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Logistics 5.0: Strategy Beyond Data Turning uncertainty into opportunity

Contents 4

Overview

7 Chapter One Review, rethink, and reboot 14 Chapter Two Are short-term objectives set to jeopardise the long-term success of transformation?

19 Chapter Three Disruption and disorder – the catalyst for change?

23

Chapter Four Big Tech offers big returns to those who act now

30 Chapter Five Navigating challenges beyond the technology 34 Chapter Six The next phase 41

About

Logistics 5.0: Strategy Beyond Data

3

Overview After a tumultuous few years – socially, economically, and politically – never have we been so acutely aware of the vital role the supply chain plays in our daily lives, and the delicate ecosystem in which it operates.

As we continue to make our way through

within it, the customers it serves and the

a myriad of challenges, left by such

environmental impact it leaves behind.

uncertainty, the subject of flexible, agile

Technology is still a key part of this; however,

supply chains is more important than

success in the supply chain of the future will

ever. In fact, global spending on digital

only be fully realised when technology is

transformation in the logistics industry is estimated to reach $84.6 billion by 2027 .

integrated and used in the right way.

1

But what does this mean for the future of logistics? And what are the major factors influencing its trajectory?

The new logistics frontier

Making the leap from Logistics 4.0 to 5.0

There are many positives to be taken from our research – indicative to this new era of logistics. Transformation is on the agenda for most which is a strong indicator that

Very quickly after the pandemic, we have

organisations are focused on making the

found ourselves in a new era; one heralded

leap toward Logistics 5.0, but also because

as ‘Logistics 5.0’. Consisting of digital

of the wider emphasis we are seeing

innovation, combined with a drive for

around improving talent management and

resilience and sustainability, Logistics 5.0

sustainability strategies.

undoubtedly marks a new frontier for the supply chain industry. If Logistics 4.0 was

And yet, despite so many positives, our

a determined shift by businesses toward

research also shows there is still a significant

digital transformation, then Logistics 5.0 is

gap in logistics technology capabilities.

one which still focuses on technology, but

Though emerging technologies are

that is decidedly different because of its

becoming more prevalent, there is still a

consideration of the world beyond just data.

worrying contrast between those investing in things such as AI and predictive analytics

This difference in strategy is key, as

and those who still have insufficient visibility.

adapting to this new world will require

It’s clear, the gap between organisations is

definite acknowledgement to the wider

widening at a phenomenal rate. Furthermore,

impact the supply chain has on associated

inflation and stock shortages are squeezing

environments. This includes the workers

margins and consequently, the potential of

[1] Global Newswire, November 2020: Global Digital Transformation Spending in Logistics Industry [https://www.globenewswire.com/news-release/2020/11/17/2128509/0/en/Global-Digital-Transformation-Spending-in-Logistics-Industry.html]

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Logistics 5.0: Strategy Beyond Data

cost cutting poses a real risk for the future,

Critically, poor technology continues

but particularly for those who do not have a

to negatively impact the supply chain,

technology stack that is fit for purpose.

exacerbating the external challenges and

A look to the future

organisations’ ability to transform. More worrying however was its influence on the

As we’ve seen in the past, change takes

end customer and the bottom line. We found

significant investment – both in terms of

that:

time and resource – and organisations that

• 87% of organisations are suffering from

lower customer satisfaction rates due to

wish to make the leap need to ringfence the

poor systems.

investment required to fully realise these new strategies. While many may be faced with

• More than half (60%) are losing market share due to poor technology and 44%

numerous ‘urgent’ challenges, such as rising

say that they can’t be competitive due to

costs, now more than ever organisations need

inadequate systems.

to invest for the future; keeping focused on long-term initiatives that will bring substantial dividends and ensure they are well-placed to

A shortage of time to implement changes

seize the opportunities on offer.

and a lack of adequate talent is also impacting organisations’ ability to transform:

This white paper sets to shine a light on

the impact recent events have had on the

• 21% of organisations say disruptions

they’ve experienced have been due to a

supply chain and how these experiences are defining the future of supply chain

loss or lack of talent.

•

transformation. With comprehensive

talent to support the organisation as it

insight, best practice, and expert comments

continues to grow and optimise.

this paper aims to support all those on a

transformational journey and who aspire to be a leader within their market.

Key findings

15% are struggling to find the right

The research did however indicate positive signs for the future with most organisations, who are undertaking transformative activities, working hard to meet the growing

As outlined above, our research identifies

demands of customers:

the extent years of uncertainty has brought

•

to the supply chain industry and the current challenges impacting organisations’ attempts to adapt.

83% of organisations we asked say they have

experienced disruption in the past 6-12 months, with the pandemic being cited as the most prevalent reason for interruptions. And when we look at the aftermarket specifically, rising

costs was named as the biggest challenge for

Supply chain transformation is on

the agenda for most organisations (86%) with investments in talent,

sustainability/ESG initiatives, Big Data and predictive analytics and AI and

automation all named as focus areas.

• Most organisations are either at the

implementation or planning phase of

their transformation agendas which is also encouraging.

organisations, while improving operational

efficiencies is the top transformation priority.

Logistics 5.0: Strategy Beyond Data

5

About

The DANX Carousel white paper series

supply chain leaders, this report lifts the lid

Carousel white paper series, which has run

on the challenges faced and highlights the

since 2016. The last paper, Big Data for the

opportunities available to those that act. The

Big Picture examined how rising customer

final chapter features practical advice and

demand was driving a significant change in

guidance from Ulrik Find, DANX Carousel’s

the supply chain. Other papers featured in

Chief Operations Officer, detailing what

the series are:

organisations should do next.

• Brexit & logistics: a catalyst for change

The paper was conducted in conjunction

• Is technology driving the future of your

With insight from more than 80 senior

This white paper is a continuation of the

and innovation with Analytiqa, a leading business

logistics?

intelligence and market analysis company.

• Aftermarket not afterthought: achieving

Over a three-month period in 2023, Analytiqa

success in your spare part logistics

surveyed senior logistics, operations, and supply chain professionals at high

To take part in a future report, please get in

performance organisations* across Europe.

touch by emailing: info@danxcarousel.com

Key sectors include: • Agriculture • Automotive • Construction • Electronics • Energy • Industrial • Materials Handling • MedTech/Healthcare • Pharmaceutical • Technology *We define high-performance organisations as OEMs in servicedriven industries, that sell/supply high-value and time-critical parts and products, where up-time is fundamental.

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Logistics 5.0: Strategy Beyond Data

Chapter One

Review, rethink, and reboot

Logistics 5.0: Strategy Beyond Data

7

Even before the chaotic events of the last few years, it’s long been a challenge to maintain a supply chain that keeps-up with rising customer expectation within a landscape that consistently features both fluctuating costs and the propensity for disruption.

