Smarter
Operations:
The Value Chain’s
Vital Role in
Digital Evolution
Chapter 1
The Disruptions Shaping
Manufacturing and
How to Catch Up
1Drivers of Change
Current State
Four Pillars of Smart Operations
Visualizing the Role of Value Chain Partners
A four-part series helping manufacturers make progress today while building for tomorrow
Introduction
Concepts
Thought leaders envisioning the digital future of manufacturing production have put names to different movements
or strategies. For consistency, the following definitions are being applied.
Digital Transformation (DX)
Technology analyst and advisory firm IDC defines
DX as transforming decision-making with technology.
Manufacturers must look at DX as a mechanism to
deliver the next level of value for the organization
through the use of digital technologies.
Industry 4.0
This fourth Industrial Revolution is the next wave of
disruptive technology that will enable manufacturers
to make great leaps in productivity, efficiency and
innovation.
Smart Operations
A step forward from Smart Manufacturing to the digital
connectivity of machines, facilities and people outside
a factory’s walls. Smart Operations helps to integrate
processes both upstream and downstream to improve
visibility, and to enable flexibility to planned and
unplanned changes.
Trading Partners
Businesses contributing at any point in the value chain
to the manufacture and delivery of products.
Value Chain
The unique internal and external contributors to a
manufacturer’s end-to-end supply chain that add value
to the product being supplied to customers.
Modern digital technology is transforming every industry, including manufacturing. Yet in The Rise of Smart
Operations, a survey of machinery manufacturers conducted by UPS and IDC, roughly one-half of the respondents
said their digital or “smart” operations were lagging the competition or were at a significant disadvantage. This
four-part series continues to explore the building blocks required to create a smarter, more digital operation.
Manufacturers will also find practical solutions they can consider implementing today to incorporate smarter
operations in their production processes of the future.
Smarter Operations: The Value Chain’s Vital Role
in Digital Evolution
2Drivers of Change
Current State
Four Pillars of Smart Operations
Visualizing the Role of Value Chain Partners
The modern manufacturing environment can be characterized as smart,
automated, integrated and digital. Yet manufacturers’ progress toward each of
those characteristics is as varied as the products they make. A 2016 UPS-IDC
survey with machinery manufacturers showed that just over 50% thought their
operating model was evolving digitally, while only 10% said their business model
was fully transformed. In short, the vast majority of manufacturers are in the
middle of, or anticipating, many difficult and costly decisions about the future
of their operations.
It is here where the value chain can truly live up to its name. Many trading partners
— suppliers, service providers, logistics companies, and so on — have already
made investments in technology, facilities and expertise that could benefit
their manufacturing customers and other value chain partners. Many are doing
just that. New business dynamics
are taking shape as companies realize they cannot employ or purchase
the capabilities needed in an increasingly digital world. Manufacturers
are partnering with customers and suppliers in an effort to remain
competitive and find disruptive innovation.
Will this spirit of collaboration catch fire? In my opinion, it must.
Companies in the digital age will not only benefit from broadening their
circle of collaborators, their very survival may depend on it.
In this introductory chapter of Smarter Operations: The Value Chain’s
Vital Role in Digital Evolution, we look at the major forces driving change
in the manufacturing process, and offer practical solutions for achieving
smarter operations.
Introduction
by Matt Guffey
Vice President,
UPS Customer Segment Marketing
Introduction
In this introductory
chapter of Smarter
Operations: The Value
Chain’s Vital Role in
Digital Evolution, we
look at the major forces
driving change in the
manufacturing process,
and offer practical
solutions for achieving
smarter operations.
3Introduction
Current State
Four Pillars of Smart Operations
Visualizing the Role of Value Chain Partners
Chapter 1:
The Disruptions Shaping Manufacturing and How to Catch Up
Drivers of Change
Change in many forms is driving manufacturers to rethink strategy, redesign business
processes and retool their organization to compete in the modern environment.
Customers are in part driving change with demands for new and improved products, and faster turnarounds, all at a
lower cost in order to meet their price pressures.
The changes are also driven by internal factors, such as the shortage of skilled labor, that are creating long-term
implications for production of the future. Advances in technology are significantly compensating for labor
shortages by increasing productivity through digital transformation (DX) in the manufacturing industry (Figure 1).
As manufacturers evolve using the modern technology available to them, it is important that they take a holistic
approach to process design and technology adoption. Companies must look across the entire value chain to
identify where this technology can best be applied, and they must consider how well-positioned they are to help
drive the processes forward. If they are not well-positioned in any area, a decision must be made on how to shore-
up the specific weakness, whether through internal resources and innovation or third parties.
Drivers of Change
Figure 1
Robotics 3D Printing
74.6%
44.5%43.3%
11.1%
25.3% 27.9%
Currently evaluating, implementing, or in use Will evaluate in the next 0–3 years
Internet of Things
Adoption of IoT, Robotics, and 3D Printing in Manufacturing
Which statements best describe your organization’s current position for the following technologies and solutions?
4Drivers of Change
Introduction
Four Pillars of Smart Operations
Visualizing the Role of Value Chain Partners
Chapter 1:
The Disruptions Shaping Manufacturing and How to Catch Up
Current State
Current State
Digital transformation (DX), smart operations, and Industry 4.0 have become common
discussion points in the manufacturing industry. Their chief commonality is the
objective of driving efficiency and productivity in the manufacturing process.
