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Why End-To-End Supply Chain Visibility Should Be in Your Sights
Why End-To-End Supply Chain Visibility Should Be in Your Sights
Why End-To-End Supply Chain Visibility Should Be in Your Sights
many businesses to re-think their supply chain sensitive goods to preserve their condition and have
strategies, geopolitical turmoil has dealt another the data instantly accessible to those who need it?
blow to keep supply chain professionals on their
3. Sustainability
WHY END-TO-END SUPPLY
toes. The need for visibility right across the supply
There is a growing requirement for measuring and
chain has never been greater, as companies seek
CHAIN VISIBILITY SHOULD BE
minimizing the carbon footprint of a supply chain.
to find competitive advantage in this new
The more links in the chain, the more complex it is to
IN YOUR SIGHTS
business landscape.
measure emissions. Full transparency becomes
Three factors in particular are putting pressure on essential, especially when it comes to meeting CO2
the supply chain today, requiring an enhanced level commitments and legislation.
Maximize control with end-to-end supply chain visibility of visibility.
If you can see it, you can control it
1. The growth of e-commerce You’ll notice there’s a common thread running
DHL Supply Chain – Excellence. Simply delivered.
The growth of e-commerce is stretching supply through all of the above challenges: the need for
chains and providing not just geographical, but wider greater visibility within the supply chain. It’s vital that
challenges in terms of culture, language and organizations have a clear view of all the activities
expectations. Some of these online businesses have upstream and downstream, in real time (or near-real
low market maturity and work with a high number of time), if they are to retain control of their business.
suppliers. This causes issues with data consistency
This calls for a collaborative approach between
and handling the huge volume of data demands a
suppliers, service providers and customers. Only then
resilient, transparent infrastructure.
is it possible to anticipate supply chain disruption and
put in place measures to mitigate potential problems.
Retail e-commerce sales worldwide from 2014 to 2025 If you’re pre-warned that parts won’t arrive on time,
(in billion U.S. dollars)
9000
or a customer order won’t be fulfilled, you can do
8000
something about it faster.
7,391
6,767
6000
4,938
5000
4000
4,248
better customer service throughout the supply chain.
3,351
3000
2,982
Businesses can make faster decisions about inventory
2,382
2000
1,336
1,548
1,845
management, manufacturing or production and make
1000 adjustments to deal with the unexpected. They can
0
2014 2015 2016 2017 2018 2019 2020 2021 2022* 2023* 2024* 2025* operate more efficiently without wasting time or
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