THE EXPERT — KAI ALTHOFF CEO of 4Flow How does technology make a difference in transforming the supply chain? K. A. To be competitive, supply chains must continually become faster. That is simply impossible without technology. However, technology can’t do it all: when a company restructures its organization, getting associates to buy into this transformation is just as important. Technology provides organizations with real‑time visibility of the flow of goods, enabling them to anticipate risks, optimize operations, and accelerate decision-making. The automotive industry’s supply chain is quite unlike that of the retail sector or the consumer goods industry. Each supply chain therefore requires specific solutions and technologies to meet its unique needs. For a company like OPmobility, what are the keys to successfully digitalizing its supply chain? K. A. Firstly, the quality and reliability of data. People sometimes think this data groundwork is no longer necessary with the advent of AI, but the opposite is true. Another key to success: integrating goods transport issues into upstream processes, starting with order or material planning. Lastly, IT tools must be rolled out using a well‑defined, step-by-step methodology. The aim is to ensure effective adoption by the different users who interact with one another throughout the supply chain (service providers, carriers, plants, control centers, etc.). To this end, in partnership with 4Flow, OPmobility has established a dedicated Transport Management System (TMS) to cover all aspects of its transport operations: planning, execution, monitoring, and performance management. As a result, when combined with reliable data, redesigned and digitalized processes, and engaged teams, the supply chain is accelerating to become more agile, resilient, and competitive in the long term. “Technology can’t do it all: when a company restructures its organization, getting associates to buy into this transformation is just as important.” K. A. Competitiveness, resilience, and digitalization: how is the supply chain reinventing itself? The supply chain has become a key driver of performance. How has its role changed in recent years? Kai Althoff. 10 years ago, almost nobody considered the supply chain to be a business-critical function. The pandemic changed this way of thinking, compounded by numerous developments and constraints which have put pressure on supply chains around the world. Today, companies must become more resilient by becoming much more agile. To do this, they must strengthen the relationships between the various links in their value chain, in contrast to the silobased approach which has long prevailed. Logistics is the primary function which makes this possible. It has always been devised with an end-to-end approach in mind to better adapt to changes in industries and markets. What are the challenges facing the automotive industry in this context? K. A. Over time, manufacturers have developed highly specialized models, often involving made-to-order manufacturing processes and limited inventory. The solutions OPmobility provides its customers are incorporated into a very precise production schedule. To deliver them on time, a highly efficient and iterative supply chain has been created. The ongoing optimization of the value chain has thus made it possible to cope with fluctuations in the industry. To address these new challenges, companies in the automotive industry no longer have any choice but to implement a genuine transformation of their logistics model, including their organizational structure, methodology, fleet, and IT systems. These 4 aspects are inseparable. 30 OPEN MIND
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