DIGITALIZATION AND INTEGRATION OF SDGs

SUSTAINABLE SERVICE OPERATIONS & SCM

Discussant
Professor Emeritus Dr. D. K. Banwet, FIE
B.E.(Mech Engg), M.E.(Indl Engg), PhD (Indl Engg/OM), FIE

FOUNDING VICE CHANCELLOR UEM KOLKATA

Emeritus Professor , Professor ( HAG) DMS IIT Delhi
EMINENT ENGINEER AWARDEE ( IEI) , PMI DISTINGUISHED SCHOLAR AWARDEE
FELLOW IEI, FELLOW IIMM, FELLOW ISTD
Operations , Production , TQM. Supply Chain & Project , Entrepreneurship & Technology Management
Ex
Head, DMS & Co-ordinator ASRP & Entrepreneurship Program Dalmia Chair Professor & Group Chair ( Operations & SCM )
INDIAN INSTITUTE OF TECHNOLOGY, DELHI

Email: [email protected]
AGENDA for Discussion
 Need to work in a DYNAMIC DUAL VUCA / SMACK ENVIRONMENT
VUCA Environment: Volatile V , Uncertain U , Complex C, Ambiguos Environment.
SMACK (Social media , Mobile , Analytics, Cloud & Knowledge)
In fact VUCA and SMACK need to be suitably enmeshed. Schemes galore with poor implementation plans
that clearly indicate the urgent need for the adoption for an Integrated Holistic Systems Perspective and
Approach .
There is a dire need for a paradigm shift to have innovative programmes on Systems Thinking , Engineering
and Management.

• Disruptions are a way of life. It is often said Disrupt or be Disrupted.

• Huge disruptions exist in almost every sphere of Life and Activity.

 We are all too familiar with the recent select disruptions of Demonetisation, Digitisation, GST, Make in
India , Transportation Odd Even, Supreme Court strictures NCR Diwali celebrations sans crackers, Idol
immersions etc. & the dreadful Black Swan Covid 19 Pandemic

 Some defining disruptive technologies and innovations :

Mobile Internet; Artificial Intelligence;Advanced Robotics;Autonomous Vehicles; Internet of Things
3D Printing;Energy Storage;Renewable Energy , Digitisation ….etc.

 Disruption dynamics for sustainable inclusive development : Need for entrepreneurial vibrant visionary
leadership

I do not think about the future, all too often it is already here” : Albert Einstein
• Disruption Dynamics need innovative responses in various
Sectors whether it be Education, Transportation, Energy, Legal,
Communication, ICT, SCM, Construction, Health, Functional /
Sectoral Management etc.
• In fact Sustainability and Inclusivity are now the Driving Force for
many Disruptive Technologies.
• Though seemingly in conflict to each other, both disruption and
sustainability needs to reinforce each other holistically to
envisage and achieve the future.
• This fourth revolution with exponential
expansion is powered by the emergence of the
INTERNET and DIGITALIZATION .
• The extent and depth of these changes have
the potential of severely disrupting the entire
political, social and economic world order.
The future as can be already seen
is that of Digitization, Digitialization
leading to Digital Transformation.
Digitization to Digitalization to Digital Transformation
 What Is Digitization?
• Digitization is the process of transforming non-digital analog information from a physical format to a digital
version that enable computer systems to automate operations or workflows.
• The goal of digitization is to make information more easily accessible, storable, maintained, and shared.
• Organizations can increase their business operations efficiency and automate their day-to-day activities through
digitalization.

Digitization Examples
• The conversion of handwritten or typewritten text into digital form.

• The conversion of music from an LP or video from a VHS tape.

• Conversion of analog VHS tapes to digital data-containing CDs, DVDs, or Blu-Ray discs.

• One of the most important digitization examples is using a digital signature instead of a
wet signature.

• The conversion of paper maps to digital scanned ones including automatic data capture.

