In a recently concluded project my collaborators and I draw from previous studies conducted by Center for Applied Purchasing Studies (CAPS), relevant academic and trade journals, as well as case interview data from relevant organizations to investigate use cases and practical applications of implementation of emerging technologies in supply management. Emerging technologies such as Artificial Intelligence (AI), Robotic Process Automation (RPA), Internet of Things (IoT) and Blockchain are increasingly being deployed in organizations to execute and facilitate supply chain and procurement activities. Yet knowledge is still lacking with respect to the effectiveness of these technologies. Our study provides insights into the justification, use cases, implementation process, barriers to implementation, critical success factors for implementation, and overall assessment of the effectiveness of Blockchain, Internet of things, Descriptive, Predictive and Prescriptive Analytics, Robotic Process Automation, Contract Analytics, Procure-to-Pay, Spend Analytics, Optical Character Recognition and Radio Frequency Identification technology.
As new technologies continue to emerge in supply chains and in procurement in particular, the adoption and implementation of such technologies will continue to evolve. Our conversations with several procurement leaders help in shaping our perspectives on the future of supply technologies. Overall, we believe that procurement professionals will need to have a clear business case preceding an organization’s technology choice. Niche technologies ranging from spend visibility, track and trace and spend analytics are more likely to solve many of the problems in sourcing as compared to an end-to-end solution. Technology can act as enablers but it is important to first identify the problem, identify potential solutions and upgrade the skill set needed to onboard a specific technological solution.
Companies are leveraging emergent technology very cautiously. There are a few companies that have clients who embrace the technologies significantly but a large majority are just sort of dipping their toes in the water.The primary reason is that many organizations have been burned by these technology implementations. Oftentimes a technology which looks great on PowerPoint does not turn out to be as promising when delivered. After a lot of expenditure, business cases were made to realize the true value of the technology. Given the budget constraints, many companies are now implementing technologies more cleverly by working around some of the limitations.
There is a lack of clarity as to which technologies should be classified as ‘emerging technologies’ in procurement. One way to think about a technology as ‘emerging’ is to consider the founding or relaunching year of a technology. Around 2014 there were some structural changes to older technologies in terms of API driven methodologies and analytics based tools. Big data was 2014 technology. However, over time, technologies have gotten smarter due to some industry influence and disruptors. These emerging technologies are in their evolutionary phase and are becoming more prescriptive with a specific focus on a particular sourcing problem. Technologies delivering true value to an organization are typically aimed at doing a particular set of activities and not at doing everything. Managers want very deep solutions in areas such as spend analysis, risk, sustainability supplier relationship, and, hence, technology needs to be best suited to deal with certain situations and has to bring precision to the required solutions. For example, a sourcing tool that is right for a high volume low complexity environment may not be appropriate for a low volume high complexity environment. A completely different tool might be needed. Similarly, sourcing tools in the manufacturing context could differ substantially from technologies used in the services context.
Emerging technologies in the risk management domain will need to consider lessons learned in the COVID-19 pandemic. Technologies will need to account for event based risk, cyber risk, financial risk, sustainability risk, etc. The emerging technologies should bring in better insights for risk management. Similarly, technologies dealing with sustainability or relationship management will need to cover additional nuances that organizations will be facing in the sourcing domain. Notwithstanding the need for new models for risk management, sustainability, relationship management etc., before implementation it is still important that organizations have a goal of how to fix the most basic things. The emerging technologies must help organizations in spend visibility, payment centralization, governance mechanisms, and contract analytics and tied to these are some good supplier information management systems. This should get the company doing a basic level of sourcing. Implementation of any emerging technology has to happen in parallel to the basic buildup of functions because if the organization waits to build on the stages they may fall behind exponentially and lose the competitive edge. An organization should find the top three critical points and go ahead using emergent technology to fix them in parallel. The business case for implementing technologies needs to be precise and should unravel the critical need of increasing sourcing velocity. Then the organization should use technology to address the need. The savings the company incurs should be used to fund the next steps.
Although technology implementation needs to be planned by considering specific technologies, it is important to note that as technology usage evolves in an organization these technologies start to get highly coupled with each other. A forward looking implementation plan that considers the coupling and integration between technologies would serve organizations well when decision makers may want to change course. While a long term technology roadmap is effective in planning for technology implementation, such roadmaps should have a certain degree of flexibility to incorporate changing business conditions and requirements.
Source: Goke, A., Nair, A. 2021. Compelling Applications of Emerging Technologies in Supply Management. CAPS Report. (Research assistants: Sukrit Pal, Ashok Gopalakrishnan)