As manufacturers strive to incorporate these operating principles into their daily operations, the risks of
testing and learning — while also maintaining continuous and efficient operations — is an ongoing challenge.
However, technology now exists that enables manufacturers to maintain operations as normal while creating
a digital copy of the end-to-end process: the digital twin. The digital twin of the manufacturing operation are
the virtual digital models of physical assets and processes. Using real
world data to understand, evaluate and simulate the end-to-end
operation, manufacturers can “see” the potential benefits and pitfalls
prior to implementation.
To build the digital twin, manufacturers must be able to capture,
communicate and understand data at every point along the value chain.
These activities — the basis of a digitally-connected supply chain —
comprise the foundation of smart operations.
Using real world data to
understand, evaluate and
simulate the end-to-end
operation, manufacturers
can “see” the potential
benefits and pitfalls prior
to implementation.
5Drivers of Change
Introduction
Current State
Visualizing the Role of Value Chain Partners
Chapter 1:
The Disruptions Shaping Manufacturing and How to Catch Up
Four Pillars of Smart Operations
D
IG
IT
AL
O
PE
RA
TI
O
NS
AU
TO
M
AT
ED
O
PE
RA
TI
O
NS
IN
TE
GR
AT
ED
O
PE
RA
TI
O
NS
IN
ST
RU
M
EN
TE
D
O
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NS
Sensors capture
data about
operations and
facilities to better
understand
operations
and identify
opportunities
for improvement.
Enables the
organization to
break down the
traditional silos
of insight and
create alignment
across the
end-to-end
value chain.
Automation
technology and
robotics help
drive eciency,
productivity,
and quality
improvements
throughout
the operation.
A digital
representation
(digital twin) of
products and
processes enables
modeling and
simulation to help
drive operational
improvements.
Access to Enterprise technology
and soware currently
used for corporate or
administrative purposes
Corporate Vendors
Global value chain visibility
Contract manufacturing,
warehousing and distribution
Established partnerships
with technology providers
Logistics & 3PLs
Product innovation
Shared services
Investment in tech for mutual bene
t
Industry best practices
Suppliers
Modern technology is giving manufacturers the tools to become more efficient by creating a digital connection
across operations. It is the evolution of technology that is enabling them to engage in digital transformation.
Note some of the ways that value chain partners can help supplement and support smarter operations.
Four Pillars of Smart Operations
Advance Smart Operations with Support
from Value Chain Partners
Figure 2
6Drivers of Change
Introduction
Current State
Four Pillars of Smart OperationsChapter 1:
The Disruptions Shaping Manufacturing and How to Catch Up
INSTRUMENTED OPERATIONS
INTEGRATED OPERATIONS
AUTOMATED OPERATIONS
DIGITAL OPERATIONS
Visualizing the Role of Value Chain Partners
“Innovator” and “disruptor” may be buzzwords, but they are powerful attributes for
manufacturers seeking to retain and grow a customer base.
In a fast-moving, technology-driven landscape, few businesses are equipped to transform, innovate and disrupt solely
by their own efforts. That new reality also heightens concerns about issues such as intellectual property protections
and data security.
The transition into a digital operating world is clearly not an easy one, but absolutely necessary for manufacturers
planning to maintain a profitable and growing operation into the future. But the message here is that help is available.
The existing expertise and infrastructure in place within the partner network should be investigated as a potential
asset to the manufacturing value chain. By working with partners, manufacturers can drive technology improvements,
scale up faster, and reduce risk as they build smarter operations into their production processes of the future.
UPS Logistics Supporting Smarter Operations
Corporate Strategy & Innovation
• Supply chain consultation to help
identify short-term and long-term
steps toward smarter operations
• Financial and insurance products
from UPS Capital to enable growth
and investment while mitigating risk
Operations
• Advanced operating capabilities
through contract warehousing,
distribution and field stocking
locations
• Order intake, processing,
shipment and delivery
• On-demand Additive Manufacturing
(3D Printing) services
• Package Engineering
Inbound/Outbound Logistics
• Integrated global transportation
network: ground, air, ocean, rail
• Multimodal visibility into inbound
and outbound UPS shipments
• Trade Management and Customs
Compliance
• Global Freight Forwarding
Post-Sales Services & Solutions
• Returns solutions to streamline
customer experience and better
manage inventory utilization and
costs
• Test, repair and refurbishment
services
• Critical MRO order fulfillment
• 27,000 drop-off and pick-up sites
Visualizing the Role of Value Chain Partners
Coming Soon:
Chapter 2 | The Look of Production of the Future
Chapter 3 | The Role of Additive Manufacturing in Production of the Future
Chapter 4 | Production of the Future – Conclusions and Guidance
Smarter Operations: The Value Chain’s Vital Role in Digital Evolution
Modern digital technology is transforming every industry, including manufacturing. Yet in The Rise of Smart Operations, a survey of machinery manufacturers conducted by UPS and IDC, roughly one-half of the respondents said their digital or “smart” operations were lagging the competition or were at a significant disadvantage. This four-part series continues to explore the building blocks required to create a smarter, more digital operation. Manufacturers will also find practical solutions they can consider implementing today to incorporate smarter operations in their production processes of the future.
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