Supply Chain Trends

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ADOPTING DIGITIZATION
AND ITS IMPACT ON SKILLS
A Research Study Commissioned by Supply Chain Canada (SCC) - National
ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 1

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Table of Contents
LIST OF EXHIBITS 4
ACKNOWLEDGEMENTS 6
EXECUTIVE SUMMARY 7
CALL FOR ACTION 9
CANADIAN SUPPLY CHAINS: IMPORTANCE, CHALLENGES & RE-EMERGENCE 11
DIGITIZATION OF SUPPLY CHAINS – OPPORTUNITIES AHEAD 12
REAL-TIME VISIBILITY 17
SUSTAINABILITY 17
FUTURE DIRECTIONS IN DIGITIZATION 20
CANADA’S DIGITAL SUPPLY CHAINS 21
WORKFORCE SKILLS IN THE NEW ERA OF DIGITAL SUPPLY CHAINS 26
PEOPLE FIRST APPROACH TO DIGITIZATION 27
TECHNICAL SKILLS 28
DATA ANALYSIS AND VISUALIZATION 29
NETWORK AND COLLABORATION 29
ADAPTABILITY AND FLEXIBILITY 30
STRATEGIC THINKING 30
ADOPTION OF DIGITIZATION IN SUPPLY CHAINS 32
ENABLERS FOR THE ADOPTION OF DIGITIZATION 33
Technological advancements 33
Cost savings 34
Improved visibility 34
Increased efficiency 34
Better customer service 34
BARRIERS TO THE ADOPTION OF DIGITIZATION 34
Lack of understanding 34
Cost 34
Lack of standardization 34
Data security 34
Resistance to change 34
Limited resources 35
Complexity 35
Lack of Interoperability 35
Legacy Systems 35
Inadequate infrastructure 35
NEW ROLES IN DIGITAL SUPPLY CHAINS 36
Supply Chain Analytics Manager 39
Digital Supply Chain Manager 39
Sustainability and Responsible Sourcing Manager 39
Blockchain Coordinator 39
3D Printing Coordinator 39
Supply Chain Cybersecurity Manager 40
Supply Chain Resilience Manager 40
Supply Chain Network Optimization Manager 40
Advanced Planning and Scheduling Manager 40
Supply Chain Talent Development Manager 40
Supply Chain Communication Expert 40
Traceability Expert 41

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SUPPLY CHAIN ROLES THAT MAY DISAPPEAR 42

Manual Data Entry Positions 43
Logistics Coordination Roles 43
Retail Store Managers 43
Inventory Management Roles 44
Transportation Planning Positions 44
Warehousing and Distribution Roles 44
TALENT SOURCES FOR EMERGING SECTORAL REQUIREMENTS 45
SUPPLY CHAIN TRAINING PROVIDER GROUPS 47
Certification-Focused Professional Organizations, 48
Consultancies 48
MOOC Providers and 48
University / Micro Masters Programs. 48
TRAININGS BY CERTIFICATION-FOCUSED PROFESSIONAL ORGANIZATIONS: 48
SUPPLY CHAIN MANAGEMENT PROFESSIONAL (SCMP) 48
SUPPLY CHAIN FRAUD CERTIFICATION 48
HEALTHCARE SUPPLY CHAIN CERTIFICATION 49
SUPPLY MANAGEMENT TRAINING (SMT) 49
CITT CERTIFIED LOGISTICS PROFESSIONAL (CCLP) 49
CERTIFIED IN PRODUCTION & INVENTORY MANAGEMENT (CPIM) 50
CERTIFIED SUPPLY CHAIN PROFESSIONAL (CSCP) 50
CERTIFIED IN LOGISTICS, TRANSPORTATION, AND DISTRIBUTION (CLTD) 51
SCOR PROFESSIONAL (SCOR-P) PROFESSIONAL PROGRAM 51
THE CHARTERED INSTITUTE OF PROCUREMENT AND SUPPLY (CIPS) 52
CERTIFIED PROFESSIONAL IN SUPPLY MANAGEMENT (CPSM) 52
CERTIFIED PROFESSIONAL IN SUPPLIER DIVERSITY (CPSD) 53
CPM (CERTIFIED PURCHASING MANAGER) 53
APSM SUPPLY MANAGEMENT STUDENT CERTIFICATION 54
NIGP’S CERTIFIED PROCUREMENT PROFESSIONAL (CPP) PROGRAM 54
THE UPPCC CERTIFICATIONS 55
PROJECT BACKGROUND & DATA ANALYSIS: 56
METHODOLOGY AND PARTICIPANT PROFILE 57
DIGITAL ADOPTION READINESS 61
DIGITAL TECHNOLOGY ADOPTION PATHWAYS 64
BUDGET ALLOCATION 64
BARRIERS TO DIGITAL ADOPTION 65
ENABLERS OF DIGITAL ADOPTION 78
SKILLS AND COMPETENCIES 84
GOVERNMENT SUPPORT 86
CRITCAL INSIGHTS 87
DIGITAL ADOPTION READINESS 87
BARRIERS TO DIGITAL ADOPTION 87
DIGITAL ADOPTION ENABLERS 88
The Province of Alberta is working in partnership with the Government of Canada to provide
employment support programs and services.

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List of Exhibits
Exhibit 1 Labour productivity growth in digitally intensive vs non-intensive sectors 14
Exhibit 2 Year-over-year-growth in employment (2020) 15
Exhibit 3 Supply Chain Impact of Digital Change 18
Exhibit 4 Four Future Personas for the Supply Chain 25
Exhibit 5 Participant by Organization 58
Exhibit 6 Participants by Industry Sector 58
Exhibit 7 Years of Experience 59
Exhibit 8 Participants by Gender 59
Exhibit 9 Participants by Location 60
Exhibit 10 Participants by Organization Size 60
Exhibit 11 Digital Adoption Readiness (Individual) 61
Exhibit 12 Digital Adoption Readiness (Department) 61
Exhibit 13 Digital Adoption Readiness (Organization) 62
Exhibit 14 Digital Adoption Readiness (Sector) 62
Exhibit 15 Digital Adoption Readiness Responses Distribution 62
Exhibit 16 Digital Adoption Readiness Correlation 63
Exhibit 17 Technolgy Adoption Pathways 64
Exhibit 18 Budget Allocation 64
Exhibit 19 Organizational, Managerial, and Attitudinal (OMA) 65
Exhibit 20 Individual Commitment of the Employee to New Technologies 65
Exhibit 21 Institutional/Governmental Support to Implement New Technologies 66
Exhibit 22 Information Technology/Technical Support and Availability to Implement New Digital Tools 66
Exhibit 23 Financial Market and Business Context Drive the Implementation of Newer Technologies at Work 67
Exhibit 24 Availability of Training and skills development (TSD) 67
Exhibit 25 Legal/Privacy/Data Management Barriers 68
Exhibit 26 Barriers Correlation Analysis 69
Exhibit 27 Public/Private Funding 70
Exhibit 28 Provide government sponsored platforms supporting SMEs 70
Exhibit 29 Increased awareness of the economic benefits (past implementations; user cases 70
Exhibit 30 Government and other bodies offer information and knowledge 71
Exhibit 31 Financial incentives to adopt innovative technologies 71
Exhibit 32 Government award and recognition toward technology adoption 71
Exhibit 33 Internal capital 72
Exhibit 34 Market Potential 72
Exhibit 35 Existing employees with relevant knowledge and skills 72

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Exhibit 36 Hiring new employees with relevant knowledge and skills 73

Exhibit 37 Internal/external collaboration 73
Exhibit 38 Advisory services/practices to support and quick adaption) 73
Exhibit 39 Managerial support and leadership towards technology adoption & Innovation 74
Exhibit 40 Longer term strategic alignment and prioritization to adopt newer technologies 74
Exhibit 41 Use of business analysis and mapping tools to identify & prioritize (SWOT, process mapping, etc. 75
Exhibit 42 Availability of flexible and innovative human resources 75
Exhibit 43 Flat management structure and employee empowerment 76
Exhibit 44 Use indicators and KPIs to measure the technology adoption success/failure 76
Exhibit 45 Informational support (guidance regarding SOPs) from technology suppliers. 76
Exhibit 46 Collaboration with industrial associations and technology suppliers to increase the trustworthiness 77
Exhibit 47 Enablers and corelation analysis 83
Exhibit 48 Providing Access to Latest Technologies 86
Exhibit 49 Government policies supporting businesses adopting new digital technologies 86
Exhibit 50 Training and Education 86

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Acknowledgements
Supply Chain Canada – National wishes to acknowledge the contributions of industry visionaries who willingly shared their
insights on the barriers and enablers to digital adoption. We want to express our appreciation to the following 15 supply
chain leaders representing a wide-range of industry sectors (Aviation & Airport Operations, Engineering & Construction,
Manufacturing, Oil & Gas & Mining, Transportation & Utilities).
Chris Nash, President, Alberta Motor Transport Association (AMTA)

Trevor Van Egmond, Senior Manager, Alberta Motor Transport Association (AMTA)
Nirbir Grewal, Supply Chain Lead, Bayer Canada
Doug Romanuk, Senior Vice President, Bison Transport
Dave Fulawka, Associate Vice President, Bison Transport
Alexander (Sasha) Sergeev, Director Supply Chain Process & Performance, Cenovus
James Auld, Director, Strategy, Canadian National Rail (CN)
Fernando Lamk, Director, Supply Chain Management, Edmonton International Airport (EIA)
Sourav Nandi, Manager, Supply Chain Innovation, Enbridge
Kevan Bon Bernard, Director, Supply Chain Management, Fluor Canada
Sudhanshu Chopra, Manager, Materials Management, Fluor Canada
Andrew Mardon, Manager, Supply Chain Management, TC Energy
Daniel Gorla, Vice President, Procurement and Supply Chain, Westjet
Jon Finnimore, General Manager, Freight Transportation, FMI Logistics
Alistair Hazewinkel, Chief Operating Officer & Chief Marketing Officer, Clean O2 Carbon Capture Inc.
OUR RESEARCH TEAM Dr. Kang has over ten years of experience working
on research projects focused on cross-disciplinary
We also wish to acknowledge our research team:
approaches to address supply chain improvement and
Drs. R. Bhatti and S. Kang.
optimization problems across a wide range of industry
Dr. Bhatti, the research lead at 2302347 Alberta Ltd., sectors (Manufacturing, Fresh Produce Supply Chain,
is an experienced supply chain expert who has a keen Construction, Transportation, Education, Airport Operations
interest in investigating supply risk in global supply chains, and Healthcare). Dr. Kang’s passion for solving real-world
using artificial learning (AI) and machine learning (ML) problems using advanced data analytics and applied AI and
models towards designing improved SC prediction engines. ML started in 2009 as part of his Ph.D. project funded by
Interested in advancing the realms of AI & ML in SCM, InnovateUK and Perkins engines.
Dr. Bhatti is the recipient of a number of funded projects
(SSHRC/Municipal/Provincial govt agencies) focussed LABOUR MARKET PARTNERSHIPS PROGRAM
on SC risk management, mitigation, quantification, data Labour Market Partnerships (LMP) grants support Alberta’s
analytics, AI & ML. In 2020, Dr. Bhatti was recognized by industry sector and employer associations with common
Supply Chain Canada as one of the Canadian immigrants labour market challenges. Without the support of the
who have tirelessly contributed to enhancing the supply Governments of Alberta and Canada, this research initiative
chain profession and their roles within it. would not have been possible.

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Executive Summary
The ongoing conflict between Russia and Ukraine has and 5G are data communications technologies that
caused significant disruptions to supply chains across the will strengthen peripheral ecosystems and supplement
world. The COVID-19 pandemic has also had a significant centralized supply chain models. By 2026, 80% of
impact on global supply chains, causing disruptions to trade businesses that haven’t merged their digital supply chain
and transportation and leading to shortages of essential twins and control tower programs will witness a major loss
goods and services. The COVID-19 pandemic has rekindled in value.
interest in supply chains and raised awareness of their
The National Supply Chain Task Force recommended end-
robustness and resilience. Inflationary pressures were
to-end supply chain visibility, accountability, the efficiency
caused by pervasive worldwide supply shortages, pent-
of supply chains and security. During the stakeholder
up consumer demand, and the reopening of the economy.
consultations, the Task Force heard that funding and
Alberta experienced one of the worst economic downturns
incentives for automation would speed up adoption of digital
in the past three decades due to COVID-19’s effect on oil
technologies at the organization and sector levels, thereby
prices. The global energy commodities market is crucial to
enhancing competitiveness. The federal government has
Alberta’s economic revival, and a $13.2 billion surplus is
announced plans to establish a Supply Chain Office to
expected in the ongoing fiscal year.
unify the federal government’s responsibility/authority over
This study is an early attempt to examine how adoption of transportation supply chain management across federal
digital skills in Alberta supply chains have evolved, where departments, develop, implement and regularly renew a
are we currently sitting on this file, the enablers, and the long-term, future-proof (30- to 50-year) transportation
barriers to the adoption of digitization and what newer skills supply chain strategy, address Canada’s significant
will be expected of supply chain professionals in times to transportation supply chain labour shortage, make it easier
come. The study also examines some roles in the supply to plan and coordinate transportation activities to alleviate
chain sector that may either totally vanish or undergo some bottlenecks, reduce congestion and be more resilient to
evolution. In continuation of the research, this study also disruptions, support industry-driven approaches to digital
explores some new roles in the sector that are likely to solutions, support evidence-based decision- making
emerge as a result of the changes in technology around us, to further optimize existing networks and better plan
especially the digitalization of modern supply chains Real- infrastructure investments, and work with industry to
time visibility is a key benefit of digitizing supply chains, optimize trade corridors and gateways across Canada.
allowing for more efficient problem identification and Digitalization of supply chains is now being recognized as a
resolution, cost savings and improved productivity. solution to many of our supply chain risks, and disruptions,
and is being increasingly seen as a step towards designing
Companies must continue to invest in technology as a resilient supply chains.
strategic priority, with 61% of businesses believing that
technology provides a competitive advantage. Cyber-
physical systems, such as smart robots, are becoming
increasingly important due to labour availability restrictions,
fast-rising labour rates, and the residual implications
of COVID-19. Automated network tools, devices, and
applications, such as drones, robots, and connected
vehicles, rely on edge ecosystems. Wi-Fi, Bluetooth,

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The study also re-established the knowledge that technical The study makes it amply clear that there is a need to setup
skills are essential for understanding and analyzing data, a multiyear, strategic study in this area to understand the
automating and streamlining supply chain operations, province or country wide changes which the supply chain
and protecting sensitive data and supply chain operations sector needs to be prepared for. Not all sectors within
from cyber threats. These skills include data analysis, the SCM ecosystem are similar and hence a sector facing
visualization, integration and interoperability, continuous study is an immediate and urgent need. The exponential
learning, and learning and adapting to new technologies. rate at which technologies like Artificial Intelligence, Chat-
Professionals must be able to identify trends and patterns GPT, Machine Learning, and Natural Language Processing
in supply chain operations and use this information to make are growing, makes this an ideal time for us to explore in
informed decisions. They should also have the ability to depth which specific skills will our middle and top-level
create data visualizations to communicate findings and leaderships in the SCM sector will need to be competitive
insights to stakeholders. in the future. AI is no longer relegated to the realms of data
scientists but is now fast becoming a basic skill which will
It is clear that data-driven decision-making and predictive differentiate between a successful and an unsuccessful
analytics are essential for digital supply chains. Data supply chain. The call to action for the C-Suite is to assume
analysis and visualization skills are essential for identifying centerstage and grab the opportunity.
trends and patterns in data and using this information to
optimize supply chain operations and improve performance.
Supply Chain Performance Metrics are also important
for measuring and evaluating supply chain performance.
Communication is essential for effectively communicating
data and insights to stakeholders.
Networking and collaboration skills are also essential for

effective communication between different stakeholders.
Finally, coordination is essential for coordinating the flow
of goods and information between suppliers, customers,
and partners. Professionals must be able to effectively
communicate with internal and external stakeholders, build
and maintain strong relationships with these stakeholders,
and build trust and understanding with stakeholders.

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Call for Action

DIGITAL ADOPTION READINESS BARRIERS TO DIGITAL ADOPTION
Organizations must understand the readiness level of Organizational, Managerial, and Attitudinal (OMA) barriers
individuals, departments, and their value chain to facilitate are the most significant barriers to digital adoption
digital transformation. A lack of understanding and readiness. Organizations should address these barriers
experience with digital technologies and tools can hinder by providing information on the benefits and ROI of digital
new adoption. The research shows that the supply chain technology, incentivizing managers, and employees to
sector is not ready to provide seamless, end-to-end digital embrace the changes, and training them on the use of new
information highways for all modern supply chains to be technologies.
more agile and resilient.
n Commitment to Upskilling: Organizations should
There is room for improvement in the sector’s digital provide employee upskilling programs to improve
adoption readiness. readiness for digital adoption. Organizations, Supply
n Importance of organizational readiness: Even if Chain Canada, and other professional associations
individuals and departments are ready to adopt should focus on the provision of training to
digitization, there is much that can be done at ensure that employees are comfortable using new
the enterprise level. The low percentage of technologies, incentivize them to embrace the
organizations reporting readiness indicates room for changes, and create a culture that values digital
improvement in organizational readiness for digital literacy.
adoption. n Commitment to Learning and Professional
n Small and medium-sized organizations face Development: Individuals should seek opportunities
challenges: The supply chain sector involves small, to upskill or reskill and demonstrate their ability to
medium, and large-sized organizations. Working lifelong learning and professional development.
across an organization’s value chain may help small n Organizations, Supply Chain Canada, and educational
and medium-sized organizations face resource, institutions should focus on providing training and
capital, and knowledge constraints. skill development opportunities geared toward
n Support mechanisms for small players: Upstream advanced tools and technologies, which can
and downstream players may differ on current be available for current employees and future
adoption levels, strategic objectives, and technology graduates.
adoption priorities. The sector may consider n Financial Market and Business Context:
mechanisms to assist small players in the industry Organizations should know that financial and market
or provide pathways for technology adoption to conditions may slow digital technology adoption,
improve the overall sector’s technological innovation. especially for organizations at the early stages of the
digital journey or with limited access to resources,
knowledge, and finances.

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n Legal/Privacy/Data Management: Organizations n Internal Capital and Market Potential: Organizations

should focus on providing training specifically must evaluate these factors before investing
developed for the selected organization on data in expensive hardware, software, or consulting
governance principles, which Supply Chain Canada, services necessary for successful technology
government agencies or other third parties can adoption.
provide.
n Internal/External Collaboration: Organizations must
n Correlation between Availability to Implement New collaborate with multiple stakeholders to leverage
Digital Tools and Financial Market and Business digital technologies’ full potential.
Context Drive: Organizations, Supply Chain Canada
n Regulatory Environment and Intellectual Property
and governments should work collaboratively
Protection: Policymakers can work closely with the
to promote the ROI and benefits of technology
sector to develop policies and regulations to support
implementation. Together, they can create pathways
technology adoption while protecting intellectual
and appropriate support mechanisms during the
property rights.
technology implementation and training process.
n Investment in Research and Development:
DIGITAL ADOPTION ENABLERS Policymakers can support organizations by investing
in infrastructure development and research and
Public/Private Funding and Financial Incentives to development.
Adopt Innovative Technologies are essential enablers for
organizations to implement projects related to emerging
n Digital Adoption Readiness Assessment Tools: All
technologies. Technical Infrastructure, Digital Strategic stakeholders (organizations, Supply Chain Canada,
Plan, Integration with Existing Systems, and Appropriate educational institutions and policymakers) can
Consulting Services are all essential enablers for technology promote such tools and work to develop customized
adoption projects. tools for specific industry sectors.
n Awareness of Economic Benefits: There is a need

to increase awareness of the economic benefits of
past implementations and user cases. Governments
and other bodies need to offer information and
knowledge about different support programs
offered by the government to enable information
dissemination based on the industry sector, digital
adoption journey, etc.