Efficiency, dependability, predictability, and operational excellence are all important advantages of
digitization.
What are the Pros of Digitization vs. Digitalization?

Digitization Digitalization

Utilizing technology to
Definition Transforming analog data t enhance corporate
o digital processes
is known as digitalization

Related to Information Business Processes

1- Video conference call

1- Scanning a paper instead of physical meet up
document 2- Automating work
2- Convert music to mp3 certificate processes in
Examples 3- Convert wet signature to businesses
electronic 3- Ability to use ATM to
4- Converting a paper map deposit cheques
into digital 4- Audio conferencing,
chat, messaging
 What is Digitalization?
• “Digitalization is
the use of digital technologies to change a business model and provide new revenue and
value-producing opportunities; it is the process of moving to a digital business.”- Gartner
• “Digitalization: when data from throughout the organization and its assets is processed through advanced
digital technologies, which leads to fundamental changes in business processes that can result in new business
models and social change.”- SAP
• Digitalize incorporates the process of adapting old business models to new technologies and embraces digital
technology’s potential to collect data, identify patterns, and make smarter business decisions.

Digitalization examples
• Some examples of digitalization include the ability to digitally stream movies on platforms such as Netflix, music
on platforms such as Spotify, create a bank account instantaneously from your mobile, and buy and sell products
on platforms such as eBay.
• Digitalization boosts efficiency and production while lowering expenses. It enhances rather than transforms an
existing business process or processes. That is, it converts a process from a human-driven event or series of
events to a software-driven event or series of events.
• Manufacturing will be transformed by digitalization. But it’s not without its drawbacks. While any type of
business transformation is difficult, McKinsey estimates that more than a third of businesses fail to digitalize.
Digitization and digitalization are parts of a digital transformation.
• Digitization is concerned with events that have already occurred.
• Digitalization is concerned with current events.
Digitization, Digitalization and Digital Transformation

Phases of Digital Transformation

Phase 1 Phase 2 Phase 3

Digitization Digitalization Digital Transformation

Aligning with the changing
Leveraging Digital technologies to
Scope / Definition Analog to digital times (continuously) and altering
boost corporate processes
operations

Target Area Information Business Processes Business Strategy

• Encourages a digital culture with

• Quicker access to information • Enhanced efficiency and better collaboration
• Lower storage cost productivity • Improves and modernizes customer
Benefits • Faster integration • Faster decision-making experience
• Better archiving with digital • Better customer experience • Increases profits
preservation • More transparent • Improves productivity
• Ensures future-proof safety

Concerned with events which have Concerned with current trends and Concerned with gearing up for future
Context
already happened in the past events events

Sharing a file on company’s cloud

Becoming a paperless company using
Example Scanning a document using a scanner storage so anyone in the company
‘automation’ for customer service
can edit the same

10
1. Source: https://www.boldare.com/blog/5-examples-of-digital-transformation/
2. Source: https://heptagon.in/2021/11/25/the-difference-between-digitization-digitalization-and-digital-transformation/
 Benefits of digital transformation:
1- Improved customer experience 2- Increased productivity 3- Improved business models
4- Improved agility and innovation 5- Greater collaboration across departments 6- Improved competitiveness
7- Increased transparency 8- Faster time to market 9- Improved analytics

During the COVID19 pandemic, only digitally mature organizations that had reaped the benefits of digital
transformation were able to operate and make quick adjustments to allow their employees to work from
home without interruption.
Digital transformation can help organizations improve how they operate. It entails utilizing digital technology
to transform your business models or processes and should be seen as a core digital adoption strategy that
must be implemented in all areas of an organization.
 SCM: Some Definitions
Supply Chain Management deals with the management of materials, information, and financial flows in
a network consisting of suppliers, manufacturers, distributors and customers.
Stanford Supply Chain Forum

Logistics involves “managing the flow of items, information, cash and ideas” through the coordination
of supply chain processes and through the strategic addition of place, period and pattern values.
MIT Center for Transportation and Logistics

