Drive a resilient supply chain in the most difficult era of the 21st century so far; enable connected supply chain and distribution modeling; enable design thinking led supply chain collaboration between organizations (suppliers, distributors, and customers)
Industry experts and market analysts have been observing a dramatic shift away from traditional sequential strategy hierarchies. Supply chains and the process of supply chain management are no longer a linear set of activities starting from vision to execution. With the advent of Industry 4.0 technologies, widespread data availability, and increasingly sophisticated data analytics, what used to be a linear process has since become an interconnected, iterative, and cyclical network of practices.
This industrial shift combined with the many uncertainties brought on by the year 2020 (the pandemic) has made it clear that in order to survive and thrive in this new reality, organizations have to reimagine their supply chains. There’s an acute/immediate need for not just process improvement but also built-in preparedness for the future.
Our flagship product – AmploFly4.0TM offers a single platform that accepts outside-in data as well as systems data from all stakeholders and collaborators in the ecosystem, outperforming human comprehension.
It comprises 5 modules and offers data-enabled visibility, competitive awareness, and measurable control. AI/ML algorithms are invoked for industry benchmarking, causal studies, pain point recommendations, and mockups for digital twinning. It fosters an ecosystem of connected products, operations, data, and an experience focused on artificial intelligence, enabling a cognitive and transparent value chain.
Amplo Global offers many business modeling frameworks to define your problems well to deliver robust supply chain 4.0
Here are some ways in which AmploFly4.0TM delivers value through improved Supply Chain Management:
- Evaluate capabilities compared to the industry and highlight areas of improvement through process decomposition to identify specific stakeholder needs.
- Establish and monitor KPIs to channel precious resources toward specific pain points, minimizing unnecessary expenditure.
- Dissolve internal silos by facilitating the flow of data across the company to improve collaboration & communication.
- Utilize real-time data and AI to identify potential disruptions and ensure process continuity.
- Solve business problems using Design Thinking to deliver innovative project implementation and product delivery.
Our product breaks down supply chain management into its core components: Change Management, Portfolio Management, Project Management, Agile Program Management, and Earned Value Management. AmploFly 4.0 can be leveraged to analyze and strategize the capability of the organization and eliminate inefficiencies through the use of data and Design Thinking to generate useful and actionable insights.
Supply Chain Use Case I
A large healthcare provider looked to improve their cash flow and their 340B compliance
The company’s pharmacy team lacked the bandwidth and tools needed to effectively monitor the performance of its site-based teams and purchasing partners. Over the past few years, it had launched a number of programs aimed at closing this gap with inconsistent results. They were confident that optimizing their medication acquisition monitoring process would help reduce the cost of service from their wholesaler while increasing opportunities for tier pricing reduction. The company was also seeking potential savings through the optimization provided by class of trade purchasing and improved tracking and 340B compliance.
Processes, all conducted manually, were disparate. KPIs were not set correctly. No tracking of inventory sources existed. Their business model lacked integration between the inpatient and outpatient pharmacy.
The organization was struggling to manage 340B compliant inventory movement and, in turn, the cost of their pharmacy supply chain. Also, ineffective management of their pharmacy integration with corporate hospital groups was resulting in critical cost and revenue leakage.
Modularized Solution from Amplo Global Inc.
An AmploFly4.0 TM -led transformation streamlined the pharmacy supply chain, enhancing company profitability and the overall patient experience. That transformation first focused on planning, procuring, storing, moving and paying for goods and services more efficiently. With increasing sophistication, the focus shifted to increasing effectiveness and responsiveness.
As a result of the AmploFly4.0 TM journey, a new framework was developed to maximize existing technology and automate repetitive and mechanical tasks. The creation of a Balanced Scorecard for measuring and tracking KPIs for employees increased efficiency and improved productiveness. User experience scoring confirmed employee satisfaction.
Supply Chain Use Case II
A manufacturing leader sought greater quality control and measurable improvement in Overall Equipment Effectiveness
The manufacturing and digital team of a global industrial goods producer recognized
that a defined strategy would lead to improving overall equipment efficiency. They
identified the need to monitor assets and processes in real-time in order to leverage
the resulting all-important real time analytics.
A lack of digital connectivity (process, people, platform and machine) within their manufacturing processes as well as an unacceptable level of documentation management clearly were inhibiting progress. There was also limited detailed workflow analysis as well as no clear identification of the levers that yielded the biggest value impact.
ChallengesAll 45 stores required to have a modularity in construction to have TAT of 4 weeks at site post agreement sign off irrespective of any location, any size and any profile. Additionally, predictions were to launch 500 stores in 3 years and were needed to be digitally connected to enable daily updates of progress.
Modularized Solution from Amplo Global Inc.
The organization’s processes were analyzed and scored as part of AmpMarking. Engaging the FPM (Function Process Matrix) and Performance Measuring helped to identify the processes that would generate the biggest impact. Equipment processes and downtime management were selected for digitization. That approach helped the company realize previously lost potential, improving the OEE from 60% to 63% and growing the plant’s profits by 35%.