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Canadian Supply
Chains Importance,
Challenges &
Re-emergence

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Though crucial to the functioning of contemporary disruptions as a result of businesses being forced to either
economies, supply networks have historically been find new suppliers or pay higher costs for existing suppliers.
overlooked by policymakers. This is mostly due to the
Significant disruptions have been caused to supply chains
fact that supply networks are generally undervalued,
across the world, notably in Europe, as a result of the
despite their critical role in fostering economic growth and
ongoing conflict between Russia and Ukraine. As a result
development.
of Russia’s annexation of Crimea in 2014, tensions rose
When policymakers fail to properly value supply networks, between the two nations, and a full-fledged armed war
it can stunt economic growth and progress. Policymakers broke out in eastern Ukraine on February 22, 2022.
need to recognise the significance of supply chains in
Transportation infrastructure has been disrupted as a result
today’s economies and adopt a more all-encompassing
of the conflict. This includes highways, trains, and ports. As
and integrated strategy for economic growth that takes into
a result, companies have experienced longer wait times and
account all stages of the supply chain. This has the potential
higher expenses associated with transportation., especially
to result in more effective and robust supply chains, higher
of grains, and minerals like aluminum and nickel have also
economic development, and higher global standards of
severely affected the energy sector, largely in Europe,
living for all people.
but also around the world. The conflict has resulted
Disruptions in the supply chain have been a worry for in limitations being placed on agricultural exports from
companies and sectors for several years, and various Ukraine to Russia, which has had a negative impact on the
instances in the past have brought attention to the agricultural industry in Ukraine. The impact of the conflict
requirement for comprehensive supply chain risk between Russia and Ukraine on supply chains has been
planning. The earthquake and tsunami that struck Japan particularly felt in the automotive and electronics industries.
in 2011 caused major damage to infrastructure, affected This is because both of these industries rely heavily on the
transportation and logistics, and led to the closure of transportation infrastructure in the region.
multiple enterprises. The earthquake and tsunami that
The importance of supply chains in modern economies has
struck Tokyo in 2011 also caused significant damage.
become increasingly apparent, especially in the wake of the
This caused problems in the supply chains of numerous
COVID-19 pandemic. Supply chains are responsible for the
different industries, notably the automotive and electronics
efficient flow of goods and services from manufacturers
sectors, as Japan is a significant supplier of components
to consumers, and disruptions to global trade and
and materials to both of these sectors. In a similar vein,
transportation have highlighted the need for resilient and
the floods that ravaged Thailand in 2011 caused substantial
adaptable supply chain systems. The COVID-19 pandemic
damage to the country’s infrastructure, interrupted the
has had a significant impact on global supply chains,
nation’s transportation system, and prompted a number
causing disruptions to trade and transportation, and leading
of manufacturing facilities to close down. As one of
to shortages of essential goods and services. Companies
the largest shipping firms in the world at the time of its
have had to quickly adjust their supply chains to meet
bankruptcy in 2016, South Korea’s Hanjin Shipping, which
changing demands, such as increased online sales, and
was also one of the world’s largest shipping corporations,
to ensure the continuity of essential goods and services.
caused substantial disruptions to global supply chains. This
Governments have also recognized the importance of
resulted in the delivery of goods being delayed, which in
supply chains in maintaining economic stability and have
turn led to increased expenses for businesses. Another
implemented measures to support supply chain resilience.
instance of supply chain disruption occurred in 2018
because of a trade dispute between the United States
and China. This dispute led to the imposition of tariffs
on a variety of goods, which in turn caused supply chain

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Since the spread of COVID-19, there has been a resurgence To better understand the environment businesses in Canada
of research on global distribution networks. Even though are functioning in today and their hopes for the future,
international supply chains held up well during the Statistics Canada conducted the Canadian Survey on
pandemic’s period of closed borders, restricted movement Business Conditions1 from early January to early February
of people and goods, and business closures, the event 2022. According to the survey’s findings, companies
demonstrated the need for improved tools, especially for anticipate that supply chain problems will persist in the
policymakers, to evaluate the state of international supply near future, particularly with regard to managing inventory
chains and their effect on all levels of the economy- right levels and purchasing inputs, goods, or supplies both locally
from national, to provincial and even on local economies. and internationally. Businesses have or plan to utilize a
variety of techniques to manage supply chain concerns,
The COVID-19 pandemic has rekindled interest in supply and the clear majority of those that anticipated supply chain
chains and raised awareness of their robustness and obstacles anticipate that the situation will remain the same
resilience. Supply chains might be affected by the tightening or get worse over the next few quarters. Nearly one-third
and closing of borders, the limitations placed on the (32.1%) of businesses anticipate sourcing inputs, goods,
movement of people and goods, the closing of enterprises and supplies domestically to be challenging over the next
as a means of containing the virus’ spread, and the effects few years. This proportion has climbed over the previous
the virus had on workers. The condition of supply chains quarter in 2021 when 27.2% of enterprises anticipated this
and the effect they have on their respective economies are challenge. Over half (52,4%) of businesses anticipating
therefore very important. Note Inflationary pressures were difficulties in the first quarter of 2022 anticipate that these
caused by pervasive worldwide supply shortages, pent- difficulties will persist for six months or longer. Moreover,
up consumer demand, and the reopening of the economy. 33.1% are uncertain as to how long these obstacles will
In fact, after increasing by 0.7% in 2020, the Consumer endure.
Price Index (CPI) increased by 3.4% on an annual average
basis in 2021, the fastest rate since 1991 (+5.6%). In 2021, According to a 2017 survey conducted by the McKinsey
international merchandise trade equalled around $1.24 Global Institute2, 87 percent of global CEOs believe that
trillion, a 16.8% increase from 2020 and the highest annual their organizations are not prepared to meet the anticipated
value of total trade on record. Alberta has experienced one digital skills gap. McKinsey is of the opinion that by the year
of the worst economic downturns in the past three decades 2030, around fifty percent of the operations that are being
because of the COVID-19 pandemic. performed today could, in theory, be automated, which
would fundamentally alter the nature of supply chain work.
Alberta’s economy took the biggest hit from COVID19’s However, according to data that was collected internally
effect on oil prices, which slowed economic activity across by McKinsey2, around 45% of the workforce in the global
the country. In 2020, the province’s GDP shrank by 8.2 supply chain possesses a skill set that is too conventional
percent in real terms. The global energy commodities to fulfill the requirements of the new expectations. If a
market is crucial to Alberta’s economic revival, and a $13.2 company does not have personnel who are able to use
billion surplus is expected in the ongoing fiscal year. From its new digital technologies to their full potential, then the
February 2020 to January 2021, the number of operational performance of their supply chain as well as its overall
businesses in Alberta decreased by 4%. Around the same success will be in danger. Measuring digital adoption and
period, unemployment rates in Alberta crossed the 9% its intensity is difficult due to the complexity and diverse
mark with 223,000 Albertans looking for jobs. Early in nature of digitalization. It may include, but is not limited to,
the pandemic, the unemployment rates for Alberta, for the e-commerce between businesses and customers, robots
period between February 2020 and May 2020, shot up automating chores, and the utilization of big data and
from 7.2% to 15.5%! The only certain thing is the fact that artificial intelligence technology.
the road to recovery is long and painfully slow.
1
https://www150.statcan.gc.ca/n1/pub/11-621-m/11-621-m2022006-eng.htm
2
James Sanyika, Susan Lund, Michael Chui, Jacques Bughin, Jonathan Woetzel, Parul Batra, Ryan Ko, and Saurabh Sanghvi, “Jobs lost, jobs gained: What the future of work will mean for jobs, skills, and
wages,” McKinsey Global Institute, 2017: https://www.mckinsey.com/featured-insights/future-of-work/jobs-lost-jobs-gained-what-the-future-of-work-will-mean-for-jobs-skills-and-wages

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EXHIBIT 1: LABOUR PRODUCTIVITY GROWTH IN DIGITALLY INTENSIVE VS NON-INTENSIVE SECTORS
During the COVID-19 crisis, the digitally intensive sector increased growth in labour productivity. Industries that had
fared better than the non-digital sector (Chart 2). While the already adopted digitalization to a greater extent felt less of
global spread of the COVID-19 virus has had detrimental a hit from the COVID-19 pandemic and were more resilient
effects on both sectors, the non-digital-intensive sector has as a result.3 This was likely due to the increased adaptability
been hit worse. Figure 2 below shows the year-over-year and flexibility afforded by digitalization (e.g., pre-existing
growth for the two sectoral divisions of digitally intensive digital infrastructure or platforms, greater telework
and digitally non-intensive. Canada’s business sector capacity).
has profited from digitization efforts over the previous
two decades. Although correlational data does not prove
causation, it does indicate a link between digitization and
3
https://www150.statcan.gc.ca/n1/pub/45-28-0001/2020001/article/00026-eng.htm

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EXHIBIT 2: YEAR-OVER-YEAR-GROWTH IN EMPLOYMENT (2020)
To address these challenges, governments have disruptions. The role of supply chains in economic recovery
implemented measures to support supply chain resilience. and growth will continue to be crucial in the post-pandemic
These include measures to ensure the continuity of world. Companies and governments must work together
essential goods and services, such as prioritizing the to ensure the resilience and adaptability of supply chains
transportation of medical supplies and personal protective in order to maintain economic stability and support the
equipment and measures to support the recovery of the recovery of the global economy.
economy, such as financial assistance to businesses
affected by the pandemic. The pandemic has brought to
light the need for resilient and adaptable supply chain
systems that can quickly respond to changing demands and

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Digitization of
Supply Chains -
Opportunitues Ahead

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REAL-TIME VISIBILITY
A significant benefit of digitising our supply chains of the
future is a higher degree of transparency into individual
processes, in (almost) real-time. This allows for more
efficient problem identification and resolution, which
ultimately results in cost savings and improved productivity
for businesses. Furthermore, the use of digital tools and
platforms for stocktaking, logistics management, and
two-way communication with vendors and customers can
further improve supply chain efficiency. The potential of
digitalization to improve communication and coordination
along a supply chain is one of its most valuable features.
Digital platforms and solutions make it easier for businesses
to share data and information, which can result in cost
The term “digitization of supply chains” refers to the
savings and improved supply chain performance.
implementation of data analytics and digital tools into supply
chain management in order to increase both efficiency and “Digital transformation is not just about technology,
visibility. In this context, software and online platforms can it’s about people. Soft skills such as communication,
be used to keep tabs on stock, handle logistics, and keep in collaboration, and adaptability are the real enablers of digital
touch with vendors and clients. Supply chain digitalization success, allowing individuals to navigate the constantly
is gaining significance as companies strive to maintain evolving digital landscape with ease
competitiveness in the dynamic global economy. Supply
chain operations can benefit from the application of digital
technology and data analytics in terms of their efficacy, SUSTAINABILITY
openness, and longevity. In addition, digitization can also help to improve the
sustainability of supply chains. Digital tools can be used
The profession of supply chain management, along with
to track the environmental impact of different products
the skills and capabilities required to deliver value to all
and suppliers, allowing businesses to make more informed
stakeholders, is undergoing a sea change as a direct result
decisions about how to reduce their carbon footprint. In
of the rapid advancement of technology and automation.
the future, supply chain digitization will become even more
Robotics, artificial intelligence, and advanced analytics
important as global supply chains become increasingly
can all be used to automate and improve processes that
complex and interconnected. Businesses that can leverage
contain repeating parts. Some examples of these types of
digital technologies to improve the efficiency, transparency,
processes include planning, monitoring, and forecasting.
and sustainability of their supply chains will be better
Whereas in the past performance improvement may have
positioned to compete in the global economy. Business
concentrated on optimizing certain operational areas, it
Leaders rely on supply chain specialists to understand how
today needs to harness a larger picture that understands,
the market is shifting, to support business agility through
for instance, how the supply chain affects profitability.
foresight, and to enable differences with suppliers through
At the same time, soft skills and people skills are also
innovation. The professionals working in supply chains need
assuming a more than ever important role in the supply
to swiftly improve their skills, capabilities, and knowledge
chains of the future. These skills will have a direct bearing
to keep up with the rapid rate of change. Companies that
on our communication of critical information amongst
invest in the creation of future-ready workforces and
various levels in a digitally connected, complex supply chain.
the use of cutting-edge technology and automation to

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EXHIBIT 3: SUPPLY CHAIN IMPACT OF DIGITAL CHANGE
differentiate their supply chains will emerge as strong The global distribution of essentials like food, medicine,
rivals. Despite this, many people are not prepared for the and energy has been greatly aided by the computerization
new era. Despite all the work businesses put into optimizing of shipping and transportation networks. During the
the operation of their supply chains, only a small portion of epidemic, businesses that had not yet begun their digital
them have fully utilized digital technologies. The average transformation realized that continuing to operate in the
supply chain has a digitization level of 43%, the lowest of analogue environment and relying on paper transactions
the five business domains analyzed, according to a 2017 was not a sustainable strategy.
McKinsey report . Only 2% of the executives polled stated
their digital initiatives are centred on the supply chain. Do The effects of COVID-19 on supply chains in Canada and
they have the wrong priorities? Perhaps. According to around the world have been significant and may persist
the same McKinsey report, businesses that aggressively for some time. The future holds a promise for businesses
digitize their supply chains should anticipate increases in willing to learn from their mistakes over the past two
yearly revenue growth of 2.3 percent and earnings before decades and strengthen their organization’s supply chains.
interest and taxes of 3.2 percent, which is the greatest Resilience needs to be an integral part of Supply Chain
increase from digitizing any company segment. There Design, and digitization has a significantly high role to
has been much talk about the importance of digitization play in making supply chains of the future more robust.
in maintaining supply chains and allowing the continued Rethinking operational techniques can lead to a more agile
seamless operations of transportation networks, ships, and digital supply chain with enhanced connection and end-
ports during the COVID-19 pandemic. to-end visibility, more accurate forecasting, and seamless
communication and coordination between vendors and their
A 2016 McKinsey Digital Global Survey revealed that the clientele. Ninety-two percent of Canadian CEOs surveyed
end-to-end digitalization of the supply chain will contribute for the most recent KPMG CEO Outlook Report5 that they
more than two-thirds of expected annual revenue growth want to accelerate digital transformation to face COVID-19
and more than seventy-five percent of yearly EBIT increase problems. Supply chains are all about efficient networks
(Figure 3). Yet despite this potential impact, survey and connections providing goods and services to end
respondents reported that in making digital investments, customers.
their company’s attention is mainly on other functions.
5
https://home.kpmg/xx/en/home/insights/2022/08/kpmg-2022-ceo-outlook.html

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Going forward, organizations need to invest in capabilities Investments in an organization’s capacity to make efficient
that enable them to gather end-to-end supply chain insights use of technology, data and analytics, and robotics will
and guide both strategic and operational choices. Several free up personnel to concentrate on activities that are
digital tools and platforms can help, including concepts like more strategic and create more value. For instance,
the establishment of control tower systems that monitor intelligent automation can help a firm increase production
and communicate information on the whole operation of a while simultaneously lowering error rates and improving
supply chain, and the usage of blockchain to enable supplier working conditions for its employees. Or, automating the
financing and transactions and secure the chain’s integrity. risk clearance process for suppliers can create substantial
benefits, especially for enabling the onboarding process and
Additionally, enhanced tracking can assist in boosting the continued monitoring.
usage of third-party logistics, combating counterfeiting, and
enhancing visibility – the latter being especially useful for It is necessary to place a greater emphasis on developing
cold-chain distribution, where the temperature of supplies new digital skills and making strategic use of emerging
such as vaccinations must be maintained at a constant technologies such as artificial intelligence and robotics to
low. Establishing cognitive decision centres that take a meet the demands of the new supply chain ecosystem This
cross-functional view of the supply chain (i.e., covering also entails boosting the organization’s data literacy through
products, suppliers, distributors, and customers) can be suitable training and recruitment tactics to derive more
crucial for organizations seeking to leverage other new value from prescriptive and predictive analytics.
technologies that support human decision-making, such
Going forward, both customers and suppliers need to be
as machine learning and artificial intelligence. In line with
prioritized in successful supply chains. Increased customer
this, predictive analytics also holds the promise to assist in
sophistication necessitates a nimbler response to issues
increased resilience and reduced risks of supply or demand
like access to data on lead times and “real-time” delivery.
disruptions, whilst advanced analytics can make supply
To better communicate and integrate with their internal and
chains more sustainable by enhancing network architecture
external customers, and suppliers, businesses need to be
and implementing circular waste management, thereby
invested in the adoption of technology, digital capabilities,
increasing reuse and recycling. The technologies exist, and
and data to link the front, middle, and back offices. This may
the opportunities are within grasp.
involve shifting to an “as-a-service” model for supply chain
platforms.

