Removing the Two Barriers to Optimising Inventory

Removing the Two Barriers to Optimizing Inventory

Removing the Two Barriers to Optimising Inventory
Caught Between a Rock and a Hard Place

Henry Canitz – Product Marketing & Business Development Director, Logility

Supply chain leaders often find themselves in a difficult situation when it comes to the conflicting goals of improving customer service and minimising inventory. The omni-channel world we live in has driven customer service to new heights. Companies that don’t prioritise providing what the customer wants when they want it will soon find themselves losing market-share. On the other hand, product lifecycles continue to accelerate and the penalty for carrying too much of the wrong items leads to high levels of obsolescence. This isn’t a new dilemma, the balancing act between inventory and service has been going on since the earliest days of commerce. However, the penalties for bad service and/or high inventory are growing more severe and the space “between a rock and a hard place” is continuing to shrink.

Because of variability in demand and supply, increasing customer service levels can lead to higher levels of safety stock. Improving cash flow by indiscriminately reducing working capital dollars can result in slashing the wrong inventory, resulting in lower customer service levels.

While some supply chain teams have conducted inventory optimisation (IO) initiatives to raise service levels while lowering inventory cost, others worry that they won’t be successful in the effort.

There are two common barriers that can prevent an organisation from reaping the benefits of inventory optimisation efforts:

  • IO success can be undermined by reliance on:
    • Limited tools (such as modules built into, or bolted onto, existing ERP systems)
    • Inadequate solutions (e.g. error-prone, hard-to maintain spreadsheets)
    • Black-box systems (where calculations are difficult or impossible to validate)
  • An internal perception that understanding and implementing proven mathematical tools and business processes in order to streamline the creation of optimal inventory policies and targets is too difficult for the team to take on.

Overcoming these barriers is easier than you think and the benefits are too good to ignore. Companies that embrace Multi-echelon Inventory Optimisation (MEIO) achieve, on average, a 28% increase in inventory turns.

A simple three-step approach can remove barriers to achieving a successful MEIO initiative.

  1. Understand your current state and lay the foundation for a solid business case. Assess your organisation’s capabilities from the perspectives of:
    • Inventory performance
    • Business process and inventory management expertise
    • Technology and organisational readiness.
  2. Create a future state inventory optimisation capability—process, technology, organisation—that provides your supply chain team with a roadmap to success.
  3. Continue to drive fundamental strategic changes that create greater resiliency and agility throughout the supply chain and establish a cycle of continuous improvement.

Can you overcome the two common barriers to implementing inventory optimisation capabilities and get out of being Between a Rock and a Hard Place? Of course. We work with companies around the world who are driving significant value from their MEIO process.

Learn More:

 

About the author

Hank Canitz Picture

Henry Canitz is The Product Marketing & Business Development Director at Logility. To read more of Henry’s insights visit www.logility.com/blog.

Advertisements

Food & Beverage: Five Ways SYSPRO can Alleviate Your Headaches (Part 2)

whiskey-2382370_960_720

Part 2 – view part 1 here

SYSPRO’s association with process manufacturers is longstanding, and we continue to enjoy significant growth in our food and beverage customer base. I tend to think that we attract food and beverage customers with our industry-specific functionalities, our service, and the modular, cost-effective nature of our offering. SYSPRO’s enviable track record of retaining customers through periods of growth I credit to the scalability of our solutions, and to the dedication of our service representatives.

In my last blog, I discussed ways that food and beverage companies use SYSPRO to optimise traceability and trade promotions. Today I’m going to move on to cost control and inventory optimisation, and finish up with a short discussion of the Cloud.

Cost Control

It’s easy for costs to skyrocket, and the reasons are not always obvious. SYSPRO, integrated across an entire food and beverage company, provides 360-degree visibility into every facet of accounting, distribution and operations, unveiling important insights into metrics such as job cost performance, margins and pricing. Process manufacturers often utilise LEAN methodologies, and SYSPRO’s 360-degree visibility gives manufacturers the power to go LEAN, further their LEAN aspirations, or simply streamline and optimise their value chain.

End-to-end costing analysis allows manufacturers to assign more accurate production and overhead costs, and creates opportunities to eliminate redundancies, initiate improvement plans, and minimise non-value-add activities. SYSPRO can also facilitate the automation of processes that used to eat up surprising amounts of time, labour and resources, such as reconciliations, communications, paper-based documentation, etc. With an accurate picture of costs, it becomes easier to maximise profitability, even in a low margin environment.

