#Data integrity gap analysis how to#

This approach will help to improve operational transparency and traceability, and allow analysis of supplier compliance, KPIs and supply chain risks. To know who to trust and where the risks are, you need a sourcing strategy that maps and tracks suppliers, facilities and products down to raw materials. TodayвЂ™s volatile and ESG-focused environment demands prioritizing trusted partnerships and ecosystems to mitigate risk, improve operational assurance, and support sustainable strategies. At the same time, vendor and geographic concentration could leave you vulnerable to disruptions such as vendor insolvency or civil unrest. However, over-diversification can limit your ability to develop trusted relationships with suppliers. Diversity of sources can help maintain competitiveness. Resilient and sustainable decision-making relies on constantly finding the right sourcing balance. Develop resilient and sustainable sourcing With the accelerated speed of disruption today, simulations need to be repeated and acted upon continuously to manage the risks. Leveraging digital twins paired with simulation capability, you can then use control towers to make data-driven decisions using real-time data, improving agility in both sensing and responding to disruptions. Known as a digital twin, this virtual model gathers and connects data from various sources and systems across the supply chain network to create a virtual replica, containing the same supply entities, parameters and financial targets. TodayвЂ™s technology allows you to cost-effectively build a virtual model of your physical end-to-end supply chain. There are three areas to prioritize for measurable results. As a leading COO, you need to transform your organizationвЂ™s rigid, linear value chain into an agile, networked ecosystem. Operational resilience begins with the value chain. To navigate this increasingly complex and volatile world, COOs need to reframe their future for operational resilience and sustainability. And all this in the global context of economic and techno-nationalism. Reskilling and upskilling the workforce can help accelerate digital transformations and address cyber risks. Across the enterprise, technology innovations are helping COOs transform how the business operates to meet multiple, simultaneous demands from a range of stakeholders - and increasing the chances of cyber infection.

This shift is forcing COOs to reimagine their supply chains for agility and sustainability as much as optimization. Organizations may still be making the same products and services, but everything about how these products and services are designed, manufactured and delivered to customers is different.

#Data integrity gap analysis how to#

And COOs have had to figure out on the fly how to operate in this changed environment. Over the last 18 months, the COVID-19 pandemic turned that slow push into a giant, forceful shove. Over the last several years, empowered consumers, employees and investors, climate change, geopolitics and technology innovations have disrupted organizations, pushing them to change how they operate. But the world has changed - at first gradually and now suddenly. Until recently chief operating officers (COOs) have focused primarily on fine-tuning the value chain for speed to market, efficiency and profitability.