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Future Directions
in Digitization

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application providers will offer built-in support for

advanced analytics (AA), artificial intelligence (AI), and
data science. The “edges” of a supply chain are the nodes
at which various nodes in the network (such as operators,
machines, sensors, and devices) exchange information
and communicate with one another. Because of edge
ecosystems, decisions can be made in close proximity to
the data’s initial point of collection.
Automated network tools, devices, and applications,

Companies in the supply chain must continue to invest such as drones, robots, and connected vehicles, rely on
in technology as a strategic priority. 61% of businesses the infrastructure provided by edge ecosystems. Wi-Fi,
surveyed by Gartner6 believe that technology provides a Bluetooth, and 5G are just a few examples of the data
competitive advantage. As well as investing in robots, many communications technologies that will strengthen peripheral
people highlight other developing technologies as crucial ecosystems and supplement centralized supply chain
investment sectors. Most businesses will increase their models. Decisions are already being made at the “edge”
investment in cyber-physical systems, particularly smart of the network in many supply chains, and over the next
robots that can be used in warehouses and distribution three years, the focus will be on identifying additional use
centres, in response to labour availability restrictions, cases that could benefit from the deployment of such linked,
fast-rising labour rates, and the residual implications of automated, and autonomous networks. By 2026, 80% of
COVID-19. businesses that haven’t merged their digital supply chain
twins and control tower programs, would witness a major
These robots answer the call for supplementary human loss in valu
labour through the automation of previously labour-
intensive tasks. Conveyor sortation and automated guided
vehicles are two examples of older forms of automation
that take longer and cost more to implement than the
latter. Seventy-five percent of large companies, according
to Gartner, will deploy intralogistics smart robots in their
warehouse operations by 2026. Seventy-five percent
or more of commercial supply chain management
6
https://www.gartner.com/smarterwithgartner/gartner-predicts-the-future-of-supply-chain-technology

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Canada’s Digital
Supply Chains

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n “Immediately undertake actions to “unstick”

the transportation supply chain. These include
addressing congestion at port container terminals
and prioritizing government attention on regulations,
policies and procedures that are impeding the
effective operation of a reliable supply chain.”
n “Digitalize and create end-to-end transportation

supply chain visibility for efficiency, accountability,
planning, investment and security.”
n Establish a Supply Chain Office to unify the

federal government’s responsibility/authority over
transportation supply chain management across
federal departments”
Since 1992, international trade has consistently contributed
more than half of the value of Canada’s GDP, reaching a n “Develop, implement and regularly renew a long-
peak of more than 80% in 2000. As the COVID-19 supply term, future-proof (30- to 50-year) transportation
chain shutdowns peaked in 2021, 61% of Canada’s GDP supply chain strategy.”
was still generated through trade. There was a 16.8%
increase in the value of Canada’s overall merchandise n “Immediately address Canada’s significant
exports in 2021, bringing the total to an all-time high of transportation supply chain labour shortage.”
about $1.24 trillion. The United States was Canada’s main
In October 2022, Canada’s federal Minister of Transport,
trading partner in 2021, with a total trade volume of $774
The Hon’ble Omar Alghabra, announced a $136 million
billion ($476 billion exported and $298 billion imported)7.
Advancing Industry-Driven Digitalization of Canada’s
The transportation supply chain is the backbone of this
Supply Chain initiative. The initiative aims “to develop
trade. Digitization of supply chains was one of the three
digital solutions and optimize Canada’s supply chains”.
major recommendations of the National Supply Chain Task
This program, which would constitute a crucial aspect of
Force8. End-to-end supply chain visibility, accountability,
Canada’s National Supply Chain Strategy, would increase
the efficiency of supply chains and security were some
both the efficiency and the resiliency of Canada’s supply
of the main benefits of digital supply chains as cited by
chain by achieving the following goals:
the task force recommendations. The task force also
recommended that the Government of Canada provide n Making it easier to plan and coordinate
“small and medium-sized businesses with funding and transportation activities to alleviate bottlenecks,
incentives for automation to speed up adoption and enhance reduce congestion and be more resilient to
competitiveness”.9 Some of the other key recommendations disruptions by collecting and sharing data and
of the report include: analytics in real-time;
7
https://tc.canada.ca/en/corporate-services/transparency/corporate-management-reporting/transportation-canada-annual-reports/2021/transportation-canada-2021
8
https://tc.canada.ca/en/corporate-services/supply-chain-task-force-glance
9
According to the September 2018 “Report from Canada’s Economic Strategy Tables: Seizing Opportunities for Growth” quoting a Brookfield Institute for Innovation & Entrepreneurship news release dated
June 8, 2017, “Industries with the highest proportion of autom¬atable work activities include: accommodation and food services; manufacturing; transportation and warehousing; agriculture, forestry, fishing
and hunting; and mining, quarrying, and oil and gas extraction. About 62% of work activities could be automated within these industries.” Canada’s Economic Strategy Tables. September 25, 2018, p. 3.
Available at: https://ised-isde.canada.ca/site/economic-strategy-tables/sites/default/files/attachments/ISEDC_SeizingOpportunites.pdf

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n Supporting industry-driven approaches to digital All of this takes us to the next logical question “what
solutions, especially in the areas of data collection, skills do we require to support a digital supply chain”?
coordination, and improving the visibility of the Talent management capabilities must keep pace with the
transportation network for carriers, shippers and development of supply chain technologies and supply chain
governments; concepts. One way to do this is to utilize the growing gig
n Supporting evidence-based decision-making to economy to find new sources of talent. Having the proper
further optimize existing networks and better plan people on your team is crucial, and in the future, experts in
infrastructure investments; and the supply chain will be expected to drive the organization’s
strategy rather than just the supply chain plan. Research
n Working with industry to optimize trade corridors has shown four key personas that will play important roles
and gateways across Canada, such as the Pacific in the supply chain of the future. Success in the future
Gateway and the Windsor-Quebec trade corridor”. supply chain will require a team with a diverse set of
skills and perspectives, rather than just one of each type
The announcement points to the fact that digitization of
of character. A recent report by EY10 presents four future
supply chains is now being recognised as a solution to
personas for a digital supply chain of the future (Exhibit 4).
many of our supply chain risks, and disruptions and is being
increasingly seen as a step towards designing resilient
supply chains.
10
https://assets.ey.com/content/dam/ey-sites/ey-com/en_uk/topics/advisory/ey-supply-chain-skills-for-the-digital-era.pdf

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EXHIBIT 4: FOUR FUTURE PERSONAS FOR THE SUPPLY CHAIN

(Source : https://assets.ey.com/content/dam/ey-sites/ey-com/en_uk/topics/advisory/ey-supply-chain-skills-for-the-digital-era.pdf

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Workforce Skills
in the New Era of
Digital Supply Chains

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The talent gap is a top constraint to growth. In the future The size, composition, and skillsets of the workforce will
of digital supply chains, there will be a growing need for be particularly sensitive to the effects of digital disruption
professionals with diverse sets of skills to effectively across the board. Roles will change, be redefined, and
manage and optimize supply chain operations. As digital even disappear as more and more back-office tasks are
technologies continue to evolve and disrupt traditional automated. New technologies like machine learning (ML),
supply chain models, professionals will need to possess a cognitive planning (CP), demand signal interpretation (DSI),
combination of technical, analytical, and strategic skills. and robotics will require increasingly specialized personnel
to implement effectively. This creates a difficult situation for
n Procurement experts, for instance, will need company heads, who may need to retrain or acquire new
to understand and apply the data from artificial skills and resources to maintain a competitive advantage.
intelligence systems to address business issues.
They should also be good at managing money and
forming partnerships within an ecosystem.
“Digital transformation is not just
Algorithms will assist factory managers in making
about technology, it’s about people.
n
decisions that maximize plant operations in the face

of a deluge of data. Because there will be so much
Soft skills such as communication,
more data at their disposal, they will need to have collaboration, and adaptability are
strong analytical skills to make sound decisions. the real enablers of digital success,
n Artificial intelligence systems have a much greater
allowing individuals to navigate the
ability to foresee and recognize patterns than constantly evolving digital landscape
people do. As a result, AI will handle the bulk of the with ease.”
planning, while humans will handle notifications
Doug Romanuk, Sr. Vice President
and other tasks the computer cannot. Consequently,
planners will have a greater grasp of the supply
chain, allowing them to respond more rapidly and To train their staff, many top companies are investing in
precisely to changes. learning platforms - with or without third-party material
and setting up learning ecosystems11 to ensure learning is
developed across departments. In this manner, employees
PEOPLE FIRST APPROACH TO DIGITIZATION: can learn about the possibilities of new technologies, how
Many businesses (across the transportation, energy, they function, and the myriad ways in which they might be
manufacturing, aviation, and EPC sectors) that we spoke to applied in the workplace. New methods of ideation, solution
claim that they are making rapid strides toward becoming design, and implementation are also receiving investment
more digital. However, many seem to have forgotten that from businesses. These encompass ideas from design
it is their responsibility to assist people in adjusting to thinking, customer journey mapping, and self-improvement.
the changes that are brought about by new technologies.
Employees are not likely to accept new technologies if they
are not provided with the appropriate training and support
to work in the digital supply chain. This can result in the
wasteful expenditure of money and discourages businesses
from pursuing new business prospects. However, some
businesses are succeeding, by putting an emphasis on
people rather than technology.
11
Fluor University https://youtu.be/xI09GY0aw-Q

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TECHNICAL SKILLS: n Cybersecurity: With the increasing use of

Technical skills are essential for understanding and technology in supply chain management,
analyzing data, automating and streamlining supply chain cybersecurity has become a crucial skill to protect
operations, cybersecurity, integration and interoperability sensitive data and supply chain operations from
and continuous learning. Professionals with strong cyber threats. Professionals with technical skills will
technical skills will be able to manage and optimize supply be able to understand and implement cybersecurity
chain operations by leveraging these technologies. best practices and understand how to protect their
organization from cyber-attacks.
n Understanding and Analyzing Data: Digital

technologies such as IoT, Artificial intelligence,
n Integration and Interoperability: Technical skills are
and Blockchain generate large amounts of data. also important for integrating and making different
Professionals with technical skills will be able to technologies and systems interoperable. This
understand and analyze this data and use it to includes understanding how different systems and
optimize supply chain operations and make data- technologies work together, and how to integrate
driven decisions. them to create a seamless and efficient digital
supply chain.
n Automation and Streamlining Supply Chain

Operations: Technical skills are also important
n C
ontinuous Learning: Digital technologies are
for automating and streamlining supply chain constantly evolving, and professionals need to keep
operations. By understanding how to use digital up with the latest developments and advancements.
technologies, professionals can automate repetitive Technical skills include being able to learn and
tasks, reduce errors and increase efficiency. This adapt quickly to new technologies, and continuously
includes using technologies like IoT sensors to update their skills to stay relevant in the field.
monitor and control supply chain operations in real-
time, using AI-based systems to predict demand,
and using blockchain-based systems to improve
supply chain transparency and traceability.

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DATA ANALYSIS AND VISUALIZATION: n C

ommunication: Data analysis and visualization
With the increasing amount of data generated by digital skills are also essential for effectively communicating
technologies, the ability to collect, analyze, and interpret data and insights to stakeholders. Professionals
large amounts of data has become critical for making data- with data visualization skills can create clear and
driven decisions. Professionals working in digital supply compelling visualizations that communicate findings
chains must be able to identify trends and patterns in supply and insights in an easy-to-understand format.
chain operations and use this information to make informed n Continuously Improving: The ability to analyze

decisions. They should also have the ability to create data and visualize data is not a one-time task, but a
visualizations to communicate findings and insights to continuous effort that requires professionals to be
stakeholders. able to update and improve their analysis as new
n Data-Driven Decision-Making: Digital supply chains
data is generated.
generate vast amounts of data, including data on
customer demand, supplier performance, logistics, NETWORK AND COLLABORATION:
and inventory. Data analysis and visualization skills
Digital supply chains rely on collaboration and
allow professionals to make sense of this data and
communication between different stakeholders, so skills
use it to make data-driven decisions. This includes
related to networking and relationship building are essential.
identifying trends and patterns in data and using this
Professionals working in digital supply chains must be
information to optimize supply chain operations and
able to effectively communicate with internal and external
improve performance.
stakeholders, including suppliers, customers, and partners.
n Predictive Analytics: Data analysis and visualization
They must also be able to build and maintain strong
skills also allow professionals to use predictive relationships with these stakeholders to drive collaboration
analytics to forecast future demand, identify and innovation.
potential supply chain disruptions, and optimize
n Communication: Networking and collaboration

logistics and inventory. By analyzing historical data
skills are essential for effective communication
and identifying patterns, professionals can make
between different stakeholders in the digital supply
predictions about future performance and take
chain. This includes the ability to communicate with
proactive measures to address potential issues.
internal and external stakeholders, such as suppliers,
n upply Chain Performance Metrics: Data analysis
S customers, and partners, and to understand their
and visualization skills are also important for needs and requirements.
measuring and evaluating supply chain performance.
n Relationship Building: By building trust and

By analyzing data on key performance indicators
understanding with stakeholders, professionals
(KPIs), such as delivery times, inventory levels, and
can drive collaboration and innovation, and work
supplier performance, professionals can identify
together to optimize supply chain operations.
areas for improvement and develop plans to optimize
supply chain operations. n C
oordination: This includes coordinating the
flow of goods and information between suppliers,
customers, and partners, and managing the logistics
and transportation of goods.

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n Problem-Solving: This includes the ability to work

STRATEGIC THINKING:
with stakeholders to identify problems and develop Strategic thinking is a critical skill that will be essential for
solutions, as well as the ability to mediate conflicts professionals working in digital supply chains of the future.
and resolve disputes. It allows professionals to identify new opportunities, align
n C
ollaborative Innovation: Networking and digital supply chain initiatives with organizational goals,
collaboration are important for fostering a culture manage risk and uncertainty, build, and manage digital
of innovation and continuous improvement within supply chain ecosystems and continuously improve digital
a digital supply chain. By working closely with supply chain performance.
stakeholders and partners, professionals can identify n Identifying and Capitalizing on New Opportunities:
new opportunities and develop new processes Strategic thinking allows professionals to identify
and technologies that can drive supply chain new business opportunities that arise from digital
performance. supply chain transformations. This includes
identifying new markets, products, and services, as
ADAPTABILITY AND FLEXIBILITY: well as new ways of working and collaborating with
partners and suppliers. By thinking strategically,
The digital supply chain is constantly evolving and changing,
professionals can help organizations take advantage
so professionals must be able to adapt to new technologies
of new opportunities and stay ahead of the
and processes quickly. They must also be able to work in a
competition.
fast-paced environment and be comfortable with ambiguity
and uncertainty. This requires a willingness to take risks, n ligning Digital Supply Chain Initiatives with
A
think creatively, and continuously learn and grow. Organizational Goals: Strategic thinking is also
In the digital supply chain, adaptability and flexibility are key essential for aligning digital supply chain initiatives
to success. With new technologies and digital processes with organizational goals. This includes understanding
emerging all the time, professionals must be able to adapt to the organization’s overall strategy and objectives
change and take advantage of new opportunities. and ensuring that digital supply chain initiatives
are aligned with them. It also includes making
decisions about which technologies and processes to
implement, and how to optimize digital supply chain
operations to support the organization’s goals.

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n Managing Risk and Uncertainty: Strategic thinking

Currently, employees lack the authority to act with agility.
is also important for managing risk and uncertainty If supply chain leaders truly want to establish an agile
in digital supply chains. As digital supply chains workforce, they must restructure work and prioritize digital-
become more connected, the risk of cyber- supporting capabilities. Ensure that workflows (processes,
attacks, supply chain disruptions, and other threats tools) provide beneficial work results while rethinking work.
increases. By thinking strategically, professionals The focus must be on simplification and removal. Start
can identify potential risks and develop plans to by eliminating specific procedures, partners, rules, and
mitigate them. policies that employees must adhere to complete workflows
or accomplish particular work outputs. Next, consolidate
n Building and Managing Digital Supply Chain
systems, giving priority to innovative solutions that lessen
Ecosystems: Strategic thinking is also essential the requirement for technical skills among supply chain
for building and managing digital supply chain personnel. Then, remove less necessary competency
ecosystems. This includes understanding the criteria from supply chain roles when new, critical abilities
role of different stakeholders and partners in the are added to guarantee that talent is concentrating on
ecosystem, and how to effectively collaborate demonstrating and growing the appropriate skills. Adapting
and communicate with them. It also includes to new technology and exploiting data and analytics
understanding the different technologies and efficiently in the supply chain will demand new skills. For
processes that are used in the ecosystem and how employees to work digitally and support the efforts of
to optimize them to support the organization’s goals. becoming a digital enterprise, supply chain positions will
n ontinuously Improving Digital Supply Chain
C require digital dexterity skills. And as the supply chain
Performance: Strategic thinking is also important places a greater emphasis on data and analytics, the
for continuously improving digital supply chain average employee will need to gain data literacy abilities.
performance. By thinking strategically, professionals The attitudes, mindsets, and behaviours that drive digital
can identify areas for improvement and develop business transformation make up what we refer to as digital
plans to optimize digital supply chain operations. dexterity. It is possible to express it using two different
This includes understanding the different metrics dimensions, the employees:
used to measure digital supply chain performance
and using them to make data-driven decisions. (1) ambition and capacity to establish digital firms, and
(2) ambition and ability to operate digitally

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Adoption of
Digitization
in Supply Chain

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The current situation in the world of business places an too, need to quickly adjust to this disruptive change14. The
ever-increasing premium on the implementation of digital technological, organizational, and environmental elements
technology in the industrial sector. During the last ten years, all have a considerable impact on the rate of adoption of
manufacturing companies have been investigating how digital technology. Therefore, before implementing any
emerging digital technologies, such as the Internet of Things technologies, businesses need to understand the aims
(IoT), big data analytics (BDA), and artificial intelligence of the technology, evaluate these variables, assess what
(AI), can be implemented into their production and supply could happen during the process, and analyze how each
chain management systems (SCM). It is believed that these activity could potentially affect the supply chain. In other
technologies will prove to be effective ways to enhance words, businesses need to begin by analyzing “why” (which
several operations of supply chains, including logistics, represents the drivers, purposes, and motives), then “how”
scheduling, and inventory management. (which represents the processes or procedures), and then
“what” (which represents the impacts, outputs, or results).
The Internet of Things has seen widespread application
The current understanding of these three layers (i.e., why
in manufacturing facilities, as well as in transportation, to
adopt digital technologies in the supply chain, how to adopt
track and trace logistics and warehouse operations, as well
digital technologies, and what digital technologies to adopt)
as monitor the production process. When integrated with
of adopting digital technologies in the supply chain is still
data from other supply chain activities, the real-time data
acquired from IoT devices have the potential to provide limited. This is despite the growing research interests in
significant commercial value through the application of the area. When it comes to aligning their implementation
both BDA and AI. It could assist businesses in improving procedures with their drivers to achieve the intended
their ability to estimate client requests, reveal inventory outcomes of adopting digital technology, managers continue
problems, optimizing resource allocation, and manage to struggle with the obstacles that this alignment presents.
relationships with suppliers. These newly developed digital
technologies are not only influencing product and process
modifications, but also value chains, business model ENABLERS FOR THE ADOPTION
renovations, and industrial structure alterations. OF DIGITIZATION
However, there is no guarantee that the implementation The digitization of supply chains is becoming increasingly
of digital technology would be successful. A significant
important as companies look to stay competitive in an ever-
number of manufacturing companies made substantial
evolving business landscape.
expenditures in digital transformation, yet many were
unable to provide the anticipated business value12. The
divergence between the process of formulating the strategy TECHNOLOGICAL ADVANCEMENTS:
and carrying it out is frequently the root reason for failed
The development of new technologies such as IoT,
attempts13. Inefficiently adopting digital technology could
blockchain, and AI has made it possible for companies
result in disruptive change, which would then lead to a
to digitize their supply chains and improve efficiency and
significant increase in risk and uncertainty during the
transparency. IoT devices, for example, can be used to
transformation. Researchers have suggested that the
track and monitor the movement of goods through the
structure of supply chains might shift from a paradigm of
centralized production to one of distributed production as supply chain, providing real-time visibility of inventory levels
a result of the rise of digital manufacturing. This typically and enabling companies to respond quickly to changes in
results in a significant shortening of the supply chain, which demand. Blockchain, on the other hand, can be used to
results in the potential hazards to other participants within create a tamper-proof record of transactions, improving
the supply chain as a result of the fact that they, transparency and reducing the risk of fraud.
12
orreani, A., De Massis, A., Frattini, F., Petruzzelli, A. M., & Natalicchio, A. (2020). Implementing a Digital Strategy: Learning from the Experience of Three Digital Transformation Projects. California
C
Management Review, 62(4), 37–56. https://doi.org/10.1177/0008125620934864
13
Rai, Arun. “Editorial preface: Developing sense-and-respond capabilities for the digital economy.” Information Resources Management Journal 13.4 (2000): 3.
14
Holmström, Jan, and Jouni Partanen. “Digital manufacturing-driven transformations of service supply chains for complex products.” Supply Chain Management: An International Journal (2014).