As our previous white papers have shown, poor technology and data management, limited investment and a siloed approach to supply chain strategy have all played their part in preventing some organisations from achieving a truly seamless, end-to-end service.

This has been compounded in the last

This chapter offers a high-level view of the

impact these uncertain times have had on

organisations and identifies what paths organisations may take on the road to recovery.

Day-to-day operational service issues are

as disruptive as geo-political tensions and more disruptive than Brexit

few years by unprecedented disruption

We found that the majority (83%) of

–a global pandemic, Brexit, and the war

organisations have experienced some form

in Ukraine, to name but a few. Our 2023

of supply chain disruption in the last 6-12

research clearly shows that existing

months. This is an understandable statistic,

cracks have deepened because of these

given the recent and multiple ‘shocks’ supply

events, however the outcome is also one

chains have experienced.

of opportunity. Ongoing uncertainty has provided the chance for many organisations to review, rethink and reboot their approach to logistics.

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Logistics 5.0: Strategy Beyond Data

Have you suffered any supply chain disruption in the last 6-12months?

If yes, was this disruption caused by any of the following issues?

Yes No

17%

69%

83% 59%

56%

46%

26%

21%

13% 0%

Global pandemic

Current geopolitical situation Service issues

Brexit

Other

Loss/lack of talent

Delayed risk forecasting

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

COVID-19 was found to be the most prevalent reason for disruptions (69%), and more than half (56%) state that disruptions

hit hard; illustrated by this survey respondent

There have been many issues contributing to the disruption, including COVID-19, congestion in supply chains and shortages in materials.

Consequently, we have also had to manage rising freight costs

who stated:

Survey respondent

have been caused by service issues.

Service disruption is a consistent theme when we look specifically at the aftermarket supply chain too. 22% of organisations state that service issues are a problem in the aftermarket, although it’s important to note that rising costs are playing the biggest part in disrupting the logistics landscape.

Overall, it is clear, organisations have been

Logistics 5.0: Strategy Beyond Data

9

What is the biggest challenge that your aftermarket supply chain is currently facing?

Other Lack of talent

6%

Brexit

2%

Lack of visibility

22%

Service issues

say that improving cash flow and

reducing cost in

their transformation agenda is a priority

Rising costs 43%

6%

Current geopolitical situation

of organisations

7%

6%

Post-COVID economic landscape

18%

3%

5%

These findings are consistent with global surveys completed last year which indicated that supply chain pressures would continue well into 20232 and beyond. As a likely result of these pressures, nearly a fifth (18%) of organisations say that improving cash flow and reducing cost is a priority in their transformation agenda (p10 chart).

43% of organisations

claim rising costs

are the biggest issue they face

Lack of datadriven processes

Rising costs compound service delivery but

a drive for operational efficiency is positive It is clear from our survey that rising costs are one of the biggest challenges affecting the aftermarket supply chain, with 43% of

organisations claiming it is the biggest issue they face.

The increases last year were significant; shipping costs rose by 77% in August 2022 from January 20213 and this has been largely attributed to inflation, higher labour, energy, and fuel costs. Shortages of services and materials may have also contributed.

With the general cost level increasing especially for fuel, the supply chain cost and efficiency have become top priority. In the concept of cost control, we also include cost transparency and cost transfer to end customer.

The concept of “freight included” is no longer a financially viable option and system and process to transfer cost to end customer need to be developed Survey respondent

[2] Source: KPMG, December 2022: The supply chain trends shaking up 2023 [https://assets.kpmg.com/content/dam/kpmg/uk/pdf/2023/01/supply-chain-trends.pdf] [3] Deloitte, August 2022: Meeting the challenge of supply chain disruption, cited from Freightos Ltd, Freightos Baltic Index (FBX): Global Container Freight Index, accessed August 16, 2022

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Logistics 5.0: Strategy Beyond Data

What do you consider to be the priority in your transformation agenda?

30%

18%

13%

11%

5%

4%

3% 0%

Operational efficiencies

Improved cash flow, reducing cost

Speed up delivery times

Improve supply chain flexibility

8%

Mitigate risk in the supply chain

8%

Reducing carbon emissions

Driving market share Other

Enhancing customer proposition 10%

20%

With prices escalating, organisations are refocusing their strategies on efficiency, and this is indicated in our findings. Operational efficiencies are a top priority on the transformation agenda while improving cashflow/and reducing costs was found to be the second priority, indicative to the rippling impact rising prices can have on the wider business.

30%

40%

A strategy for success ““Consultants like McKinsey say organisations can only gain the necessary competitive advantage by focusing efforts on efficiency, so it’s positive to see this within our findings. It says: “More efficiency in operations means more agility—and more profitable growth—in an uncertain world.”4 “Success will therefore depend on an organisation’s ability to achieve an agile and customer-centric supply chain strategy, that not only invests in transformation, but that also embraces the need for ongoing transformation too.”

Tim Deniz, Business Development Director Europe at DANX Carousel

[4] Source: McKinsey, May 2023: Operational efficiency: A clear path to outperformance in distribution [https://www.mckinsey.com/industries/ travel-logistics-and-infrastructure/our-insights/operational-efficiency-a-clear-path-to-outperformance-in-distribution]

Logistics 5.0: Strategy Beyond Data

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Service providers face increased pressure

Looking more specifically, organisations are

AND better value

with cost effectiveness, with more than half

Service providers are also likely to be

(57%) saying that providers are helping them

facing added pressure right now, as clients

in this area. A fifth (19%) consider this kind of

as organisations look for more capability

leaning increasingly on providers to help

demand more capability and better value.

support to be the greatest value a service

And all at a time when they too are feeling

provider can offer to a company, when

the squeeze of volatile markets and soaring

transforming a supply chain.

costs.

Our research found that 47% of organisations are getting assistance from their supply chain provider, in respect of their transformation agenda, however, more than half (55%) say they either weren’t being supported by providers, or they simply ‘didn’t know’.

As the experts I would expect a service provider to be able to bring efficiencies to operations, whilst providing an enhanced visibility to our supply chain Survey respondent

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Logistics 5.0: Strategy Beyond Data

Our research did however show that processes are not being evaluated regularly, so this could account for some of the service issues reported: • 18% of organisations say that supply chain processes are not reviewed annually by logistics providers • And more than a third (35%) state they don’t know how often processes are being reviewed.

Systemic and periodic review of business processes is vital for any organisation, so a failure here could pose a risk to businesses in the long-term.