Supply Chain Management is primarily concerned with the efficient integration of suppliers, factories,
warehouses and stores so that merchandise is produced and distributed in the right quantities, to the
right locations and at the right time, and so as to minimize total system cost subject to satisfying
service requirements. Simchi-Levi

Call it distribution or logistics or supply chain management. By whatever name, it is the sinuous,
gritty, and cumbersome process by which companies move, materials, parts, and products to
customers. Fortune (1994)

Sometimes referred to as value chains

Flows in a supply chain
Information

Product
Customer
Funds
Digitalization of Supply Chain and Industry 4.0

Views in literature Citation

 The development of new digital technologies as part of Industry 4.0 has made it possible to control the  Bigliardi et al. "The digitalization
supply chain more effectively of supply chain: a
review." Procedia Computer
 A ‘digitalized’ supply chain indicates ‘a smarter model’ is evolving that utilizes digital technologies like Science 200 (2022): 1806-1815.
blockchain, the Internet of Things (IoT), machine learning and others

 The ability to optimise planning, sourcing, procurement strategies are all enhanced by using these
technologies
 Big data and advanced analytics are important components of i4.0 and are recognised as big "game  Waller and Fawcett, 2013
changers,”, especially for SCM.  Yin, Stecke, and Li 2018

 It is anticipated that other technologies, such 3D printing, robots, and autonomous cars, would
supplement i4.0-enabled SC systems
 The supply chain can benefit much from digitization, including better information accessibility, Bigliardi et al. "The digitalization of
improved logistics procedures, real-time data collecting, more effective inventory management, and supply chain: a review." Procedia
more transparency. Computer Science 200 (2022): 1806-
1815.

16
Digitalization of Supply Chain and Sustainability

Views in literature Citation

 Digitalization enables the effective implementation of sustainability-related actions, including:  Bigliardi et al. "The digitalization of
o Optimizing the use of resources and machinery supply chain: a review." Procedia
o Selecting eco-friendly components and materials Computer Science 200 (2022): 1806-
o Designing products in accordance with the circular economy's guiding principles 1815.

 Digital technologies make it possible to monitor industrial facilities and raw materials to
dramatically increase efficiency, decrease waste, and lower CO 2 emissions.

 Adopting Industry 4.0 technologies delivers pertinent information throughout entire life cycle of  Kumar et al (2021) “To identify
products. These technologies include cyber-physical systems, IoT, big data, etc. industry 4.0 and circular economy
adoption barriers in the agriculture
supply chain by using ISM-ANP”
Journal of Cleaner Production 293:
126023.
 The use of digital technology can encourage the adoption of circular economy models that rely on  Ghobakhloo M. (2020) “Industry 4.0,
processes like recycling and remanufacturing digitization, and opportunities for
sustainability” Journal of Cleaner
 Remanufacturing is a praiseworthy illustration of how technologies can be used to increase Production 252: 119869.
efficiency. Some academics believe that remanufacturing (based on the reuse of products and
components in a way to recover up to 100% of their capacity to fulfil their job) is the most advanced
paradigm of the circular economy.
17
Service Supply Chain Management : SSCM

It is necessary to integrate, coordinate and collaborate

the different service operations performed in various
organizations in order to deliver the services at the
highest level of customer satisfaction.

This integration can be done through a Service Supply

Chain, which includes different
players/organizations connected by a network
of activities.