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COST SAVINGS:
BARRIERS TO THE ADOPTION
Digitization can lead to significant cost savings through
the automation of processes and the reduction of errors.
OF DIGITIZATION
Automation of manual processes, such as data entry and There are several barriers to the adoption of digitization
order tracking, can reduce the number of errors that occur in supply chains. The adoption of digitization in supply
and increase efficiency. This can also lead to reduced chains is hindered by a range of factors. To overcome
labour costs, as fewer employees are needed to perform these barriers, companies need to invest in educating their
these tasks. Additionally, digitization can also lead to workforce, developing standardization, and investing in
reduced costs associated with inventory management, as security and infrastructure development. Some of the most
companies can more accurately track their inventory levels significant include:
and reduce the risk of overstocking or stockouts.
LACK OF UNDERSTANDING:
Many companies and individuals in the supply chain
IMPROVED VISIBILITY: industry are not familiar with the technology and its
Digitization allows companies to have real-time visibility capabilities. This can make it difficult to identify the
of their supply chain, allowing them to make data-driven potential benefits and make informed decisions about
decisions and respond quickly to changes in demand. implementation.
This can be achieved using sensors, RFID tags, and
COST:
other IoT devices that can track the movement of goods
Implementing digital technology can be expensive, especially
through the supply chain. This real-time visibility can also
for smaller companies. The costs of hardware, software,
help companies to accurately forecast demand and plan
and training can be prohibitive for some organizations.
accordingly.
LACK OF STANDARDIZATION:
There is currently no standardization in the supply chain
INCREASED EFFICIENCY:
industry when it comes to digital technology. This can make
Digitization can lead to faster and more accurate processing it difficult for companies to integrate different systems and
of data, resulting in improved efficiency across the supply can lead to increased costs.
chain. For example, the use of blockchain technology can
reduce the time it takes to process transactions, as all DATA SECURITY:
parties can access the same data in real time. This can also Supply chain companies handle a lot of sensitive data, such
lead to reduced lead times, as companies can more quickly as financial information and the personal information of
respond to changes in demand. customers. Ensuring the security of this data is a major
concern for many organizations and can be a barrier to
adoption.
BETTER CUSTOMER SERVICE:
RESISTANCE TO CHANGE:
Digitization allows companies to provide better customer
Change can be difficult for many people, and this is
service by giving them access to real-time data on the
especially true in the supply chain industry. Many
status of orders and shipments. This can help companies
employees have been doing things a certain way for a long
to more quickly resolve issues and provide more accurate
time and may be resistant to new technology and new ways
tracking information to customers. Additionally, digitization
of working.
can also enable companies to identify and respond to
customer needs and preferences, resulting in improved
customer satisfaction more easily.

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L
IMITED RESOURCES LEGACY SYSTEMS:
Many small and mid-sized companies in the supply Many companies in the supply chain industry still rely on
chain industry have limited resources and may not have legacy systems that are not able to integrate with newer
the personnel or financial resources to invest in new digital technology. This can make it difficult for these
technology. companies to adopt digitization.
COMPLEXITY: INADEQUATE INFRASTRUCTURE:

Digitization in the supply chain is complex and requires In many developing countries, inadequate infrastructure can
a significant amount of planning and coordination across be a major barrier to digitization in the supply chain. This
different departments and organizations. This can be includes a lack of reliable internet access, lack of access to
difficult to achieve and can slow down the adoption electricity, and limited access to technology.
process.
LACK OF INTEROPERABILITY:
Different systems used in the supply chain are often not
“Digital technologies play a critical
able to communicate with one another, making it difficult to
share information and track goods as they move through the role in modern day supply chains.
supply chain. Automation, data analytics, and AI
have the potential to streamline
logistics processes, reduce costs,
and enhance supplier relationships.
However, the top barrier to adoption
is data privacy and cyber security.”
James Auld, Director of Strategy, CN Rail

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New Roles in
Digital Supply
Chains

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Using the capabilities that artificial intelligence provides, It does not mean that humans will be rendered obsolete
businesses are reducing the complexity of their supply as labourers. In fact, Paul Daugherty and H. James
chains and increasing their responsiveness. Companies Wilson have written a new book titled “Human+Machine:
are improving their knowledge-intensive operations, such Reimagining Work in the Age of AI”15 that dispels the
as supply chain planning, client order management, and common myth that artificial intelligence systems would
inventory tracking, with the use of artificial intelligence (AI), eventually replace humans in all areas of business. The
machine learning (ML), robotics, and advanced analytics. fundamental strength of artificial intelligence lies in its
Walmart employs AI algorithms to improve the efficiency ability to complement human capacities; while it will be
of its supply chain. The firm has built a system called used to manage specific jobs, including decision-making
Eden that is powered by AI and helps forecast the demand at a higher level, this technology’s ultimate potential will
that customers will have for items. It also guarantees that not be realized until it is applied to the supply chain. Both
inventory levels are maintained to satisfy the demand human beings and machines are necessary components of
that is predicted. Additionally, to improve the efficiency this new environment: The potential of humans and robots
of its logistics network and cut down on the expenses of working together in jobs such as supply chain planning and
transportation, Walmart has adopted machine learning inventory management will produce new sources of value
algorithms. Similarly, Amazon has been employing artificial for enterprises.
intelligence (AI) for many years to better its supply chain.
The firm utilises machine learning algorithms to forecast AI, when coupled with advanced analytics, will empower
the demand for its items and to optimise its warehouse supply chain planners to make decisions with a greater
operations to speed up the delivery of such products focus on the long-term strategy of their operations and
to the company’s consumers. Another example of such reduce the amount of time they spend on reactive problem
deployment of AI can be seen in Coca-Cola. The firm solutions. These planners will take the lead in the transition
has deployed a system driven by an artificial intelligence from an outdated operating model for supply chains, which
known as the Dynamic Scheduling System. This system is characterized by a lack of flexibility and a slow pace, to
a new dynamic model that features genuine end-to-end
makes use of machine learning algorithms to maximise
segmentation. This necessitates the management of both
the efficiency of the company’s product manufacturing
commercial relationships and exceptions, in addition to the
and distribution. The system takes into account a broad
variety of parameters, including things like transportation development of different supply chains that are tailored
costs, manufacturing capacity, and inventory levels, in to the requirements of specific client micro-segments.
Concurrently, a new role for digital engineers is likely to
order to ensure that items are delivered to clients on time
come into existence. This person will be a highly analytical
and at the most cost-effective price feasible. Closer to the
data scientist who is also proficient in digital technology.
world of logistics, AI has been put to use at the world’s
They will be responsible for managing, modelling, and
largest container shipping firm, Maersk. “TradeLens” is the
modifying the algorithms, alert protocols, and parameters
name of the AI-powered system that the firm has created.
that direct automated decision-making planning systems.
TradeLens uses machine learning algorithms to improve the
The rising demand for human workers who possess the
flow of commodities throughout their global supply chain.
skill set of digital engineers will cause the importance of
To guarantee that items are delivered to clients in the most
having strong analytical skills to increase.
timely and cost-effective manner possible, the system takes
into consideration a broad variety of criteria, including The most successful businesses are aware that this shift
shipping routes, customs restrictions, and port congestion, is on the horizon and have already begun to adapt their
among many others. supply chain workforces. Research conducted by Accenture
Strategy found that 90% of executives believe that the
current workforce would become proficient in digital
15
https://store.hbr.org/product/human-machine-reimagining-work-in-the-age-of-ai/10163

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technologies such as augmented reality, 3D printing, and examples of the kinds of personnel who have the
automation over the next five years. In addition, ninety-two potential to contribute significantly to the supply
percent of CEOs who were surveyed claimed that supply chain’s bottom line. Companies should also make
chain workforces will be upskilled and enabled to engage sure that their workplaces reflect the ethos of the
and operate smoothly with machines. new supply chain by integrating mobility, technology,
and collaboration tools and by reinforcing new
In other words, workers in the supply chain are already behaviours and mindsets throughout the talent
beginning to adjust to working efficiently with a variety of development life cycle. This should be done to
intelligent technologies, such as robots, cobots, and virtual ensure that their workplaces are in line with the
agents, in order to complete the tasks that will be required new supply chain. When it comes to recruitment,
of them in the future. These technologies can, for instance, performance measures, and career advancement,
assist reinforce the right procedures on the work floor, you need to approach everything through the prism
monitoring how staff execute jobs and advising them to of innovation that is driven by technology.
do so in the most effective way possible. Through the use
of AI, Thyssenkrupp can overcome talent mismatches. n Separate the human and the Robot. Determine

An augmented reality device made by Microsoft called which opportunities may be realized immediately
HoloLens is provided to the elevator technicians employed and which can be realized in the medium term and
by the industrial services company so that they can confer prioritize them according to the individual roles and
with subject-matter experts. responsibilities involved. Artificial intelligence (AI)
systems will only continue to advance and become
Leaders in the supply chain have a responsibility to prepare
more intelligent in their ability to make decisions. As
their teams for the change that is inevitably coming and
a consequence of this, it is necessary to reorient and
is now underway. That includes committing to reskilling
retrain human workers so that they may concentrate
individuals and moving them to other parts of the company
on high-value endeavours such as improving the
where they can provide more value and where they
customer experience and innovating new products.
will be more productive. A significant consumer goods
company implemented machine learning as an adjunct n Put your money where your innovation is.

to more conventional methods of forecasting. This led Think big but start small by mapping opportunities
to an improvement in the accuracy of forecasts and the to integrate AI with already existing technology
management of inventories, as well as the elimination of solutions. Think big but start small. Up until
the need for manual reviews and calculations, which had this point, technology such as robotics, big data,
previously consumed almost 80 percent of the available analytics, and others have been employed in
time. As a consequence of this, the corporation redirected conjunction with people but independently of one
the efforts of its human workers to give insightful market another. Increasing the effectiveness of the process
intelligence. is their responsibility. All of that has changed,
however, with the introduction of AI systems that
The following is a list of other methods in which leaders
can feel, communicate, interpret, and learn. AI
of supply chains can maintain this momentum and enable
has the potential to assist organizations in moving
human workers to collaborate with AI most effectively :
beyond automation and elevating human capabilities,
n Encourage the next generation of workers. It is both of which generate new value for the company.
time to find unique talent by exploring outside of
the supply chain at this point. Data scientists, risk
managers, and business development leads are
16
https://hbr.org/2018/08/new-supply-chain-jobs-are-emerging-as-ai-takes-hold

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As supply chain management continues to evolve and adapt SUSTAINABILITY AND RESPONSIBLE SOURCING
to new technologies and business models, new roles will be MANAGER:
created to address the changing needs of companies. Some As more companies prioritize sustainability and responsible
of the roles that may be created in the future include: sourcing, roles focused on these areas will become
more important. Sustainability and Responsible Sourcing
SUPPLY CHAIN ANALYTICS MANAGER: Managers will be responsible for implementing sustainable
practices and ensuring that suppliers meet the company’s
With the increasing amount of data available in the supply
standards for responsible sourcing.
chain, companies will need individuals with the skills to
analyze and interpret this data to make informed decisions.
Supply Chain Analytics Managers will be responsible BLOCKCHAIN COORDINATOR:
for collecting and analyzing data from various sources,
Blockchain technology has the potential to revolutionize
such as ERP systems, sensor data, and social media, to
supply chain management by improving transparency and
identify patterns and trends that can improve supply chain
traceability. Blockchain Coordinators will be responsible
performance.
for implementing blockchain solutions in the supply chain
and ensuring that all stakeholders, including suppliers and
DIGITAL SUPPLY CHAIN MANAGER: customers, can access and utilize the information stored on
the blockchain.
As more companies adopt digital technologies to manage
their supply chains, roles dedicated to managing these
technologies will become more prevalent. Digital Supply 3D PRINTING COORDINATOR:
Chain Managers will be responsible for implementing and
With the increasing adoption of 3D printing in
managing digital solutions, such as automation and artificial
manufacturing, roles focused on managing the integration
intelligence, to improve supply chain efficiency and visibility.
of this technology into the supply chain will become more
important. 3D Printing Coordinators will be responsible for
managing the design, production, and delivery of 3D printed
parts and products.

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SUPPLY CHAIN CYBERSECURITY MANAGER: SUPPLY CHAIN TALENT DEVELOPMENT MANAGER:

As supply chains become increasingly digital, cybersecurity As the supply chain industry continues to evolve and
will become a more important concern. Supply Chain new roles are created, companies will need to focus on
Cybersecurity Managers will be responsible for identifying developing the talent needed to fill these roles. Supply
and mitigating cyber risks and ensuring that the supply Chain Talent Development Managers will be responsible for
chain is protected from cyber-attacks. identifying the skills and training needed for new roles and
developing programs to help employees acquire these skills.
SUPPLY CHAIN RESILIENCE MANAGER:
As supply chains become more complex and global, the ability SUPPLY CHAIN COMMUNICATION EXPERT
to respond to disruptions will become increasingly important. The importance and vulnerability of global supply networks
Supply Chain Resilience Managers will be responsible for are increasingly acknowledged by business leaders,
developing and implementing strategies to ensure that financiers, and even politicians. Supply chain information
the supply chain can respond quickly and effectively to professionals will be in high demand as a result of
disruptions, such as natural disasters or pandemics. the increased need for more complete supply chain
representations.
SUPPLY CHAIN NETWORK OPTIMIZATION MANAGER: In today’s fast-paced business environment, supply chain
As companies look to optimize their supply chains and communicators must distill the complexities of global
reduce costs, roles focused on network optimization supply chains into clear, actionable messages. Of course,
will become more important. Supply Chain Network they’ll require an extensive understanding of the subject
Optimization Managers will be responsible for analyzing and matter, but they’ll also need to be able to see each supply
optimizing the supply chain network to identify opportunities chain problem from the eyes of many stakeholders. What
for cost savings and efficiency improvements. information is crucial for the CEO to have on the material
flow of the company? Supply chain generalists may fill
this function at smaller businesses. When it comes to
ADVANCED PLANNING AND SCHEDULING MANAGER: managing, visualizing, and explaining intricate global supply
As companies look to improve demand forecasting and chains, however, team members at big and multinational
production planning, roles focused on advanced planning organizations may devote a disproportionate amount of
and scheduling will become more important. Advanced effort to building key performance indicators, dashboards,
Planning and Scheduling Managers will be responsible for and other innovative tools.
using advanced techniques, such as machine learning, to
improve demand forecasting and production planning.

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TRACEABILITY EXPERT
Companies’ lack of control over their supply networks is

open knowledge. For a long time, all businesses needed to
do was know their immediate superiors and their immediate
subordinates, or their suppliers and their customers. The
fact that most businesses are unaware of their suppliers’
subcontractors increases the likelihood of adverse events.
COVID-19 exposed this open secret of the industry. Forty
percent of the Fortune 500 companies of the world had
supply chains that ended up in a single province. of China.
To a large extent, that mentality is to blame for the

worldwide interruptions that most businesses are facing
right now. Those who do not have complete insight and
awareness into their supply chain may not be aware of an
impending deficiency at the farthest reaches. Consider the
far-reaching effects of the recent worldwide semiconductor
shortages, which have hit even the biggest automakers
hard.
The growing interest in tracking down sources might

provide the solution. The pharmaceutical industry was
an early adopter of traceability because of the need for
meticulous monitoring of potentially dangerous chemicals
and other pharmaceutical items. Companies depending
on a growing array of technical tools and people to track
their supply chains from raw material acquisition to final
customer fulfillment are spreading the practice to the food
production industry as well.
Analysts and specialists in the field of traceability will soon

be in high demand, and they will require many of the same
fundamental abilities as other supply chain professionals.
They’ll require strong interpersonal skills since they’ll be
responsible for gathering data from several sources and
using that data to serve a wide variety of internal and
external partners and clients in real-time.
These roles in supply chain management are based on

current trends and predictions of future developments.
However, it’s important to note that the field of supply chain
management is constantly changing and evolving, and new
roles may emerge as the industry continues to evolve and
adapt to new technologies and business models.

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Supply Chain
Roles that may
Disappear

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Any job or role that requires repetitive work, with low levels improve the efficiency and cost-effectiveness of logistics
of innovation, is most susceptible to being replaced. operations. Additionally, using advanced analytics and
machine learning algorithms to predict demand, identify
bottlenecks, and optimize inventory levels can improve the
MANUAL DATA ENTRY POSITIONS:
responsiveness and agility of the supply chain.
With the increasing use of automation and artificial
intelligence, tasks such as data entry will likely be
completed by machines, rather than by human workers. RETAIL STORE MANAGERS:
This could lead to a reduction in the number of manual As e-commerce continues to grow in popularity, roles such
data entry positions within the supply chain. Automation of as retail store managers may become less necessary. With
data entry can help to reduce errors, increase efficiency, more customers shopping online, there may be less need
and free up human workers to focus on more complex for human workers to manage physical retail locations.
and valuable tasks. For example, using optical character This could lead to a reduction in the number of retail
recognition (OCR) technology to automatically capture store manager roles within the supply chain. However,
and process data from invoices, purchase orders, and e-commerce and digital marketing skills may become more
other documents can save time and reduce the risk of valuable as the shift toward online sales continues. For
errors. Additionally, using machine learning algorithms to example, using digital platforms and marketplaces to reach
automatically classify and categorize data can improve the new customers, personalize the shopping experience, and
accuracy and speed of data analysis. optimize pricing and promotions can help to drive online
sales and improve customer loyalty. Additionally, using
data analytics and machine learning algorithms to track
LOGISTICS COORDINATION ROLES:
customer behaviour, preferences, and feedback can help
With the use of advanced logistics software and tracking to improve the effectiveness of marketing campaigns and
systems, it may become possible for machines to coordinate product development.
the movement of goods more efficiently than human
workers. This could lead to a reduction in the number
of logistics coordination roles within the supply chain.
Automation of logistics coordination can help to improve
efficiency, reduce costs, and increase transparency in
the supply chain. For example, using transportation
management systems (TMS) to plan and optimize routes,
schedule deliveries, and track shipments in real time can

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INVENTORY MANAGEMENT ROLES: TRANSPORTATION PLANNING POSITIONS:

Inventory management roles that rely heavily on manual With the use of advanced transportation planning software
processes may become less necessary in the future. With and automation, it may become possible for machines to
the use of advanced inventory management software plan transportation routes and schedules more efficiently
and automation, it may become possible for machines to than human workers. This could lead to a reduction in
manage inventory more efficiently than human workers. the number of transportation planning positions within
This could lead to a reduction in the number of inventory the supply chain. Automation of transportation planning
management roles within the supply chain. Automation can help to improve efficiency, reduce costs, and increase
of inventory management can help to improve efficiency, transparency in the supply chain. For example, using
reduce costs, and increase transparency in the supply transportation management systems (TMS) to plan and
chain. For example, using warehouse management systems optimize routes, schedule deliveries, and track shipments
(WMS) to automate the tracking, storage, and movement in real time can help to improve the efficiency and cost-
of inventory can help to improve the accuracy, speed, effectiveness of transportation operations.
and security of inventory operations. Additionally, using
advanced analytics and machine learning algorithms to WAREHOUSING AND DISTRIBUTION ROLES:
predict demand, optimize stock levels, and identify patterns Warehousing and distribution roles that involve mainly
and trends can help to improve the responsiveness and manual labour may become less necessary in the future.
agility of the supply chain. With the use of advanced warehouse management software
and automation, it may become possible for machines to
manage warehouses and distribute goods more efficiently
than human workers. This could lead to a reduction in the
number of warehousing and distribution roles within the
supply chain. Automation of warehouse and distribution
management can help to improve efficiency, reduce costs,
and increase transparency in the supply chain. For instance,
using warehouse automation technology like automated
storage and retrieval systems (ASRS) can help to automate
the handling of inventory, increasing the speed and
accuracy of inventory tracking, and reducing the need for
manual labour.