SYSPRO’s bill of materials (BOM) provides detailed costing and an expected cost at each level of a production run. The Work in Progress (WIP) module, used in conjunction with the BOM, allows for the comparison of expected versus actual costs, often revealing realistic targets for cost savings.

One of my favourite SYSPRO tools is the Executive Dashboard. Dashboards are highly configurable, and give executives an ‘at-a-glance’ summary of complex information. In the office, at home, or on the road, dashboards allow managers to monitor key performance indicators (KPI) in real time. In addition, our ‘what-if’ costing features make it easy to compare the cost effects of different raw materials, production routes and labour rates. In a business environment as fast-paced and constantly changing as food and beverage, dashboards can shorten reaction time and decision making, heightening agility and giving the company a competitive edge.

Inventory Optimisation

One of the biggest balancing acts in manufacturing is inventory management, with some companies carrying as much as 50% of their capital in inventory. Those making proper use of SYSPRO, however, are usually able to minimise their inventory investment, while still maintaining appropriate levels of stock for demand management capability.

The inventory managers I know appreciate the fact that SYSPRO helps to determine optimum levels for basic, seasonal and safety stock, by factoring in metrics such as target service levels, depletion rate, order lead time and standard demand deviation. By connecting the inventory system to Order Entry, book inventory becomes an exact image of real inventory, providing unprecedented control over inventory and its associated costs. In addition, SYSPRO is an enormous help in enforcing a FIFO (first in-first-out) methodology, and in tracking expired product.

SYSPRO Inventory Forecasting predicts future sales based on historic demand. With Forecasting, managers can identify important products based on factors such as sales value, gross profit, quantity sold and cost of sales. In my experience, Pareto analysis – the famous https://en.wikipedia.org/wiki/Pareto_analysis – 80/20 rule – can really help clear the cobwebs from an outmoded view of a company’s inventory management.

Transformation on the Cloud

By now, you are probably aware that the Cloud can save money on capital expenditures. Not needing a server room, servers, and a high-paid IT department can be a major relief to the old P&L. There is also no doubt that the Cloud provides food and beverage companies with efficiencies that help them to scale. Efficiency and cost reduction, however, are only part of the picture when it comes to Cloud services.

We’ve all read articles, some of them verging on science fiction, about the oncoming ‘Fourth Industrial Revolution’. Whether you buy into the vision or not, there’s absolutely no doubt that manufacturing is changing to embrace new technologies, including automation, artificial intelligence, robots, blockchain (or blockchain-type technologies) and the Internet of Things. It is time, I think, to talk about the Cloud as an enabler of business transformation.

In the last few decades of the 20th century, companies made the choice to stick with their old, manual methodologies, or to join the IT revolution. Those that chose to transform were more likely to thrive. Of those companies that chose not to transform, very few are still around. In my opinion, we are now sailing similar seas – most companies cannot afford to ignore the advantages that accrue on the Cloud. Fortunately, SYSPRO ERP Cloud Services have been designed to provide a seamless, painless and profitable transition into the new manufacturing paradigm.

ASCI2018 Advisory Panel

Our journey continues on the path to ASCI2018. Our main announcement has been made and the implementation is well under way. Our next step is to announce our advisory panel, and here it is.

·       Pieter Nagel, CEO, ASCI – Dr Nagel has spent his whole working career of more than 30-years, in the Supply Chain domain. He has achieved a dynamic balance between corporate, consulting and academic positions and has always endeavoured to advance the logistics profession. He developed an international reputation as a leader in Supply Chain Strategy.

·       Penny Bell, ASCI Director and Supply Chain Director, Medical Devices, ANZ, Johnson and Johnson – Penny Bell is a highly effective strategic supply chain executive, with well-developed general management competencies who focuses organisations on their strategic direction, challenges the status quo through continuous improvement initiatives, guides transformational change programs and identifies and develops high performing talent.

·       Henry Brunekreef, ASCI Director and Director Advisory Services, Supply Chain and Operations Management, KPMG – Henry Brunekreef is a Senior Manager with nearly 20 years of industry and consultancy expertise in leading organisations to operations excellence, with extensive domestic and international experience in all aspects of Supply Chain, Customer Service, Logistics and Project / Change Management. First-class strategic thinking, networking and interpersonal skills allow him to create high performing teams and drive necessary change. Henry is result driven whilst constantly focusing on customer requirements.