Based on literature review on Service Supply Chain,

structure, decisions as well as the application area of
service supply chain need to be highlighted .
• Service supply chain needs to be then linked with key
service operations.
• Customers are the suppliers in a SSC, the inputs from the
customer sides are considered as the supplies .
In an attempt to develop a service SCM framework,
adaptation of 7 processes of the global supply chain forum
framework for application to a SSC follow:
• Information flow,
• Capacity and skills management,
• Demand management,
• Customer relationship management,
• Supplier relationship management,
• Service delivery management, and
• Cash flow.
Application Area Of Service Supply Chain

Healthcare ,
Education ,
Telecommunication,
Tourism and Hotel Management
Transportation,
Energy
Banking
Public Systems,
Defence ,
Disaster Management
Consulting
Logistics ,Application Services
Others etc…
Services value chain in
Sustainable SCM framework
Sustainability services are those that provide planning and
benchmarking, communications and reporting, assessment, training
and possibly certification to companies.

BUT

These services focus on how that company can maximize its

potential for the long-term maintenance of the Earth’s well-being,
which has environmental, economic and social dimensions (SDG
focus)

 These services might focus on specific areas of climate

change, carbon usage, building standards, water and resource
management and renewable energy opportunities across the
entire company or product by product.
Framework & value chain of
sustainable supply chain of services

• Net zero focus of climate change

management and carbon
footprints
• Building standards
• Energy, water and resource
management
• Renewable energy
• Opportunities across the entire
company or product by product.
Sustainability : SDGs: The political process

1992: Agenda 21 (Rio)

2002: World Summit on

Sustainable Development

2012: The Future we Want

(Rio+20)

2015: Sustainable Development

Goals
SDG Indicators
Service Supply Chain Management : SSCM

It is necessary to integrate, coordinate and collaborate

the different service operations performed in various
organizations in order to deliver the services at the
highest level of customer satisfaction.

This integration can be done through a Service Supply

Chain, which includes different
players/organizations connected by a network
of activities.

Based on literature review on Service Supply Chain,

structure, decisions as well as the application area of
service supply chain need to be highlighted .
Accelerating global
companies toward net
zero by 2050
• Net zero targets are proliferating.
• More than a third (34%) of the world’s largest
companies have a public net zero target—up 7
percentage points since December 2021.

• Setting targets works. Companies with net zero

targets cut emissions faster than those without.
And those with more sophisticated measures cut
even faster.

• The Ukraine war has galvanized action—not

dampened ambition. Investments, commitments
and spending around sustainability are all up on
last year.
• However, unless companies accelerate
decarbonization, 93% of companies will miss their
net zero targets. Developing carbon intelligence
can help.
Energy: Companies stepping up in difficult
circumstances
• The economic and geopolitical context has changed considerably in
the past year. Problems of inflation, supply chain bottlenecks and
talent shortages have all contributed to a more challenging
environment for investment and action.

• It is being seen that the current instability has not deterred the focus
on sustainability. In fact, these events seem to have strengthened
determination:

• 84% of companies said they plan to increase investments in sustainability

initiatives by the end of 2022. This proportion has risen by 4 percentage
points since last year.
• 39% of all Science-Based Target initiative (SBTi) commitments set
since 2015, were set in the months after the war in Ukraine began (up to the
start of October 2022).
• $226B Total worldwide renewable energy investment in the first six
months of 2022 - a record for a first half year, and an 11% year-on-year rise.
 Planning of sustainable services

Planning is the next step in the sustainability services process.

During this phase, the company comes up with a corporate strategic
sustainability plan.
This plan documents the company’s environmental impact, it
establishes the objectives and costs associated with improving
cooperate sustainability, and it designates principals and practices to
facilitate improved sustainability.
• Benchmarking the company against similar companies is also
completed in this stage.
Sustainability research in pre & post COVID-19
• Supply chain services can be more valuable, accessible, and
reasonably priced while also performing with consistency, agility,
and efficacy.

