SUPPLY CHAIN UNIT V SUPPLY CHAIN

MANAGEMENT INNOVATIONS
(BA4021)
• Supply Chain Integration, SC
process restructuring, IT in Supply
Chain; Agile Supply Chains, Legible
Jegan Jayapal BE, MBA, PhD
Assistant Professor supply chain, Green Supply Chain,
School of Business,
Woxsen University,
Reverse Supply chain, Supply chain
Hyderabad. technology trends – AI, Advanced
analytics, Internet of Things,
Intelligent things, conversational
systems, robotic process
automation, immersive
technologies, Blockchain.
 Introduction
Primary Goal of Supply Chain Management- create
value for the end customers as well as the firms in the
supply chain network. Firms in the supply chain
network must integrate process activities internally &
with other firms in the network.
◦ Process integration means coordinating & sharing
information & resources to jointly manage a
process.
◦ Process integration is often a difficult task &
requires:
◦ Training
◦ Willing & competent partners
◦ Trust
◦ Organizational culture change
 However, as described by leading company
managers, Supply Chain Management in
Action feature, the benefits of collaboration
and information sharing between trading
partners can be significant:
reduced supply chain costs
Advantages greater flexibility to respond to market
changes
fewer process problems and hence less
supply chain safety stock
higher quality levels, reduced time to
market and better utilization of resources.
 Identify Critical Supply Chain Trading Partners
◦ Enable sale & delivery of end products to final
customers
◦ Identifying primary trading partners allows the
firm to concentrate on managing these links
The Supply Review & Establish Supply Chain Strategies
Chain regarding:
◦ Parts purchased & suppliers
Management ◦ Shop layout & manufacturing processes
Integration ◦ Design of the products manufactured
Model- Cont. ◦ Mode of transportation
◦ Warranty & return services
◦ Employee training methods
◦ Types of information technologies used
The Supply Chain Management
Integration Model- Cont.
Align SC Strategies with Key SC Process Objectives
 Develop Internal Performance Measures for
Key Processes
◦ Performance should be continuously measured
w/metrics for each process.
◦ ERP systems support internal performance
measures
The Supply ◦ Firm is able to track progress for each of the
Chain key processes.
Management Assess & Improve Internal Integration of Key
Integration SC Processes. Internal integration requires:
◦ Empowered teams & cooperation across all
Model- Cont. functions
◦ Management support & resources
◦ ERP system
◦ an understanding of the internal supply chain
 Develop SC Performance Measures for Key
Processes
◦ Monitor the links with trading partners in the
key SCM processes.
◦ Trading partners should monitor a number of
The Supply cost-oriented measures averaged across the
member firms for each of the key supply chain
Chain processes.
Management Assess & Improve External Process Integration
Integration & Performance
◦ Build, maintain & strengthen relationships
Model- Cont. ◦ Share information concerning:
◦ Sales, forecast information, new products, expansion
plans, new processes, & new marketing campaigns
process integration will enable firms to collaborate &
share this information.
 Extend Process Integration to Second-Tier SC
Partners
◦ Integrate process to second-tier partners &
beyond
◦ Radio-frequency identification (RFID) tag-
The Supply Microchip device relays information on
product’s whereabouts as it moves through the
Chain supply chain.
Management ◦ Price of RFID tags is economical (about 5 cents
each).
Integration
Reevaluate the Integration Model Annually
Model- Cont. ◦ Trading partners should revisit the integration
model annually to identify changes within
supply chains & to assess the impact these
changes have on integration efforts.
Obstacles to Process Integration
Along the Supply Chain
Supply Chain Process
Restructuring
Supply chain process restructuring involves playing around with at least one of the
three dimensions of the supply chain in the direction as shown below:
• Postpone the point of differentiation. By moving the point of differentiation as
much as possible, a bulk of the activities can be carried out using the aggregate-level
forecast rather than the variant-level forecast.
• Alter the shape of the value-addition curve. Shift the bulk of the cost addition as
late as possible. This will reduce the inventory in the chain and also help the firm in
having some flexibility. If the bulk of the cost addition takes place at a later point in
time in the chain, one will be in a position to respond to unforeseen changes with the
least cost.
• Advance the customer ordering point. Move from an MTS to a CTO supply chain. By
moving the customer ordering point as early as possible, one can carry out the bulk of
the activities against an order, which reduces the importance of forecasting. If one
were also able to postpone the point of differentiation, one will be able to move from
an MTS to a CTO supply chain. In a CTO supply chain, since the point of differentiation
takes place after customer order, one does not have to prepare a variant-level forecast.
 Cont..,
Before we get into a detailed discussion about supply chain restructuring, it will be
important to compare it against supply chain integration and supply chain
optimization.

