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IBM Closes its Most Important and Far Reaching Acquisition- The Weather Company

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If you have had the opportunity to view this author’s prior conference presentations on future technology trends in supply chain management you might have recalled my references to the technology-enabled data analytics services related to The Weather Company and its implications as to how industry supply chains can literally predict future product demand needs by region.

Last October, IBM announced its intention to acquire most of this data analytics provider.  While IBM would not disclose financial terms, The Wall Street Journal speculated the value was over $2 billion. Many in the tech world wondered what this was all about, and why did it fetch such value.

Last week, IBM announced that it has closed its acquisition of The Weather Company’s B2B mobile and Cloud-based properties including weather.com, Weather Underground, The Weather Company brand and WSI, the global B2B brand. According to IBM, the combination of these platforms will serve as a foundation to the evolving cognitive computing IBM Watson IoT Cloud which begins to reveal the why- becoming a far deeper business related data analytics company.

The Weather Company was spawned from what we all easily identify as The Weather Channel. Executives of this weather sciences broadcaster understood the future relationships of weather to consumer buying patterns.  For instance, in the summer months, beer consumption in Chicago incrementally increases after three consecutive days of below-average temperatures. In Atlanta, during the months of fall, beer sales rise after during periods of above-average temperatures and below-average rainfall. During the winter months in Boston, sales of healthy snacks increase after three consecutive days of below-average temperatures and above-average precipitation such as winter snow storms.

Having amassed enormous amounts of weather data from literally thousands of micro-climate geographic locations, weather scientists began to explore the direct correlation of weather to sales of consumer goods. Having found many direct correlations, The Weather Company was spawned as a big-data analytics provider that could aide various consumer goods producers to better predict or promote product sales by specific region. At the same time, industry customers subscribed to weather data to better manage their services and equipment. In a published 2013 article, The Wall Street Journal reported that the new analytics and data science company had the potential to be far more lucrative than the broadcasting arm.

IBM’s plans for The Weather Company now take on a more Internet of Things (IoT) strategy focus. According to its latest announcement, IBM plans to collect a larger variety and higher velocity of data sets from billions of IoT sensors around the world while providing real-time information and insights to tens of millions of users worldwide. As part of the acquisition, IBM inherits The Weather Company’s customers in the aviation, energy, and insurance industries, as well as others. IBM is dedicating more than 2500 developers to help clients and partners collect, analyze and act upon entirely new forms of IoT data resulting from the proliferation of automobile and airplane telematics, building and environmental sensors, wearable devices, medical implants, weather stations, smartphones, social media, manufacturing lines and supply chains, among others.

IBM indicates that its customers will now be able to link all of their business and sensor data from their connected devices with weather data using IBM Watson. Controlling what is described as 2.2 billion weather forecast locations and marrying other physical sensors originating from supply chain activities can literally open up far broader dimensions of predictive analytics and decision-making beyond consumer product demand. How products are planned, how transportation is routed and controlled and how risk is managed across the physical supply chain are all possibilities.

Industry supply chains should keep their eye on efforts in this area.  While IBM has exhibited a prior track record of rather elongated execution on the potential benefits of its acquisitions, Watson and its renewed focus on industrial IoT tied to predictive analytics is an area that will be, from our lens, crucial to long-term growth and future IBM revenue streams.

At the same time, the dimensions of data analytics that literally marry physical, environmental and digital applications information to decisions in product management, supply chain planning, manufacturing and service lifecycle management focused processes are capabilities with enormous benefits.

The open question moves from not in my career but rather to perhaps within the not too distant future.

Bob Ferrari

© 2016. The Ferrari Consulting and Research Group and the Supply Chain Matters® blog. All rights reserved.

 


General Electric Declares a Pivotal Year and a Look into its Future

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General Electric recently announced its fourth quarter and full 2015 financial results and made it a point to call attention to its new GE Digital business unit. It did so because GE’s bold goal is to be a top 10 software company by 2020. In its press and media outreach, GE declared that GE Digital accomplished $5 billion in 2015 revenues with anticipation of far more growth in the coming years.

This relatively new GE Digital business segment was formally launched in November after a series of internal re-alignments. The unit brings together all of GE’s digitally focused and Industrial Internet capabilities under a single business focus. This includes GE’s Software Center, the company’s global IT and commercial software teams along with cyber security teams.