• Digitalization of the supply chain has the potential to make

services more valuable, accessible, and reasonably priced.
 Progress growing globally but concerted
action is needed

Many researches also show an urgency for companies in every industry to

accelerate their decarbonization efforts.
A large proportion of companies committed to net zero are putting in place
more sophisticated measures.
• These include setting nearer-term intermediate targets, planning the shift to
renewable, and developing clearly visible climate mitigation and adaptation
strategies.
• The economic environment has become more challenging, and sustainability
is being emphasized.
• Customers can expect to see shortages of products on shelves and price
increases of those products, writes an expert.
• This has resulted in significant geographical shifts in supply and demand,
which in turn has created problems for finely tuned global supply chains.
• Trends that were apparent pre-pandemic, such as increases in
online shopping and driver and other skill shortages, are now causing real
problems.
• Business as usual is simply no longer an option if a sustainable future is to
be achieved.
• Supply chain management is one of the most prominent areas that needs to
incorporate sustainability to achieve responsible consumption and production
(SDG 11).
• There are limited studies that have presented the significance of different
Industry 4.0 technologies from the perspective of sustainable SCM.
• The PRISM framework is followed to discuss the role and significance of
sustainable SCM and the integration of Industry 4.0-enabling technologies such as
the Internet of Things (IoT), cloud computing, big data, artificial intelligence (AI),
blockchain, and digital twin for sustainable SCM.
• The study can be expanded to discuss the Industry 4.0-enabling technologies in
analyzing sustainability performance in any organization using environmental,
social, and governance (ESG) metrics.
• The SDGs were adopted on 25 September 2015, at a meeting of global leaders held at the United Nations
(UN) in New York.
• These 17 goals lay out a plan for the sustainable development of all countries that emphasizes social
inclusion, economic prosperity, and environmental conservation .
• The 17 SDGs are interconnected, with actions in one area influencing results in another, and the
sustainability of social, economic, and environmental systems must be sustained throughout the
development phase .
• Everyone, including governments, businesses, civil organizations, and the general public, must contribute
to the SDGs .
• To some extent, the goal of economic, social, and environmental sustainability can be realized in the field
of manufacturing, where manufacturing includes a variety of actions that contribute to the creation of an
end product from raw materials. SCM is a field in which various manufacturing activities are regularly
monitored and economic, social, and environmental factors are adequately implemented.
• The balancing of these factors leads to the growth of a manufacturing organization in connection with the
contemporary world.
 Supply Chain
Characteristics
• Supply chains have become highly sophisticated and vital to the
competitiveness of many companies.
• But their interlinked, global nature also makes them increasingly
vulnerable to a range of risks, with more potential points of failure
and less margin of error for absorbing delays and disruptions.
• A decades-long focus on supply chain optimization to minimize
costs, reduce inventories, and drive up asset utilization has
removed buffers and flexibility to absorb delays and disruptions.
COVID-19 illustrates how many companies may not fully appreciate
their vulnerability to global shocks through their supply chain
relationships.

New supply chain technologies are emerging that can dramatically

improve
visibility across the end-to end supply chain and support
Much more supply chain agility and resiliency, without the traditional
“overhead” associated with risk management techniques.
 Supply Chain
Characteristics

The traditional view of a linear supply chain and optimizing for your own business is transforming into digital
supply networks (DSNs) to enable end-to end visibility, collaboration, responsiveness, agility, and optimization.
Sustainable service supply chain framework

Liu et al, 2017)

Service supply chain for pandemic
Framework for readiness of SCs to combat pandemics (Farooq et al. 2021)
Identification of Hurdles in
Implementing SSCM
1. Lack of legislative framework
2. Political instability
3. Unawareness among society about social practices
4. Lack of customer support
5. Top management commitment inadequacy
6. Financial checks
7. Lack of knowledge among SC members
8. Lack of trust among SC members
9. Technical obstructions
10. Organizational culture resistance to change
 Unawareness among society about social practices (3) Level 1

Lack of customer support Financial checks (6) Technical obstructions (9)

(4) Level 2

Lack of knowledge among Lack of trust among SC Organizational culture

SC members (7) members (8) resistance to change (10) Level 3

Top management commitment inadequacy (5)