A strategy for success “An increased reliance on supply chain providers is something we’re seeing a lot more across industries; but there is a fine balance to be struck across speed, cost, and quality, with typically only two attainable at any one time (see below).

A report by Gartner5 examining supply chain cost found that: “‘Urgent budget pressure is real, but a strategic, programmatic cost optimization approach, versus supply chain cost cutting, helps to avoid risks to supply chain cost efficiency.’

“What this means is that companies will only be able to reduce risk, posed by fluctuating prices, with long-term planning and not simply by ‘trimming the fat’. Achieving true cost-effectiveness, should be both strategic and mindful of risks.”

Tim Deniz, Business Development Director Europe at DANX Carousel

QUALITY

TIME

COST

[5] Source: Gartner, May 2019: Focus on Operating Outcomes, Not Reduction Targets, to Optimize Supply Chain Cost [https://www.gartner.com/en/supply-chain/insights/supply-chain-costs]

Logistics 5.0: Strategy Beyond Data

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Chapter Two

Are short-term objectives set to jeopardise the long-term success of transformation?

14

Logistics 5.0: Strategy Beyond Data

When it comes to transformation priorities, it’s encouraging to see from our research that organisations are focusing on improving supply chain flexibility, mitigating risk, and enhancing the customer proposition. Each of these points will be essential for a complete supply chain restructure, and crucial for bringing about long-term change.

However, our research also found that these

The supply chain and producers have started to stabilize, and performance is back to meet expectation, as well as this, the customer has adopted a better understanding of constraint in the supply chain and the expectation on service levels have been adjusted. These factors combined have moved service level away from the top issue and cost has taken its place Survey respondent

priorities were secondary to areas such as driving operational efficiencies and reducing cost so, the question is, are organisations focusing their efforts in the right areas?

This chapter examines the importance

and benefit of long-term transformation

initiatives; for reducing risk and increasing value potential, comparative to a strategy focused on short-term priorities.

Market stabilisation is now an unrealistic expectation

As we all readjust to the ‘new normal’, there is a potential that some organisations may be distracted by short-term, ‘urgent’ objectives rather than longer-term initiatives. While the supply chain is becoming more stable, this status quo is likely to be short-lived.

What do you consider to be the priority in your transformation agenda?

Other Driving market share

3%

Enhancing customer proposition

5%

4%

Improved cash flow, reducing cost 18% Reducing carbon emissions 8%

Operational efficiencies

30%

Speed up delivery times 14% 11%

8%

Mitigate risk in the supply chain

Improve supply chain flexibility

Logistics 5.0: Strategy Beyond Data

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A report by ING6 predicts that supply chain

Sustainability initiatives however offer a

challenges are likely to stay; with high

huge opportunity for organisations to bring

shipping costs and input shortages being

long-term value, particularly as wider

two of the biggest issues organisations will

consumer research9 indicates that end-

need to contend with in the future. So, with

customers have already started making

the potential for market fluctuations on the

more sustainable selections in the wake of

horizon, it’s clear to see how unstable or

COVID-19. As we often see happen, these

inflexible supply chain services could pose a

consumer trends are likely to make their way

significant risk to organisations further down

over into the B2B landscape (if they haven’t

the line.

already) so organisations should take heed

Organisations could miss out on an

opportunity to add value, if long-term

transformation initiatives are not started

to the impact sustainability will have on its long-term commercials and customer value proposition.

now

Our research found that only 8% of organisations have sustainability (reducing carbon emissions) as the top priority on their transformation agenda, which is a startling fact in today’s current climate.

This statistic echoes a 2022 Ernst and Young report7 which reveals that just a third (33%) of the companies they surveyed had a business case for building a sustainable supply chain. It’s well documented however that up to 90%8 of an organisation's greenhouse gas emissions, could be attributable to the supply chain and yet our research seems to indicate limited priority in this area.

A strategy for success “Achieving emissions targets, like those outlined in the Paris Agreement, means organisations need to reduce outputs by 45% by 2030 and reach net zero by 2050.

“Sustainability needs to be on every organisation’s transformation agenda and a lack of focus in our research findings is worrying. 10Organisations need to have an active sustainability programme in place, that addresses each leg of their supply chain and be working with a service provider which can prioritise sustainability too.”

Ulrik Find, Chief Operations Officer at DANX Carousel

[6] Source: ING, July 2021: [https://think.ing.com/articles/supply-chain-problems-are-here-to-stay/] [7] Source: Ernst and Young, September 2022: How sustainable supply chains are driving business transformation [https://www.ey.com/en_uk/supply-chain/supply-chain-sustainability-2022] [8] Source: US Environmental Protection Agency, 4 February 2022: "Supply chain guidance - information for organizations interested in reducing their supply chain emissions" [https://www.ey.com/en_uk/supply-chain/supply-chain-sustainability-2022] [9] Source: Accenture May 2020: News release: COVID-19 Increasing Consumers’ Focus on “Ethical Consumption,” Accenture Survey Finds [https://newsroom.accenture.com/news/COVID-19-increasing-consumers-focus-on-ethical-consumption-accenture-survey-finds.htm] [10] Source: United Nations, Accessed July 2023: [https://www.un.org/en/climatechange/net-zero-coalition#:~:text= To%20keep%20global%20warming%20to,reach%20net%20zero%20by%202050]

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Logistics 5.0: Strategy Beyond Data

What will a successful supply chain transformation look like to you?

It will help us meet customer demand and ensure customer satisfaction levels Survey respondent

However, there are limited indications in our report as to whether current transformation agendas are really focused on the endcustomer at all, as enhancing the customer proposition was only considered a top priority by 3% of respondents. As a result, intention and action may be in contrast here.

Are supply chain providers helping organisations to transform?

Organisations agree transformation is the key to meeting the growing demand of

A quarter of organisations we asked say that improving supply chain flexibility is one of the most important ways a service provider can

end-customers

support an organisation to transform, the

The majority (91%) of organisations we

top answer was operational efficiencies. And

surveyed agree that transformation will be

when we asked: ‘what outcomes would you

central to meeting growing demand from

expect from partnering with the right logistics

customers; a finding which lays a promising

partner?’ the most popular answer selected

foundation for the future.

was improved resilience and agility.

What is the greatest value a logistics provider for time-critical services can offer to support a company in its transformation agenda?

Enhance market share Reducing carbon emissions

6%

3% Operational efficiencies

10%

Risk and delay mitigation

36%

19% Cost saving Improve supply chain flexibility/ability to adapt, e.g., JIT versus JIS strategies

26%

What outcomes do you expect from partnering with the right logistics provider?

