I’ve been with Capgemini for more than 20 decades and was previously a partner at EY, where I made and led the Structured Lending clinic for blue-chip customers in the financial services and financing capital market.”
How would you describe Capgemini? What makes it an edge over competitors?
“Capgemini is at the forefront of innovation to address the whole breadth of our customers’ chances in the evolving world of cloud, digital, and platforms. We harness the power of info insights to help brands compete against competitors, engage clients, enter new markets, and, ultimately, positively disrupt the world in which we reside. We’re also a company that is actively pursuing a favorable future for our company, clients, and broader society. Sustainability, digital inclusion, and inclusivity are fundamental to our values.”
What’s digital transformation currently looks like from the supply chain industry now?
“COVID-19 has increased the frailties of many supply chains. A lack of visibility and agility has attracted many businesses to a literal stand-still. This past year, Capgemini research found that just 14% of businesses had climbed their pilot plans to digitize their supply chain, with 86% at the pilot stage. In the aftermath of the outbreak, innovation is now imperative. Recent events have shown it is impossible to plan for what is coming next, so adaptability is crucial. This will only come about from digitalization, which will give organizations the effectiveness, durability, and transparency they require.
“Firms need to move away from linear, conventional supply chain versions to become connected, provide networks. The target is to create one, end-to-end, unified perspective of their ecosystem so that organizations have exact, real-time visibility into their operations — from the suppliers of materials, the transporters of these supplies and finished goods, and finally to the customers demanding fulfillment.”
How has automation and robotics transformed supply chains?
“Most supply chain businesses already use some kind of autonomous procedure automation (RPA), especially in areas which are high-volume, repetitive, and rule-based such as orders and claim to process. RPA software bots can track inventory, create alarms and reorder products when levels go below a set threshold, freeing up resources and time for people to work on high-value exception-based requirements.
The future of robotics and automation in the supply chain will comprise self-orchestration.
Which are the real advantages of utilizing drones in logistics? How were drones and Automated Guided Vehicles (AGVs) believed from the industry pre-COVID and what exactly do you feel their future looks like from the supply chain?
“Pre-crisis, 97 percent of retailers felt their delivery units weren’t sustainable. Consumers want quick and cheap deliveries, but that is hard for organizations to provide while making again. Drones have huge potential as a final mile resource because they decrease the need for human intervention and therefore are exceptionally fast. They’re also able to reach remote places which are tricky to access through traditional vehicles — potentially opening up new customer bases.
Drones are experimented with over the years since a delivery option from the likes of Amazon and Walmart. But, airspace limitations and worries about drones crossing flight routes meant they have never removed — until today.
“COVID-19 spurred the planet’s very first drone delivery service into existence in Ireland and we’ve seen more players utilize this shipping method in the aftermath of the pandemic. If these test deliveries are successful, logistically possible on a broader scale and general public opinion of the use is positive, we might see restrictions around drones eased, leading them to become a viable device for distant orders. Even though this might not be the future of shipping to a mass scale, drones do offer an intriguing solution to continuing issues of social distancing and the overwhelming levels of need.”
What type of effect did it have in the industry and are drones and AGVS used?
“A lot of the challenges that companies confronted at the start of the pandemic were not solely the result of the virus. It was more than the abrupt change in working conditions and an increase in need put a spotlight on pre-existing troubles. Our focus is to help our customers build resilience — fast — during digitalization. By helping organizations to enhance immediate supply chain visibility, embrace emerging technology to limit disturbance, and rethink distribution chain strategies, we are protecting them in the short term while placing them up for long-term success.”
What are the significant trends you’re observing in the business and also how is your business responding to them?
“Construction resilience is a critical theme, as is sustainability. We found that 79% of consumers are changing their purchase preferences according to social responsibility, inclusiveness, or environmental impact, and this trickles down to the supply chain too. For all these organizations, there’s a huge onus to make practices more sustainable through initiatives like waste reduction, energy efficiency and also using more renewable substances. Many manufacturers and retailers are worried that implementing sustainable approaches is too pricey, but engineering is opening new frontiers to manage and scale up sustainability efforts while boosting earnings and reducing operational costs. More importantly, they may realize that the price of not pursuing these goals may also cost them precious.”
What’s next for the Consumer Goods and Retail sector at Capgemini?
“Capgemini recognizes that support needs and solutions vary by subsector. For example, grocery is searching for fast progression in both contactless commerce of consumer engagement as well as profitable fulfillment, whilst apparel looks to restructure in addition to find direct to consumer (DTC) solutions.
“Capgemini is evolving and applying special solution and service emphasis to drive tailored client needs. We are also helping organizations to develop what we call invisible infrastructure — working models that are agile, flexible, and fluid. Emerging technologies like 5G and Web of Things (IoT) can seem overwhelming to business and IT leaders, but through simplification, we look at real-world use cases for these technologies, which makes them tangible and exciting for our clientele.”