sustained success.

In case you missed it, please see the first three themes explored here in Part-1 of the Themes of the Future for Supply Chain Leaders; Part-1 examines the themes of resilience and agility, seamless collaboration, and a future-fit employee ecosystem.

Supply chain leaders must stay ahead of the curve to ensure their organisations thrive. Capgemini has identified five key themes that will shape the future of the end-to-end supply chain.

Read below for Part 1 which explores the pursuit of resilience and agility, seamless collaboration, and future-fit employees. See here for Part 2 which examines AI-enabled supply chains and sustainability at the heart of supply chain processes.

In a rapidly changing world, supply chain leaders must stay ahead of the curve to ensure they thrive. Capgemini has identified five key Supply Chain themes, with supporting future initiatives, that will be on the minds of retail and consumer product leaders in the years to come.

These are:

1. The Pursuit of Supply Chain Resilience and Agility
2. Seamless End-to-End Collaboration
3. A Future Fit Employee Ecosystem
4. Supply Chain Enabled by AI and Cognitive Technology
5. Sustainability and Circularity at the Heart of Supply Chain Processes

We will exemplify these themes through a User Journey of a Supply Chain leader of the future, who is dealing with a scenario of skyrocketing demand.

The user journey will showcase how real-time data, seamless collaboration and workforce upskilling can create a future-proof supply chain.

1. The Pursuit of Resilience and Agility

In the present, we have observed that supply chain leaders have limited digital resource to identify and react to live issues, thus they spend much of their time firefighting and in quick-response mode. To combat this, we recognise that supply chain leaders are prioritising resilience, and this will continue to be at the forefront of leaders’ minds. The pursuit of resilience and agility will require supply chain professionals to leverage their existing skills, as well as develop new abilities, including real-time data analysis and scenario planning to respond to disruptions and market changes quickly. Therefore, in the future it will become imperative to measure supply chain responsiveness from alert to action and the success rate of the same.

The Integrated Business Planning (IBP) process allows leaders to become resilient by incorporating decision making at different time horizons, prompted by artificial intelligence (AI) tracking algorithms, this gives humans in the supply chain the tools to evaluate demand drivers and identify the impact of external influences.

Alongside more traditional IBP activities and forums, companies can start to allow teams to focus on contingency planning. This will ensure that the supply chain is prepared for any eventuality through the ability to scenario plan and determine how to react to these scenarios internally. This can be supported through End-to-End (E2E) planning control towers. These towers are equipped with the processes, tools and data that enable rapid decision making and escalation where needed.

Capgemini supports its clients in the set up and management of the E2E planning control towers. We have seen increased resilience and agility from these control towers, allowing organisations to respond to disruptions and market changes quickly, but well-prepared.

Future Leader: “When demand skyrocketed for our hottest product, our agile supply chain team sprang into action. Armed with real-time sales data, they collaborated closely with suppliers and made rapid adjustments, they evaluated transportation capacity and inventory levels. The outcome? Seamless adaptation, meeting customer demands. Our team is on the move, making it happen.”

2. Seamless End-to-End Collaboration

Today, successful collaboration within an organisation’s ecosystem is heavily reliant on the breaking down of silos. This can be supported through the introduction of end-to-end planning roles; the sharing of data from a unified Enterprise Resource Planning (ERP) system; and from transparent processes. It has been recognised that effective collaboration can lead to improved efficiency and customer satisfaction. However, effective collaboration is difficult to attain as there is still a lack of visibility across end-to-end business transactions; a lack of standardised processes; and very complex international supply chains (spread across multiple tiers, with complex subcontracting and logistics) with delays, quality issues and increased costs.

Seamless end-to-end collaboration in the future relies on two essential factors:

1) Within the extended value chain, there must be a successful collaboration across an ecosystem of partners. Supply chain teams will need to learn to collaborate seamlessly across the entire end-to-end process, from suppliers to customers, with the whole value chain being connected as if working across one ERP system. The establishment of an extended value chain creates a collaborative ecosystem among trusted partners, fostering collective innovation and maximising efficiency.

2) The integration of a solid framework for decision making, including clear Key Performance Indicators (KPIs) and metrics to measure the KPIs. A robust, shared decision making-framework and joint KPIs can support future performance to allow organisations to achieve their objectives.