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Talent Sources for

Emerging Sectoral
Requirements

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There is not a sufficient pool of expertise to go around. In addition to hiring new employees, companies in the
Therefore, many IT firms have developed their digital supply chain sector will also need to focus on developing
training and certification networks. We need to go beyond the skills of their current employees. This can be done
the ad hoc technique that most firms have been using to through training programs, mentoring, and internal career
source their personnel if we want to restore a sustainable development opportunities. As technology and data analysis
employment rate. become more important in the supply chain, employees
will need to be trained in these areas to ensure they
It’s a multi-step process that needs precise orchestration can perform their jobs effectively. Additionally, training
to manage the influx of talented employees into the market. programs that focus on areas such as sustainability and
As an added caution, remember that once employees go, ethical sourcing will be important as these become more
they won’t magically return. Employers will need to improve important to consumers and companies.
their ability to source talent internally and actively develop
employees’ abilities if they want to guarantee a steady The supply chain sector is also expected to see a significant
supply of workers for both the now and the future. increase in the demand for remote and flexible working
arrangements. This will require employers to have a more
The supply chain sector is a vital and rapidly growing diverse and inclusive workforce, which will be reflected
industry that plays a crucial role in the global economy. As in their recruitment and retention strategies. This means
such, the sector must be able to attract and retain talented that companies will have to be more open to recruiting
individuals to ensure its continued growth and success. The candidates from diverse backgrounds and create inclusive
talent needs of the supply chain sector are likely to be filled working environments that support flexible working
through a combination of hiring new employees with the arrangements.
necessary skills and training current employees to acquire
new skills. To attract and retain top talent, companies in the supply
chain sector will need to offer competitive compensation
One of the main sources of talent for the supply chain and benefits packages. This includes not just salary but also
sector will likely be new graduates from relevant other benefits such as health insurance, retirement plans,
educational programs. Universities and colleges are and professional development opportunities. Additionally,
increasingly offering courses and degrees in supply chain companies will need to offer a positive and engaging work
management, logistics, and related fields, which will provide culture that allows employees to feel valued and supported.
a steady stream of qualified candidates for the sector. This can be achieved through employee engagement
Additionally, many of these programs are now incorporating programs, open communication, and a focus on employee
technology and data analysis into their curriculum, which well-being.
will help to prepare graduates for the digitalization of the
supply chain.
Another source of talent for the supply chain sector will

be experienced professionals from related industries. As
technology and automation become more prevalent in the
supply chain, professionals with experience in areas such
as data analytics, artificial intelligence, and digital logistics
will be in high demand. Additionally, professionals with
experience in areas such as sustainability, ethics, and risk
management will be needed as these become increasingly
important to the sector.

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Supply Chain
Training Provider
Groups

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This research identified four kinds of supply chain training

providers:
n Certification-Focused Professional Organizations,

n Consultancies
n MOOC Providers and
n University / Micro Masters Programs.
TRAININGS BY CERTIFICATION-FOCUSED PROFESSIONAL

ORGANIZATIONS:
SUPPLY CHAIN MANAGEMENT PROFESSIONAL (SCMP)
The SCMP accreditation is Canada’s premier supply chain management designation and may help you stand out in the
profession. Through different agreements with provincial and territory educational institutions, Supply Chain Canada
provides the certification program. With the SCMP or Certified Supply Chain Management Professional (CSCMP) title, you
can demonstrate your understanding of modern supply management strategies, concepts, and technologies.
The curriculum consists of eight modules on strategic supply chain management, six interactive workshops on advanced
business skills, a leadership residency program, and a final case-based examination. the program, and a final test.
Designation candidates must be Supply Chain Canada members, competent in English or French, and possess a degree
or certification in a business-related discipline, or a minimum of five years of work or military experience in supply
chain management. In addition, candidates must have at least three years of work or military experience in supply chain
management.
SUPPLY CHAIN FRAUD CERTIFICATION

The supply chain fraud certification is a post-SCMP designation certification that supply chain managers can pursue to
further their awareness of fraud-related issues affecting the supply chain. The curriculum explains the many types of fraud
that influence supply chains and the preventative measures that may be used to safeguard a business from such conduct.
Participants can utilize the online program to complete the webinar, seminar, and certification exam.
Participants are prepared to work in an industry that prioritizes high-efficiency production and global trade. Participants
learn how to safeguard integrity across the supply chain. As the certification is an extension of the SCMP designation,
Supply Chain Canada also offers it, and membership is required.

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HEALTHCARE SUPPLY CHAIN CERTIFICATION

The accreditation for the healthcare supply chain is offered by Supply Chain Canada. This certification allows
professionals in the healthcare supply chain field to practice strategies that will help them bring value to their firm. Three
modules consisting of two webinars and one in-person seminar are available to both Supply Chain Canada members and
non-members.
The first module offers a foundation for understanding and managing strategic sourcing objectives, such as competitive
and non-competitive sourcing, contract management, and supplier relationship management. The second session provides
learners with an in-depth examination of sophisticated supply chain elements. This involves doing a value analysis to
ensure economic sustainability, aligning service levels with performance criteria, identifying, and analyzing procurement
risks, and negotiating contracts. The last module emphasizes process re-engineering to boost the organization’s value.
This course examines the effects of changes in corporate procedures on cash flow, service performance, and customer
satisfaction.
SUPPLY MANAGEMENT TRAINING (SMT)

The SMT program is offered by Supply Chain Canada for persons who do not work in supply management but do certain
procurement, logistics, transportation, or operational activities. Participants who complete all thirteen technical courses,
three seminars on the development of soft skills, and three seminars on the understanding of business management may
be eligible for a diploma or certificate in Supply Management. Included in the course material are procurement, logistics,
transportation, operations, management, accounting and finance, marketing, contract management, negotiation skills, and
business planning.
Ideal candidates for the SMT program include junior buyers, purchasing assistants, production planners, logistics
administrators, warehouse clerks, material handlers, associates, analysts, and experts. The program shapes, strengthens,
and guides the future careers of early to mid-career professionals in the sector. Different provincial and territory institutes
affiliated with Supply Chain Canada offer the SMT program, with differing entry criteria. There is the opportunity to pursue
advanced standing and exemption courses within the program.
CITT CERTIFIED LOGISTICS PROFESSIONAL (CCLP)

The Canadian Institute of Traffic and Transportation (CITT) provides the CCLP certification to those seeking entry to
supply chain logistics management roles. The CITT is Canada’s logistics association and a non-profit organization that
offers career advancement opportunities to people working in supply chain logistics or logistics in general. Successful
participants must finish five specialized logistic courses and five company management courses. If you already possess
a degree or diploma in a business subject, you may apply for advanced standing in the CCLP program and bypass the
business management courses.

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CERTIFIED IN PRODUCTION & INVENTORY MANAGEMENT (CPIM)

The Association for Supply Chain Management (ASCM) confers a professional certification known as the Certified in
Product Information Management (CPIM). The goal of this certification programme is to equip individuals with the skillset
they will need to oversee production and inventory management across a variety of sectors. To earn your CPIM credential,
you must complete two courses:
n Module 1: Basics of SCM, inventory management and scheduling are only some of the materials covered in this
unit. It is a synopsis of supply chain management’s fundamental ideas and concepts.
n M
odule 2: In the second unit, you will learn all about developing an operational plan, a management strategy for
your resources, allocating those resources, and developing a detailed schedule. A deeper dive into the production
and inventory management process is presented.
Anyone interested in focusing their career on inventory and production management would benefit from this certification.
Practitioners in the fields of production scheduling and control would benefit greatly from this qualification.
CERTIFIED SUPPLY CHAIN PROFESSIONAL (CSCP)

The “Association for Supply Chain Management” provides the “CSCP certification” as a professional certification. The
certification is intended to provide individuals with the knowledge and abilities necessary to manage end-to-end supply
chain operations in a variety of sectors. The CSCP certification is comprised of the following three modules: Fundamentals
of Supply Chain Management
Module 1: Fundamentals of Supply Chain Management
n
This module covers supply chain design, planning, and execution, as well as demand planning, capacity
management, and supplier relationship management. It describes the fundamental concepts and principles of supply
chain management.
Module 2: Supply Chain Strategy, Risk, and Compliance
n
Supply chain planning, risk management, and compliance are just a few of the subjects covered in Module 2. It
offers a deeper comprehension of the strategic elements of supply chain management.
M
odule 3: Implementation and Operations
n
Implementing a supply chain, managing operations, and pursuing continuous improvement are some of the topics
covered in Module 3. It offers a more concrete grasp of how to establish and manage supply chain operations.
Professionals who wish to specialize in “end-to-end supply chain management” are ideal candidates for the
“CSCP certification.”

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CERTIFIED IN LOGISTICS, TRANSPORTATION, AND DISTRIBUTION (CLTD)

The Certified in Logistics, Transportation, and Distribution (CLTD) is a professional certification offered by the Association
for Supply Chain Management (ASCM). The certification is designed to enhance the logistics, transportation, and
distribution knowledge and skills of professionals in the supply chain industry.
The CLTD program consists of eight modules that cover a wide range of topics related to logistics, transportation, and
distribution:
1. Logistics and Supply Chain Overview
2. Capacity Planning and Demand Management
3. Order Management
4. Inventory and Warehouse Management
5. Transportation Management
6. Global Logistics Considerations
7. Logistics Network Design
8. Reverse Logistics and Sustainability
Each module provides a detailed understanding of the topics covered, and the overall certification program is intended
to help professionals develop the knowledge and skills needed to manage complex supply chains in a global business
environment.
The CLTD certification is suitable for individuals who are involved in logistics, transportation, and distribution, including
supply chain managers, transportation planners, warehouse supervisors, and logistics analysts. It is also beneficial
for individuals who are interested in pursuing a career in these areas or for those who want to enhance their existing
knowledge and skills in these fields.
SCOR PROFESSIONAL (SCOR-P) PROFESSIONAL PROGRAM

The Supply Chain Operations Reference (SCOR) Professional program is a certification program offered by the Association
for Supply Chain Management (ASCM). It is designed to enhance the knowledge and skills of supply chain professionals
by providing a common language, framework, and set of performance metrics to evaluate and improve supply chain
operations.
The SCOR Professional program consists of four modules:

n SCOR Framework and Performance
n Process Modeling and Analysis
n Performance Measurement
n SCOR Implementation
Each module provides a comprehensive overview of the SCOR framework and how it can be applied to improve supply
chain operations. The program is designed to help professionals understand the interconnectivity and integration of various
supply chain processes and functions, including planning, sourcing, manufacturing, delivery, and returns.

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The SCOR Professional program is suitable for supply chain professionals at all levels, including supply chain managers,
analysts, consultants, and engineers. It is particularly beneficial for individuals who are involved in supply chain
improvement initiatives or who are responsible for designing and implementing supply chain strategies. The program can
also be useful for individuals who are interested in pursuing a career in supply chain management or for those who want
to enhance their existing knowledge and skills in this field.
THE CHARTERED INSTITUTE OF PROCUREMENT AND SUPPLY (CIPS)

The Supply (CIPS) offers a range of certifications for procurement and supply chain professionals. Some of the available
certifications and their suitability for supply chain professionals are discussed below:
n Level 2: Certificate in Procurement and Supply Operations - This certification is suitable for individuals who are

new to the field of procurement and supply chain management, as well as for those who are in supporting roles
within the procurement function.
n Level 3: Advanced Certificate in Procurement and Supply Operations - This certification is suitable for individuals

who have some experience in procurement and supply chain management and are looking to develop their skills
further.
n Level 4: Diploma in Procurement and Supply - This certification is suitable for individuals who are responsible for
leading procurement and supply chain initiatives within their organizations and are looking to gain more in-depth
knowledge and skills in procurement and supply chain management.
n Level 5: Advanced Diploma in Procurement and Supply - This certification is suitable for senior procurement
professionals who are responsible for strategic procurement and supply chain management within their
organizations.
n Level 6: Professional Diploma in Procurement and Supply - This certification is suitable for individuals who have
significant experience in procurement and supply chain management and are looking to enhance their leadership
and strategic skills.
Overall, the CIPS certifications are suitable for a wide range of supply chain professionals, including procurement
managers, buyers, contract managers, and supply chain analysts. The program provides a comprehensive understanding of
procurement and supply chain management, and the certifications are recognized globally, making them highly valued by
employers in the procurement and supply chain industry.
CERTIFIED PROFESSIONAL IN SUPPLY MANAGEMENT (CPSM)

The Certified Professional in Supply Management (CPSM) is a certification offered by the Institute for Supply Management
(ISM) for supply chain professionals with at least three years of experience in supply management. The CPSM program
covers a range of topics related to supply chain management, including supply chain strategy, supplier relationship
management, risk management, and logistics.
The CPSM certification program is designed to enhance the skills and knowledge of supply chain professionals,
enabling them to become more effective in their roles. It is particularly suitable for individuals who are responsible for
managing supply chain activities within their organizations, such as procurement managers, supply chain analysts, and
logistics managers.

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To obtain the CPSM certification, candidates must pass three exams that cover the following areas:
1. Foundation of Supply Management: This exam covers topics such as procurement process, negotiation, and
contract management.
2. Effective Supply Management Performance: This exam covers topics such as supplier performance management,
risk management, and compliance.
3. Leadership in Supply Management: This exam covers topics such as supply chain strategy, change management,
and stakeholder engagement.
CERTIFIED PROFESSIONAL IN SUPPLIER DIVERSITY (CPSD)

The Certified Professional in Supplier Diversity (CPSD) is a certification offered by the Institute for Supply Management
(ISM) for professionals who are responsible for managing supplier diversity initiatives within their organizations. The CPSD
program covers a range of topics related to supplier diversity, including supplier diversity strategy, supplier selection, and
supplier performance management.
The CPSD certification program is designed to enhance the skills and knowledge of supply chain professionals around
supplier diversity, enabling them to develop and implement effective supplier diversity programs within their organizations.
It is particularly suitable for individuals who are responsible for managing supplier diversity initiatives, such as supplier
diversity managers, procurement managers, and supply chain analysts.
To obtain the CPSD certification, candidates must pass two exams that cover the following areas:
n Supplier Diversity Program Development: This exam covers topics such as supplier diversity strategy, program
design, and supplier selection.
n Implementation and Execution of Supplier Diversity Programs: This exam covers topics such as supplier
performance management, measurement and reporting, and stakeholder engagement.
The CPSD certification demonstrates a commitment to promoting diversity and inclusion within the supply chain, and a
high level of expertise in supplier diversity management. Overall, the CPSD certification is suitable for professionals who
are looking to advance their careers in supplier diversity and enhance their skills in this specialized area of supply chain
management.
CPM (CERTIFIED PURCHASING MANAGER)

The Certified Purchasing Manager (CPM) is a certification offered by the Institute for Supply Management (ISM) for
professionals who are responsible for managing purchasing activities within their organizations. The CPM program covers
a range of topics related to purchasing, including procurement strategy, contract management, and supplier performance
management.
The CPM certification program is designed to enhance the skills and knowledge of supply chain professionals in the
area of purchasing, enabling them to develop and implement effective purchasing strategies within their organizations.
It is particularly suitable for individuals who are responsible for managing purchasing activities, such as procurement
managers, purchasing agents, and supply chain analysts.

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To obtain the CPM certification, candidates must pass three exams that cover the following areas:
1. Purchasing Process: This exam covers topics such as sourcing, supplier selection, and negotiation.
2. Effective Supply Management Performance: This exam covers topics such as contract management, risk
management, and compliance.
3. Leadership in Supply Management: This exam covers topics such as supply chain strategy, change management,
and stakeholder engagement.
APSM SUPPLY MANAGEMENT STUDENT CERTIFICATION
The ISM’s APSM Supply Management Student Certification is a program designed for students who are interested
in pursuing a career in supply chain management. This certification program aims to provide students with a basic
understanding of the fundamentals of supply chain management and procurement.
The APSM certification program covers the following topics:
1. Introduction to Supply Chain Management: This module covers the basic concepts and principles of supply chain
management, including supply chain networks, logistics, and procurement.
2. Procurement: This module covers the procurement process, including sourcing, supplier selection, and contract
management.
3. Supply Chain Operations: This module covers the operational aspects of supply chain management, including
inventory management, demand planning, and production scheduling.
4. Supply Chain Risk Management: This module covers the identification and management of supply chain risks,
including supply chain disruption, compliance, and cybersecurity.
The APSM certification program provides a foundational understanding of the concepts and principles of supply chain
management, enabling students to make informed decisions and contribute to the success of their organizations. The
APSM certification provides a competitive advantage when applying for entry-level positions in supply chain management
or procurement.
NIGP’S CERTIFIED PROCUREMENT PROFESSIONAL (CPP) PROGRAM

The National Institute of Governmental Purchasing (NIGP) offers a certification program for professionals in the public
procurement field known as the Certified Procurement Professional (CPP) program. The CPP program is designed to
enhance the skills and knowledge of public procurement professionals, including those in the supply chain management
field.
The CPP program covers a broad range of topics related to public procurement, including sourcing strategies, contract
management, risk management, and ethics. The program is divided into two levels: the CPP Level 1, which focuses on the
basic concepts and principles of public procurement, and the CPP Level 2, which focuses on advanced topics in public
procurement.
The CPP certification program is suitable for professionals in the supply chain management field who work in the
public sector, including procurement managers, purchasing agents, and supply chain analysts. The program provides a
comprehensive understanding of the complex regulations and policies associated with public procurement and enables
professionals to develop and implement effective procurement strategies within their organizations.

S U P P L Y
C H A I N
T R E N D S
To obtain the CPP certification, candidates must meet specific education and experience requirements and pass a
comprehensive exam. The certification is recognized nationally and internationally, demonstrating a commitment to ongoing
professional development and a high level of expertise in public procurement.
Overall, the CPP certification program offered by NIGP is a suitable option for supply chain management professionals
working in the public sector who are looking to enhance their skills and knowledge in public procurement. It provides a
competitive advantage and is highly valued by employers in the public procurement field.
THE UPPCC CERTIFICATIONS
The Universal Public Procurement Certification Council (UPPCC) offers two certifications for procurement professionals,
the Certified Public Procurement Officer (CPPO) and the Certified Professional Public Buyer (CPPB). Both certifications
are recognized as highly regarded in the field of public procurement and demonstrate an individual’s expertise and
commitment to professional development.
n The CPPO certification is designed for experienced public procurement professionals who have a minimum of
five years of public procurement experience and who have completed a minimum of 60 contact hours of formal
procurement education. The certification focuses on advanced procurement topics, including strategic planning,
leadership, and risk management. The CPPO certification is suitable for procurement professionals who are in
leadership or management roles, such as procurement directors, managers, and supervisors.
n The CPPB certification is designed for procurement professionals who have at least two years of public
procurement experience and who have completed a minimum of 45 contact hours of formal procurement
education. The certification covers fundamental procurement topics, including procurement law and regulations,
ethics, and contract administration. The CPPB certification is suitable for procurement professionals who are new
to the field of procurement, such as procurement specialists or buyers.
Both certifications require passing a rigorous exam and ongoing continuing education to maintain the certification.
Additionally, UPPCC offers a recertification program that enables professionals to maintain their certification by earning
continuing education credits.