As can be seen in Figure , supply chain integration and supply chain optimization
focus on lowering the value-addition curve.

This results in overall reduction in cost and time and will result in an absolute shift
in the point of differentiation but the relative position of the point of differentiation
does not change.

Unlike these two approaches, supply chain restructuring affects the shape of the
value-addition curve, shifts customer ordering, or shifts the point of differentiation.

This will essentially require supply chain process restructuring and may also involve
a change in product design or a change in the product service bundle offered to
customers. Supply chain restructuring is likely to bring in substantial business
benefits in general and in special cases it fundamentally changes the way in which
the supply chain is managed by moving from the MTS to the CTO business model.
Postpone the Point of
Differentiation
Postponement Case Studies
We illustrate the concept of postponement in this section using several
examples. In each of these examples, the firm in question has
implemented the postponement strategy in a different way.
 Hewlett-Packard: Postponement
of Product Differentiation
A classic case of postponement strategy employment is that of Hewlett-Packard (HP). Late in the 1980s,
HP faced inventories mounting into billions of dollars and alarming customer dissatisfaction with its
order fulfilment process.
The case of a computer peripheral product has been cited extensively in supply chain management
literature to show how HP has employed the postponement strategy to reduce inventory and improve
order fulfilment.
This product is produced in the Vancouver plant in the United States and sells in Europe and North
America. Within Europe each country has its own specifications in terms of voltage, plug size and manual
requirements.
Earlier, under the old design the product differentiation in terms of customization for a given country
used to take place within the plant.
 A product had a dedicated power supply of 110 V or 220 V, which immediately differentiated the
product by end customer market as soon as production began. Under the improved design, a universal
power supply that works in all countries is built into the product.
The product is not differentiated until it is shipped against customer order from DC close to customer
destination. The additional benefit of the universal power supply is that HP can easily tranship products
from one continent to another when significant imbalance of demand and supply exists between
geographical regions.
Problems with Implementing
the Postponement Strategy
The examples cited above help in understanding the industrial and technological
characteristics that make the postponement strategy viable. In general,
postponement strategy is likely to be advantageous in the following situations:
• High level of product customization
• Existence of modularity in product design
• High uncertainty in demand
• Long transport lead time
• Short lead time of postponed operation
• Low value addition in transportation
• High value addition in postponed operation
• Difference in tariff rates for components and finished goods in different markets.
The Role of IT in a Supply
Chain
Information is a key supply chain driver because it serves as the glue that
allows the other supply chain drivers to work together with the goal of
creating an integrated, coordinated supply chain.
Information is crucial to supply chain performance because it provides the
foundation on which supply chain processes execute transactions and
managers make decisions.
Without information, a manager cannot know what customers want, how
much inventory is in stock, and when more product should be produced or
shipped.
In short, information provides supply chain visibility, allowing managers to
make decisions to improve the supply chain’s performance.
IT consists of the hardware, software, and people throughout a supply chain
that gather, analyze, and execute upon information.
Cont..,
IT serves as the eyes and ears (and sometimes a portion of the brain)
of management in a supply chain, capturing and analyzing the
information necessary to make a good decision.
For instance, an IT system at a manufacturer may show the finished