·      Laynie Kelly, ASCI Director and Marketing Manager ASIA Pacific, IPTOR – Laynie is an accomplished marketing and communications executive and advisor with more than 20 years corporate development experience in the technology, food & beverage, automotive and media sectors, managing sales and creative project teams. Laynie specialises in applying her expertise and market knowledge to consistently exceed the marketing performance of her clients.

Our advisory panel will be able to provide the strategic advice and relevant industry knowledge to take ASCI2018 to the next level. The panel includes an array of experienced professionals from across the supply chain, as you can see above.

With such a strong advisory panel, ASCI2018 is sure to be a unique opportunity. Each panellist comes from varying sectors within the industry, meaning your organisation will be able to engage everyone, from logistics to procurement and overall, your entire organisation can benefit from the latest industry advances.

You are also invited to take part in our survey and let us know what you want to see and hear at the conference – HERE

 

Regards,

Pieter Nagel
CEO
Australasian Supply Chain Institute

RAAF Site Visit

Green Light Day 2017

Our August site visit was one of the most interesting and insightful we have had to date. This is ASCI’s first step as we change the format of our site visits and ramp up the learning experience to new heights and what better way to start this take off than with the RAAF Base Richmond.

The day started off with ASCI staff and members meeting up on a crisp Richmond morning at 8:30, where we were lead into the base and given our safety briefing. The first session provided an outline of the Australian Defence Organisation’s supply chain, including the role of Capability Acquisition and Sustainment Group (CASG) in supporting the C130J and C27J aircraft based at RAAF Richmond.

Now we come to the exciting part, we got to go inside the C27J Spartan , a battlefield airlift transport aircraft operated by Number 35 Squadron. This particular aircraft is able to move people, equipment and supplies in Australia and the surrounding area. Inside, we got to see how everything is packed in and all the different facilities they have to get their goods from point A to point B. The aircraft is able to take a wide variety of tasks including being able to support humanitarian missions in remote areas, delivering ammunition to front line troops and also undertake aero-medical evacuation of casualties. This aircraft is able to carry a significant amount of weight and land on airstrips that are not suited to some of their other aircraft, providing additional capability especially on humanitarian disaster relief missions.

Some of the C27J’s missions include air drops, this means they cannot land due to the damage or limited capacity of an airstrip however supplies are still able to be delivered.  Our next stop was 176 Air Dispatch Squadron, where the parachutes used for the air drops are cleaned, repairs, packed and stored.  These parachutes go through a whole production line to make sure they are suitable for both trained personnel and supplies which can include supplies as large as tractors.

Our day ended with a chat about the storage of inventory in the Australian Defence Force including the use of a national network of warehouses and storage sites. This allowed for question time, where members were able to better understand concepts used at the RAAF Base Richmond and take these notes back to their own daily job.

The whole experience was interesting and shows the steps ASCI is taking to make these experiences more exciting and intriguing for members to benefit.  One member stated, it was a “great lifetime experience… thanks for organising it.” We are eager to see what our next site visit will entail!

Food & Beverage: Five Ways SYSPRO can Alleviate Your Headaches

food


(Part 1)

Last weekend a group of colleagues, most of us in the ERP field, broke out the barbies and commandeered a stretch of shady beachfront. The group shares a passion: we are all in one way or another obsessed with manufacturing, which is why we began analysing the value chains that brought us the food and drink we were consuming. As we cleaned up our rubbish, we offered a silent and non-denominational prayer of thanks to the companies that bring us our modern cornucopia of beverages and food.

Back at work on Monday, I found myself brain-storming a blog topic. My mind, still half in weekend mode, turned gratefully to our food-manufacturing conversation. SYSPRO, after all, is the ERP of choice for hundreds of food and beverage companies. Our industry-specific functions are designed to ease the rigours of an extremely competitive industry, by managing financial complexities, optimising operations, guaranteeing quality, and offering precise control over every aspect of the supply chain.

Food Safety & Compliance

If you want to avoid giving a food manufacturer a nightmare, don’t mention Salmonella, E.coli, SARS, melamine, mad cow disease or bio-terrorism. All food production, in-home or in-factory, carries the potential for risk, but for manufacturers, the responsibility is vastly multiplied. Food and beverage companies need to ensure complete food security, as specified by government-mandated, industry-required food safety programs.