The underlying mission of this business is to make intelligent machines and connected industrial equipment as an emerging reality. GE is of the belief that the Industrial Internet could add $10 to $15 trillion to the global economy over the next 20 years. This includes aircraft engines that can self-diagnose operating performance, alert to pending operating maintenance needs and automatically order required repair components.  Railroad locomotives that can communicate onboard diagnostics, train operating conditions and train rail car composition. Data can be analyzed across fleets of similar equipment providing design engineers timely performance information while fleet owners have the ability to optimize operating assets.

GE executives are quick to differentiate Smart Machines and Industrial Internet from Internet of Things (IoT). The latter GE views as more consumer market focused. The Head of GE Digital, Bill Ruh, states in a recent blog post: “There’s a difference between running a smart thermostat in your house and controlling a power plant. We work in mission critical environments.”

Some in today’s broader tech world of IoT may take issue with GE’s succinct differentiation of consumer vs. industrial facing connected devices. Suffice to point out that the opportunities are indeed enormous for both dimensions. However, by our lens, it is rather important to differentiate the different scale, scope and function of needs for both, especially in the data security and scalability dimensions of industrial applications.

GE has indeed been a pathfinder in the notion of connected machines and is now beginning to harvest the financial and market benefits for being an early innovator.  From its longstanding industrial roots, the company can surely grasp the notions of what is required for mission critical operating environments.

Other industrial manufacturing and enterprise software providers will surely escalate their commitment to intelligent machines and by 2020, there may well be a different software provider landscape with competitive dynamics. What we term IoT today become more differentiated and more succinct in application. As with all prior tech revolution, there will be winners, laggards and market casualties.

The good news, however, is that bringing the physical and digital aspects of supply chain information and decision-making together are no longer a distant vision, but within the realm of a five-year goal.


Supply Chain Matters 2016 Predictions for Industry and Global Supply Chains in Detail- Part Four

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We continue with our Supply Chain Matters series outlining in more detail, 2016 Predictions for Industry and Global Supply Chains. These predictions are provided in Supply Chain Matters Blogthe spirit of assisting industry supply chain teams in setting management objectives for the year ahead as well as helping our readers and clients to prepare supply chain management and line-of-business teams in establishing meaningful programs, initiatives and educational agendas.

The context for these predictions includes a broad cross-functional umbrella of supply chain strategy, planning, execution, product lifecycle management, procurement, manufacturing, transportation, logistics and service management.

Our predictions series includes a re-look at all that occurred in the current year, a reflection of future implications, and soliciting input from clients and other supply chain and blogosphere observers. Unlike others, we incorporate a lot of thought and perspective into our annual predictions and take the time to actually scorecard our annual predictions at the end of the year.

All of the content presented in this series of blog postings, along with other detailed perspectives will be incorporated in a comprehensive research report available for complimentary downloading in early January. Look for announcement at that time.

Readers are welcomed to review our complete listing of all ten 2016 predictions for industry and global supply chains.

In our Part One posting, we dived into Prediction One that addressed what industry supply chains should anticipate in global chain activity and Prediction Two, what to expect for inbound commodity and component costs as well as unique challenges for sourcing and procurement teams in the coming year.

Part Two of our in-detail predictions explored Prediction Three, turbulence and continued change in global transportation / logistics, and Prediction Four, the growing supply chain talent and skills gap requiring organizations to be more innovative and resourceful.

Part Three reviewed our prediction of certain industry-specific challenges occurring in 2016.

In this posting, we explore Prediction Six related to efforts within industry S&OP processes and Prediction Seven, Internet-of-Things (IoT) technology moving into the realities of line-of-business deployment obstacles and challenges

 

2016 Prediction Six: Certain Industry S&OP Processes Will Morph to Broader Forms of Integrated Business Planning and Product Management.

The term integrated business planning is often depicted as a specific technology vendor term but in reality, it is a desire that all functions of a firm are aligned at a single set of financial, business, supply chain and operational outcomes.

Multiple surveys of S&OP processes consistently point to existing frustrations in setting the right key performance indicators and insuring expected business results.  Some point to the need for the S&OP process to be able to more directly influence top-line revenue growth along with closing the product demand and supply gaps of existing plans. In one survey, 50 percent of respondents indicate that while finance participates in the process, they maintain a separate financial plan.