goods inventory at different stages of the supply chain and also provide
the optimal production plan and level of inventory based on demand
and supply information.
Cont..,
Using IT systems to capture and analyze information can have a
significant impact on a firm’s performance.
For example, a major manufacturer of computer workstations and servers
found that most of its information on customer demand was not being used
to set production schedules and inventory levels.
The manufacturing group lacked this demand information, which essentially
forced it to make inventory and production decisions blindly.
By installing a supply chain software system, the company was able to gather
and analyze demand data to produce recommended stocking levels.
Using the IT system enabled the company to cut its inventory in half, because
managers could now make decisions based on customer demand
information rather than manufacturing’s educated guesses.
Cont..,
To support effective supply chain decisions, information must have the following characteristics:
1. Information must be accurate. Without information that gives a true picture of the state of
the supply chain, it is difficult to make good decisions. That is not to say that all information
must be 100 percent correct, but rather that the available data paint a picture that is at least
directionally correct.
2. Information must be accessible in a timely manner. Accurate information often exists, but by
the time it becomes available, it is either out of date or it is not in an accessible form. To make
good decisions, a manager needs to have up-to-date information that is easily accessible.
3. Information must be of the right kind. Decision makers need information that they can use.
Often companies have large amounts of data that are not helpful in making a decision.
Companies must think about what information should be recorded so that valuable resources
are not wasted collecting meaningless data while important data go unrecorded.
4. Information must be shared. A supply chain can be effective only if all its stakeholders share
a common view of the information that they use to make business decisions. Different
information with different stakeholders results in misaligned action plans that hurt supply chain
performance.
Cont..,
Information is used when making a wide variety of decisions about each supply chain
driver, as discussed next.
1. Facility. Determining the location, capacity, and schedules of a facility requires
information on the trade-offs among efficiency and flexibility, demand, exchange rates,
taxes, and so on. Walmart’s suppliers, for instance, use the demand information from
Walmart’s stores to set their production schedules. Walmart uses demand information to
determine where to place its new stores and cross-docking facilities.
2. Inventory. Setting optimal inventory policies requires information that includes
demand patterns, cost of carrying inventory, costs of stocking out, and costs of ordering.
For example, Walmart collects detailed demand, cost, margin, and supplier information to
make these inventory policy decisions.
3. Transportation. Deciding on transportation networks, routings, modes, shipments, and
vendors requires information about costs, customer locations, and shipment sizes to
make good decisions. Walmart uses information to tightly integrate its operations with
those of its suppliers. This integration allows Walmart to implement cross-docking in its
transportation network, saving on both inventory and transportation costs.
Cont..,
4. Sourcing. Information on product margins, prices, quality, delivery
lead times, and so on are all important in making sourcing decisions.
Given sourcing deals with inter-enterprise transactions, a wide range of
transactional information must be recorded to execute operations, even
once sourcing decisions have been made.
5. Pricing and revenue management. To set pricing policies, one needs
information on demand, both its volume and various customer
segments’ willingness to pay, and on many supply issues, such as the
product margin, lead time, and availability. Using this information, firms
can make intelligent pricing decisions to improve their supply chain
profitability.
 WHY REVERSE LOGISTICS?