Food safety regulations begin with expiration dates and packaging, but extend to traceability of product throughout the entire supply chain. With SYSPRO’s Lot Traceability module, both tracking (farm-to-fork) and tracing (fork-to-farm) per product, lot and supplier ingredient is automatic and easily retrieved. For raw materials, products, packaging materials and processing equipment, a wealth of information is preserved at every point along the value chain, including incoming materials, manufacturing operations, inventory management and customer shipments. For every action that can impact food, at any point in the supply chain, SYSPRO enables a food processor to trace all ingredients back to their source, and all finished products to their retail, wholesale or food-service destinations.

Of course, all that information needs to be made actionable in the event of an emergency, both for consumer safety, and for brand protection. Government-mandated audits are bad enough, but there’s usually a grace period if procedures aren’t quite up to snuff. Mock recalls aren’t always as forgiving. Many processors that supply retail chains are now conducting mock recalls on a quarterly basis, and the cost of failure can be catastrophic, immediate, and final. With SYSPRO’s Lot Traceability, mock recalls are fully automated. Many of our customers can conduct a flawless mock recall in thirty minutes or less.

Of course, SYSPRO is, at root, accounting software, and discussions of functionality inevitably return to ROI. There’s even a value-add to our compliance measures. Lot traceability increases visibility along the supply chain, which can be leveraged to ensure food freshness and quality, improve customer service, streamline schedules and generally reduce the costs of business. In the warehouse, for example, traceability allows pickers to easily adhere to FIFO (first-in, first-out), while fulfilling longer-distance orders from lots that are in no danger of becoming outdated.

Trade Promotion Management

Trade promotions are an enormous element of the Sales & Marketing mix for most consumer goods companies, and food manufacturers are no exception. In fact, many of our customers cite trade promotions as a key component of growth. Promotions campaigns increase sales and provide companies with valuable information on consumer trends and changes – how well these campaigns are managed can be critical to success.

In years gone by, promotions were generally managed by sales team, but these days the prevalence, variety and importance of promotions necessitate the use of ERP. Fortunately for our customers, SYSPRO Trade Promotion Management makes it simple to negotiate the complexities of contract pricing, volume discounts, trade promotions, rebates, multitier credit checking and comprehensive reporting. SYSPRO TPM tracks off-invoice allowances and promotion deductions, and provides efficient reconciliations that result in increased collections. And of course, TPM is integrated into SYSPRO General Ledger, Accounts Receivable, Inventory Control, Sales Order & Invoicing modules. The bottom line? Reduction of confusion and complexity, huge savings in time, better information, better customer relationships, and (the pièce de résistance!) improved cash-flow and profitability.

***

In Part 2 of this blog, We will go deeper into SYSPRO’s industry-specific offerings for the food and beverage industry, and how all of these functionalities can be utilised – with lower capital costs – on the Cloud.

ASCI2018 Save the Date

Here at ASCI, it has been a pipeline dream of mine to run our own conference for the many members of ours in the community.  I am fortunate enough to announce, that this has become a reality and our very own conference ‘ASCI2018‘ is underway to be brought to you on 23 & 24 May 2018.

We have been working and will continue to be working hard in the lead up to ASCI2018. I am aware of the rapidly changing environment of the supply chain industry and the ASCI team have implemented this into the theme and program of the conference. ASCI2018, will allow for supply chain managers to receive some clarity around the latest industry developments admit a rapidly changing supply chain landscape due to e-Commerce disruptions.  This is why we have named the conference ASCI2018: e-Commerece: Driving Supply Chains into the Future.

Businessman Smiling During Meeting

The world is experiencing major disruptions. CEOs see more threats today versus three years ago, up 78% according to a recent study.* As e-Commerce turns the spotlight onto the supply chain, Operations, Logistics and Supply practitioners have a huge responsibility to offset these threats, leverage new technologies and build faster, better global supply chains. More than ever, these practitioners need to be at the top of their game, working together across functions within the organisation, and building the capability to respond to e-Commerce. Equally important is that this theme is addressed in relation to the technical best practice knowledge on which ASCI has laid its foundations.