A lot of these challenges remain driven by lack of integration among various financial, line-of-business and supply chain decision-support systems, not to mention integration to new product planning and portfolio management. The reality is that decision process supporting S&OP remain firmly rooted in spreadsheets linked to various disparate internal systems and applications.

As multi-industry business challenges continue in speed and complexity, S&OP processes will need to foster more agility to effectively deal with change. This includes opportunities to increase business performance and a step-up in the abilities for fostering broader, more contextual and prescriptive decision-making

For 2015 we predicted that select industry S&OP processes would begin efforts to transition toward inclusion of broader aspects of internal and external business planning, response management, tapping into the extended supply chain business network connecting key suppliers and customers. In 2016 we anticipate that certain S&OP teams, those experiencing high levels of value-chain complexity and business change, will begin to morph S&OP process and decision-making with broader information and contextual decision-making components and begin to identify and address obstacles for incorporating key information integration from product management and financial systems.

In prior years, such integration capabilities would have been rather time-consuming and expensive, with consideration that system integration efforts would have to be delivered by respective resident ERP software providers, often requiring lots of customization at a cost of millions in additional technology.  However, new and evolving cadres of best-of-breed cloud-based technology providers and highly focused, nimble and cost conscious systems integrators have begun to address these needs and challenges with more affordable time-to-benefit and cost options.  We therefore predict that AS&OP teams have new options and paths towards their need for more integrated business planning and the attractiveness for such movements will increase in 2016 and beyond.

 

2016 Prediction Seven: Internet of Things (IoT) Initiatives Continue to Dive into Realities of Line of Business Strategy and Deployment

Our 2015 prediction was that cross-industry interest levels surrounding products and services leveraging IoT would continue to attract wide multi-industry interest.  Indeed, that high level of interest and initial investment continues.  We further predicted that the realities in the lack of consistent global-wide standards addressing data security concerns will provide visible challenges for broader industry deployments, and that challenge will remain.

It is rather important to not get caught-up in the multiple predictions of billions of devices connected to the Internet. Rather it is very important to differentiate B2C consumer focused and consumer market use cases from those of broader B2B needs, often referred to as the Industrial Internet. The consumer device sector may well be a quagmire in conflicting standards, protocols and security vulnerabilities.

In 2016, we anticipate that B2B focused manufacturers and services providers will broaden their perspectives on connected devices and services, especially in the notions of the realities for being a software-driven vs. a hardware-driven enterprise. That includes leveraging intellectual property and software knowledge into more innovative products and services that result in new revenue streams. Enhancing customer engagements and value-added services is the obvious priority. The value of products will increasingly be defined by the embedded sensors, software and consequent added services that products provide for customers. Innovators such as Flex, Cardinal Health, General Electric, John Deere, Siemens, Tesla and others, where senior management embraced the potential of connected devices will continue to lead in these development and deployment efforts.

We expect some IoT initiatives to stumble in the coming year because of conflicts in approach and stakeholder interests. Efforts championed and funded by line-of-business groups directed at customer value will have more success than those championed by internal functional groups and focused solely on the “Things.”  It is therefore rather important for supply chain and product development teams to align efforts with LOB needs and sponsorship and avoid data silo approaches, particularly with over emphasis on singular software applications. Instead, we believe that successful initiatives will stem from data streaming architecture that can feed many different software applications. We anticipate most IoT initiatives in 2016 to be elementary in scope with plans for more peer-to-peer device interaction to come in later years when standards mature.

We predict that organizations that couple predictive and prescriptive analytics efforts with IoT initiatives will find more success in embracing such quantitative planning methods. Decision enhancement tools and machine learning are the key to broader cross-functional and LOB organizational acceptance. Coupling IoT efforts with Supply Chain Control Tower deployment efforts is another important benefit area but here again, the initiative must directly align with addressing current or future customer support or business outcome needs.

Some teams will be stymied by selecting the right data models of collection, risking information overload and false starts. It will be more important and more successful to focus efforts on supporting broader product types and use cases. We believe that highest priority use cases will remain in post-product sale services, agriculture, industrial machinery, medical devices, product safety along with logistics and transportation services.

We joined others in predicting that information hacking will provide additional headline visibility in 2016, increasing the pressure on technology providers and device producers to focus more on information security remediation techniques.

As in prior years, readers should expect a high amount of M&A activity in 2016 associated with the IoT segment, as various providers jockey for market dominance or broad and deep expertise.

