Five tips and five questions to ensure supply chain finance success

Posted on by Teddy Nee

Supply Chain Finance (SCF) can, and should, be a force for good in ensuring much-needed liquidity reaches all suppliers, regardless of their size and meets the objectives of buyers.

However, many suppliers, particularly SMEs, struggle to access necessary working capital, and buyers lack the motivation to set up or expand these programmes.

Wayne Mills, founder and managing director at Atom Advisory, shares his top five tips for buyers and five questions for suppliers to ensure SCF fulfils its potential to accelerate growth and underpin robust supply chains.

Five tips for buyers thinking about Supply Chain Finance

The importance of building and maintaining resilient supply chains has been well-understood for decades, but COVID-19 brought into sharp focus the need to reassess and reimagine supply chains, including supplier relationships.

The importance of building a resilient supply chain has been known for decades, but the impact of COVID-19 highlighted the need to reassess modern supply chain structures.

These five tips are a good starting place when setting up or expanding a SCF programme.

1. Define the programme objectives

2. Ensure business-wide stakeholder engagement

3. Actively support supplier understanding and onboarding

4. Review the changing external landscape

5. Align physical and financial supply chains

Five questions for suppliers to ask themselves

Whilst certainly not true in all cases, there is often an imbalance between the size and financial strength of buyers and suppliers. Careful consideration and individual assessment of SCF can deliver significant benefits to suppliers, but these five questions can help ensure positive outcomes.

1. Which buyers run a SCF programme?

2. Is SCF the right solution for me?

3. Is my working capital optimised by using SCF?

4. What is the best use of my time?

5. Which solution offers the most flexibility?

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6 Ways To Transform Performance Management To Deliver What Employees Actually Need

Posted on by Teddy Nee

Performance management has room to improve. According to Gartner research, 52% of chief human resource officers (CHROs) believe they are not rewarding the right behavior in employees, and only 32% of HR business partners believe performance management delivers what employees need to perform.

Because of this, in the last five years, 74% of organizations have significantly changed their performance management processes. “Companies are implementing a variety of new practices, from linking pay to project performance to eliminating performance reviews entirely,” says Benjamin Loring, Research Director at Gartner. “The real unlock, however, is making performance management useful to both managers and employees with this six-part roadmap.”

Six ways to fix performance management

Improve performance management by considering the amount of conversations you have, the lens through which you look at performance, and the style of feedback you provide.

Ongoing conversations

No. 1: Encourage ongoing manager-employee feedback throughout the year

Create a mutual understanding of what type of feedback employees need to be successful and enable them to own and schedule feedback conversations by educating them on the types and frequency of dialogue that can occur.

No. 2: Promote discussions beyond individual contexts

To enact this, promote team goal-setting. Encourage team members to reflect and develop their individual goals for teams to review for alignment, impact, relevance and overlap. Similarly, create a space for employees to provide feedback to managers to reinforce employee agency and power in feedback conversations.

Forward-looking reviews

No. 3: Develop a framework for assessing future performance

Assess employees’ development readiness — their capacity, ability and willingness to take on professional development at a given point in time — not just performance, and align coaching conversations, and support to their true needs. This may require evolving how you evaluate growth and reframing the value of the process, while also navigating ambiguous situations and meeting organizational needs.

No. 4: Encourage managers to communicate actions needed for future success

Help managers provide feedback on what skills their employees need for the future, in addition to reflecting on their past accomplishments. Increasing transparency of skills across a team encourages cohesiveness, coaching and on-the-job development.

Peer feedback

No. 5: Gather feedback from co-workers on how employees help fellow team members

A huge part of performance management is feedback from colleagues. Guide managers on how to identify sources of feedback based on who has knowledge of an employee’s work, rather than limiting feedback to the employee’s formal relationships. Peer assessments are a good way to hold employees accountable for demonstrating critical behaviors and get a more comprehensive understanding of their contributions. Just be sure to develop evaluation guidelines that focus on outcomes.

No. 6: Foster an environment of feedback

Encourage employees to recognize their peers’ contributions to create comfort and confidence regarding feedback exchanges. Create a simple approach to seeking and requesting feedback and frequent prompts to focus managers on recognizing and reinforcing good behaviors throughout the year.

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The future of supply chain risk management

Posted on by Teddy Nee

The COVID-crisis has prompted a period of introspection as organisations question how to best structure their supply chains and manage their risk

Trends towards global sourcing, mobile warehousing, just-in-time production and lean manufacturing have created supply chains that are highly optimised, but also increasingly complex. When things are going well, this means cost-effective operations, less waste and companies can react flexibly and in an agile way to customer demands.

