Defining a Resilient Next Gen Supply Chain Management to Design a Sustainable Model for Manufacturing Industries

Abstract

Background
Recently manufacturing industries have seen an era of significant innovations driving rapid growth in technological advancements that revolutionized the overall business processes. As the global industry witnessed a range of disruptions, i.e. COVID 19, it is important that industry champions should continue to innovate methodologies to redesign the process value chains by enabling real-time monitoring to increase productivity and overcome critical challenges. Traditionally organizations depend on manual inspection processes or rule-based engines to understand the problem scenarios and provide solutions.
Lately, industries understand the need for intelligent processes that support proliferation into problem scenarios and provide simplified solutions. This led to the emergence of multiple technological platforms, one of which is Generative AI that has propelled advancements into every section of manufacturing processes offering a variety of intelligent solutions that has fastened the delivery of services to its end customers.
Methods
The study used a qualitative case method to identify multiple factors that cause disruptions in a regular logistical operation. The primary source of research method is to gather information from the available literature and secondary sources and understand the inter-relationship and cause of concerns prevailing in the industry.
As part of the analysis, data classifications on lead indicators of disruptions are grouped to define the possible use of case scenarios to guide improvement in the daily operations.
Results
Leading trend data were analyzed based on which classification methods have been defined to group disruptions and conducted risk assessment reflecting possible impacts and related key performance indicators. As part of this research, a Global Maturity model for adopting the journey of Generative AI is proposed to develop resilient supply chain operations and a culture of customer centric transformations.
Conclusion
The study’s findings should be of most value to small, medium and large manufacturing organizations, that have embarked on a proactive journey to transform their business value chains and create a global network to overcome volatility and being customer value driven. Furthermore, it will help provide in-depth analysis and constant monitoring to bolster the organizations value chains with strength and flexibility required to withstand future market challenges and strengthen cross-collaboration to improve business efficiency.