(Rank in order of importance, 1 = most important, 6 = least important) 1

2

3

Improved resilience and agility Greater network efficiencies Improved demand-driven supply management

Logistics 5.0: Strategy Beyond Data

4 5 6

Greater control and visibility Support with ESG initiatives Improved data analysis and improved KPIs

17

While this is reassuring to see – given what organisations are going to need to navigate in the years ahead - we’ve already seen in Chapter [1] that logistics providers right now are not necessarily focused on these areas, and only half are supporting organisations with their transformation strategies.

For the most part, it appears that the primary goal for providers is on improving cost effectiveness, however, this focus may offer only limited help to an organisations’ wider transformation agenda.

A strategy for success “While there may appear to be a balancing act between cost and service right now, organisations should remember that this is balance and not a ‘trade-off’. A failure of many in the past is to focus on the ‘lower hanging fruit’ however, if history has taught us anything, it’s that agility and resilience is paramount. To achieve it fully, will take time.

“My advice to organisations is to break long-term objectives down into short-term ‘wins’ and not focus simply on cost. Going ‘cheap’ now is likely to cause more losses in the long term.”

Tim Deniz, Business Development Director – Europe at DANX Carousel

We are in the process to change the ERP system on a group level to increase capability, transparency, and efficiency.

This is a resource consuming initiative, but necessary for the future profitability for the company as a whole and will allow us to compete on the market for the years to come Survey respondent

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Logistics 5.0: Strategy Beyond Data

Chapter Three

Disruption and disorder – the catalyst for change?

Logistics 5.0: Strategy Beyond Data

19

Recent events such as COVID-19, Brexit and Russia - Ukraine war have all played their part in shaping the significant industry changes we’re seeing today; however, they are not the only reason. Acting as a catalyst for change, these events have only accelerated the transformative actions that were already on the agenda.

Logistics has, at times, struggled to keep

A ‘shake-up’ of the supply chain was

up with the pace of other industries amid a

needed, and, in some part, was happening

new, on-demand economy; caused largely

and yet it’s taken recent events to escalate

by step-changes in customer expectation,

the priority of the transformation agenda.

and the rise of ecommerce. Just 2% of

Now, more than ever, organisations need

companies, questioned by an Ernst and

to focus on building resilience, agility, and

Young11 report, said they were prepared for

consistency, right across their supply chain.

the pandemic, while our white paper series has continued to highlight significant gaps in organisations’ ability to meet rising customer expectations since 2016.

After years of disruption, this chapter shows how recent events may shape and define the future of the supply chain.

[11] Source: Ernst and Young, January 2023: How COVID-19 impacted supply chains and what comes next [https://www.ey.com/en_gl/supply-chain/how-covid-19-impacted-supply-chains-and-what-comes-next]

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Logistics 5.0: Strategy Beyond Data

When thinking about your supply chain, which of the following statements are true?

59%

39%

37%

21%

We are struggling to get the right product/ part to the right place at the right time

Our technology is not currently fulfilling the current needs of our supply chain

16%

None of the above

15%

We are struggling to find the talent as the company continues to grow/optimise

10%

59% Shortages have been difficult to manage

for more than half of organisations

We have limited or insufficient visibility across our supply chain

Siloed operations are disrupting operations, we lack cross-functionality

17%

0%

Supply chain shortages have been difficult to manage

20%

30%

40%

50%

60%

70%

80%

90%

100%

External disruption has revealed significant

A third (37%) of organisations in our survey

A report by FTI consulting states that events

right part to the right place at the right time,

like COVID-19 have shown the true “fragility

while more than half (59%) of organisations

of global supply chains” and our report is

say that shortages have been difficult to

testament to this statement.

manage.

weaknesses within supply chains

12

say they are still struggling to just get the

But that is only half of the story.

Our findings also indicate some major

Challenges in the supply of units has meant that we have not always been able to meet the high levels of demand from customers

internal factors which may have exacerbated the lasting impact of the pandemic.

Survey respondent

[12] Source: FTI Consulting: Supply Chain Disruption – the Risk to Global Economic Recovery [https://www.fticonsulting.com/insights/articles/supply-chain-disruption-risk-global-economic-recovery]

Logistics 5.0: Strategy Beyond Data

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39% of organisations

in our survey say

limited or insufficient visibility across the supply chain is an issue they face

A third (39%) of organisations say limited or insufficient visibility across the supply chain is an issue they face, while a fifth (21%) of organisations say that technology (i.e., platform offering) is not fulfilling the current needs of the supply chain.

These findings are not new, however. Key findings from our 2020 report showed how poor technology (systems) and a lack of visibility had the potential to heavily impact customer expectations. Our latest report is indicative to this trend, and these are just two areas which will have undoubtedly heightened recent challenges for many organisations.

60% of organisations agree that poor

technology is losing them market share

44% say such issues are preventing them from remaining competitive

Organisations looking to transform, are struggling to find the time to plan

When asked what factors are currently restricting a company’s supply chain technology performance, the most popular answer selected in our survey was a lack of resource/time required to make changes to current processes. Interestingly, this was named as the top answer in our 2020 report too.

A strategy for success “Improved visibility – particularly at the last mile – allows organisations to better control their service and facilitate easier sharing of information to customers.

Without it, processes can become slow, and the risk of delay is greater.

“In Gartner’s 2022 report13 it states that ‘Technology remains a strategic imperative for supply chain organizations.’ with 61% of its respondents saying that technology is a source of competitive advantage.14 ““The way logistics companies manage, store and deliver data throughout their own tech stack and across partner companies, is key to gaining better visibility. By combining a well-designed order-to-cash data model with a bestof-breed Last Mile or Line Haul/Middle Mile Solution, customers will start capturing the visibility they truly need – supporting them with faster decision making and happier end-customers.”

Thomas Wad Jelle Chief Transformation & Information Officer at DANX Carousel

This is a startling situation, particularly considering that the majority (87%) of organisations say that poor logistics technologies are directly or indirectly causing lower customer satisfaction rates.

More than half (60%) also agree that poor technology is losing them market share, while 44% say such issues are preventing them from remaining competitive.

[13] Source: Gartner, April 2022: Gartner Predicts The Future Of Supply Chain Technology [https://www.gartner.com/smarterwithgartner/gartner-predicts-the-future-of-supply-chain-technology] [14] Source: Gartner, April 2022: Gartner Predicts The Future Of Supply Chain Technology [https://www.gartner.com/smarterwithgartner/gartner-predicts-the-future-of-supply-chain-technology]

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Logistics 5.0: Strategy Beyond Data

Chapter Four

Big Tech offers big returns to those who act now

Logistics 5.0: Strategy Beyond Data

23

Limited technology, and in turn, a lack of actionable data could well have been the cause of many industry issues reported during the pandemic, such as lost shipments, shipping delays, and poor visibility. As such, it’s fair to assume that many of these challenges may have been eased, or at least better managed, by enhanced technology solutions.