 

This concludes Part Four of our deep-dive of 2016 predictions. In our final Part Five posting of these series, we will dive into our final three predictions.

In the meantime, share your own predictions over and above those that we have outlined. Utilize the Comments section associated with this posting or email us directly with your predictions at: feedback <at> supply-chain-matters <dot> com.  We will share all contributed predictions in a final predictions of this 2016 series.

Bob Ferrari, Founder and Executive Editor

 ©2015 The Ferrari Consulting and Research Group and the Supply Chain Matters® blog.

 Content appearing on Supply Chain Matters® may not be used by any third party without written permission of the author and our parent, The Ferrari Consulting and Research Group.

 


BMW Incurs $40 Million Fine for Safety Lapses

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Within our 2016 Predictions for Industry and Global Supply Chains, Prediction Five called out specific industry challenges in the New Year, which included automotive supply chains. An unprecedented level of regulative scrutiny has precipitated a large amount of product recalls that are taxing service focused and repair parts supply chains.

On Monday of this week, U.S. auto safety regulators fined luxury automaker BMW $10 million, part of a $40 million civil settlement over the German automaker’s safety lapses. The fine is the second paid by BMW since 2012 and the latest in a series of civil penalties imposed on major automakers by the National Highway Traffic Safety Administration (NHTSA).

Under the settlement, BMW admitted it did not comply with minimum crash protection standards, failed to notify owners of recalls in a timely fashion and failed to provide accurate information about its recalls to NHTSA.

According to a syndicated published report by Reuters, this settlement ends a NHTSA investigation into whether the company failed to issue a recall within five days of learning that it’s 2014 and 2015 Mini Cooper models failed to meet regulatory minimums for side-impact crash protection.

The $40 million settlement includes a $10 million fine, a requirement that the company spend at least $10 million meeting the order’s performance obligations, and $20 million in deferred penalties if the company fails to comply with the order or commits other safety violations.

BMW agreed to hire a government-approved independent safety consultant and disclose updated procedures to NHTSA. The agency has required a number of automakers to agree to independent monitors or retain outside consultants to improve safety procedures as part of settlements.

Of course, the most visible development in this area will be how government regulators ultimately deal with Volkswagen and its admission of circumventing air pollution standards in the U.S. and other countries.

Earlier this month, the agency fined Fiat Chrysler Automobiles $70 million for failing to disclose vehicle crash death and injury reports. That automaker was obligated to pay $70 million in July to resolve allegations it mishandled nearly two dozen recall campaigns covering more than 11 million vehicles. In January, Honda paid $70 million in fines for failing to disclose death and injury reports.

Hundreds of millions of dollars in fines may well be better invested in advanced technology that mines vehicle performance and repair incidents and more proactively alert regulators to issues. Then again, some dis-investment may be required to impress upon senior management that the implications for not conforming to timely regulatory reporting is a reduced performance bonus equivalent to the company’s cost of fines incurred.

 


Supply Chain Matters 2016 Predictions for Industry and Global Supply Chains in Detail- Part Three

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We continue with our Supply Chain Matters series outlining in more detail, 2016 Predictions for Industry and Global Supply Chains. These predictions are provided in the spirit of assisting industry supply chain teams in setting management objectives for the year ahead as well as helping our readers and clients to prepare supply chain Supply Chain Matters Blogmanagement and line-of-business teams in establishing meaningful programs, initiatives and educational agendas.

The context for these predictions includes a broad cross-functional umbrella of supply chain strategy, planning, execution, product lifecycle management, procurement, manufacturing, transportation, logistics and service management.

Our predictions series includes a re-look at all that occurred in the current year, a reflection of future implications, and soliciting input from clients and other supply chain and blogosphere observers. Unlike others, we incorporate a lot of thought and perspective into our annual predictions and take the time to actually scorecard our annual predictions at the end of the year.

Readers are welcomed to review our complete listing of all ten 2016 predictions for industry and global supply chains.

In our Part One posting, we dived into Prediction One that addressed what industry supply chains should anticipate in global chain activity and Prediction Two, what to expect for inbound commodity and component costs as well as unique challenges for sourcing and procurement teams in the coming year.

Part Two of our in-detail predictions explored Prediction Three, turbulence and continued change in global transportation / logistics, and Prediction Four, the growing supply chain talent and skills gap requiring organizations to be more innovative and resourceful.

In this posting, we explore certain industry-specific challenges occurring in 2016.

