SPONSORED CONTENTFOR COMPANIES ACROSS THE GLOBE, AGILIT Y, SPEED,
and efficiency are markers of superior execution, espe-
cially during a pandemic, when market conditions require
pivoting on a dime. But if a company isn’t leveraging
everything that digital technology has to offer, it is losing
ground to the competition fast.
Take supply chain management. Even when firms use
digital technology like data analytics, process automa-
tion, and forecast models to drive performance in select
departments, organizational silos routinely prevent the
benefits from spanning the entire supply chain, according
to an April 2020 report from Boston Consulting Group
(BCG).
A more holistic approach—scooping up all knowable
data from sensors, inventory snapshots, labor patterns, and
other key inputs—can help optimize decision-making and
yield lucrative rewards. BCG found that the comprehensive
digital transformation of a supply chain can reduce manu-
facturing, warehousing, and distribution costs by up to
20%. It can also boost revenue by 4% to 6%.
“Because we now have digital informa-
tion that’s better and more accurate, we can
forecast better,” says Rick Blasgen, presi-
dent and CEO of the Council of Supply ChainManagement Professionals. “ That means less inventory,
lower warehousing costs, and fresher product.”
At a time when flexibility is key, many companies
would rather tap into an existing cutting-edge supply
chain than build their own. That’s driving business to
Ryder, where approximately 100 data analysts help cus-
tomers boost productivity, lower costs, and be ready for
the unexpected.
“ What our customers care about is [whether they are]
doing better than planned, did an exception occur, and
what’s going to happen in the future,” says Gary Allen,
vice president of supply chain excellence at Ryder. “If you
can’t manage the data and see it, then you can’t drive
performance improvements.”
For Ryder customers, enhanced transparency is
power. Do it Best hardware company, for instance, uses
the RyderShare™ platform to track shipments and
proactively manage expectations, which has significantly
increased its call center productivity. Typically, users of
RyderShare™ have seen increased productivity from
10% to 50% due to reduced redundant emails and phone
calls. This is accomplished as RyderShare™ mines data
and transforms it into insights that companies wouldn’t
be able to access individually. Through its notification
capabilities, RyderShare™ also helps companies commu-
nicate with all stakeholders when an issue occurs and al-
lows all users to manage the exception immediately. This
results in significant increases in customer satisfaction.
The digital advantage also plays out at Ryder ware-
houses, where visibility and automation can deliver
immediate payoffs. At one paper products maker, for ex-
ample, the addition of autonomous forklifts has delivered
a jolt to inventory accuracy, which is up from 60% to 90%.
As digital transformations give supply chains a make-
over, companies are discovering what’s possible—and
partnering up with specialists to make sure they stay one
step ahead of their competition. ■THE SUPPLY CHAIN’S
DIGITAL DESTINY
To meet ever-rising standards,
digital technology is key.