Our research reveals that technological improvements are a key part of many organisations’ transformation strategies.

This is hugely positive because technology improvements will bring enhanced agility, offering huge opportunities for organisations to grow, even amongst ongoing disruption.

This chapter examines what role technology has played and will continue to play in

building supply chain resilience and the opportunities that investment in such

infrastructure will offer to organisations who act now.

A fifth (21%) say technology is not currently fulfilling the needs of their supply chain As this headline statistic reveals,

underperforming technology is still having a big impact within the industry, with more than a fifth reporting failings.

Performance restraints In order of importance (greatest impact), which of the following factors are currently restraining your technology / digitisation performance?

1 2

Lack of resource/time required to make changes to current processes Traditional or legacy/old systems that lack flexibility and /or are difficult to integrate

3 4 5 6 7 8

Adversity to risk within the business for required changes Lack of available investment for new technology

Sub-optimal support from logistics partner Lack of in-house skills/knowledge or experience to make changes

We can’t effectively manage all our data

Appetite to change old legacy systems hinders changes to the way we manage our supply chain and customer experience, coupled with limited experience and knowledge of these systems make it difficult to make change and maintain

Brexit/fear of future unknowns, making it hard to plan

(1 = greatest impact)

Survey respondent

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Logistics 5.0: Strategy Beyond Data

When asked which of the following factors

that this might be why investment in new

are currently restraining technology/

technologies has been halted, however

digitisation performance, our survey found

with events such as the pandemic having

that traditional or legacy/old systems that

passed, the time is now for organisations

lack flexibility and/or are difficult to integrate

to take stock and act; and they must do it

are to blame for a failure in the performance

quickly before the impact becomes long-

of some organisations. A lack of resource/

lasting.

time required to make changes to current

Poor technology continues to erode

processes was named at the top and the

customer experience

fourth most popular answer was a lack of investment for new technology.

Expectation for technology-first services is at all-time high and this level of expectation

Though these findings echo trends that

is largely being driven by the end-customer.

we’ve seen previously, they are also likely to

So, it’s perhaps not surprising to see lower

be a consequence of years of uncertainty,

customer satisfaction rates in our survey,

which has put both strategic investment and

because of poor technology performance as

innovation on the back burner. With freight

the two are so inextricably linked.

costs spiralling, it is also fair to surmise

If your logistics technology underachieves, what is the resulting commercial impact on your business?

87%

60%

47%

44%

27%

11%

7% 0%

Lower customer satisfaction

Losing market share

Reduced customer retention rates

Inability to be competitive

Increasing rates of SLA penalties

I don’t know

Other 10%

20%

30%

Logistics 5.0: Strategy Beyond Data

40%

50%

60%

70%

80%

90%

100%

25

In our last white paper, we found that

What this means is, there is a huge

more than half (52%) of organisations

opportunity on offer if organisations can

agreed that ‘underachieving technologies

remove poor infrastructures and create a

were directly impacting on customer

culture that facilitates agile transformation.

satisfaction rates.’ Fast forward to 2023

Speed is however of the essence. Even a loss

and unfortunately, we can see things are

of market share can be felt by the customer

much the same, but the gap is now wider:

as it has the potential to reduce bargaining

• The majority (87%) of organisations,

power and diminish, and or significantly

say that poor technology is having

damage, its brand image, while also stifling

a commercial impact by lowering

opportunities for innovation and service

customer satisfaction rates

enhancements.

• And nearly half (44%) say that the resulting impact of poor technology is that they cannot remain competitive, while more than half (60%) say they are losing market share (see supporting data chart).

Working with the processes and systems mainly designed 10-20 years ago becomes more and more difficult. Brexit, COVID-19, and other factors impacting the economy makes it difficult to manage the costs and investments that would lead to processes improvement Survey respondent

A strategy for success “While these findings reveal a real risk for organisations in the future, there is still an opportunity to be seized here, as this report by McKinsey15 outlines: “On average, companies that aggressively digitize their supply chains can expect to boost annual growth of earnings before interest and taxes by 3.2 percent” “To get closer to realising gains from digitization, companies need to offer better technology provisions. This can be achieved by understanding the customer needs and requirements at every point along the supply chain – not just at the delivery stage. There are multiple technologies that can support, but they need to be implemented and utilized properly to lay the foundation for a seamless service towards the endcustomer.”

Thomas Wad Jelle Chief Technology & Information Officer at DANX Carousel

[15] Source: McKinsey, November 2017 - Digital transformation: Raising supply-chain performance to new levels [https://www.mckinsey.com/capabilities/operations/ our-insights/digital-transformation-raising-supply-chain-performance-to-new-levels]

26

Logistics 5.0: Strategy Beyond Data

82% of organisations

consider increasing visibility and

transparency

as ‘important’

Visibility and transparency are a top priority by many organisations

A strategy for success

increasing visibility and transparency as

“It’s clear organisations are acknowledging the crucial role of visibility and transparency in their networks, which is an encouraging sign.

82% of organisations in our survey consider ‘important’, mirroring findings in our last report where ‘more visibility’ was named as the ‘biggest benefit that a single system would bring to an organisation’s supply chain.’

This focus is a positive sign for the future, as it holds the key for creating highly resilient supply chain networks.

This is because when centralised data analysis is not possible, it becomes difficult to escalate and resolve delays quickly. Furthermore, if an organisation cannot examine data and determine risks strategically, they are not able to make informed decisions – or they cannot make them quickly enough – causing supply chain management to become protracted.

Big Data and AI are top of the

transformation agenda, but many

organisations aren’t ready to implement With so much focus on supply chain

“As this Accenture report16 outlines, ‘companies with greater supply chain visibility tend to be more resilient, so a focus in this area is crucial’, however it also says ‘perfect visibility’ isn’t always essential.

“When deciding on new technology to support your business it is important, from

a technology perspective, not to be overly excited by the new and shiny toys out there. Instead, focus on the business risks and customer requirements to understand what needs to be solved and how technology can be part of that solution.

There is no silver bullet for bringing your data perfectly together across companies and supply chain, and today’s minimum customer requirements are intuitive tracking of suppliers / shipments and more automation of updates.”

Thomas Wad Jelle Chief Technology & Information Officer at DANX Carousel

transformation, it’s only natural that we should see a big shift in the emphasis organisations are putting on new and emerging technologies.