Level 4

Lack of legislative framework (1) Level 5

Political instability (2) Level 6

ISM based hierarchical model for hurdles in implementing SSCM practices in Indian automobile sector
• In present work, hurdles in implementing SSCM in Indian automobile
sector have been recognized and analyzed using Interpretive Structural
Modelling & MICMAC Analysis
• Ten hurdles in implementing SSCM have been identified from the
exhaustive literature review. Further, these identified hurdles have been
validated through a decision team of experts (Academia and Indian
automobile sector) by taking Indian automobile sector viewpoint.
• ISM methodology has been used for finding contextual relationships
among hurdles and developing a hierarchy of hurdles in implementing
SSCM in Indian automobile sector.
Application Areas Of Service Supply Chain Management
• Health , Hospital, Medical Services SCM
• Telecommunication, Social media Services SCM
• Energy ,Transport Sector Services SCM ,
• Hospitality, Tourism, Hotel SSCM
• Educational Sector, Entrance JEE, NEET , CAT, UPSC Civil Services exams
Service Supply Chain Management
• Disaster, Flood / Earthquake, Humanitarian Relief Logistics Services Supply
Chain management
• General & State Elections Service SCM
• Public Distribution PDS, Agri Service, Milk Collection & Distribution,
Contractual Services SCM
• Financial Services, Banking, Cooperatives & Legal Service SCM
• Infrastructure, Demonetisation & Digitization Service SCM
• Defence Services SCM
• Projects / Construction / Consultancy Service SCM
• Case Studies
• The economic environment has
become more challenging, and
sustainability is being emphasized.
• Customers can expect to see shortages
of products on shelves and price
increases of those products, writes an
expert.
• This has resulted in significant
geographical shifts in supply and
demand, which in turn has created
problems for finely tuned global supply
chains.
• Trends that were apparent pre-
pandemic, such as increases in
online shopping and
driver and other skill shortages, are
now causing real problems.
• Business as usual is simply no longer
an option if a sustainable future is to be
achieved.
Sustainability research in pre
& post COVID-19

• Supply chain services can be more valuable,

accessible, and reasonably priced while also
performing with consistency, agility, and efficacy.
• Digitalization of the supply chain has the potential
to make services more valuable, accessible, and
reasonably priced.
• Thus, organizations must reconstruct and
implement current tasks in a digital supply
network that integrates human resources and
information in addition to the physical flow of
goods and services in the supply chain to create
new supply chain opportunities.
Manufacturing supply chain sustainable framework (Brandenburg, 2015)
 Disruption dynamics for sustainable
inclusive development : Need for
entrepreneurial vibrant visionary
leadership
Prof D K Banwet
SCM issues because of
large networks

• MNCs, too, are handicapped by ignorance. They frequently

don’t even know who their lower-tier suppliers are, let alone
where they’re located or what capabilities they have (or don’t
have).
Key challenges in sustainable supply
chain building
Increased costs

Difficulty in monitoring complex supply chains

Lack of alignment in responsibility and sustainability framework across supply chains

Lack of resources

Lack of technical and process expertise

Lack of knowledge/experience in general

Lack of managing standard environmental control policies in an organization

Lack of visibility to current carbon emissions, as well as areas of optimization

Operationalizing sustainable development

Mindsets and cultures

Impact: Sustainability Scorecard
 Customer perspective
- Reduced packaging in %
 Internal perspective
- Reduction in material usage
 Learning and growth perspective
- EMS implementation
 Financial Perspectives
- % recycled material used