However, these trends also expose the supply chain to new, sometimes hard to recognise risks. And when there is interruption, the complexity of these supplier systems and the immediate nature of production can mean businesses are suddenly facing significant disruption with immediate impact to bottom lines, or even market share and reputation.

For instance, when governments imposed lockdowns to curb the spread of coronavirus, many firms found that manufacturing ground to a halt as the transportation of goods was interrupted. Where once a business was likely to have spares and back-ups in warehouses, just-in-time practices mean that many businesses are now left without access to the services or parts they need to operate.

Shifting sands

The uniquely volatile business environment of the past year has brought to the forefront of the business agenda the supply chain vulnerabilities they face. For some, this could signal a change in practices in the future to increase supply chain resilience – whether that’s looking at near shoring and onshoring, reintroducing back-up stock in warehouses or installing alternative production sites.

Kocher said: “What’s changing is how risk managers, management and insurers alike recognise and factor supply chain risk into their decision-making. With more and more severe supply chain interruptions materialising, businesses have started to reconsider certain aspects, such as having suppliers nearby to eliminate certain risk factors from their business activities.”

The role of risk engineering

As organisations continue down the path of introspection and question how to best structure their supply chains and manage their risk, it becomes ever-more crucial that risk managers understand the full extent of the vulnerabilities in their own production process. Kocher believes that risk engineering plays an increasingly key role in this process.

“One of the key value drivers is to understand your supply chain and the assumptions you are making about it in case of disruption. This may sound trivial, but it is a fundamental condition to be in place before conducting impact assessment, quantification, deciding on the mitigation strategy and implementing mitigation measure. A structured approach to ensure adequate understanding in sufficient depth is critical. ”

Empowering better decisions

Often, when a company considers key or critical suppliers, it is examining its supply chain with a financial lens, or with a strong focus on individual business sections. A realistic company-wide, impact-oriented view, underpinned with decades of actual loss experience, supports the identification of key exposures which may otherwise go unnoticed.

Kocher concludes: “There is no one perfect way of managing supply chain risk. The risk engineer brings to the table a wealth of experience of what the process could look like, and is able to pick up the individual client where they stand in their supply chain risk management journey, with the goal of bringing them further towards a comprehensive supply chain risk management adapted to their specific needs.”

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Why decision intelligence is essential for overcoming supply chain constraints

Posted on by Teddy Nee

The current supply chain disruption is one of the many types of crises the marketplace has faced over the years. Even before COVID-induced challenges had cargo ships anchored off of ports across the globe and store shelves barely stocked, supply chain leaders have been in a race to keep up with changing consumer demands, a shifting competitive landscape, and technological advances.

Yet, as the development, reach and success of businesses has become highly dependent on tightly linked supply chains, the structure of those connections has become increasingly fragile and intricately connected.

Over the last two years, an unprecedented supply chain crisis has unfolded. With networks spanning multiple continents, global supply chains have broken down. From COVID-19 and the war in Ukraine to a sideways freighter that blocked the Suez Canal for a week and a growing list of environmental disasters, the upheaval has created a new benchmark for business-as-usual. A survey from the UK Office for National Statistics showed that 40% of businesses in the wholesale and retail trade industry reported global supply chain disruptions at the end of the first quarter this year.

This disruption is closely tied to a failure of foresight and planning built into supply chain systems.

Asking the right questions

Many companies tackling supply chain disruption see themselves as “data-driven,” when in fact, most are not. A Gartner report shows that less than half of organizations have actively started to build a roadmap for supply chain digitization transformation, despite it being a key priority for most leaders. Another survey showed only two-thirds of supply chain organizations felt the strategy and execution of their supply chains were well aligned.

Business intelligence (BI) and analysis tools were the promised future, where business users could easily access and transform huge volumes of corporate-wide data to predict business outcomes and future demand. However, the reality is that traditional BI solutions and ERP systems are static and can only provide a snapshot of the present or past.

Decision intelligence rests on prescriptive analytics

Such foresight comes from adding a prescriptive analytics layer to a firm’s supply chain management. This layer answers the question “what should happen” and becomes the basis for generating decisions, not just insights. This approach elevates the level of analytic inquiry, using machine learning and optimization models to propose a course of action based on data, analytics and business models.