[16] Source: Accenture April 2022: The benefits of supply chain visibility [https://www.accenture.com/gb-en/insights/consulting/visibility-delivers-supply-chain-resilience]

Logistics 5.0: Strategy Beyond Data

27

Transformation Initiatives & Timescales Is supply chain transformation

If yes, at what stage is your

on your agenda?

organisation’s transformation?

No 14%

Yes, in 2025

30%

3%

Yes, optimising projects are underway

Other/haven’t started Lessons learnt/ best practices Delivery

11%

2%

Planning

5%

36%

12%

Yes, in 2024

40%

41%

Yes, in 2023

6%

Implementation

Sourcing

If yes, do you have plans to implement any of the following initiatives?

52%

46%

41%

36%

13% 0%

10%

Invest in AI and automation

Invest in Big Data and predictive analytics

Sustainability/ ESG initiatives

Invest in recruiting the right culture fit and talent

Other 20%

30%

40%

50%

60%

70%

Our research reveals that Big Data and

Encouragingly, two fifths (40%) say they

predictive analytics, along with AI and

are at the implementation stage of their

automation are some of the most popular

transformation strategy, however only 5% are

initiatives in respective of the transformation

at the delivery stage and more than a third

agenda. This is a strong indicator to the vast

(36%) are still at the ‘planning’ stage.

leap organisations are making – or plan to make – to take their supply chains to the next level.

28

Logistics 5.0: Strategy Beyond Data

And yet, whilst supply chain transformation is on the agenda for most organisations (87%) only a third (30%) have undertaken optimising projects and one in ten (12%) won’t start any until next year (2024).

The earlier cited 2023 Ernst and Young report17 indicated that a ‘journey to digitization had begun in earnest’ however our research could indicate uptake is slower than previously predicted.

A strategy for success “It is encouraging to see from the research a strong focus on innovative technologies as competition intensifies.

Today, companies have a wide range of technological opportunities to leverage, from very mature cloud-based infrastructure solutions, well-proven live tracking systems, predictive analytics tools, to easily build mobile applications fit for purpose. But the emergence of new technology also brings with it vast complexity that needs to be fully understood before implementing anything new – It seems that this message sometimes gets lost in the sales pitch by providers of these new solutions.

Transforming the biggest part of a companies’ IT landscape is also not a 4-6 month endeavour, but more like a 3-5 year transformational marathon with ongoing major battles bringing incremental improvements to the customer journey.

If companies understand that they need to get the basic right before e.g., spending all their resources on a Generative AI adventure, then we might see companies successfully implementing better technology solutions. In this bright future of technology, you may not forget your past.”

Thomas Wad Jelle Chief Technology & Information Officer at DANX Carousel

[17] Source: Ernst and Young, January 2023: How COVID-19 impacted supply chains and what comes next [https://www.ey.com/en_gl/supply-chain/how-covid-19-impacted-supply-chains-and-what-comes-next]

Logistics 5.0: Strategy Beyond Data

29

Chapter Five

Navigating challenges beyond the technology

30

Logistics 5.0: Strategy Beyond Data

As we’ve seen from the previous chapters, transformation is not just about keeping up, it’s about getting ahead and protecting your market advantage. As we move into 2024, and beyond, it will be crucial for organisations to not just keep their head above water, but also give themselves room to manoeuvre.

This chapter looks to explore how talent, or

Technology is only half the battle and

lack of, has impacted organisations during

investing the time and resource required to restructure key parts of the supply chain – and the wider organisation – will also be

these years of uncertainty and what can be

done to combat this challenge in the future.

crucial.

When thinking about your supply chain, which of the following statements are true?

59%

39%

37%

21%

17%

0%

We have limited or insufficient visibility across our supply chain

We are struggling to get the right product/ part to the right place at the right time

Our technology is not currently fulfilling the current needs of our supply chain

Siloed operations are disrupting operations, we lack cross-functionality

16%

None of the above

15%

We are struggling to find the talent as the company continues to grow/optimise

10%

Supply chain shortages have been difficult to manage

20%

30%

Logistics 5.0: Strategy Beyond Data

40%

50%

60%

70%

80%

90%

100%

31

Talent retention and recruitment will be

Getting the right talent takes considerable

In a survey18 by PwC in 2022 of more than

is recruiting or developing staff. What’s clear,

52,000 workers, it found that one in five

is that organisations who do not solve their

respondents are likely to change employers

skills gap quickly, threaten to devalue their

in the next 12 months.

brand and damage valuable customer

more important than ever

15%

of organisations we surveyed say that

finding talent is a big challenge

relationships.

Like so many other industries across the globe, the supply chain is another that has fallen foul to the ‘Great Resignation’. The impact can be seen in our research, which found that 15% of organisations are finding talent a challenge, which could point to challenges surrounding the recruitment and retention of talent.

However, most notable is the statistic that 21% of organisations have suffered some form of supply chain disruption as a direct result of a loss / lack of talent. This is a new trend that’s becoming more prevalent and the impact of this will not only be on the end-customer, but it will also affect processes within the organisation itself, as this respondent shows:

We have spent a lot of time and effort recruiting for both manual and professional positions over the last 12 months. After interviewing many candidates that are lacking in knowledge and/or industry experience we have had to rewrite the job profiles and invest in additional training methods Survey respondent

32

time, and that’s the case if an organisation

A strategy for success “Our research echoes a 2021 Russell Reynolds Associates’ Global Report19 which found that ‘59% of global executives identify low availability of talent with the right skills as a threat to their business’.

“For the supply chain, we know investment in new technologies is crucial, but this can only be implemented and supported if the right talent is available. As this report

by McKinsey identifies: “new technology solutions could be transformative — but only if executives properly prepare their organisations”20.

“Recruiting, developing, and retaining individuals with the right skills and experience will therefore be vital as we move forward. Furthermore, organisations need to cultivate a culture which prioritises caring and collaboration to not only attract fresh new talent, but also facilitate a less siloed approach to innovation.

Malene Vig Hjarnaa Chief HR Officer at DANX Carousel

[18] Source: PWC May 2022, [https://www.prnewswire.co.uk/newsreleases/survey-of-over-52-000-workers-indicatesthe-great-resignation-is-set-to-continue-as-pressure-onpay-mounts-819071330.html] [19] Source: Russell Reynolds Associates, 2021 [https:// www.sdcexec.com/professional-development/hiring/ article/21710443/russell-reynolds-associates-the-future-ofsupply-chain-talent] [20] Source: McKinsey, April 2021: Succeeding in the AI supplychain revolution [https://www.mckinsey.com/industries/ metals-and-mining/our-insights/succeeding-in-the-aisupply-chain-revolution]

Logistics 5.0: Strategy Beyond Data

Change is on the horizon

The good news is that 36% of organisations have plans to invest in recruiting the right culture and talent as part of their transformation agenda. This is crucial, particularly when organisations look to hire new, younger talent who are more invested in fast-paced collaborative cultures and flexible working.