Environmental performance
 Customer perspective
 Customer perspective - Increase in product safety
-Customer query time  Internal perspective
 Internal perspective - No. of accidents/
Inventory turn over Vision and incidences/ year
ratio Economic Performance Health and Safety Performance
strategy for  Learning and growth
 Learning and growth sustainability perspective
perspective - Information transparency
Employee training yearly
 Financial perspective
 Financial Perspectives - % of revenue allocated
Return on Investment
to H &S
Social Performance Cultural and ethnic Performance
 Customer perspective  Customer perspective
- Code of conduct and - Increased pride
ethical guidelines  Internal perspective
 Internal perspective - Employment to minorities
- Use of child labour  Learning and growth
 Learning and growth perspective
perspective - No of events arranged
-Social auditing  Financial perspective
 Financial Perspective - Cost of culture conscious
- Fare wage scheme initiatives
Sustainable service supply chain framework

Liu et al, 2017)

Service supply chain for pandemic
Framework for readiness of SCs to combat pandemics (Farooq et al. 2021)
Identification of Hurdles in
Implementing SSCM
1. Lack of legislative framework
2. Political instability
3. Unawareness among society about social practices
4. Lack of customer support
5. Top management commitment inadequacy
6. Financial checks
7. Lack of knowledge among SC members
8. Lack of trust among SC members
9. Technical obstructions
10. Organizational culture resistance to change
 Unawareness among society about social practices (3) Level 1

Lack of customer support Financial checks (6) Technical obstructions (9)

(4) Level 2

Lack of knowledge among Lack of trust among SC Organizational culture

SC members (7) members (8) resistance to change (10) Level 3

Top management commitment inadequacy (5)

Level 4

Lack of legislative framework (1) Level 5

Political instability (2) Level 6

ISM based hierarchical model for hurdles in implementing SSCM practices in Indian automobile sector
• In present work, hurdles in implementing SSCM in Indian automobile
sector have been recognized and analyzed using Interpretive Structural
Modelling & MICMAC Analysis
• Ten hurdles in implementing SSCM have been identified from the
exhaustive literature review. Further, these identified hurdles have been
validated through a decision team of experts (Academia and Indian
automobile sector) by taking Indian automobile sector viewpoint.
• ISM methodology has been used for finding contextual relationships
among hurdles and developing a hierarchy of hurdles in implementing
SSCM in Indian automobile sector.
 Based on Literature review – Identification and grouping of Enablers and Inhibitors
Sr. Other similar enablers from the literature
Parent Enabler Category Sr. Other similar inhibitors from the
No. review Inhibitor Category
No. literature review
Top management support, leadership
1 C-Suite/Board Involvement Strategic
involvement
Departments, Verticals, Special Business
1 Organizational silos Strategic
2 Capital Allocation Strategic Funding, Budget Allocation Unit

3 Digital Strategy Strategic Digitalization plan

2 Data integration Technical Collation

4 Agile Change Management Strategic Change Management

3 Data quality Technical
5 Culture Strategic Tradition, Norms

6 Exponential Bets Strategic Targets, Market Share Cybersecurity, Information Security,

4 Infosec Technical
Protocols
7 Business Model Innovation Strategic Business Model
5 Unclear digital strategy Strategic Digital Strategy
Skills, Upskilling, Training, Talent,
8 Digital/Analytics Skills Strategic
Recruitment

9 Mobile (4G/5G) Technical Telecommunications, 6 Lack of funds Strategic Capital allocation, Budget

IoT, IIoT, Industrial Internet, Wireless

10 Data from IoT Technical
Sensors
7 Unclear KPIs Strategic Measurements, Goals
11 Mixed Reality (AR/VR) Technical Alternate reality

12 Enterprise Software Technical Enterprise Resource Planning (ERP) 8 Skills shortage Strategic Recruitment, Talent

13 Next Gen Computing Technical Quantum computing, Edge Computing

9 Insufficient ROI Strategic Payback, benefits
14 BI Software Technical Tableau, PowerBI, Tibco

15 Digital Infrastructure Progress Technical Databases, Storage, Server 10 Insufficient data Technical
– ISM Diagraphs For Enablers and Inhibitors
Final ISM Model for Enablers With Variable Names Final ISM Model for Inhibitors With Variable Names
A more sustainable
supply chain
Thank you!
[email protected]