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Project Background &

Data Analysis

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analyses are a part of the study, the major focus is on the

Social Dimensions – how people interact with the sector in
terms of employment, skills supply demand, gender equality
etc. Adopting an “employment lens” was the motivation to
dig deeper into the social dimension of this work.
Three prominent sectors – aviation & logistics, agriculture
and energy & cleantech, were targeted in this study.
The pilot was planned to highlight the key foci for future
studies (potentially at a pan-Canada level). Senior leaders
from the identified sectors and those who are responsible
In June 2018, the Canadian Supply Chain Sector Council for technology and related project adoptions and
(CSCSC), now Supply Chain Canada (SCC), released the implementations were shortlisted to represent the sectors.
“Accelerator 2.0- A Call to Action” report. This report
focussed on the questions around “…the opportunities
METHODOLOGY AND PARTICIPANT PROFILE:
and challenges facing employers and their workforce
in Alberta’s supply chain sector.” To ensure that all Utilizing the networks of Supply Chain Canada, economic
Albertans have access to the benefits of transformative development agencies, chambers of commerce, and other
technologies and the evolving skill requirements impacting business groups in each region, as well as direct appeals
the labour market, the Call-to-Action strategies discuss through the professional and academic networks of the
what policymakers, employers, educational institutions, research team, recruitment was conducted. Multiple emails,
and individuals can do to boost competitiveness, web messages, blogs and social media postings on LinkedIn
stimulate innovation, and remove barriers to labour force were delivered to promote attendance and increase interest
participation. in the study. A mixed methods research study approach has
been used to collect, analyse, and report data. A survey was
Before Accelerator 2.0, the CSCSC and the Calgary
designed to capture participant feedback and responses
Logistics Council collaborated in 2011 and 2012, to create
on key themes and questions. The data was cleaned and
“Accelerator: A Call to Action”. The research concluded
wrangled using traditional research methodologies and by
with suggestions for enhancing the industry’s labour force.
also using Machine Learning approaches in data wrangling,
With the Asia-Pacific Gateway and Corridor already having
pre-processing, and sentiment analysis. Data collection
such a noticeable effect on Alberta’s supply chains, this
focused on understanding the digital adoption trends within
realization served as the impetus for the Accelerator effort.
supply chain management or supporting functions, the
With this background, in 2022, Supply Chain Canada impact of these adoptions on the organization and sector,
commissioned this present study to gather sector and and the support required to promote digital adoption.
value chain analyses by gathering in-depth knowledge
of the existing performance, potential, and constraints of
individual value. The results, it proposed, would be used
to pinpoint several entry sites for interventions to boost
employment levels and quality while closing gaps in the
labour market. While the Economic dimensions of the

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The following list of organisations provided access to their decision maker and supply chain leaders (Exhibit 5):
Alberta Motor Transport Association (AMTA) CEO Transportation Association

Alberta Motor Transport Association (AMTA) Senior Manager Industry Advancements
Bayer Canada Lead Distribution and Warehousing
Bison Transport Associate Vice President Analytics
Bision Transport Senior Vice President West Region Transportation
Cenovus Senior Leader Supply Chain Management
Canadian National Rail (CN Rail) Senior Manager Corporate Development
Edmonton International Airport (EIA) Director Supply Chain Managment
Enbridge Manager Supply Chain Innovations
Fluor Canada Director Supply Chain Management
Fluor Canada Manager Materials Management
TC Energy Manager Supply Chain Management
WestJet Vice President Procurement and Supply Chain
7.14%
7.14%
Industry-Sector Classification
7.14%
n Transportation & Utilities
42.86% n Oil & Gas & Mining
n EPC
n Association of Transportation
14.29%
n Aviation & Aiports Operations
n Manufacturing
21.43%
EXHIBIT 6 PARTICIPANTS BY INDUSTRY SECTOR

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One-to-one meetings were conducted with participants 4

4
from the abovesaid organisations in both formats- in-
person and online (via Google Meets/Zoom/Teams).
3 3
Interview sessions were 60-90 minutes long. Online 3
meetings were transcribed using the in-built captions

2 2
Count
option in the platform being used. 2
n All the participants reported having at least ten

1
years of experience in supply chain management
(ranging from 10 to 30+ years) - Exhibit 7.
0
10 15 20 25 30
n The significant majority of participants (92%) Years in Profession
represented the male population (Exhibit 8). This

EXHIBIT 7 YEARS OF EXPERIENCE
represents a concerning picture of the number
of women hired in senior roles in the supply
chain sector. A future study can be conducted
to understand the difference in the perception
7.14%
towards digital adoption and approaches by
involving more female participants.
Gender
n Male
n Female
92.86%
EXHIBIT 8 PARTICIPANTS BY GENDER

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n Most participants were also from Alberta (app,

86%) - Exhibit 9, whereas 77% were from 7.14%
Calgary representing Transportation & Utilities, 7.14%
Oil & Gas & Mining, EPC, Aviation & Airport
Operations, and Manufacturing. However, results 7.14%
are not specific to the Albertan supply chains;

these barriers & enablers to digital adoption and
opportunities can be generalized based on the
industry and the organizational size. The focus
of this study was to understand the current state
n Calgary
and challenges to digital adoption and to identify
n Edmonton
the pathways to promote digital adoption. 78.57% n London
n Approximately 79% of the participants n Winnipeg
represented larger organizations, and 14% and

EXHIBIT 9 PARTICIPANTS BY LOCATION
7% were from medium and small organizations,
respectively (Exhibit 10).
7.14%
14.29%
n Large
n Small
n Medium
78.57%
EXHIBIT 10 PARTICIPANTS BY ORGANIZATION SIZE

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DIGITAL ADOPTION READINESS:

Digital adoption readiness was accessed on a scale of 1 (not that can be done. At the sector level (Exhibit 14), no
ready at all) to 5 (already highly functioning) for individuals, participant reported readiness at level 5 and appx. 88% of
departments, organizations and sectors. It is crucial to the participants choosing levels 2 & 3 readiness levels, is
understand readiness level; for instance, a manager lacking a serious and damning indictment of how the supply chain
understanding and experience with digital technologies sector as a whole, is just not ready to provide seamless,
and tools may not facilitate the digital transformation and end-to-end digital information highways for modern supply
act as a barrier to new adoption. From a system thinking chains to be more agile and resilient. Exhibit 15 shows
perspective, individuals, departments, organizations, and the distribution and individual relationships for digital
industry sectors are all part of the supply chain systems. adoption readiness between the individual, department,
Failure/success of these individual components determines organization, and industry. It is evident from the industry
the supply chain system’s success/failure. At an individual column that the department and individual responses
level (Exhibit 11), all participants responded with their demonstrate a greater digital adoption readiness.One of the
digital adoption readiness level above “readiness level 3”, reasons behind the low digital adoption level for the sector
appx. 64% of participants responded above level 3. At the is that sector involves small, medium, and large-sized
department level most individuals (appx. 86%) indicated organizations. Mainly, small & medium-sized organizations
digital adoption readiness level at “levels 3 & 4”. The will have resources, capital, & knowledge constraints. Also,
digital adoption readiness at the organizational, however, supply chains are complex networks where upstream &
was interesting. Only 14 % of organizations reporting downstream players may differ on current adoption levels,
readiness at level 5 was a clear indicator of the fact that strategic objectives, and technology adoption priorities.
no matter how ready individuals are (or believe they are)
to adopt digitization, at the enterprise level, there is much
7.14%
35.71% 42.86% 7.14%

28.57%
n 5 n 5
n 4 n 4
n 3 n 3
n 2
35.71%
42.86%
EXHIBIT 11 DIGITAL ADOPTION READINESS (INDIVIDUAL) EXHIBIT 12 DIGITAL ADOPTION READINESS (DEPARTMENT)

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14.29% 21.43%
57.14% 64.29%
n 5 n 4
n 4 n 3
n 3 n 2
14.29%
28.57%
EXHIBIT 13 DIGITAL ADOPTION READINESS (ORGANIZATION) EXHIBIT 14 DIGITAL ADOPTION READINESS (SECTOR)
Exhibit 15 shows the distribution and individual relationships for digital adoption readiness between the individual,
department, organization, and industry. It is evident from the industry column that the department and individual responses
demonstrate a greater digital adoption readiness.One of the reasons behind the low digital adoption level for the sector is
that sector involves small, medium, and large-sized organizations. Mainly, small & medium-sized organizations will have
resources, capital, & knowledge constraints. Also, supply chains are complex networks where upstream & downstream
players may differ on current adoption levels, strategic objectives, and technology adoption priorities.
EXHIBIT 15 DIGITAL ADOPTION READINESS RESPONSES DISTRIBUTION

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Further, digital adoption readiness correlation analysis influenced by strategic directions and objectives. Also, from
(Exhibit 16) shows no significant correlation between the industry perspective, companies deal with suppliers
the individual, organization, department, and sector. and customers with different strategic goals, constraints
However, there is a moderate positive correlation (r = (resources & finances), growth pathways, etc. This means
0.55) between the individual and the department. There if few players are leading on technological innovations,
could be due to several known and unknown factors. It this may not improve the overall sector. There need to be
was highlighted during the interview that participants support mechanisms to support the small player or provide
have a better view of the department. However, the pathways for technology adoption.
technology readiness at the organizational level may be
EXHIBIT 16 DIGITAL ADOPTION READINESS CORRELATION

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DIGITAL TECHNOLOGY ADOPTION PATHWAYS:

Technology adoption pathways were assessed as self- 92.86%
7.14%
implementations, consultants, or mixed approaches.
Appx. 93% of participants reported using mixed
strategies (Exhibit 17), i.e., consultants and self-
implementation. However, the projects are internally n Mix
identified based on scope, cost, implementation time, n Self
alignment with the organization’s strategic objectives/
priorities, NPV, ROI, etc. Most of the participants
identified these projects are geared toward improving
efficiency, effectiveness, productivity, quality of
products/services, etc., by leveraging automation in the EXHIBIT 17 TECHNOLGY ADOPTION PATHWAYS
data collection, analysis and reporting process.
BUDGET ALLOCATION:
Approximately 86% of participants identified that the
budget is allocated for digital technology-related projects
(Exhibit 18). Proposals are selected through various 85.71% 14.29%
approaches identified in the previous section, and the

leadership teams decide on successful proposals based
on established priorities. Return on Investment and
immediate business needs seem to dominate the space
n Yes
as key reasons for the digitization of tasks and work. Yet,
n No
it seemed there is confusion in terms of how the budget
is allocated, and where it is. The researchers sensed
that there is a need for a more coherent and strategic
approach to budget allocation. Some indications led the
researchers to believe that it is the top leadership or active EXHIBIT 18 BUDGET ALLOCATION
managers who decide which technology to be adopted

based on their knowledge of the ecosystem and what
they learn from their professional networks. There is a
significant opportunity here for professional bodies like
Supply Chain Canada to organize events and seminars
about the latest tools, techniques and digital pathways
for their memberships to consider. There is a high level
of trust in (and expectation from) such non-partisan,
industry associations to lead the way and help businesses
understand their digitization paths. While a very limited
number of respondents feel the governments have a
role to play, a large number of them did not feel they
had a high level of trust in what governments advise and
suggest them to implement. This lack of trust too is an
interesting find and merits further investigation.

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BARRIERS TO DIGITAL ADOPTION:

Barriers to digital adoption readiness were accessed on B1
a scale of 0 (not applicable) to 5 (strongly applicable).

7.14% 7.14%
Seven barriers were identified based on the research
7.14%
literature. Exhibits 15 – 22 show participants’ responses 14.29%
to each barrier coded as B1 – B7. The caption related to 14.29%
n 0
each figure shows the barrier name.
n 1
n Appx. 72% of the participants rated n 2
“Organizational, Managerial, and Attitudinal n 3
(OMA) (Exhibit 19 barrier three or above, with 7% n 4
identifying it as highly applicable for technology n 5
adoption.
50%
n There was a mixed response towards the
“Individual Commitment of the Employee to New EXHIBIT 19 ORGANIZATIONAL, MANAGERIAL, AND ATTITUDINAL (OMA)
Technologies” barrier (Exhibit 20), with approx.
50% responded by selecting it below level 3.
Interestingly no participants identified it as a
critical barrier (level 5 - no responses). It was
identified through interviews that employees
need to embrace those changes to improve the
process once digital technology is adopted or the
business process is digitized. However, there is B2
always some resistance. Also, proper training is 14.29% 14.29%
vital in ensuring employees are comfortable using
new technologies. 21.43%
21.43% n 0
n 1
n 2
n 3
n 4
28.57%
EXHIBIT 20 INDIVIDUAL COMMITMENT OF THE EMPLOYEE TO NEW

TECHNOLOGIES

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n Appx. 65% of the participants responded

“Institutional/Governmental Support to B3
Implement New Technologies” barrier (Exhibit
7.14%
21) below level three, with appx. 36% indicating
it is not a barrier to digital adoption. During 35.71%
28.57%
the interviews, there was a mixed response
to this barrier, as most organizations will
n 0
allocate a budget for technology projects.
n 1
However, institutional/government support
n 2
can be in the form of training support funding,
n 3
employee upskilling programs, sharing success
n 4
stories of digital implementations, providing
access to the knowledge base/subject matter
14.29% 14.29%
experts, programs to enable PSE and industry
partnerships, etc.
EXHIBIT 21 INSTITUTIONAL/GOVERNMENTAL SUPPORT TO
IMPLEMENT NEW TECHNOLOGIES
n There was a mixed response toward the
“Information Technology/Technical Support
and Availability to Implement New Digital Tools”
barrier (Exhibit 22). This also links back to the
B4
previous response, as companies want to have
control over technology project implementations. 7.14%
14.29%
There are either internal teams or consultants
or a mixed approach. Also, organizations want 14.29% 7.14%
to look into longer-term strategic objectives, n 0

ROI, and other factors when implementing these n 1
technologies. n 2
n 3
n 4
n 5
28.57% 28.57%
EXHIBIT 22 INFORMATION TECHNOLOGY/TECHNICAL SUPPORT

AND AVAILABILITY TO IMPLEMENT NEW DIGITAL TOOLS

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n Exhibit 23 shows the responses for “Financial

Market and Business Context Drive the B5
Implementation of Newer Technologies at Work”
with appx. 57% of respondents rated it as three
or above. There are three main reasons; First, it 21.43%
35.71%
depends on the current level of digital adoption.
If the organization is not mature with its digital
n 0
journey or is at the early stages of digital
n 1
technology adoption, it will work as a barrier.
n 2
Second, some technologies will be implemented
n 3
as part of continuous process improvement
projects to manage known risks, to comply with 21.43%
21.43%
customer/supplier/regulatory requirements.
These type of projects needs to be implemented
EXHIBIT 23 FINANCIAL MARKET AND BUSINESS CONTEXT DRIVE
as part of the cycle. Financial and market THE IMPLEMENTATION OF NEWER TECHNOLOGIES AT WORK
conditions may slow down these projects. Third,
technology adoption to respond to the unknown
risks can promote technology adoption instead of
acting as a barrier, given that there is access to
the resources, knowledge and finances.
B6
n Appx. 43% identified the “Availability of
14.29%
Training and skills development (TSD)” barrier 28.57%
(Exhibit 24) three or above, while appx. 14%
identified it as not a barrier to digital technology 14.29%
n 0
adoption. Although organizations have internal
n 1
training programs, however, it was identified
n 2
a greater need for PSE, industry, and bodies
n 3
like Supply Chain Canada to provide training
n 4
and skill development opportunities geared
14.29%
toward advanced tools and technologies. It can 28.57%
be available for both organizations and future
graduates.
EXHIBIT 24 AVAILABILITY OF TRAINING AND SKILLS
DEVELOPMENT (TSD)

S U P P L Y
C H A I N
T R E N D S
n Respondents demonstrated a very good

awareness of “Legal/Privacy/Data Management” B7
berries (Exhibit 25). Appx. 64% identified it
7.14%
as a barrier. As the data in supply chains has
grown exponentially over the past few years, 21.43%
28.57%
there is a greater need for individuals within
the organization to understand data governance n 0
principles. Again, PSEs, Supply Chain Canada, the n 1
government or other third parties can support by n 2
providing the training specifically developed for n 3
the selected organization. 7.14% 7.14% n 4
n 5
28.57%
EXHIBIT 25 LEGAL/PRIVACY/DATA MANAGEMENT BARRIERS

S U P P L Y
C H A I N
T R E N D S
n Further correlation analysis of barriers (Exhibit 26) shows that there is a moderate positive correlation (r = 0.61)
between B1 (Organizational, Managerial, and Attitudinal (OMA)) and B2 (Individual Commitment of the Employee
to New Technologies). This means a lack of organizational & managerial support can lead to an individual’s lack
of commitment to new technologies. Similarly, B4 (Information Technology/Technical Support and Availability
to Implement New Digital Tools) and B5 (Financial Market and Business Context Drive the Implementation of
Newer Technologies at Work) show a moderate positive correlation (r = 0.65). Information Technology/Technical
Support and Availability to Implement New Digital Tools can promote digital technology implementation by providing
necessary information on the ROI, benefits, and support during the technology implementation and training process.
EXHIBIT 26 BARRIERS CORRELATION ANALYSIS

S U P P L Y
C H A I N
T R E N D S
ENABLERS OF DIGITAL ADOPTION:

Enablers to digital adoption readiness were assessed on
28.57% 21.43%
a scale of 0 (not applicable) to 5 (strongly applicable).
Twenty enablers to adoption of digital technologies
were identified from existing academic literature across n 0
various jurisdictions around the world and were tested n 1
7.14%
during this study (Exhibit 27 – Exhibit 47). The key n 3
insights about enablers to digital adoption are: n 4
n Public/Private Funding (Exhibit 27): Appx. 64% 7.14% n 5
of the respondents rated it four or above, and
appx. 21 % considered this not applicable to their 35.71%
organization. This could be due to the availability

of the internal budget. At the same time, all EXHIBIT 27 PUBLIC/PRIVATE FUNDING
organizations will not have a budget to implement
projects related to emerging technologies.
7.14%
n Provide Government Sponsored Platforms 28.57%
Supporting SMEs (Exhibit 28): Appx. 43% of

the respondents considered this applicable or
n 0
strongly applicable to their organization. Again, 35.71%
n 1
this can be linked to internal funding available
n 3
to the organization and the ability to control the
n 4
digital implementations based on the strategic
n 5
objectives and organization needs by decoupling
it from any government influence. 14.29%
n Increased Awareness of the Economic Benefits 14.29%

(Past Implementations; User Cases) (Exhibit 29):
Appx. 43% of the respondents rated it as four or EXHIBIT 28 PROVIDE GOVERNMENT SPONSORED PLATFORMS
SUPPORTING SMES
above. Past implementation and user cases are
helpful; however, the applications will vary for
different industry sectors, strategic objectives,
and companies within the industry based on 14.29%
21.43%
the current state of digital adoption. Future
investigations can focus on a specific industry 7.14%
n 0
or companies at the same level of the digital
n 2
adoption journey.
n 3
n 4
n 5
21.43%
35.71%
EXHIBIT 29 INCREASED AWARENESS OF THE ECONOMIC