Ultimately, this can dramatically transform how companies manage the flow of goods throughout their supply chains because it resolves the question how to proceed to achieve the targeted outcome.

Decision intelligence and the future of the supply chain

Taking a new approach to supply chains relies on a new vision for data in an organization. Data is the engine of growth and the source of intelligence that will allow businesses to get a grip on their supply chains.

This means drawing on data from a wider variety of sources than ever before. Businesses need more actionable, real-time data from across their supply chains. They need to quickly and securely access multiple data sources across on-premises data centers and multiple clouds. To plan for future shocks, businesses need to learn from this historic moment and feed this information into predictive and prescriptive analytics modeling.

A new tomorrow

Supply chain management solutions based on decision intelligence and real-time prescriptive analytics models are potent instruments in the fight against the supply chain crisis. Such systems can improve overall processes throughout the enterprise and build resilience into demand forecasts. They can reduce costs associated with overstocking, inventory stockouts, and product obsolescence — even in the face of widespread crises.

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Fintech for Supply Chain Finance: Streamlining Payments and Working Capital Management

Posted on by Teddy Nee

How fintechs are revolutionizing the supply chain finance landscape.

The supply chain is the global economy’s backbone. It includes all of the activities involved in delivering goods or services from the manufacturer to the end user. Efficient supply chain financing is crucial for firms to maintain smooth operations.

However, supply chain financing can be complicated and costly due to the numerous players involved. This is where fintech enters the picture. This article will look at how fintech is helping to streamline payments and working capital management in supply chain finance.

What Exactly Is Supply Chain Finance?

Supply chain finance refers to a group of financial solutions aimed at optimizing the movement of cash along the supply chain. It consists of a variety of activities, such as invoice factoring, purchase order financing, and inventory finance. These solutions assist organizations in better managing their cash flow by giving access to working capital as needed.

However, supply chain finance can be complicated and costly. The typical technique comprises many middlemen, such as banks, insurance, and factoring firms, each with its own set of fees. This might lead to a lengthy and costly procedure with little transparency or flexibility.

How Fintech Is Helping to Simplify Supply Chain Finance

Fintech is changing the way supply chain finance is done. Fintech companies are streamlining payments and working capital management by embracing digital technology, making it easier and more cost-effective for businesses to manage their supply chains.

Fintech’s Advantages in Supply Chain Finance

There are numerous advantages to employing fintech for supply chain finance. Increased efficiency is one of the primary advantages. Automation and digital technology are being used by fintech companies to streamline the supply chain financing process, decreasing the time and cost associated. This allows organizations to concentrate on their core operations while improving overall efficiency.

Fintech Risks in Supply Chain Finance

While fintech has numerous advantages for supply chain financing, it also has some drawbacks. Cybersecurity is one of the most serious threats. Fintech firms keep sensitive financial data, rendering them vulnerable to hackers. Businesses should choose a trustworthy fintech supplier with strong security procedures in place to safeguard their data.

How Fintech is Revolutionizing Supply Chain Finance with Artificial Intelligence

Supply chain finance has become an essential tool for businesses looking to optimize their cash flow and improve their working capital management. By leveraging the power of technology, fintech companies are now incorporating artificial intelligence (AI) into supply chain finance, revolutionizing how businesses manage their supply chains and providing unprecedented efficiency and transparency.

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Unlocking the Value of Artificial Intelligence (AI) in Supply Chains and Logistics

Posted on by Teddy Nee

Speed in decision-making. Speed in reducing cycle-times. Speed in operations. And, speed in continuous improvement. The use of Artificial Intelligence in the supply chain is here to stay and will make huge waves in the years to come.

According to Gartner, supply chain organizations expect the level of machine automation in their supply chain processes to double in the next five years. At the same time, global spending on IIoT Platforms is predicted to grow from $1.67B in 2018 to $12.44B in 2024, attaining a 40% compound annual growth rate (CAGR) in seven years.

In today’s connected digital world, maximizing productivity by reducing uncertainties is the top priority across industries. Plus, mounting expectations of supersonic speed and operational efficiencies further underscore the need to leverage the prowess of Artificial Intelligence (AI) in supply chains and logistics.

Accelerating Supply Chain Success with AI in Supply Chains & Logistics

AI in supply chains can deliver the powerful optimization capabilities required for more accurate capacity planning, improved demand forecasting, enhanced productivity, lower supply chain costs, and greater output, all while fostering safer working conditions.

