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Building a Mobile Supply Chain while Leveraging Existing Systems

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Mobility is a hot topic across the enterprise. The introduction of smart devices such as tablets, smart phones (and even smart handhelds) is driving the need and the opportunity for companies to leverage mobile transactions, data collection and digital workflow across the supply chain.

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Building a Mobile Supply Chain while Leveraging Existing Systems

  1. 1. Building a Mobile Supply Chain While Leveraging Existing Systems Thursday, May 30, 2013 1 p.m. CST David Riffel, Solution Consulting Director TAKE Supply Chain
  2. 2. Confidential - Property of TAKE - 2013 Topics/Agenda  Leveraging Mobile Transactions Across Supply Chain Sources  Areas for Expanding Supply Chain Mobility  The Future of Supply Chain Mobility  Mobility Enabled Software – Strategies for Implementation
  3. 3. Leveraging Mobile Transactions Across Supply Chain Sources How Mobile Is Your Supply Chain?
  4. 4. Mobility Within the Enterprise  Rapid increase in use of mobile devices  Usage expected to triple in large companies by 2015  BYOD becoming more prevalent  Increase of Business Apps through distribution channels like iTunes. 22% 78% Percent of corporations in US deploying tablets in their workplace 2012 2015 Sources: IDC, Gartner
  5. 5. Mobile Devices Scanners Telnet, Windows Mobile Tablets ruggedized, consumer Smartphone iOS, Android, Windows Mobile, Browser
  6. 6. Drivers of Mobility  Technology drivers  Advances in UI  Consumerization of IT  Smarter “Smart Devices”  Business drivers  Customer demand  Real-time 24/7 communication
  7. 7. Where is Supply Chain Enterprise Mobility Today?  Quick Focus: Inside the Four Walls  Materials movement & labeling  Wireless workflow Manufacturing Finish Goods Labeling Quality Assurance Pick/Pack Shipping TransportationRaw materials
  8. 8. Where is Supply Chain Enterprise Mobility Today?  Quick Focus: Outside the four walls  Buyer/Supplier transactions becoming more prevalent  Greater visibility via emergence of mobile interfaces Buyer Accepted Supplier Acknowledged
  9. 9. Areas for Expanding Supply Chain Mobility Near-term opportunities
  10. 10. Near-Term Opportunities to Expand Supply Chain Mobility  Collaboration transactions  Materials transactions  Workflow automation/intelligence
  11. 11. Near-Term Opportunities to Expand Supply Chain Mobility  Focus on Social Tools  Chat  Document management  Search-ability
  12. 12. The Future of Supply Chain Mobility What to Anticipate
  13. 13. The Future of Supply Chain Mobility  Continuous delivery of intelligence  Enabling applications to take full advantage of mobile device capabilities (camera, video, voice, geo-location awareness (GPS)  Real-time mobile data capture and delivery via auto-ID  (“internet of things”)  Real-time mobile BI/Reporting/Predictive Analytics  (Big Data + In-memory computing)
  14. 14. The Future of Supply Chain Mobility  Function-specific M2M apps  Vehicle Telematics and Fleet Management  Product Status at Key Inspection Points  Real-time Logistics Information  Wearable mobile devices  Handheld mobile computers  Wrist wearable computers  Additional Functionality  Product tracking  Monitoring of controls  Correspondence and timekeeping  Visibility and traceability
  15. 15. Mobility Enabled Software – Strategies for Implementation Leveraging Your Existing Systems
  16. 16. Strategies for Implementation  Enterprise Strategy should drive Mobility Strategy  Just because you can does not mean you should  Mobility usage should drive mobile platform, technology, and application decisions.  Make vs. Buy (leverage current system?)
  17. 17. Strategies for Implementation Mobile Development Technologies Pros Cons Mobile Web/HTML5 Easily transferable skills from Web development. Updates are immediate to all devices. Device Independent. User experience not as rich as mobile apps. Push notification services not available. Device must be online. Native Applications Full use of native functions and API's. Best user experience. Best look and feel. Requires separate development for each platform. Skills differ between platforms (some specialized). Requires separate integration layer. Mobile Development Platforms Can develop apps to work on multiple devices. Integration layer usually part of platform. Can integrate security into application. Flexibility for more custom apps. Requires new infrastructure. Implementation requires project of its own. High initial cost. Pre-Built Mobile Apps Minimal or no development. Maintenance provided by software developer. Larger number of users to provide feedback. May require other components. May not be configurable for unique requirements. Higher cost of per user licensing can be expensive. Cloud based solutions Requires no client side infrastructure. Short project timeline. Maintenance provided by software developer. Larger number of users to provide feedback. Often difficult integration with in-house systems. May not be configurable for unique requirements. Functionality may be limited. Higher cost of per user licensing can be expensive.
  18. 18. Strategies for Implementation  How to pick the right mobile solution partner  Questions to consider:  Does your current vendor offer a mobile platform?  What are the solution integration limitations?  What are the functional limitations?  What are your operational capabilities?  Does the solution support industry requirements (regulatory, etc.)?  Functionality to look for:  Business intelligence  Workflow intelligence  Real-time communications (business chat) with document management  Technology considerations:  Integration flexibility  Cloud delivery option  Scalability / Flexibility
  19. 19. Strategies for Implementation  Good first steps 1. Analyze current project portfolio to discover opportunities to include mobile apps at low cost 2. Identify areas where increased connectivity or more real-time data capture/delivery can accelerate decision making. 3. Select the top 2-3 areas to pilot 4. Work with a partner that will help build out your solution in stages, based on ROI.
  20. 20. Strategies for Implementation  TAKE Supply Chain’s mobile supply chain capabilities • OneSCM® and Gemini Series® SC solutions from TAKE • Flexible framework • Insight and experience of veteran supply chain experts
  21. 21. TAKE Supply Chain  Optimization without major overhauls to existing application infrastructures  Maintaining proprietary methods for competitive advantage  Enhanced control of activity  Reduce total costs and streamline processes
  22. 22. TAKE Overview  Global Footprint  1100 Staff  Responsible Growth  Strong Business Footprint  Supply Chain  Life Sciences  Why TAKE  Deep Domain Knowledge  Demonstrated Solutions Mastery  Software & Services Delivery Model  Right-Shoring Deployment Model
  23. 23. Thank You We’d be happy to answer any questions you have right now. Or, please contact TAKE Solutions: 800-324-5143 david.riffel@takesolutions.com donna.fritz@takesolutions.com

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