We also found that 37% of providers are offering additional expertise and consultancy to organisations which may indicate positive ways in which organisations are managing their lack of in-house talent in the short-term.

A strategy for success “The supply chain may not always have been a natural choice for younger generations however, the industry is now heavily digitized, and much more attractive to a younger generation.

Technology within the industry is also evolving daily, and this offers a huge opportunity for new talent to thrive and develop too.

“What’s imperative is to align the organisation’s wider recruitment strategy to the needs of supply chain leaders, in order to secure the talent pipeline for the future. A failure to secure this alignment will potentially derail any future transformation strategies” Malene Vig Hjarnaa Chief HR Officer at DANX Carousel

We are struggling to find talent on all levels in the company.

There is not a single position where have open or had open where finding a qualified motivated candidate have been an issue. Recruitment strategy have been adjusted to fins talent in groups that normally don’t consider our business segment (sic) Survey respondent

Logistics 5.0: Strategy Beyond Data

33

Chapter Six

“The next phase, need not be a daunting scenario. In fact, there are many opportunities to be seized…”

Ulrik Find, Chief Operations Officer at DANX Carousel, reflects on the new research and outlines his priorities for organisations looking to undertake effective, and long-lasting supply chain transformation

34

Logistics 5.0: Strategy Beyond Data

What’s clear from this year’s DANX Carousel report, is the vast impact years of uncertainty has brought to the supply chain industry. These challenges must be factored into a new way of thinking yet change takes time.

As we move into the next phase, it need not be a daunting scenario. In fact, there are

i) Adapt your organisation to change

Embracing the ‘new way’ will be key to

many opportunities emerging, and those

winning in the ‘new tomorrow’. And this starts

that seize them, will be well-placed to excel

by first preparing an organisation to change

in their respective marketplaces, with more

– this is what I like to call ‘pre-resilience’.

reliability and stability than ever before.

This shift will be a huge step away from what most supply chain leaders are used to. It

What’s clear to me, is that the only organisations that will be able to secure the biggest opportunities will be those that can truly adapt both their operations and culture toward a new, collaborative mentality Ulrik Find, Chief Operations Officer at DANX Carousel

So, what can organisations do to seize the opportunities, years of uncertainty have presented us with?

will mean working hard to develop wholly customer-centric solutions and take a holistic approach to distribution design. It’s a big change, and it’s one that manufacturers will not be able to achieve on their own.

Instead, they will need to seek out the support of specialist logistics providers and other subject matter experts they trust, who can guide them on a new path.

But first, there must be a mindset shift. This is because a drive for best practice will require cross-industry cooperation and shared knowledge, which will become more and more important in the coming years.

There is so much material out there right

There are also some practical considerations

now advising companies on ‘what to do

too. Organisations will need to think carefully

next’ and this has made the subject of

about every aspect of their business, and

transformation overwhelming and confusing

this may mean enhancing relationships with

for some. But as we look ahead to 2024 and

providers, recruiting new talent, and even

beyond, here are the three areas I believe

all organisations should be focusing their attention on:

amending tender processes. Organisations will need to select providers who will do more than just provide, but also partner with them.

Data is also a huge part of this shift too, and we need more data than ever right now.

Logistics 5.0: Strategy Beyond Data

35

Data driven decisions reduce risk and provide the confidence for change to happen, however, many organisations are still too insular with their data management.

If data is the key, then it’s increasingly important that organisations share this data.

Appointing a provider and only sharing data which relates to the inbound and outbound distribution for instance, will not allow it to harness all the opportunities on offer.

Instead, organisations should share things like order pattern data, returns information plus the wider business strategy. This allows logistics providers to gain a comprehensive understanding of the operations, identify areas for improvement and offer tailored, measurable solutions that align with an organisation’s goals.

Five steps to success – how to secure your biggest opportunities for growth

1

When it comes to distribution design, move away from a siloed approach and start looking for expert partners who have the right experience you can lean on.

2

Adjust tender processes to encourage collaborative partnerships and avoid contract negotiations focused purely on cost.

3

Invest in technology to improve visibility, right across your business, and beyond just the inbound and outbound stage.

4

Be more transparent with your data, share as much as you can with partners, for a truly collaborative approach.

5

Build relationships with providers and likeminded organisations you trust, to ensure best practice and navigate challenges together.

36

Logistics 5.0: Strategy Beyond Data

2. Build supply chain resilience

Once a clear and real-time view across the

True resilience is all about being proactive

supply chain is obtained, organisations will

and not reactive; to give organisations

not only have the capability to make rapid

greater control of the situation, even when

decisions, but they will also remove the risk

the inevitable happens.

posed by analysing data from disparate sources. This fits neatly into contingency

Control however is not something that many

planning and risk management – another

organisations have had during the last few

important building block for organisational

years. These years have been unsettling –

resilience – and one that cannot happen

with reactivity overtaking proactivity. We’ve

without the right data. Organisations should

seen from our data that rising costs and

therefore work hard to prepare these as

operational problems remain at the forefront

soon as they can, and they also need to

of leaders’ minds, and yet, now is not the

remember that these require regular review

time for ad-hoc ‘firefighting’. As McKinsey

too.

puts it: “there will be an “underlying source of supply chain disruptions, which will evolve

Managing all the transformation objectives

over time” so organisations need to be

will be a challenge, however organisations

prepared for what’s up ahead. And this

must not overlook the time that needs to be

starts by building a firm foundation and

spent on the longer-term changes required

diversifying the supply chain.

for building resilience. This means bringing a

21

‘new business mentality’ to an organisation, Primarily, a diverse supply chain will help

creating an environment which breaks

organisations mitigate any over-reliance on

down the barriers between the corporate

a single supplier relationship. By developing

world and operations, and ultimately fosters

a strong partnership with a lead logistics

innovation. Siloed working needs to be

provider (LLP) – with a diverse range of

eradicated and this means adopting a whole

service operations – organisations will

new mindset that values collaboration,

achieve even more flexibility as the LLP will

agility, and continuous improvement.

cultivate relationships with multiple suppliers to ensure continuity during any supply

In practice, it might sound straightforward,

disruptions.

however, the organisational changes that need to happen will require time and focus –

Organisations can then enhance this

and this is not just reserved for supply chain

resiliency through technology. This includes

leaders either. Senior managers right across

implementing new systems and automation

a business should be resolute in inspiring this

processes to provide instant insight on things

type of culture too.

such as inventory levels, customer demand, all the way down to production capabilities.