The pandemic and the subsequent disruptions has demonstrated the dramatic impact of uncertainties on supply chains and has established the need for smart contingency plans to help companies deal with these uncertainties in the right way.

But is AI the answer? What can AI mean for companies as they struggle to get their supply chain and logistics back on track? Let’s find out.

ACCURATE INVENTORY MANAGEMENT

Accurate inventory management can ensure the right flow of items in and out of a warehouse. Simply put, it can help prevent overstocking, inadequate stocking and unexpected stock-outs. But the inventory management process involves multiple inventory related variables (order processing, picking and packing) that can make the process both, time consuming and highly prone to errors.

WAREHOUSE EFFICIENCY

An efficient warehouse is an integral part of the supply chain. AI-based automation can assist in the timely retrieval of an item from a warehouse and ensure a smooth journey to the customer. AI systems can also solve several warehouse issues, more quickly and accurately than a human can, and also simplify complex procedures and speed up work. Also, along with saving valuable time, AI-driven automation efforts can significantly reduce the need for, and cost of, warehouse staff.

ENHANCED SAFETY

AI-based automated tools can ensure smarter planning and efficient warehouse management, which can, in turn, enhance worker and material safety. AI can analyze workplace safety data and inform manufacturers about any possible risks. It can record stocking parameters and update operations along with necessary feedback loops and proactive maintenance. This helps companies react swiftly and decisively to keep warehouses secure and compliant with safety standards.

REDUCED OPERATIONS COSTS

Here’s one benefit of AI systems for the supply chain that one simply can’t ignore. From customer service to the warehouse, automated intelligent operations can work error-free for a longer duration, reducing the number of human oversight-led errors and workplace incidents. Additionally, warehouse robots can provide greater speed and accuracy, achieving higher levels of productivity – all of which will reflect in reduced operations costs.

ON-TIME DELIVERY

As we discussed above, AI systems help reduce dependency on manual efforts, thus making the entire process faster, safer and smarter. This helps facilitate timely delivery to the customer as per the commitment. Automated systems accelerate traditional warehouse procedures, removing operational bottlenecks along the value chain with minimal effort to achieve delivery targets.

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How AI Can Solve Supply Chain Financial Management Challenges

Posted on by Teddy Nee

Never has the issue of supply chain management been so immense

In particular, Covid-19 has made these challenges all the more prominent, with unprecedented pressure on the supply chain after lockdowns and varying restrictions imposed by different countries around the world. Businesses within the supply chain must be resilient and adaptable as the combination of changes that are underway, such as increased globalisation, digitalisation, and driver and other skill shortages, have increased the industry’s complexity. While Covid-19 restrictions have eased and many countries are learning to live with the virus, the supply chain crisis isn’t going away. Political unrest has hampered the movement of products and services worldwide, notably to and from China and, more recently, Russia.

Artificial intelligence (AI) has been cited as a solution to some of the problems businesses within the supply chain. Over half (53%) of UK supply chain decision-makers believe AI advances are crucial to managing disruption. On the finance side, technologies such as AI are being used by innovative companies to better understand their capital through data analytics and performance insights so they can meet their goals through effective financial management. However, data and the overarching strategy must be in the right state to effectively utilise AI, analytics, and data science.

Top three financial management data challenges

1. Granular financial management

Calculating important metrics such as cost to serve is vital for any supply chain business. Still, it can be difficult without real-time data visibility across your service, costs, and inventory. Platforms for enterprise resource planning (ERP) and supply chain management (SCM) produce information on point of sale, inventory, manufacturing, warehousing, and transportation. You can optimise your supply chain if you know how to analyse this data, spot patterns, identify trends, and produce insights. By implementing a supply chain data strategy, you can eliminate complex supply chain issues by implementing a plan backed up by accurate financial data.

2. Data integration & data silos

The use of multiple essential applications is standard practice in logistics businesses, with typical applications including financial planning and analysis (FP&A), delivery planning, warehouse management (WMS), and order management. There are various leadership roles responsible for channels, territories, and products, although traditional monthly management accounts are aggregated at a level above these operational roles at the company P&L level.

3. Data sharing across the supply chain

Within the supply chain industry, it’s important to share data with third parties, including partners, suppliers, and customers – quickly, in as near real-time as possible – to make decisions fast.