2016 Prediction Five: Our Noted Supply Chain Industry-Specific Challenges

Each year when we publish our annual predictions, we include a specific prediction addressing what we feel will be industry-specific challenges dominating business and media headlines in the coming year.  In 2016, challenges will remain in B2C Online Retail, Commercial Aerospace, Consumer Product Goods (CPG) and Automotive industry sectors.  We have added a further 2016 industry challenge, that being current efforts to deploy more sustainable and health conscious agriculture and food based supply chains.

B2C and Online Retail

In 2015, global retailers continued to be challenged in emerging and traditional markets and in permanent shifts in consumer shopping behaviors. Industry CEO’s continue to openly admit that this is one of the most challenging eras for the retail industry. The byproduct of the late 2014 U.S. West Coast port disruption was retailers having a discernable overhang in inventories entering the 2015 fulfillment surge quarter.

While penning these predictions, the final online tally for 2015 is yet to be determined, but at the close of the 2015 Black Friday and Cyber Monday weekend, trending clearly points to a permanent shift in consumer sentiment towards online buying preferences in the order of double-digit shifts.  By mid-December 2015, reports began to reinforce that online orders were far more than originally anticipated with major parcel transportation provider FedEx and UPS networks falling behind in delivery commitments. Once again-finger-pointing among carriers and online retailers broke out as to which party exhibited accuracy of forecasting.

We predict more challenges for the retail industry in the coming year, unfortunately to include some high visibility bankruptcies. We also suspect that strategies to predominately route online orders to centralized customer fulfillment warehouses may have contributed to carrier network congestion because of the locations of these centers.

We believe that more integrated Omni-channel fulfillment capabilities will trump customer engagement Initiatives in 2016 in the ability to synchronize fulfillment execution with network-wide inventory policy and management with logistics and transportation cost implications.

Commercial Aerospace

Industry dominants Airbus and Boeing are both entering an unprecedented phase of ramping-up each of their individual global-based supply chains and ecosystems to make a dent in multi-year order backlogs over the next 3-4 years among new aircraft programs.

The implication for the commercial aerospace ecosystem is the ability to support a production cadence of nearly 100 per month or 1200 completed aircraft per year by 2019 with very little tolerance for disruptions or system component delays. That is a tall order for an engineered to order, high tolerance and quality centric industry eco system. The cracks were already showing in 2015 and there will be more in 2016. In June of 2015, key suppliers for both Boeing and Airbus were communicating their concerns about supply chain ramp-up plans and were urging the OEM’s to proceed cautiously.

We foresee a rather fragile commercial aerospace supply chain in 2016-17 with many increased risks and concerns. We expect the smaller industry OEM’s to be the primary victims of any supply disruptions.

Automotive Industry

Despite an improved economy and more optimistic consumers, the automotive industry continues to have its own unique set of challenges that will obviously extend into 2016.  An unprecedented level of industry-wide product recalls has taxed service management and repair parts supply chains which will overflow into 2016.  In 2015, the most visible driver was the ongoing series of recalls related to defective airbag inflators produced by supplier Takata that involved a multitude of global brands in 2016. The headline will shift to Volkswagen and its needs to address thousands of diesel-powered vehicles with illegal air pollution monitoring devices and software, which continues to impact the reputation of its brand.

Another concern for 2016 will center on China’s automotive sector where significant overcapacity amidst declining domestic demand will likely force more global exports.  GM is expected to import its first totally Chinese manufactured vehicle, a small SUV, into the U.S. market in 2016.

In 2015, initial buzz on the possibility of Apple getting the automobile business persisted. We concur with Fortune Magazine’s published prediction in November that Apple will likely buy Tesla to springboard entry into the industry as well as acquisition of a fully operating, vertically integrated supply chain.  If this occurs, it will be game-changing in the notion of a software company producing automobiles.  Google (Alphabet) is likely another potential player.

The bottom-line for the automobile industry in 2016 will be innovation in quality assurance, combined software and hardware innovation, alternative energy and Internet-of Things technologies. Automakers again run the risk of complacency in the current environment of unprecedented low prices of gasoline and diesel fuel, opting to promote higher margin trucks and luxury vehicles over those of more increased fuel efficiency and range. The theme for 2016 is which automakers spur more innovation and which focus on short-term profitability needs.