Additionally, organisations will have to work

Visibility will be key.

hard to avoid falling into two of the biggest pitfalls associated with change.

[21] Mckinsey, May 2022 – Supply Chains: To build resilience, manage proactively [https://www.mckinsey.com/capabilities/operations/our-insights/supply-chains-to-build-resilience-manage-proactively]

Logistics 5.0: Strategy Beyond Data

37

The first – dramatic cost cutting – is a common knee-jerk reaction, however the benefits of fast reductions are often short

3. Reduce your carbon footprint

The final area of focus is sustainability; or rather, reducing your carbon footprint.

lived because they are unsustainable. The second, is having too much reliance on

The little priority given to sustainability within

technology - technology is the enabler not

our study is worrying and this may indicate

the solution. Exampled by the organisations

that sustainability is still being considered

who had the right technology during the

‘separate’ to the wider transformation

pandemic however they lacked the nimble,

agenda.

‘fleet of foot’ mentality embodied by so many start-ups who thrived.

Reducing an organisation’s carbon footprint however is a mandatory objective for the

If organisations can fully realise this

supply chain industry. The Paris Agreement

mentality, and avoid these two common

and the proposed European Supply Chain

‘traps’, then true resilience will be well within

Act, which requires EU companies to audit

their grasp.

their suppliers within their global supply chain, are just two examples of the clear urgency to act. Consumers and stakeholders

Five steps to success – how to build resilience within your network

1

Build a firm foundation, by ensuring you have diversity in your supply chain.

2

Invest in technology and automation to improve visibility and enable faster decision making.

3 4

Complete strong risk assessments and contingency planning.

are increasingly prioritising sustainability, so dismissing it now is likely to cause a significant loss of market share in the long run. Furthermore, overlooking sustainability may also lead to missed opportunities.

While there isn’t a ‘best practice’ way of reducing carbon emissions in any industry just yet, we believe that building a successful and effective sustainability strategy starts with measurement and a close analysis of operations. This is something that we have already done ourselves.

Instil a mindset within the organisation that fosters collaboration, promotes innovation, and embraces change.

5

Work to continuously improve both service and strategy, and consistently advocate a culture of excellence within the organisation.

38

Logistics 5.0: Strategy Beyond Data

By analysing our own data, we were able to

Sharing and optimising loads is just one

identify priority areas to address our carbon

example of this in practice.

emissions impact and the ‘quick wins’ we can achieve easily. We were also able to

Collaboration requires organisations to ‘drop

create actionable policies and planning to

the barrier’ which in the past, many have

facilitate the best solutions towards carbon

been reticent to do. However, with so much

neutrality too.

change, what is abundantly clear is that the time for ‘out of the box’ thinking is now. And

This is a process that any organisation could

for those who can truly change their mindset,

follow, however, number crunching is just the

there is a world of possibilities waiting for

first step.

them.

Investment in technology is also vitally important. AI and algorithm technologies for instance offer huge potential to organisations for optimising routes and managing inventory more efficiently. At the output stage, electric vehicles and drones are a natural choice for investment, offering an obvious alternative to gas-guzzling trucks and vans.

But things need to go much further than that.

Collaboration will be key.

As a lead logistics provider to many OEMs, we have worked hard over the years to facilitate shared knowledge and best practice within the industries in which we operate. In doing so, we know collaboration offers up much more opportunity and innovation than tackling these challenges alone.

Five steps to success – how to reduce your carbon footprint

1

Ensure you have the right data retrieval points in place and analyse data to identify the biggest carbon contributors and the easy ‘wins’ you can achieve quickly.

2 3

Set achievable goals and complete regular reviews to assess progress.

Align goals and objectives with the wider business to guarantee technology investment and ringfence required talent/resource.

4

Invest in technology which will support carbon reduction e.g., electric vehicles, algorithm, and AI route planning technology.

5

Collaborate with industry peers and subject matter experts to position yourself at the forefront of your industry and identify shared opportunities.

Logistics 5.0: Strategy Beyond Data

39

Building for a much brighter future

The dawn of Logistics 5.0 has very much arrived. It's the today; it’s the now and it marks a new phase in the supply chain industry; one that is heading toward an increasingly digital world, but this time with the incorporation of sustainability and other learnt lessons from the past22.

The last few years have been tough on all industries however the future offers a whole host of exciting possibilities, particularly for manufacturers. By embracing new technologies and approaches, providers and organisations alike can create a more agile, efficient, and resilient logistics ecosystem.

Now is the time to act, and transform the way we think about logistics, to shape a much brighter future together.

How DANX Carousel can help As a leader in time-critical logistics, DANX Carousel is well versed in supporting organisations at critical stages of their supply chain journey; designing solutions to drive efficiencies and reduce risk in line with wider business objectives. This makes us well placed to support organisations with their transformation agendas.

We offer our own technology platform solutions, which makes the management of data seamless to

collect, manage and analyse. We even handle the integration, onboarding, and training to make our clients’ lives as easy as possible.

What’s more, our value-added service contracts include real time reporting, regular service reviews and flexible last mile options as standard, making it even easier to meet and exceed your customers’ expectation, and supporting your overarching transformation strategy.

Want to know more? Talk to our experts by emailing: info@danxcarousel.com

[22] Source: Forbes, March 2022: Logistics 5.0: The Final Piece in The Supply Chain Optimization Puzzle? [https://www.forbes.com/sites/naveenjoshi/2022/03/26/logistics-50-the-final-piece-in-the-supply-chain-optimization-puzzle/?sh=75697e38833c]

40

Logistics 5.0: Strategy Beyond Data

About About DANX Carousel DANX Carousel Group is a leading

Our dedicated team of 850

logistics specialist focused on

professionals operate in 35

time-critical solutions that aim to

countries, delivering a range of

redefine industry standards. With

comprehensive logistics solutions

our commitment to ownership,

to ensure our clients receive

learning, and care, we have

exceptional service, as standard.

established ourselves as a trusted partner to more than 500 active

For more information email

customers, from a range of

info@danxcarousel.com.

industries, right across mainland and Northern Europe.

About Analytiqa Analytiqa is a market analysis

Analytiqa delivers high quality,

company providing reports,

commercially relevant research

bespoke research, and strategic

to assist clients to grow and profit

advisory for multinational clients

in challenging and competitive

across all sectors and industry

markets.

verticals globally.

For more information, visit: analytiqa.com or call +44(0)1707 37 22 11.

Logistics 5.0: Strategy Beyond Data

41

Notes

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Logistics 5.0: Strategy Beyond Data

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