Data and AI in action

AI can be embedded into your data platform – it enables you to use predictive analytics to get better insights into all levels of the supply chain – an improved understanding of demand fluctuations and their effect throughout the supply chain. AI data models can help deliver competitive advantage, improve financials and help businesses gain control across many areas. Implementing a big data platform is critical to get insights in real-time or daily. With so much data at hand, the platform must be scalable to ensure success.

This requires breaking down data silos, joining data across the organisation, and using modern advanced analytics in a performant, scalable, and cost-effective data platform with data governance in place.

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Healthcare Business Intelligence Market : A Breakdown of the Industry by Technology, Application, and Geography

Posted on by Teddy Nee

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The global healthcare business intelligence market is anticipated to reach value of USD 15.14 Billion by 2027, according to a current analysis by Emergen Research. The global healthcare business intelligence(BI) market is expected to expand significantly during the forecast period, owing to increasing demand for improved claim management solutions in the healthcare industry. Rising demand for better cost management solutions is likely to drive the global healthcare business intelligence market further in the near future. Moreover, rising adoption of data-driven decision-making solutions in the healthcare industry is also expected to drive the global healthcare BI market during the forecast period.

𝐓𝐨 𝐠𝐞𝐭 𝐚 𝐬𝐚𝐦𝐩𝐥𝐞 𝐜𝐨𝐩𝐲 𝐨𝐟 𝐭𝐡𝐞 𝐆𝐥𝐨𝐛𝐚𝐥 Healthcare Business Intelligence Market 𝐫𝐞𝐩𝐨𝐫𝐭, 𝐯𝐢𝐬𝐢𝐭 @ https://www.emergenresearch.com/request-sample/460

The study outlines the rapidly evolving and growing market segments along with valuable insights into each element of the industry. The industry has witnessed the entry of several new players, and the report aims to deliver insightful information about their transition and growth in the market. Mergers, acquisitions, partnerships, agreements, product launches, and joint ventures are all outlined in the report.

𝐋𝐢𝐬𝐭 𝐨𝐟 𝐓𝐨𝐩 𝐊𝐞𝐲 𝐂𝐨𝐦𝐩𝐚𝐧𝐢𝐞𝐬 𝐏𝐫𝐨𝐟𝐢𝐥𝐞𝐝 𝐢𝐧 𝐭𝐡𝐞 Healthcare Business Intelligence Market Domo Inc., Tableau Software, Sisense Inc., Microsoft Corporation, Qlik Technologies Inc., Infor Inc., SAP SE, Salesforce.com, Inc., Oracle Corporation, and MicroStrategy Incorporated

𝐌𝐚𝐫𝐤𝐞𝐭 𝐃𝐲𝐧𝐚𝐦𝐢𝐜𝐬:

The report offers insightful information about the market dynamics of the Healthcare Business Intelligence Market . It offers SWOT analysis, PESTEL analysis, and Porter’s Five Forces analysis to present a better understanding of the Healthcare Business Intelligence Market , competitive landscape, factors affecting it, and to predict the growth of the industry. It also offers the impact of various market factors along with the effects of the regulatory framework on the growth of the Healthcare Business Intelligence Market

Increasing demand for improved claim management solutions in the healthcare industry and rising demand for better cost management solutions are driving the healthcare business intelligence market.— Emergen Research

𝐅𝐨𝐫 𝐬𝐭𝐚𝐭𝐢𝐬𝐭𝐢𝐜𝐚𝐥 𝐚𝐧𝐚𝐥𝐲𝐬𝐢𝐬 𝐬𝐭𝐮𝐝𝐲 𝐨𝐧 Healthcare Business Intelligence Market 𝐫𝐞𝐬𝐞𝐚𝐫𝐜𝐡 𝐫𝐞𝐩𝐨𝐫𝐭, Request for Free Sample Report

𝐒𝐨𝐦𝐞 𝐊𝐞𝐲 𝐇𝐢𝐠𝐡𝐥𝐢𝐠𝐡𝐭𝐬 𝐢𝐧 𝐭𝐡𝐞 𝐑𝐞𝐩𝐨𝐫𝐭 :

In August 2020, Knarr Analytics LLC was acquired by Qlik Technologies Inc. The deal would improve Qlik’s Cloud Platform Active Intelligence capability, which offers comprehensive insights to enable data-driven activities.

During the forecast period, the software segment is expected to retain the largest market share, expanding at a CAGR of 14.7%. Business intelligence software helps healthcare organizations collect, interpret, and process data into appropriate business information, which is projected to fuel the segment during the forecast period.