Following assessment of these factors, organisations should consider whether their current technology layer is truly end-to-end and where siloes exist. They should consider how data in one part of the organisation can feed another to allow for system efficiency and better performance. Companies should also look to support their key external suppliers to in their innovation development to allow for this seamless, end-to-end collaboration. Some examples are a multinational digital communications technology corporation integrating a robust Supplier Relationship Management (SRM) system and a leading organisation introducing collaborative platforms for sustainable sourcing as part of its sustainable commitments.

Capgemini supports our clients in understanding which is the best-suited next generation technology architecture for their business. We ensure these tools enhance collaborative working across the whole business in a continuous and autonomous way, taking clients leaps forward in achieving seamless collaboration.

Future Leader: “In response to the rise in demand, we revolutionised what collaboration meant with our key supplier. Real-time connections and innovation-driven discussions replaced traditional meetings. Using virtual environments such as the meta-verse and digital twin, we brought ideas to life and unlocked unprecedented creativity whilst dealing with a complex situation. Partnering closely with suppliers, we turned challenges into opportunities, forging a future-ready, thriving supply chain of value seekers, not parameter setters”.

3. A Future Fit Employee Ecosystem

At present, a limited number of white-collar jobs have been automated, but a large amount of streamlining has occurred, especially in back-office functions. This streamlining has eliminated many obsolete skills, such as manual data inputting. A paradigm shift is necessary to adapt to an uncertain future for the remaining skills and the to-be automated roles.

In the future, job security and fulfilment will have two co-dependent tenets:

1) Adaptability and continuous learning are of a high importance, to support today’s technology acceleration. Supply chain professionals will require a new set of skills, including proficiency in data analysis, machine learning, and artificial intelligence (AI). For employees, it is essential to identify and understand where they can drive incremental value to support the technology acceleration.

2) Organisations will have to redefine their talent strategy. They must plan to support the employment of the next generation of the brightest graduates while adapting to new technology. Furthermore, teams will require investment in training and development programs to ensure that employees have the necessary skills to thrive in a rapidly changing.

Organisations will have to consider the impact of advancing technology and how to best support the development of role agnostic jobs. This can create an employee ecosystem, where employees are working on several strategic activities across the E2E supply chain that can create value rather than using manual tools to fight the usual fires.

At Capgemini, we have set up training academies as part of numerous large-scale transformation programs. These training academies focus on developing skills and fostering a sense of community, with specific trainer roles and pathways to continue upskilling. These academies support the next generation platform rollouts and allow organisations to stay aware of new role changing technologies. For further detail, please see this Capgemini Research paper on the “Fifteen Supply Chain Jobs of the Future”. We analyse what will be required for organisations to foster a continuous learning mindset with high levels of emotional intelligence to support the technology implementation.

Future leader: “Knowing that unprecedented events, such as demand surges, can happen at any moment, we spent time equipping our employees with a proficiency in working with real-time data, developing scenario planning capabilities, and leveraging advanced technologies. Additionally, we focused on fostering human-centric collaboration skills, promoting effective communication and teamwork so we can easily connect with suppliers. Our upskilled workforce was the driving force behind sales success.”

To summarise…

The narrative of a future supply chain leader illustrates the practical application of these themes. Real-time data underpins the supply chain, providing the necessary insights for agile decision-making. Seamless collaboration fosters connectivity across the entire supply chain, breaking down silos and enhancing efficiency. Workforce upskilling becomes imperative, shaping a Future Fit Employee Ecosystem capable of navigating the complexities of tomorrow.

For leaders to strategically prepare for these five future themes, they should consider how their processes will need to adapt, including the skillset their employees will need to acquire to succeed in these future environments and the capital investment the advanced technology requires.

As we navigate the future of the supply chain, it is evident that the landscape is evolving at an unprecedented pace. The five key themes identified by Capgemini – Supply Chain Resilience and Agility, Seamless End-to-End Collaboration, a Future Fit Employee Ecosystem, Supply Chain Enabled by AI and cognitive Technology, and Sustainability and Circularity – stand as guiding beacons for leaders in this dynamic environment.

Within Capgemini’s Supply Chain expertise, we possess extensive experience in supporting organisations transform their entire end-to-end supply chain. We bring industry specific experience, and we pride ourselves in identifying key value unlocks across the whole end-to-end supply chain to support leaders in ensuring resilience and sustained success. To explore the final two key themes, please see linked here  Part-2 of our Themes of the Future for Supply Chain Leaders. Part-2 explores the themes of AI-opportunities and sustainability at the heart of an organisation’s future.