Attending ASCI2018 will be a unique opportunity to engage your organisation’s entire supply chain, logistics and procurement teams in a professional learning experience. At ASCI, we’re passionate about helping members re-position themselves for sustainability in light of major disruptions. These major disruptions are coming thick and fast. We need to protect and educate our members so they can respond to such change.

Finally, I have to mention that we have selected our strategic endorsement partner, Akolade to help run our conference. We are very impressed with the quality and relevance of Akolade’s leading-edge, well researched events which we have been participating as the Endorsement Partner. Akolade has demonstrated the expertise and professional approach we require to run ASCI2018 and we look forward to collaborating yet again on our very own conference.

I am so proud of this achievement and milestone the ASCI team have accomplished. Looking back at all the hard work the team have done to make this conference happen shows how dedicated they are to bring the best of the best to our member base. I look forward to seeing you all at our conference.

pieter_fred_2

 

*PwC CEO Insights, 2017: http://www.pwc.com/gx/en/ceo-agenda/ceosurvey/2017/au/key-findings.html

 

Pieter Nagel
CEO
Australasian Supply Chain Institute (ASCI)

Why good leaders make you feel safe

Untitled

What makes a great leader? Management theorist Simon Sinek suggests, it’s someone who makes their employees feel secure, who draws staffers into a circle of trust.

But creating trust and safety — especially in an uneven economy — means taking on big responsibility. We’ve discussed this all important topic for ASCI members in a recent blog The Seven Tests of True Mastery. As supply change practitioners, we are accurately aware that our industries are certainly not immune to change, making our teams feel vulnerable and stressed. How do we support them?

ASCI members took the opportunity this week to attend the ASCI Networking evening which was live streamed on our closed Facebook page, ASCI Members, to hear what they needed to know about redundancy, redeployment and career transition and how they could make their teams feel safe and secure amidst a domain of disruption and change.

Expecting to hear the doom and gloom of unemployment, members were pleasantly surprised to hear that the top organisations in Australia are offering the very best outplacement services for employees experiencing redundancy or redeployment.

Four Fast facts

  1. Most employees will experience seven workplace changes
  2. Most employees will experience an estimated three redundancies
  3. Four out of five medium to large organisations globally utilise outplacement
  4. It is estimated 44% of jobs in Australia will be at risk due to developing technology.

According to Brendan O’Keeffe, Nova Partners, career transition is inevitable for all of us and supply chain managers will benefit from learning as much as they can about outplacement services and best practice during a restructure.

Brendan shared the Automotive industry as a best practice case in point, clearly one which is close to ASCI Members’ hearts. In particular, Toyota was presented as an example of a company which has excelled in communicating with employees about the restructure changes in the organisation from the very top of the organisation chart – giving employees full transparency to opportunities on offer, managers who they’d report to and locations in which to relocate.

Career transition consultation was made available to those choosing to move on – some to the most unlikely careers such as professional golfing and entrepreneurial ventures.

Information sharing and advice on roles and responsibilities was sought after employees by management, making employees feel like their tenure made a significant impact to the organisation.

The two year outplacement transition has made all employees at Toyota feel valued and motivated by the changes to the organisation, regardless of the outcomes for the individuals. This is a brand dream for most organisations.

However, Brendan O’Keeffe says many SME companies say outplacement services are a luxury they cannot afford, leaving employees without the support they require during restructures. In leui of this service, supply chain managers are forced to upskill and learn best practice ways to look after their teams during transition.

For more information about outplacement services and career transition, please contact ASCI Corporate Member, Brendan O’Keeffe at Nova Partners: bokeeffe@novapartners.com.au.

 

 

 

Embracing digital disruption

tech image

Digitalization is changing the game for every industry—and every industry knows it. In one report dealing with the financial industry, 100% of business leaders surveyed said that they expect their sectors to be impacted by digital disruption in the future.

While almost 90% of manufacturers said they’d consider implementing digitally disruptive technology, only 28% think it will generate increased revenue, and only 13% see digitization as a path to a new revenue model. Manufacturers—and industries in general—are worried about the risks of digitally disrupting their current processes and technologies, especially if they’re already profitable.

System-wide change would cause trepidation in any organization, but it’s necessary to address those fears to be able to transition into the new age of hyper-connectivity. Right now, industries and companies need to figure out how they will embrace new technology, put aside their doubts, and make digital disruption work for them—before it’s working for one of their competitors.