Consumer Packaged Food and Beverage Goods

Since 2014, we have included CPG in our industry-specific challenges for the coming year amid permanent changes in consumer tastes.  The year 2016 we be no exception, but this time, the stakes and the pain levels are far higher.

Consumers continue to shift their food shopping preferences away from traditional processed foods staples in favor of niche food providers that offer more perceived healthy foods containing natural and sustainable ingredients. This trend has become quite discernable and is reflected in financial results and negative growth now being experienced among many large and termed “Big-Food” global producers with iconic food brands. CPG firms continue to work frantically to create alternate choices either through acquisitions of up and coming natural foods providers, by developing new internal product creations, or both.

Declining profits and meager sales growth continues to spawn activist equity investors to influence certain CPG, food and beverage firms to consolidate.  We predict further M&A announcements in 2016, possibly involving blockbuster global brands. As a consequence, the industry is now consumed by zero-based budgeting and significant supply chain focused cost-cutting techniques.  Industry leaders and past veterans point to experiencing one of the most dynamic, challenging and disruptive periods ever seen in the industry.

In 2016, the winners or survivors will be those who can lead in product and process innovation and gut-wrenching transformation satisfy consumer preferences more healthy foods, while dealing with the significant distractions and de-moralization brought about by ZBB or other wide-ranging cost cutting initiatives. We further predict the food quality will suffer and there will be yet another uptick in highly visible food related product recalls in the coming year.

The True Organic, Green and Sustainable Food Supply Chain

We are adding this industry sector to our unique industry challenges in 2016.  Today’s consumers demand healthier food choices and more natural ingredients, are more interested in knowing where their food originated, the ingredients within food and how food is produced with sustainable methods. They are clearly holding well-known iconic food and restaurant brands accountable for increased commitment to this effort.

Throughout 2015, well known producers, food service providers and suppliers were compelled to respond. Brands such as Costco, Hershey, Kellogg, McDonalds, Nestle, Tyson Foods, Yum Brands and others have all embarked on initiatives directed at curbing the use of antibiotics in animals, artificial food coloring within food, and higher quality standards for suppliers. Yet, do consumers and providers realistically understand the significant challenges and timetables for these efforts?

There are clear realities to the challenges of this ongoing transition.  In April of 2015, The Wall Street Journal noted that the increasing need among consumers for more organic foods is literally: “hampering the growth of one of the hottest categories of the U.S. food industry.” Farmers, dairies and ranchers face significant costs and risks in attempting to convert from conventional to organic farming or animal production techniques. “While organic produce or livestock can command prices as high as three to four times that of conventional food, farmers generally have to sell their food at conventional prices during the transition.”

In other words, the entire food industry and respective shareholders need to come together in concerted efforts in 2016 and beyond to address realistic timetables and consumer expectations as to when true organic, green, sustainable and socially responsible foods will be available in adequate supply and at more affordable prices.  Providers and originators of meat, grocery and produce products will require financial incentives and economic resources to make such transitions over reasonable time periods.  The other obvious concern is food safety.  When massive scale methods are removed that focus on the use of harmful drugs, genetically modified methods of farming or raising animals in quicker time periods, what will be the near-term impact on food safety?

Thus in 2016 and beyond, all of the stakeholders associated with food supply chains need to move beyond press releases, marketing and rhetoric, and address a comprehensive set of plans, expectations, incentives and realistic timetables for when fully green, sustainable food supply chains will provide supply in the volume required to meet global needs, and in adhering to all required food safety standards.  We believe and anticipate that this will be an effort suited for global bodies and regulators such as the United Nations, World Health Organization or industry consortiums.  More overt actions and incentives need to come forward or these long-term commitments will slip even further.

Keep your browser pointed to Supply Chain Matters as we continue dive into each of the above 2016 predictions in more detail. In our Part Two posting we will explore Prediction Three- continued turbulence in global transportation and logistics, and Prediction Four- the widening of supply chain talent and skills gaps.

 

In the meantime, share your own predictions over and above those that we have outlined. Utilize the Comments section associated with this posting or email us directly with your predictions at: feedback <at> supply-chain-matters <dot> com.  We will share all contributed predictions in a final predictions of this 2016 series.

Bob Ferrari, Founder and Executive Editor

 ©2015 The Ferrari Consulting and Research Group and the Supply Chain Matters® blog.

Content appearing on Supply Chain Matters® may not be used by any third party without written permission of the author and our parent, The Ferrari Consulting and Research Group.

 


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