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How to analyse third-party risks in the supply chain

Posted on by Teddy Nee

How to analyse third-party risks in the supply chain

What are the cybersecurity, financial and other risks posed by third parties in the supply chain, asks Sri Rangachary, a Senior Director with ISG
Do you truly know your exposure to risk? With every third-party supplier an organisation uses, there is increased risk of being exposed to a security breach, a damaging reputational issue, or a human rights or environmental issue that could be buried within the supply chain.

We tend to think of disruptive events as happening once in a lifetime, but in reality, we should plan for them to be a regular feature of supply chains and manage them accordingly. Proper governance and rigorous supply chain review are critical.

What are the risks posed by third parties in the supply chain? The most obvious risks are cyber security or financial. Imagine if one of your supplier’s suppliers has a ransomware attack that spreads up the chain. Your security is only as strong as the weakest link in the supply chain. An event like this could severely disrupt your ability to do business.

But there are less obvious, newer risks from suppliers. Increasingly we’re seeing emerging threats from areas like environment, social and governance (ESG), and human rights.

Perhaps there are modern day slavery practices that you haven’t spotted, deeply embedded in the supply chain, or a supplier has been found guilty of corruption, or other unethical behaviour. It’s not enough anymore to claim ignorance, and you could lose your hard-won reputation by association with such practices.

You need the right processes in place to catch and head off these kinds of issues, early on.

Managing supplier relationships

The key to good supplier management is good information. What information do you need to mitigate your risk? I’m often asked: “How do I assess the risks from my supply chain?” The answer is in the information you get from that chain.

Look first at the information you have internally available. What is the acceptable risk level in your own business? Every organisation will have a different appetite for risk. A risk heat map is a great way to visualise the impact and likelihood of different risk categories, so you can develop the appropriate response.

The role of technology

It’s simply not possible for a person – or even a full team – to monitor every change and movement that could pose risk within the supply chain. This is where technology can help.

A good third-party risk management system can give you the information you need to monitor and mitigate risk, as well as keep on top of contractual commitments and the performance of your suppliers (including their ability to meet those commitments).

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Microsoft announces the Microsoft Supply Chain Platform, a new design approach for supply chain agility, automation and sustainability

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Microsoft announces the Microsoft Supply Chain Platform, a new design approach for supply chain agility, automation and sustainability

Microsoft Corp. announced the Microsoft Supply Chain Platform, which helps organizations maximize their supply chain data estate investment with an open approach, bringing the best of Microsoft AI, collaboration, low-code, security and SaaS applications in a composable platform.

The company also announced the preview of Microsoft Supply Chain Center, a ready-made command center for supply chain visibility and transformation and part of the Microsoft Supply Chain Platform. Supply Chain Center is designed to work natively with an organization’s supply chain data and applications, with built-in collaboration, supply and demand insights, and order management.

“Businesses are dealing with petabytes of data spread across legacy systems, ERP, supply chain management and point solutions, resulting in a fragmented view of the supply chain,” said Charles Lamanna, corporate vice president, Microsoft Business Applications and Platform. “Supply chain agility and resilience are directly tied to how well organizations connect and orchestrate their data across all relevant systems. The Microsoft Supply Chain Platform and Supply Chain Center enable organizations to make the most of their existing investments to gain insights and act quickly.”

“Supply chain solutions are more critical than ever. Our early assessment of the Microsoft Supply Chain Platform and Supply Chain Center is that the company has put its technology, applications and resources together in a way that will serve its customer base well in a wide swath of IT and operations environments, offering flexibility for diverse IT environments and continuous agility for transformation into the future,” said Daniel Newman, founding partner and principal analyst of Futurum Research.

The Microsoft Supply Chain Platform: An open, collaborative and composable foundation for data and supply chain orchestration

With today’s announcement, we are making it easier for customers to realize the value of the Microsoft Cloud for their supply chain. The Microsoft Supply Chain Platform provides the building blocks across Azure, Dynamics 365, Microsoft Teams and Power Platform for customers to develop or independently adopt capabilities for their supply chain needs. With Dataverse, customers can create thousands of connectors to gain visibility across supply chain, develop custom workflows with low-code solutions in Power Platform, and securely collaborate internally and externally through the power of Teams. With tools and processes that drive positive impact, the platform can enable organizations to gain deeper insights and minimize the carbon impact of their organization and supply chain.

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Photo by Turag Photography on Unsplash

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