BENEFITS (PAST IMPLEMENTATIONS, USER CASES

S U P P L Y
C H A I N
T R E N D S
n Government and Other Bodies Offer Information

and Knowledge (Exhibit 30): Again, only 43% of
respondents rated it as four or above. Bringing 7.14%
14.29%
awareness to the industry is essential. However,
it was identified that there is a lack of awareness
7.14%
in the industry about different support programs n 0
offered by the government. Supply Chain Canada n 2
or other bodies can play an essential role by n 3
providing this knowledge through a centralized n 4
portal enabling information dissemination based on n 5
35.71%
the industry sector, digital adoption journey, etc. 35.71%
n Financial Incentives to Adopt Innovative

Technologies (Exhibit 31): Appx. 64% of the
EXHIBIT 30 GOVERNMENT AND OTHER BODIES OFFER
respondents reported that Financial Incentives INFORMATION AND KNOWLEDGE
to Adopt Innovative Technologies are strongly
applicable (28.57%) or applicable (35.71%) —
specifically, the financial incentives to offset the
training costs.
21.43%
28.57%
n Government Award and Recognition Toward
Technology Adoption (Exhibit 32): Only 14.29% of
the respondents replied that “government award n 0
and recognition toward technology adoption” may n 2
be an enabler to promote technology adoption in n 4
the sector. Most participants felt it could be more 14.29%
n 5
beneficial if financial incentives could be provided
in the form of offsetting costs. 35.71%
EXHIBIT 31 FINANCIAL INCENTIVES TO ADOPT INNOVATIVE

TECHNOLOGIES
14.29%
21.43%
n 0
n 1
14.29%
21.43% n 2
n 3
n 4
28.57%
EXHIBIT 32 GOVERNMENT AWARD AND RECOGNITION

TOWARD TECHNOLOGY ADOPTION

S U P P L Y
C H A I N
T R E N D S
n Internal Capital (Exhibit 33): Participants

considered internal capital as an essential enabler
to the technology adoption projects. If a company
21.43%
has limited financial resources, it may not be
able to invest in expensive hardware, software,
42.86%
or consulting services that are necessary for
successful technology adoption. n 3
n Market Potential (Exhibit 34): Participants also n 4
considered market potential as an import enabler n 5
to the technology adoption projects, with appx

35.71%
93% choosing the applicability level three or
above. If the market potential is low, the return
on investment may not be sufficient to justify the
EXHIBIT 33 INTERNAL CAPITAL
investment.
n Existing Employees with Relevant Knowledge and
Skills (Exhibit 35): Appx. 64% responded that
this enabler is applicable at level three or above. 7.14%
Existing employees with relevant knowledge and

21.43%
skills are often the most valuable asset of an SME 21.43%
when it comes to digital adoption. They have the
institutional knowledge and experience necessary n 2
to understand business processes and identify n 3
opportunities for improvement through digital n 4
technologies. At the same time, additional training n 5
and upskilling may be required to ensure that the
employees have the necessary digital skills to 50%
leverage the new technology fully.
EXHIBIT 34 MARKET POTENTIAL
21.43%
42.86%
n 1
n 2
14.29%
n 3
n 4
21.43%
EXHIBIT 35 EXISTING EMPLOYEES WITH RELEVANT

KNOWLEDGE AND SKILLS

S U P P L Y
C H A I N
T R E N D S
n Hiring New Employees with Relevant Knowledge

and Skills (Exhibit 36): Appx. 71% responded
that this enabler is applicable at level three 7.14%
14.29%
or above. New employees can bring in new
skills and expertise not present in the existing
workforce. This can help organizations develop n 1
14.29%
and implement new technologies they might not n 2
have been able to do otherwise. n 3
n 4
n Internal/External Collaboration (Exhibit 37):
n 5
Appx. 71% of the respondents reported that this
enabler is applicable at a level of three or above. 14.29%
50%
Supply chain organizations often involve multiple
stakeholders, including suppliers, vendors, EXHIBIT 36 HIRING NEW EMPLOYEES WITH RELEVANT
logistics partners, and customers. Collaboration KNOWLEDGE AND SKILLS
is crucial to ensure the smooth adoption of new
technology solutions. Collaboration can help
ensure that technology adoption is not hindered
7.14%
by communication barriers, competing interests,
or other factors.
28.57%
n Advisory Services/Practices to Support and
Quick Adaption (Exhibit 38): Appx. 71% of n 1
the respondents reported that this enabler is n 3
applicable at a level of two or above, and none n 4
reported it as strongly applicable. Technology 42.86% n 5
adoption projects often require specialized 21.43%
knowledge and expertise that may only be
available in some places. Advisory services can
help organizations gain access to the necessary EXHIBIT 37 INTERNAL/EXTERNAL COLLABORATION
knowledge and expertise to ensure successful

technology adoption. These services can include
consulting, training, and implementation support.
28.57%
50%
n 1
n 2
n 3
7.14% n 4
14.29%
EXHIBIT 38 ADVISORY SERVICES/PRACTICES TO SUPPORT

AND QUICK ADAPTION)

S U P P L Y
C H A I N
T R E N D S
n Managerial Support and Leadership towards

Technology Adoption & Innovation (Exhibit 39):
Availability of Flexible and Innovative Human
Resources (Exhibit 39): Every respondent agreed
35.71%
that “Managerial Support and Leadership towards
Technology Adoption & Innovation” is an essential
enabler for technology adoption projects. n 4
Managers and leaders can provide a strategic n 5
vision for the technology adoption project,
64.29%
aligning it with the broader organizational goals
and mission. This ensures that the technology
adoption project fits into the organization’s long-
term plans. Also, management/leadership support EXHIBIT 39 MANAGERIAL SUPPORT AND LEADERSHIP
TOWARDS TECHNOLOGY ADOPTION & INNOVATION
is important in the change management process
and post-implementation challenges such as
employee training, data management, etc.
n Longer Term Strategic Alignment and
14.29%
Prioritization to Adopt Newer Technologies 21.43%
(Exhibit 40): Appx. 86% of the organizations
7.14%
reported that this enabler is applicable at a
level of three or above. It was also noticed that n 2
technologies were adopted recently to deal n 3
with supply chain shocks. The respondents n 4
felt that strategic alignment may not always n 5
be the case when it comes to project selection 57.14%
decisions to deal with unknown pressure from
customers (especially in B2B environment, a
EXHIBIT 40 LONGER TERM STRATEGIC ALIGNMENT AND
customer/supplier may mandate using certain PRIORITIZATION TO ADOPT NEWER TECHNOLOGIES
technologies). As technologies constantly evolve,
supply chain organizations must stay up-to-date
with the latest technological advancements.
Organizations can future-proof their supply chain
operations by prioritizing the adoption of newer
technologies and aligning their strategies with
these technologies.

S U P P L Y
C H A I N
T R E N D S
n Use of Business Analysis and Mapping Tools to

Identify & Prioritize (SWOT, Process Mapping,
Etc.) (Exhibit 41): Appx. 93% of the organizations 7.14% 7.14%
reported that this enabler is applicable at a level

of three or above. Business mapping can help
prioritize the technology projects and help to
align those projects to the strategic objectives. n 2
However, this may not always be the case based n 3
on recent supply chain shocks. Once technology n 4
needs have been identified and priorities n 5
established, business analysis and mapping tools 42.86% 42.86%
can help develop implementation strategies.

This can include identifying potential roadblocks,
EXHIBIT 41 USE OF BUSINESS ANALYSIS AND MAPPING TOOLS
developing implementation timelines, and TO IDENTIFY & PRIORITIZE (SWOT, PROCESS MAPPING, ETC.
determining how the technology will be integrated
into existing processes.
n Availability of Flexible and Innovative Human

14.29% 14.29%
Resources (Exhibit 42): Appx. 79% of
respondents responded to this enabler at a level
7.14%
three or above. With rapidly evolving technology,
n 1
it is crucial to have an adaptable workforce
n 2
that can quickly learn and implement new
n 3
technologies. Innovative human resources can
n 4
bring fresh perspectives and ideas, leading to
35.71% n 5
the development of more efficient and effective 28.57%
supply chain processes.
EXHIBIT 42 AVAILABILITY OF FLEXIBLE AND INNOVATIVE

HUMAN RESOURCES

S U P P L Y
C H A I N
T R E N D S
n Flat Management Structure and Employee

Empowerment (Exhibit 43): Appx. 93% of the
respondents responded to this enabler at a level 7.14% 7.14%
three or above. A flat management structure

allows for more direct employee communication
and collaboration, fostering innovation and
creativity. This can lead to new ideas and n 2
approaches to technology adoption that may not n 3
have been considered otherwise. n 4
n 5
n Use Indicators and KPIs to Measure the
42.86% 42.86%
Technology Adoption Success/Failure (Exhibit 44):
Appx. 79% of the organizations reported that this
enabler is applicable at a level of three or above. EXHIBIT 43 FLAT MANAGEMENT STRUCTURE AND
It helps to assess the impact of the technology EMPLOYEE EMPOWERMENT
on the supply chain operations and performance.
Indicators and KPIs provide measurable and
tangible evidence of the benefits and drawbacks
of the technology on key supply chains metrics 14.29% 14.29%
such as cost, quality, delivery, and customer
satisfaction. It helps to communicate the value of 7.14%
the technology adoption project to stakeholders. n 1
Indicators and KPIs provide objective evidence n 2
of the value of the technology adoption project, n 3
which can help convince stakeholders of the n 4
project’s benefits and secure their buy-in and n 5
35.71%
support. However, some organizations may not 28.57%
have a formal process to measure the impact of

technology on business and the supply chain.
EXHIBIT 44 USE INDICATORS AND KPIS TO MEASURE
n Informational Support (Guidance Regarding THE TECHNOLOGY ADOPTION SUCCESS/FAILURE
SOPs) from Technology Suppliers (Exhibit 45):

Appx. 93% of the organizations reported that
this enabler is applicable at a level of three 7.14% 7.14%
or above. Technology suppliers can provide
guidance and support regarding the new
technology’s standard operating procedures
(SOPs), including best practices for use,
n 2
maintenance, and troubleshooting. This support
n 3
can help organizations avoid common pitfalls and
n 4
ensure that the technology is used effectively
n 5
and efficiently, leading to better supply chain
42.86% 42.86%
performance and improved business outcomes.
It can also improve the trust and transparency
between technology providers and user
EXHIBIT 45 INFORMATIONAL SUPPORT (GUIDANCE
organizations. REGARDING SOPS) FROM TECHNOLOGY SUPPLIERS.

S U P P L Y
C H A I N
T R E N D S
n Collaboration with Industrial Associations

and Technology Suppliers to Increase the
Trustworthiness (Exhibit 46): Appx. 79% of 14.29% 14.29%
the organizations reported that this enabler

is applicable at a level of three or above. 7.14%
Collaborating with industrial associations and n 1

technology suppliers provides access to industry n 2
expertise and knowledge that can inform the n 3
technology adoption process. This can be n 4
particularly valuable for organizations that may 35.71% n 5
28.57%
need access to in-house expertise. This can be
particularly important for organizations that may
lack larger companies’ brand recognition and
EXHIBIT 46 COLLABORATION WITH INDUSTRIAL ASSOCIATIONS AND
reputation. TECHNOLOGY SUPPLIERS TO INCREASE THE TRUSTWORTHINESS

S U P P L Y
C H A I N
T R E N D S
Enablers Correlation Anlysis (Exhibit 47):

n “Public/Private Funding” Exhibits a strong positive correlation with “Increased Awareness of the Economic Benefits
(Past Implementations; User Cases)” (r=0.81), “Government and Other Bodies Offer Information and Knowledge”
(r=0.71), and “Financial Incentives to Adopt Innovative Technologies” (r=0.86). There is a high correlation between
increased awareness of the economic benefits of past technology implementations and user cases. This may
be because funding often supports these initiatives and shares their results with others. Similarly, access to
government and other bodies for information and knowledge may be more available to those with funding, as
they may have more resources to devote to seeking these kinds of resources. Additionally, a strong correlation
between funding and financial incentives for technology adoption, which makes sense, given that funding is a form
of financial support that can be used to incentivize the adoption of new technologies. Overall, access to public and
private funding can be important in supporting technology adoption in supply chain management. It may facilitate
the development of resources, knowledge, and financial incentives that can help organizations implement new
technologies more effectively.
n “Increased Awareness of the Economic Benefits (Past Implementations; User Cases)” Exhibits a strong positive
correlation with “Financial Incentives to Adopt Innovative Technologies (r=0.7) “ and “Internal Capital (r=0.74)”.
Increased awareness of the economic benefits of technology adoption may encourage companies to invest more
internal capital in technology adoption projects. Similarly, financial incentives to adopt innovative technologies
may increase awareness of the economic benefits of such technologies and encourage more companies to invest
internal capital. This suggests that a comprehensive approach that includes all of these factors can be particularly
effective in promoting technology adoption in supply chains.
n “Government and Other Bodies Offer Information and Knowledge” Exhibits a strong positive correlation with
“Financial Incentives to Adopt Innovative Technologies (r=0.7). This can be particularly relevant in supply chain
management, where adopting new technologies can require significant investment. When government or other
bodies offer information and knowledge about these technologies and provide financial incentives to adopt them, it
can increase the likelihood that supply chain organizations will adopt the technologies and realize their benefits.
n “Financial Incentives to Adopt Innovative Technologies” Exhibits a strong positive correlation with “Government
Award and Recognition Toward Technology Adoption (r=0.74)”. When organizations see that they can be
recognized and rewarded for their technology adoption efforts, they may be more likely to invest in new
technologies. Additionally, financial incentives can help offset the costs of implementing new technologies, making
them more feasible for smaller organizations with limited resources.
n “Government Award and Recognition Toward Technology Adoption” Exhibits a strong positive correlation with
“Advisory Services/Practices to Support and Quick Adaption (r=0.73)”. It suggests that when governments offer
awards and recognition for technology adoption, it incentivizes organizations to seek out advisory services and
practices that can help them quickly and effectively adopt new technologies. This may be because organizations
are more motivated to adopt new technologies when they receive public recognition for doing so and are, therefore,
more likely to seek out expert advice and guidance to help them achieve their goals.

S U P P L Y
C H A I N
T R E N D S
n “Internal Capital” Exhibits a strong positive correlation with “Market Potential (r=0.84). This can be attributed to
SMEs with greater internal capital resources having more financial flexibility to invest in new technologies and
adapt to market demand changes. The correlation indicates that organizations should assess their internal capital
resources and the market potential for their products and services when considering technology adoption projects.
n “Existing Employees with Relevant Knowledge and Skills” Exhibits a strong positive correlation with:
• “Hiring New Employees with Relevant Knowledge and Skills (r=0.82)”. This suggests that SMEs should consider
both strategies to ensure that they have the necessary knowledge and skills to support technology adoption
projects. Existing employees can provide valuable experience and knowledge, while new employees can bring
fresh ideas and skills to the organization.
• “Internal/External Collaboration (r=0.75)”. This suggests having employees with relevant knowledge and skills
can contribute to the success of technology adoption projects by facilitating collaboration both within and outside
the organization. When employees have the necessary skills and knowledge to work with new technologies, they
are better equipped to engage in productive collaborations with other stakeholders, such as external partners
and suppliers. This can lead to improved communication, knowledge-sharing, and problem-solving, ultimately
improving the success rate of technology adoption projects in supply chain management.
• “Advisory Services/Practices to Support and Quick Adaption (r=0.73)”. This suggests that having employees
with relevant knowledge and skills is important for technology adoption projects in supply chains and can lead
to better collaboration with both internal and external stakeholders, as well as more effective use of advisory
services and practices to support quick adaptation.
• “Availability of Flexible and Innovative Human Resources ( r=0.72)”: This suggests that having employees with
the right skills and knowledge can facilitate the development of flexible and innovative human resources. These
resources can then be deployed to support technology adoption projects in supply chains, leading to greater
success and better outcomes.
• “Informational Support (Guidance Regarding SOPs) from Technology Suppliers (r=0.71)”. This suggests that
having employees with the right skills and knowledge can facilitate the development of flexible and innovative
human resources. These resources can then be deployed to support technology adoption projects in supply
chains, leading to greater success and better outcomes.
n “Internal/External Collaboration” Exhibits:
• a very strong positive correlation with “Advisory Services/Practices to Support and Quick Adaption (r=0.93)”.
This means that effective collaboration between internal and external stakeholders, such as partners and
suppliers, is crucial for implementing successful technology adoption projects in supply chains. At the same time,
access to advisory services and practices that can support and facilitate quick adaptation to new technologies
can help to improve collaboration and increase the chances of success.

S U P P L Y
C H A I N
T R E N D S
• strong positive correlation with “Longer Term Strategic Alignment and Prioritization to Adopt Newer
Technologies (r=0.74)”. This suggests that stakeholders can prioritize and plan to adopt newer technologies
that align with the organization’s long-term goals by working together and communicating effectively. This can
help ensure that the technology adoption process is integrated with the organization’s overall strategic direction
rather than being implemented in isolation.
• strong positive correlation with “Availability of Flexible and Innovative Human Resources (r=0.73)”. This
indicates that collaboration between employees within an organization and with external partners can foster a
culture of innovation and adaptability, leading to a more agile and dynamic workforce that can better embrace
and adopt new technologies. By working together and sharing ideas and knowledge, employees can develop
new skills and insights that allow them to leverage new technologies better and work more efficiently, leading to
greater success in technology adoption projects.
• strong positive correlation with “Flat Management Structure and Employee Empowerment (r=0.78)”. This
implies that organizations should encourage collaboration between internal departments as well as with external
partners such as technology suppliers, industrial associations, and government bodies to increase the chances of
success in technology adoption projects.
• strong positive correlation with “Use Indicators and KPIs to Measure the Technology Adoption Success/Failure
(r=0.74)”. This suggests that effective collaboration between internal and external stakeholders is important
for defining, tracking, and measuring the success of technology adoption projects in supply chain management.
By working together, stakeholders can establish clear goals, identify relevant metrics and key performance
indicators (KPIs), and monitor progress toward achieving these goals.
• “Informational Support (Guidance Regarding SOPs) from Technology Suppliers (r=0.94)”. This suggests that
collaboration between internal and external stakeholders in the supply chain, including technology suppliers, is
crucial to successfully adopting new technologies. This collaboration ensures that employees have the necessary
guidance and support to effectively utilize new technologies, which can ultimately lead to improved performance
and efficiency in the supply chain.
• “Collaboration with Industrial Associations and Technology Suppliers to Increase the Trustworthiness (r=0.74)”.
This suggests that collaboration between different organizations can improve the trustworthiness of technology
suppliers, which can facilitate the adoption of new technologies in the supply chain. By working together,
different organizations can share knowledge, expertise, and resources to collectively improve their technological
capabilities and develop new solutions that benefit the entire supply chain.
n “Advisory Services/Practices to Support and Quick Adaption” shows a:
• strong positive correlation with “Longer-Term Strategic Alignment and Prioritization to Adopt Newer
Technologies (r=0.76)”. Having advisory services and practices that support and facilitate quick adaptation
can better align the organization’s long-term goals with adopting new technologies. This can help ensure that
the organization’s technology adoption efforts are focused on strategically important areas and can potentially
provide significant benefits in the long run.

