Labor productivity levels are historically low and stalled out largely due to a lack of investment in workforce innovations. One clear symptom is that turnover is 33% higher in supply chain organizations compared to pre-pandemic levels. While that may paint a discouraging picture, it also provides an excellent basis for supply chain leaders to experiment and rethink how they unlock, mobilize and augment the workforce to greater productivity.

Rising consumer expectations have collided with supply chain disruptions to redefine how network service providers (NSPs) bring compelling value propositions to the market. While cutting-edge product developments on the customer premises equipment (CPE) front once provided an opportunity for NSPs to secure a competitive differentiation, it has become clear that a more comprehensive view of innovation will be required to improve their market position through 2022 and beyond.

Research by Gartner shows that disruption-shaping organizations are likely to experience less than one-third of disruptions than their peers. Chief supply chain officers (CSCOs) must strategically reduce the rate of disruption to their supply chains by reducing their surface areas in the near future. Supply chain surface areas are the sum of all products, processes and networks that compose the supply chain today and represent touchpoints that risk events can have with the supply chain.

According to a new forecast from the International Data Corporation (IDC) Worldwide Quarterly Personal Computing Device Tracker, shipments of PCs are expected to grow 18.1% in 2021 with shipments of just over 357 million units. While IDC still expects PC growth to drop slightly in 2022 (-2.9%), the overall five-year compound annual growth rate (CAGR) remains positive at 3%

Events of the past year have upended the procurement industry, illustrating the fragility of a complex international supply chain and forcing a sea change in the industry. However, according to the 2021 Supply Chain Insights Global Survey from IHS Markit, supply chain professionals often lack the tools, data and platforms needed to diversify their supply chains and optimize their processes.

The evolution towards an autonomous supply chain has already begun, and this transformation coincides and is driven by members of Generation Z (Gen Z), that have just started to enter the workforce, according to Gartner, Inc. Today’s supply chain leaders expect them to be innovators that accelerate supply chain digitalization and pave the way towards hyperautomation.

Nontraditional competitors – especially digital giants, such as Amazon and Alibaba, as well as startups – are reshaping industries through disruptive innovation, the ability to uncover and address unknown customer needs and very agile supply chains.,

Sweeping market changes have made it clear that supply chains, long managed to be cost-effective and reliable, must also now be resilient and sustainable. Making this resilience a reality requires executives to have visibility into how materials and goods enter and move through the chain, as well as tracing inputs and outputs all the way to the hands of the customer.

The coronavirus pandemic has put chief supply chain officers (CSCOs) under pressure to adapt and prepare their networks for an uncertain future, according to Gartner, Inc. Supply chain leaders must adapt their strategies, investment and leadership style to ensure long-term efficient growth.

According to Frost & Sullivan’s recent analysis, aftermarket revenue expanded by 4.1% in 2019. This was largely driven by a 3.2% growth in vehicles in operation, with the contraction in global gross domestic product (GDP) growth stifling consumer expenditure on new vehicle purchases.

Frost & Sullivan’s recent analysis, COVID-19 Growth Impact Assessment for the Commercial Vehicle Industry, shows that digital and connectivity services will significantly influence market recovery post-COVID-19 as telematics services, automated digital freight brokerage solutions, and digital retailing are expected to thrive.

Single connections between customer and supplier are often not resilient enough in crisis situations, so supply chain leaders must counter by adding more partners and building an ecosystem. Every ecosystem looks different, as some organizations turn to academia and start-ups to fill capability gaps, others involving end users and consumers in new forms of value exchange.

Frost & Sullivan’s recent analysis encompasses nine key trends that will emerge from industries reshaping as a response to COVID-19. Technology leaders must assess the emerging opportunities resulting from COVID-19 and provide technological innovations to build company, society, and consumer resilience.

The Gartner, Inc. 2020 Hype Cycle for Supply Chain Strategy shows that the Internet of Things (IoT) has reached the bottom of the Trough of Disillusionment. The market will begin to climb out of this trough, as the technology advances and practitioners succeed in defining the best opportunities for the unique measurement and tracking capabilities of IoT.

The global aviation blockchain market is expected to grow from $420 million in 2019 to $2.12979 billion by 2027, at a CAGR of 22.5% during the forecast period 2020-2027 according to a new study conducted by Fior Markets.

The global market size for road freight services is currently growing at a CAGR of 4 - 5 percent yearly, according to Beroe Inc., a procurement intelligence firm. With the impact of Brexit, trade volume with emerging economies would expand in the next 4 - 5 years, which would result in improved road freight activity.