The automotive industry is no stranger to technology. It’s also no stranger to the rapid pace of change that’s overtaken global manufacturing in the early 21st-century. And when it comes to planning and organizing your entire automotive supply chain, advanced planning and scheduling (APS) is the key that will unlock increased ROI and decreased lag times. APS represents a sea change from traditional methods that looked at materials and production capacity as separate things, a view that often led to incompatible plans. Adoption rates of APS in the automotive sector are on the rise, paralleling the rise of make-to-order and additive manufacturing; and the increasing complexity of the automotive manufacturing world as a whole. And it’s that last factor that we’re going to focus on today, the increasing complexity of the automotive world and how APS can help. Whether by assisting with inventory leveling or by helping planners better schedule materials deliveries, APS can be a boon at every stage of the automotive manufacturing supply chain.
In our last look at Logistics 4.0 statistics, we discussed 5 that we feel will help define the shipping and logistics sector in the coming years. Today, we’re going to add to that list with 5 numbers we feel might be getting short shrift in coverage of this arena. Logistics is undergoing a collection of disruptions that seem to have hit out of the blue. There’s a seeming tsunami of dissatisfied customers, rising fuel costs, and global weather pattern changes, to name but a few. In order to respond appropriately, the shippers of the world have had to pivot, fast. Many are choosing to dive headfirst into the emerging world of Industry 4.0 technologies that promise to help predict at least some of these disruptions far enough in advance that alternative plans can be set in motion. Among the technologies seeing increasing adoption are AI, machine learning, RPA, and IoT. These technologies, combined with intelligent deployment tactics, are already having a big impact on the global supply chain.
Logistics 4.0 is an offshoot of the larger trend in manufacturing known as Industry 4.0. Think of it as being to the supply chain what Industry 4.0 is to the factory, and you’ll begin to see the potential for massive disruption (of the good kind). As such, there is considerable overlap in the technologies at play. For example, the same IoT sensors that are revolutionizing preventative maintenance on the production line are also revolutionizing how the purchasing department determines what supplies to order. And the ability to automate production processes is being mirrored in the way those orders are being placed and the shipments themselves are being handled when they arrive. With the arrival of smart pallets, shelves, trucks, containers—even entire warehouses—logistics providers are able to create complete transparency up and down the value chain.
Lean manufacturing is a topic of choice these days. Discussions abound on everything from what works and what doesn’t, to how to make what’s not working work for you, to how to implement each individual segment of a lean architecture in a particular niche of the manufacturing world. That’s not our goal today. Instead, we want to cover one specific piece of the lean puzzle—every part every interval, or EPEI. We want to ensure you have a clear picture of this methodology, what it is and isn’t, whether it’s something you should consider implementing at your factory, and, finally, how Industry 4.0 is affecting its place in the value chain. Many of the issues addressed below are applicable to lean manufacturing more widely, so you can take the information presented and apply it to your situation and see how emerging technology might help your bottom line.
Demand forecasting plays an important role in manufacturing. That fact isn’t changing; what is changing is how it’s done. Whereas in the past, forecasting had an aura of magic about it, relying heavily on the intuition and experience of the planner doing the forecasting, today it’s largely a data-driven practice. Before Industry 4.0, historical data was combined with gut feelings to produce a sort of crystal ball-like prediction of what the future held for the company in terms of demand and buyer behavior, and by extension what the company should focus on producing. Everyone basically crossed their fingers and hoped for the best. Post-Industry 4.0, this has changed dramatically, with a heavy reliance on advanced predictive analytics being fed data from IoT sensors deployed throughout the supply chain.
Transparency is at the heart of both Industry 4.0 and the sales & operations planning process. Without visibility into every aspect of a supply chain, planners have no way to know for sure how something they do today will impact another department or team in the months to come. With visibility into those teams’ processes to see where the overlap is, they can see clearly how each move they make will impact the rest of the company and can better ensure that the entire value chain is protected from non-compliance. This may look different for production planners and operations managers, as each has their own priorities and needs. different needs. It can also look different at each stage of the plan from the same department, but the bottom line remains the same—visibility into the planning process is key to successful implementation.
Industry 4.0 is making waves in the manufacturing and supply chain sectors. But what about logistics? How are these same technological advances helping move those products faster and more efficiently? The goal remains unchanged: to use connected workflows and technologies to give people the tools and freedom they need to adapt and pivot with the changing environment and to seek creative solutions to increasingly complex problems. Logistics 4.0 is here, and one of the primary drivers of this revolution is the Internet of Things (IoT). IoT refers to devices of all sorts, be they tablet computers, sensors monitoring machinery or vehicles, or even wearables that track biometrics to ensure the health and well-being of the workforce, that are all connected to the network.