S U P P L Y
C H A I N
T R E N D S
• strong positive correlation with “Availability of Flexible and Innovative Human Resources (r=0.84)”. This could
suggest that such resources may be better equipped to quickly learn and adapt to new technologies and be more
open to new ideas and approaches. Additionally, these resources may be more likely to provide valuable insights
and feedback that can help to optimize the adoption process and increase the likelihood of success.
• strong positive correlation with “Flat Management Structure and Employee Empowerment (r=0.74)”. This could
mean that organizations with flatter management structures and more empowered employees are more likely to
seek out and utilize advisory services and practices to support the quick adoption of new technologies. This may
be because employees are more willing to adapt to changes and seek out new knowledge and skills when they
feel empowered and supported.
• very strong positive correlation with “Informational Support (Guidance Regarding SOPs) from Technology
Suppliers (r=0.97)”. This indicates that having guidance and support from technology suppliers can significantly
increase the effectiveness of advisory services and practices in supporting quick technology adoption. This
suggests that when implementing technology adoption projects in supply chains, it is crucial to collaborate
closely with technology suppliers to ensure adequate support and guidance are available to help employees
quickly adapt to new technologies.
• strong positive correlation with “Collaboration with Industrial Associations and Technology Suppliers to Increase
the Trustworthiness (r=0.78)”. This suggests that organizations that receive advisory services and practices
to support and quickly adapt to new technologies are also more likely to collaborate with external parties to
increase trust in the technology suppliers and industrial associations.
n “Longer Term Strategic Alignment and Prioritization to Adopt Newer Technologies” Exhibit a:
• strong positive correlation with “Flat Management Structure and Employee Empowerment (r=0.70)”. This
suggests that organizations that prioritize and plan to adopt newer technologies over the longer term are more
likely to have a flatter management structure and to empower their employees. This may be because a longer-
term strategic perspective requires a more collaborative and inclusive decision-making process, which can
be facilitated by a flatter management structure and increased employee empowerment. Additionally, a flatter
management structure and employee empowerment may allow for greater agility and flexibility in responding to
the challenges and opportunities presented by adopting new technologies.
(r=0.76)”. This indicates that companies that prioritize technology adoption and have a strategic plan in place
are more likely to use indicators and KPIs to measure the success or failure of technology adoption projects.
This can help companies to identify areas for improvement, track progress toward goals, and make informed
decisions about future investments in technology.

S U P P L Y
C H A I N
T R E N D S
• strong positive correlation with “Informational Support (Guidance Regarding SOPs) from Technology Suppliers
(r=0.83)”. This suggests that a well-aligned strategy and prioritization approach, coupled with the right
support and guidance from technology suppliers regarding standard operating procedures (SOPs), is critical
for successful technology adoption projects in supply chains. This highlights the importance of technology
suppliers being involved in the early stages of the adoption process and providing ongoing support to ensure the
technology is used effectively and efficiently.
• strong positive correlation with “Collaboration with Industrial Associations and Technology Suppliers to Increase
the Trustworthiness (r=0.85)”. This indicates that having a clear strategy and prioritization for technology adoption
is essential for building trust and collaboration with external partners in the supply chain. This can lead to better
communication, more open sharing of information, and a more collaborative approach to technology adoption.
n “Flat Management Structure and Employee Empowerment” Exhibit a:
(r=0.77)”. Organizations that empower their employees and have a flat management structure are more likely
to use objective measures such as KPIs to evaluate the success or failure of their technology adoption projects.
This can be particularly beneficial in supply chain technology adoption projects, where multiple stakeholders
and moving parts are often involved. By setting clear KPIs and empowering employees to make decisions,
organizations can ensure that everyone is working towards the same goals and that progress can be objectively
tracked and evaluated.
(r=0.81)”. It suggests that having a flat management structure and empowered employees can improve
communication and collaboration with technology suppliers, which in turn can lead to better support and
guidance on standard operating procedures (SOPs) for technology adoption projects. Empowered employees
may be more proactive in seeking the necessary information and working closely with technology suppliers to
identify and address any challenges arising during the adoption process.
n “Use Indicators and KPIs to Measure the Technology Adoption Success/Failure” Exhibit a:
(r=0.76)”. This suggests that having clear metrics to measure the success or failure of technology adoption
projects is important and that technology suppliers can be essential in providing guidance and support in this area.
This can be particularly relevant in supply chain contexts, where technology adoption’s success can significantly
impact efficiency, productivity, and profitability. By working closely with technology suppliers to establish clear
indicators and KPIs for measuring success, supply chain organizations can better align their technology adoption
efforts with their strategic goals and ensure that they make informed decisions based on accurate data.
• s trong positive correlation with “Collaboration with Industrial Associations and Technology Suppliers to
Increase the Trustworthiness (r=0.75)”. This suggests that using metrics and involving industry associations
and technology suppliers in the technology adoption process can help increase the trustworthiness of the new
technology. This can be especially important in supply chain projects where multiple stakeholders and partners
are involved. By collaborating with technology suppliers and industry associations, supply chain managers can
gain valuable insights into the technology adoption process and ensure that KPIs and indicators are being used
to measure the success and effectiveness of the new technology.

S U P P L Y
C H A I N
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n “Informational Support (Guidance Regarding SOPs) from Technology Suppliers “ Exhibit a strong positive
correlation with “Collaboration with Industrial Associations and Technology Suppliers to Increase the
Trustworthiness (r=0.83)”. The availability of guidance and support from technology suppliers is crucial in helping
supply chain organizations understand and adopt new technologies effectively. When such support is combined
with collaboration with industrial associations and technology suppliers to build trust and credibility, it can increase
the likelihood of successful adoption and implementation of new technologies in supply chains. This highlights the
importance of supply chain organizations working closely with their technology suppliers and other partners in the
ecosystem to establish strong relationships and develop a collaborative approach to technology adoption.
EXHIBIT 47 ENABLERS AND CORELATION ANALYSIS

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SKILLS AND COMPETENCIES:

Participants were asked about the expected skills and competencies from future graduates/employees as part of
accelerated digital adoption. Participants’ responses divide expected skills and competencies into two main categories:
technical and soft skills. Technical skills mainly around understanding digital technologies, technology interaction with
business processes, applied data analytics tools & techniques, and artificial intelligence & machine learning applications
important for leveraging the potential of digital technologies. On the other hand, soft skills, such as problem-solving, critical
thinking, organization, and teamwork, are equally important for successful digital adoption. These skills enable individuals
and teams to address complex challenges, identify opportunities, and collaborate effectively to implement and utilize digital
technologies in a meaningful way.
To further understand the roles, Participants were asked to comment on the implications for supply chain management
roles in the key sectors. The responses included following key insights:
n Transportation is a crucial aspect of the supply chain, and with the adoption of technology, it is expected to become
more efficient, leading to supply chain efficiencies. The supply chain will play a key role in the organization as it
touches each department in the organization. Especially during the COVID-19 pandemic, the supply chain came to
the forefront and should be aligned with the organization’s goals and objectives as part of the strategic planning
process.
n Both new roles will emerge, and existing roles will change, with some being eliminated. There will be more demand
for understanding, creative solutions, being open to innovative ideas, and pushing management roles to be more of
these characteristics.
n Supply chain executives will have a significant say in the decision-making processes due to cost implications,
profitability, etc.
n People in SCM roles need to be technically independent, learn new system functionalities every year, be skilled
in each area of the existing SCM systems, understand how SCM systems integrations work, and understand data
analytics-driven from data pulled from multiple SCM systems.
n Simplicity and harmonized flow of information are essential for better decision-making, and future decision-making
should be based on real-time data, making the supply chain more proactive. Being comfortable with data, especially
from a visual perspective, is crucial for future SCM roles.
n Participants were also asked what new roles would emerge, potentially creating new career pathways. The key
insights based on responses include the following:
n The digital transformation of supply chains is expected to create new roles and potentially new career pathways.
The responses suggest that there will be an increasing demand for people who can connect different aspects of
supply chains and generate meaningful insights. Technical skills such as programming, data management, analysis,
visualization and reporting will be crucial. Existing roles in data analytics, visualization, and risk analysis using data
will also become more important. With the adoption of advanced digital solutions such as AI and ML, new roles
associated with these technologies are expected to emerge.
n Other potential areas of growth include international trade-related digital roles, data-oriented jobs, and roles related
to operating and maintaining advanced digital solutions. Traditional roles, such as operators, will require more skill
sets, including effective writing, communication, and negotiation. A broader understanding of overall economic
factors and the impact on supply chains will also be important.

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n There will be a greater emphasis on data-oriented roles and IT governance roles for managing data input, analysis,
and presentation. The responses also suggest that new roles could emerge around decision-making, building
solutions out of data analytics, costing, freight modelling, and inventory management. While some jobs may become
automated, the ability to use data from such automated processes to make decisions will be important. Overall,
the transformation is expected to make the supply chain more data-oriented, leading to new career opportunities in
this field.
Further, participants were asked where the talent with these skills and competencies would come from. It is important
to note that business wants to explore both internal and external options based on their availability and as they fit with
the organization’s needs. PSEs seem to be the main avenue to provide high-calibre future graduates equipped with
both technical and soft skills. Also, PSEs can play an important role in micro-credentials and certifications to upskill
professionals. Along with this, internal training programs are important to fulfil the needs of organizations by upskilling
employees in technology-focused areas.

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T R E N D S
GOVERNMENT SUPPORT
Participants were asked how the government 7.14%
can support the digital adoption journey for the
organizations. Three areas were identified access
35.71%
to the latest technologies, training & education, and
n 0
government policies. Participants were asked to
n 1
respond on sale (0) not applicable at all and (5) strongly
n 2
applicable.
n 4
n Providing access to latest technologies (Exhibit n 5
35.71%
48): Appx. 50% of the participants responded
7.14%
that providing access to the latest technologies
is applicable at level four or above. However, 14.29%
organizations still want to have autonomy EXHIBIT 48 PROVIDING ACCESS TO LATEST TECHNOLOGIES
when it comes to technology selection and
implementation.
n Government policies supporting businesses
adopting new digital technologies (like providing
21.43% 21.43%
some tax relief, subsidy etc. if businesses adopt
a certain novel tech) (Exhibit 49): Appx. 79%
of the participants responded at level 3 or n 2
above regarding policies from the government n 3
supporting businesses adopting new digital n 4
technologies. The support could be through n 5
monetary support or offsetting the training cost 21.43%
through grants. 35.71%
n Training and Education (Exhibit 50): Appx. 86%

of the participants responded at level 3 or above EXHIBIT 49 GOVERNMENT POLICIES SUPPORTING BUSINESSES
for training and education support. Training and ADOPTING NEW DIGITAL TECHNOLOGIES
education must be tailored to the specific needs

of the industry/organization and complement the
internal training programs. 14.29%
42.86%
n 1
n 3
n 4
42.86%
EXHIBIT 50 TRAINING AND EDUCATION

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Critical Insights
DIGITAL ADOPTION READINESS:
n Understanding the readiness level: organizations must understand the readiness level of individuals, departments,
organizations, and sectors to facilitate digital transformation. A lack of understanding and experience with digital
technologies and tools can hinder new adoption.
n Importance of organizational readiness: Even if individuals and departments are ready to adopt digitization, there is
much that can be done at the enterprise level. The low percentage of organizations reporting readiness at level 5
indicates room for improvement in organizational readiness for digital adoption.
n Small and medium-sized organizations face challenges: The supply chain sector involves small, medium, and
large-sized organizations, and small and medium-sized organizations may face resource, capital, and knowledge
constraints.
n Support mechanisms for small players: There must be support mechanisms to assist small players in the industry
or provide pathways for technology adoption to improve the overall sector’s technological innovation.
n Lack of correlation between sectors and individual readiness: The moderate positive correlation between the
individual and the department but no significant correlation between the individual, organization, department, and
sector suggests that strategic directions and objectives may influence technology readiness at the organizational
level and supply chains are complex networks where upstream and downstream players may differ on current
adoption levels, strategic objectives, and technology adoption priorities.
• Room for improvement: The fact that no participant reported readiness at level 5 at the sector level is a serious
and damning indictment of how the supply chain sector is not ready to provide seamless, end-to-end digital
information highways for all modern supply chains to be more agile and resilient. There is room for improvement
in the sector’s digital adoption readiness.
BARRIERS TO DIGITAL ADOPTION:

n Organizational, Managerial, and Attitudinal (OMA) barriers are the most significant barriers to digital adoption
readiness, with approximately 72% of participants rating it as a barrier three or above. Organizations should
address these barriers by providing support and training to organizations to improve their organizational and
attitudinal readiness for digital adoption. Also, providing information on the benefits and ROI of digital technology,
incentivizing managers, and employees to embrace the changes, and training them on the use of new technologies.
n Individual Commitment of the Employee to New Technologies is also an essential factor for successful digital adoption.

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Although it was not identified as a critical barrier, approximately 50% of participants responded by selecting it below
level 3. Organizations should focus on adequately training employees to ensure they are comfortable using new
technologies, incentivize them to embrace the changes, and creating a culture that values digital literacy
n Institutional/Governmental Support to Implement New Technologies was rated below level three by approximately
65% of participants, with approximately 36% indicating it is not a barrier to digital adoption. Organizations should
provide institutional and government support through training, funding, and employee upskilling programs to
improve organizations’ readiness for digital adoption.
n Financial Market and Business Context Drive the Implementation of Newer Technologies at Work is another factor
that affects digital adoption. Approximately 57% of respondents rated it as three or above. Organizations should
know that financial and market conditions may slow digital technology adoption, especially for organizations at the
early stages of the digital journey or with limited access to resources, knowledge, and finances.
n Availability of Training and skills development (TSD) is identified as a moderate barrier to digital adoption by
approximately 43% of participants. Organizations should focus on providing training and skill development
opportunities geared toward advanced tools and technologies, which can be available for both organizations and
future graduates.
n Legal/Privacy/Data Management barriers are significant, with approximately 64% identifying it as a barrier.
Organizations should focus on providing training specifically developed for the selected organization on data
governance principles, which PSEs, Supply Chain Canada, the government or other third parties can provide.
n There is a moderate positive correlation between Organizational, Managerial, and Attitudinal (OMA) barriers and
the Individual Commitment of the Employee to New Technologies. Policymakers should focus on addressing these
factors together to ensure successful digital adoption.
n There is also a moderate positive correlation between Information Technology/Technical Support and Availability
to Implement New Digital Tools and Financial Market and Business Context Drive the Implementation of Newer
Technologies at Work. Organizations should provide necessary information on the ROI, benefits, and support during
the technology implementation and training process to promote digital technology implementation.
DIGITAL ADOPTION ENABLERS:

n Public/Private Funding (Exhibit 27) and Financial Incentives to Adopt Innovative Technologies (Exhibit 31) are
essential enablers for organizations to implement projects related to emerging technologies
n Providing Government Sponsored Platforms Supporting SMEs (Exhibit 28) is a critical enabler. However,
organizations may prefer to be independent of government platforms. This can be linked to internal funding
available to the organization and the ability to control the digital implementations based on the strategic objectives
and organization needs by decoupling it from any government influence.
n There is a need to increase awareness of the economic benefits of past implementations and user cases (Exhibit
29), and the government and other bodies need to offer information and knowledge (Exhibit 30) about different
support programs offered by the government to enable information dissemination based on the industry sector,
digital adoption journey, etc.

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T R E N D S
n Internal capital (Exhibit 33) and market potential (Exhibit 34) are essential for technology adoption projects.
Organizations must evaluate these factors before investing in expensive hardware, software, or consulting services
necessary for successful technology adoption.
n Internal/External Collaboration (Exhibit 37) is a critical enabler, and organizations must collaborate with multiple
stakeholders to leverage digital technologies’ full potential.
n Technical Infrastructure (Exhibit 38), Digital Strategic Plan (Exhibit 39), Integration with Existing Systems (Exhibit
40), and Appropriate Consulting Services (Exhibit 41) are also essential enablers for technology adoption projects.
Policymakers can support organizations by developing guidelines or policies to ensure these enablers are available.
n The regulatory Environment (Exhibit 42) and Intellectual Property Protection (Exhibit 43) are critical enablers,
and policymakers can develop policies and regulations to support technology adoption while protecting intellectual
property rights.
n Technological Infrastructure Development (Exhibit 44) and Investment in Research and Development (Exhibit 45)
are essential enablers, and policymakers can support organizations by investing in infrastructure development and
research and development.
n Finally, digital adoption readiness assessment tools (Exhibit 46) can help organizations identify their digital adoption
journey and the enablers they must focus on to succeed in their digital transformation journey. Policymakers can
promote such tools and develop customized tools for specific industry sectors.
Overall, policymakers must focus on providing financial incentives, promoting awareness of the benefits of technology
adoption, and developing policies and regulations to support technology adoption while protecting intellectual property
rights. They can also invest in infrastructure development and research and development to support organizations in their
digital transformation journey. Additionally, policymakers can promote digital adoption readiness assessment tools to help
organizations identify the enablers they must focus on to succeed in their digital transformation journey.

S U P P L Y
C H A I N
T R E N D S
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S U P P L Y

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 1

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 2

SUPPLY CHAIN ROLES THAT MAY DISAPPEAR 42

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 3

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 4

Exhibit 36 Hiring new employees with relevant knowledge and skills 73

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 5

Chris Nash, President, Alberta Motor Transport Association (AMTA)

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 6

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 7

Networking and collaboration skills are also essential for

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 8

Call for Action

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 9

n Legal/Privacy/Data Management: Organizations n Internal Capital and Market Potential: Organizations

n Awareness of Economic Benefits: There is a need

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 10

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 11

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 12

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 13

EXHIBIT 1: LABOUR PRODUCTIVITY GROWTH IN DIGITALLY INTENSIVE VS NON-INTENSIVE SECTORS

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 14

EXHIBIT 2: YEAR-OVER-YEAR-GROWTH IN EMPLOYMENT (2020)

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 15

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 16

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 17

EXHIBIT 3: SUPPLY CHAIN IMPACT OF DIGITAL CHANGE

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 18

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 19

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 20

application providers will offer built-in support for

Automated network tools, devices, and applications,

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 21

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 22

n “Immediately undertake actions to “unstick”

n “Digitalize and create end-to-end transportation

n Establish a Supply Chain Office to unify the

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 23

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 24

EXHIBIT 4: FOUR FUTURE PERSONAS FOR THE SUPPLY CHAIN

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 25

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 26

decisions that maximize plant operations in the face

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 27

TECHNICAL SKILLS: n Cybersecurity: With the increasing use of

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 28

DATA ANALYSIS AND VISUALIZATION: n C

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 29

n Problem-Solving: This includes the ability to work

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 30

n Managing Risk and Uncertainty: Strategic thinking

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 31

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 32

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 33

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 34

COMPLEXITY: INADEQUATE INFRASTRUCTURE:

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 35

ADOPTING DIGITIZATION AND ITS IMPACT ON SKILLS 36

n Legal/Privacy/Data Management: Organizations n Internal Capital and Market Potential: Organizations

n Awareness of Economic Benefits: There is a need

n “Immediately undertake actions to “unstick”

n “Digitalize and create end-to-end transportation

n Establish a Supply Chain Office to unify the

n Certification-Focused Professional Organizations,

n All the participants reported having at least ten

n Most participants were also from Alberta (app,