Traditionally, in the supply chain of an organization there is a

unidirectional flow of goods, that is, from the manufacturer to
the end-user. Once the product is sold and delivered to the user,
the manufacturer feels that there is an end to his responsibility.

Manufacturers think that their responsibility is limited to the

extent of replacement of defective products covered under the
warranty or those damaged during transit.

What is happening to the used materials, packaging waste,

Reverse disposable product waste generated by the finished products
Logistics/Reverse supplied by them?
Supply Chain However, in the wake of growing concern about environmental
pollution, developed countries across the world have passed
legislations that require manufacturers to take care of products
discarded by their customers after usage.

Reverse logistics may be defined as a process of moving goods

from their place of use to their place of manufacture for
reprocessing, refilling, repairs or waste disposal. It is a planned
process of goods movement in the reverse direction, done in an
effective and cost-efficient manner through an organized
network. It can be a stand-alone or an integrated system in the
company’s supply chain.
SCOPE OF REVERSE
LOGISTICS
Reverse logistics, though considered a drain on the company’s profits, can be
leveraged as a tool for customer satisfaction in today’s competitive markets.
More and more manufacturing firms are thinking of incorporating the revere
logistics system in their supply chain process. The reasons for this are:
• Growing public concern about environment pollution
• Government regulations on product recycling and waste disposal
• Growing consumerism
• Stiff competition
The reverse logistics network can be used for various purposes such as refilling,
repairs, refurbishing, remanufacturing, and so on. Depending on the nature of
the product, unit value, sales volume and distribution channel, reverse logistics
can be organized and designed into a system for the following activities.
Refilling
In industries such as soft drinks, wine, oil
and LPG distribution, reverse logistics is
integrated to their regular supply chain
because of the reusable nature of the
packages, such as glass bottles, tin
containers and metal cylinders. In the case
of soft drinks industry, the delivery van
enroute to retailers a, b, c (see Figure 15.1)
delivers the filled bottles and collects the
same number of empty bottles from them
for delivery to the factory. No extra
transportation costs are involved in the
process, as the delivery van originates and
terminates its journey at the factory, where
these reusable bottles are refilled for
redelivery to the customers. Such an
arrangement is called a “hub and spoke
distribution system.”
Repairs and Refurbishing
This is a regular feature for service-based products under warranty,
which manufacturers have to incorporate in their product offerings.
Refurbishing is done for the goods returned by customers during the
warranty period because of damage, defects or their performance being
below the promised level.
Manufacturers establish the reverse logistics system not only for offering
free service during the warranty period of the product, but also for
extending services beyond the warranty period on a chargeable basis.
In addition to extending value-added services to customers, the system
is a major revenue earner for the company. The reverse logistics system
operates through the company’s service centres, where the repair and
refurbishing take place.
Product Recall
This is an emergency situation wherein the products distributed in the markets are
called back to the factory because of any of the following:
• Product not giving the guaranteed performance
• Quality complaints from many customers
• Defective product causing harm to human life
• Products beyond the expiry date
• Products with defective design
• Incomplete product
• Violation of government regulations
• Ethical consideration
• To save the company’s image
Recycling and Waste Disposal
The left out materials, used products and
wrapper wastes cause environmental
pollution and create problems of disposal.
Hence, in developed countries,
governments are devising regulations to
make manufacturers responsible for
minimizing the waste by way of recycling
the products. Germany is the first country in
the world to implement such regulations.
According to the law, the manufacturer is
responsible for taking back pallets,
cardboard boxes, wrappers, strapping and
such other things that are used for
protecting the products during transit.
 Remanufacturing
Manufacturers in the developed countries are putting into practice a new concept
of “remanufacturing” that emerged in the late 1990s. During usage the product
undergoes wear and tear.
The worn parts are replaced with the new ones and the performance of the
product is upgraded to the level of the new one.
The practice is more prevalent in the defence establishments where fighter planes
are checked after each flight for their performance level, which is every time
brought to the level of new one without any compromise on the quality front.
A leading cell phone company in Europe has outsourced its remanufacturing
activities to a few vendors in Europe and developed a separate network for reverse
flow of the used or discarded products held by the customer for only short periods
before switching over to the latest models.
The company has identified a huge market for remanufactured products in the
developing countries.
SYSTEM DESIGN
CONSIDERATIONS
In 1996, the auto giant General Motors had a problem handling 30,000
defective parts per month for replacement within the warranty period,
which were returned by customers from various places to their plants at
different locations. To overcome this problem they, along with UPS
Worldwide Logistics, jointly developed a reverse logistics system using
their 200 dealers as collection and disposal centres to initiate
documentation and pre-checks for further dispatch and processing to