Hear Infor President Duncan Angove discuss digital disruption and bridging the gap between what an analog company can deliver and what today’s digital customer expects.

 

About our Guest Blogger

Helen Masters
Vice President & Managing Director, Infor South Asia — ANZ & ASEAN

Helen Masters_VP ANZ & ASEAN_2_highres

Helen Masters is Vice President, South Asia – Infor ANZ & ASEAN where she is responsible for the development and promotion of global corporate products and seamless customer experience to augment market presence in the Pacific and ASEAN regions. These comprise Australia & New Zealand, Indonesia, Malaysia, Philippines, Thailand and Singapore.

In her role, Helen maintains new product lines with a focus on customer and partnership management and strategy-setting to grow business in Infor’s key micro-verticals in the South Asia region.

Prior to Infor, Helen was Vice President, Commercial and Emerging Markets, SAP; and Head, Emerging and Transformational Alliances Group, Cisco Systems where she was responsible for the launch of data business solutions.

Helen is a graduate of Macquarie University, Sydney, Australia and is also certified in Computer Programming.

Are you prepared for digital transformation?

Unless you have blocked out every media message, it’s likely you’ve been exposed to the sweeping changes that digital innovation and technology are bringing to the business world. In fact, a few pundits have noted that the expectation for digital innovation and technology may surpass the business impact of the Internet.

The question is not a handwringing “what to do?” but rather “how can our organization take advantage?” Then, as quickly as possible, leap ahead of competition, grab market space and market share, garner a higher portion of wallet from customers, and make progress toward your goals.

In our experience, organizations typically grapple with three main goals:

1.   Connecting to their customers in a meaningful way—For example, an Australian customer we worked with saw the impact of moving from a manual paper-based sales order system to a digital-based system that is fast and accurate. And, it saw a typical 2-week contract renewal cycle reduced to just 1 hour. The Infor Digital Engineering team provided a way to evaluate existing processes, and propose the optimal mix of software solutions to help make this change happen.

2.   Improving employee engagement—With today’s multi-generational workforce and the ease of technologies like smartphones, iPads, apps, streaming, and such, many workers expect the work systems they use to operate much the same as those in their personal life. Working with several retail customers on work scheduling, we found it was typically incumbent on employees to go to the store to get their schedule. By examining the process, Infor digital engineers were able to understand the current operations, and integrate a digital system whereby employees are notified via text, email, or even their wearable technology about their work schedule.

3.   Creating greater operating efficiencies—That’s expected if you improve the connection to your customers and employees. But there is more opportunity here in the realm of data analytics. When it comes to digital innovation, this area is very important. Analytics used to mean a view of what was done yesterday, last week, or last month. But now, we can look forward with predictive and prescriptive analytic capabilities. There is solid research available discussing the impact of digital on growth. This slide from Dell Technologies shows 34% of businesses are evaluating what to do, and only 15% of companies are doing nothing. Don’t let that be you.

ifor image

About our Guest Blogger

Helen Masters
Vice President & Managing Director, Infor South Asia — ANZ & ASEAN

Helen Masters_VP ANZ & ASEAN_2_highres

Helen Masters is Vice President, South Asia – Infor ANZ & ASEAN where she is responsible for the development and promotion of global corporate products and seamless customer experience to augment market presence in the Pacific and ASEAN regions. These comprise Australia & New Zealand, Indonesia, Malaysia, Philippines, Thailand and Singapore.

In her role, Helen maintains new product lines with a focus on customer and partnership management and strategy-setting to grow business in Infor’s key micro-verticals in the South Asia region.

Prior to Infor, Helen was Vice President, Commercial and Emerging Markets, SAP; and Head, Emerging and Transformational Alliances Group, Cisco Systems where she was responsible for the launch of data business solutions.

Helen is a graduate of Macquarie University, Sydney, Australia and is also certified in Computer Programming.

ERP Trends – Democracy in the Cloud

digital-student

 

The next great wave of technology is upon us, a global tsunami, heralding change in every facet of our lives. For manufacturers, the decade ahead will be transformative. As ERP deploys the power of Big Data and Predictive Analytics, harnesses the flow of information from the Internet of Things, incorporates Machine Learning, and immerses workers in an  increasingly intuitive UX, businesses will find themselves in possession of almost unimaginable agility, flexibility and control. Continue reading