GM’s Orion plant. The centralization simplified the process for GM
engineers and suppliers wanting to examine the parts to understand
what improvements are necessary. As all the parts are sent to one
location and UPS tracks their shipment, online feedback to customers is
feasible. The success of the reserve logistics system in achieving the
desired objectives will depend on the efficiency and effectiveness of the
following subsystems.
Cont..,
Product Location
The first step in the callback process is to identify the product location in the
physical distribution system of the firm. The product may be lying in the
company’s mother warehouse or distribution warehouse, dealer’s godown,
or with the retailer or the customer. Locating the product becomes quicker
and easier if it is in the company’s warehouse or depot, or with the
distributor, where tracking can easily be done. But once it enters the retail
network, the task becomes really difficult because of the large number of
retailers, wide geographical spread and lack of proper documentation. This is
even more true in the case of FMCG or mass-consumed low unit price
products. The product location becomes more difficult after it is sold and
handed over to the customer. Locating the product is a bit easier in the case
of industrial or high-value products, owing to the limited number of
customers and the personal touch with clients as a result of direct selling.
Cont..,
Product Collection System
Once the product location is identified, the collection mechanism gets
into operation. Collection can either be done through the company’s fi
eld force, channel members or a third party. However, proper guidelines
or instructions have to be given to motivate the customer to return the
products. The customer is biggest hurdle in the retrieval of the product,
as he does not want to part with something that he owns. The
collection centres should be located at the proper location to ensure
wider coverage and minimum collection cost. The company’s
intermediaries are the most effective centres in product callback, as far
as cost and coverage are concerned. With proper training, the
intermediaries can carry out the preliminary inspection of the called
back/returned products before inducting the same into the system for
further processing.
Cont..,
Product Recycling/Disposal Centeres
These centres may be the company’s manufacturing plant or the
mother warehouse from where the finished products were dispatched
to the market or some other fixed location in the reverse logistics
network. The called-back products are inspected before they are further
processed for repair, refurbishing, remanufacturing or waste disposal.
The investments facilities for these activities depend on the objectives
of the system, cost implication, complexity of the operations and the
expected gains.
Cont..,
Documentation System
The tracing of the product location becomes easier, if the proper documentation is
maintained at each channel level. However, at the time of handing over the product
to the customer, the information on the user’s name, address, contact phone
numbers, application, and other personal data, if collected through proper
documentation, can form a good database that can be used in case of product
callbacks. The product warranty card, with product and customer details duly filled in
at the point of sale, is commonly issued for service-based products, such as consumer
durables and industrial products. However, only the card remains with the customer
as proof of purchase to be produced at the time of claims during the warranty
period. No supporting record is usually maintained at the dealer’s end. Except for
high-value industrial products, no records are kept by retailers for consumer durables
or mass-consumed products. The documentation system in reverse logistics,
however, ensures the maintenance of customer-product database at the point of
sale. To ensure the smooth running of the system, a procedure has to be introduced
for entry, exit and flow of the called-back products in the system for tracking and
tracing.
Cont..,
Cost Implications
The reverse logistics system is a cost centre. However, these costs are incurred for
achieving certain company objectives that can broadly be subdivided into the
following activity heads:
• Product location (by company staff, channel member, or third party)
• Transportation
– Product collection (Customers > retailers > plant)
– Disposal (plant > suppliers > disposal)
• Refilling, repairs, refurbishing, remanufacturing and waste generation
• Documentation (for product tracking during entry, exit and fl ow in the system)
• Communication
Cont..,
Legal Issues
Under the Indian regulations, excise-paid goods once sold by the
manufacturer cannot be brought back to the plant without proper
documentation and declaration made to the excise authority. This is a very
cumbersome and time-consuming process and non-compliance may put
manufacturer in the dock. For resale of repaired or refurbished goods, both
the excise and sales tax authorities are involved and the clearing of such
goods requires documentation, certify cations and declarations. Hence, such
activities are normally carried out at service centres or at the dealer’s
premises. In reverse logistics, the critical strategic points in network design
are: acquisition/collection of returned/used products, testing and grading
operations, reprocessing and redistribution/disposal. For reverse logistics to
be successful, the collaboration of supply chain is very important.
Technologies such as bar coding or radio-frequency identification (RFID) help
in making reverse logistics more effective and responsive.
AGRI SUPPLY
CHAIN
Background
Agri Supply Chain
SCM implies managing the relationships between the businesses
responsible for the efficient production and supply of agribusiness
products from farm level to consumers, to reliably meet consumers’
requirements in terms of quantity, quality and price.
Inefficient Agri Supply Chain

Post harvest Losses Hunger

Plate food wastage Farmer’s value realization

Problems In Indian Agri
Supply Chain
Problems
Poor Infrastructure
Underexposure of Organized Logistics
Absence of Adequate Warehouses
Sheltered Warehouse
Cold Storage Facility

Access to finance
Market access
Lack of system integration
Prospects In Supply Chain
Encouraging 3PL (Third Party Logistics) Players
Warehousing with Private-Public Partnership
Increasing the Cold Storage Facility
Enabling the Farmer – The ITC Way
Strengthening the Information system
Government policies
Skill /Training Institutions
Major players in Agriculture
Supply Chain
• Farmers
1
• Traders
2
• Commission agents
3
• Wholesalers
4
• Retailers
5
• Consumers
6
Configurations Agriculture
Supply Chain
Agriculture Supply Chain

Cooperative supply
chain model

Collaborative supply
chain model

Contract farming
Supply chain technology
trends
Supply chain technology
trends
Gartner analysts write, “AI technology in supply chain seeks to augment
human performance. Through self-learning and natural language, AI
capabilities can help automate various supply chain processes such as
demand forecasting, production planning or predictive maintenance. ‘AI
supports the shift to broader supply chain automation that many
organizations are seeking,’ said Mr. Titze. ‘For example, AI can enhance
risk mitigation by analyzing large sets of data, continuously identifying
evolving patterns, and predicting disruptive events along with potential
resolutions.'” Connectivity, data, and analytics are essential for success
(even survival) in today’s business environment. Cognitive technologies,
like the Enterra Supply Chain Intelligence System™, can help provide
end-to-end supply chain visibility and analytics providing actionable
insights.
Advanced analytics
Although Gartner lists advanced analytics as a technology separate from
AI, the truth of the matter is most AI systems leverage embedded,
advanced analytics capabilities. According to Gartner, “Advanced
analytics span predictive analytics — those that identify data patterns
and anticipate future scenarios — as well as prescriptive analytics — a
set of capabilities that finds a course of action to meet a predefined
objective. The increased availability of Internet of Things data and
extended external data sources such as weather or traffic conditions
allow organizations to anticipate future scenarios and make better
recommendations in areas such as supply chain planning, sourcing and
transportation. ‘Advanced analytics are not new, but their impact on
today’s supply chains are significant,’ said Mr. Titze. ‘They will help
organizations become more proactive and actionable in managing their
supply chains, both in taking advantage of future opportunities and
avoiding potential future disruptions.'”
Internet of Things
“The IoT,” explains Gartner, “is the network of physical objects that
contain embedded technology to interact with their internal states or
the external environment. ‘We are seeing more supply chain
practitioners exploring the potential of IoT,’ said Mr. Titze. ‘Areas that
IoT might have a profound impact on are enhanced logistics
management, improved customer service and improved supply
availability.'” The IoT is not a single network; rather, it is a network of
networks (i.e., separate ecosystems each consisting of sensors,
connectivity, and analytic platforms). Security and lack of standards are
currently the IoT’s greatest challenges.
Robotic process automation
Despite its name, RPA involves software “bots” rather than physical
robots. Many analysts view RPA as a gateway technology to AI. Gartner
explains, “RPA tools operate by mapping a process in the tool language
for the software ‘robot’ to follow. They cut costs and eliminate keying
errors. ‘We are seeing a significant reduction in process lead times RPA
technology is used to automate the creation of purchase and sales
orders or shipments, for instance,’ said Mr. Titze. ‘RPA technology
reduces human intervention and improves consistency across manual
data sources within manufacturing.'” I tell clients, if they want to
improve processes and not simply automate them, they should be
thinking in terms of Cognitive Process Automation™ (CPA) rather than
Robotic Process Automation. CPA is powered by cognitive computing
platforms, like the Enterra Cognitive Core™ — a system that can Sense,
Think, Act, and Learn®.
Autonomous machines
Because of their potential to eliminate jobs, autonomous machines are
getting a lot of press. Gartner explains, “Autonomous things use AI to
automate functions previously performed by humans, such as
autonomous vehicles and drones. They exploit AI to deliver advanced
behaviors that interact more naturally with their surroundings and with
people. ‘The rapid explosion in the number of connected, intelligent
things has given this trend a huge push,’ said Mr. Titze. ‘The once
distant thought of reducing time for inventory checks by using drones’
cameras to take inventory images, for instance, is here.'” Most analysts
believe smart machines will take over specific tasks leaving humans to
concentrate on higher level activities. Many analysts predict
human/machine collaboration will characterize future workplaces.
Immersive technologies
Immersive technologies were once confined to the gaming and
entertainment fields — no more. Gartner explains, “Immersive
experiences such as augmented reality (AR), virtual reality (VR) and
conversational systems are changing the way people interact with the
digital world. ‘In supply chain, organizations might use AR along with
quick response (QR) codes and mobile technology to speed up
equipment changeovers in factories,’ said Mr. Titze. ‘Immersive user
experiences will enable digital business opportunities that have not yet
been fully realized within global supply chains.'”
Blockchain
Blockchain technology is most-often linked to cryptocurrencies like
Bitcoin. Recently, however, people have come to realize it has much
broader application. Gartner explains, “Although supply-chain-related
blockchain initiatives are nascent, blockchain has potential to fulfill
long-standing challenges presented across complex global supply
chains. Current capabilities offered by blockchain solutions for supply
chain include traceability, automation, and security. ‘Organizations
might use blockchain to track global shipments with tamper-evident
labels, allowing a reduction in the time needed to send paperwork back
and forth with port authorities and improved counterfeit identification,’
said Mr. Titze.”
Thank You