Larrinaga presentacion cluster euskalduna

V Jornada Logística de Euskadi – Euskadiko Logistikari V. JardunaldiaProf. Miguel Angel Larrinaga

LA CADENA DE SUMINISTRO EN

ENTORNOS DIGITALES“The 20th century was about dozens of markets of

millions of consumers. The 21st century is about

millions of markets of dozens of consumers,” —

Joe Kraus, Google Ventures, BBC News

Magazine

THE IMPACT OF DIGITISATION ON

PRODUCTIVITY, CAPITAL, AND

LABOUR COULD DELIVER €2.5

TRILLION OF ADDITIONAL GDP TO

EUROPE IN 2025

Source: Digital Europe: Realizing the continent’s potential, June 2016


AGENDA

‣ Introducción‣ A vueltas con el titulo

‣ 4.0…. Una inteligencia conectada

‣ Marco 4.0‣ Industria

‣ Digitalizacion

‣ Logistica y Supply Chain

‣ Economía Circular

‣ Algunos Retos‣ Demografía

‣ Megacities

‣ Exponencial

‣ A modo de conclusión


SUPPLY CHAIN DEFINITIONSOURCE: SUPPLY CHAIN COUNCIL, 2011

A VUELTAS CON EL TITULO: CADENA DE SUMINISTRO


NESTLE SUPPLY CHAIN

A VUELTAS CON EL TITULO:


LOGISTICS VS SUPPLY CHAIN

Source: Jeffrey J. Karrenabauer,

Presentation 2013 Supply Chain Global Member Meeting and Supply Chain World North April 2013

A VUELTAS CON EL TITULO: LOGISTICA


EL INDICE DESI

El Indice de Economia y Sociedad Digital

(DESI) es un indice compuesto por cinco

indicadores del rendimiento digital de Europa y

que permite un seguimiento de la evolucion de

los Estados miembros de la Union Europea en

la competitividad digital. Estos cinco

indicadores son conectividad, capital humano,

uso de internet, integracion de la tecnologia

digital y servicios publicos digitales.

Espana figura en el grupo de paises cuya

puntuacion crecio mas rapido en el ultimo ano,

colocandose en el puesto numero 15 de la UE,

lo que supone un ascenso en dos puntos,

gracias en particular a su fortaleza en servicios

publicos digitales, cuestion en la que se ubica

en el 5o puesto, segun el DESI 2016 publicado

por la Comision Europea

Rendimiento de Espana en las cinco

dimensiones DESI con respecto a otros paises

de la Union

A VUELTAS CON EL TITULO: ENTORNO


ENTORNO:ECONOMICO,

OFERTA, DEMANDA


ENTORNO

Big & Fast Data: The Rise of Insight-Driven Business,

Capgemini

By 2020, information will reinvent,

digitalize,or eliminate 80% of business

processes and products /servicios

¿Dónde estaremos nosotros?


EUROPEANS ARE HEAVILY INVESTED IN THE DIGITAL AGE There are many highlights in Europe’s digitisation story thus far. Europeans are heavily invested in the digital age.

More and more tasks and activities are now digitised. Across Europe, 39 percent of enterprises use social media, 76 percent of adults are regular internet users, and 96 percent of millennials have used the internet in the past three months

Mckinsey, DIGITAL EUROPE: PUSHING THE

FRONTIER, CAPTURING THE BENEFITS, JUNIO

2016

ENTORNO


A VUELTAS CON EL TITULO: DIGITAL


A VUELTAS CON EL TITULO: DIGITAL

An▸ estimated 10 billion physical objects with embeddedinformation technology already exist today and many more smart cars, homes, cities, factories, energy systems, and other networks of connected devices are being built.

Many▸ companies have already begun to integrate IoTtechnologies into their operations and projections for futurepenetration, while spanning a big range, all point towardssigni cant growth. Research rm Gartner predicts that by 2020 ‘around 25 billion connected “things” will be in use’ and their‘disruptive impact will be felt across all industries and allareas of society’.

A ▸ recent report by DHL and Cisco suggests that the numberof connected devices and objects in 2020 will reach 50 billion.

https://www.ellenmacarthurfoundation.org/assets/downl

oads/publications/EllenMacArthurFoundation_Intelligent

_Assets_080216-AUDIO-E.pdf


TODO ES POSIBLE?

Gestión de Expectativas: B2B,

C2C,M2M,Generation Z

‣ Los clientes esperarán todo más rápido

‣ Entregas en el mismo día

‣ Los clientes usarán cualquier canal de compra

‣ “Omnicanalidad”


4.0: UNA NUEVA INTELIGENCIA

Inteligencia Conectada

• Tecnologías de la comunicación: Google Car 2012, Swarm/TeamRobotics, Smart Grid

• Big Data y Sistemas CiberFísicos

• Aplicable a cualquier sector: primario, secundario, tercer sector, cuarto sector

Inteligencia Humana

• Al final y al principio de la cadena de personas/maquinas/aparatos conectados siempre habrá un hombre cuyas decisiones siempre son irracionales

• Decisiones Irracionales


MARCO 4.0

▸ Industria 4.0

▸ Digitalización

▸ Logística 4.0

▸ Supply Chain 4.0


LA MODA 4.0


¿Qué beneficios nos aporta?

Logística inteligente

Edificios

inteligentes

Procesos

inteligentes

Energía

Sostenible

Fábricas

inteligentes

BENEFICIOS 4.0: LA VISIÓN PUBLICA


RESULTADOS 4.0


INDUSTRY 4.0 DEFINITION


ALGO DE HISTORIA

▸ El término “Industria 4.0” comenzó a oírse en 2011 en Alemania, durante la Hannover Messe (Hannover Fair en inglés), una de las mayores ferias industriales del mundo. En 2012, el Gobierno de Alemania creó un grupo de trabajo sobre la Industria 4.0 con el objetivo de analizar y presentar las recomendaciones de su implementación. Desde entonces, y principalmente en Europa, se habla de Industria 4.0.

▸ Fuera de Europa y sobre todo en EEUU es más habitual hablar de la Internet de las Cosas (Internet of Things). Industria 4.0 es un término que se apoya en la Internet de las Cosas aplicada específicamente a la industria y muy particularmente a los sistemas de fabricación, pero, como veremos, el término abarca más tecnologías y conceptos.

Source‣ : http://www.atoxgrupo.com/website/noticias/industria-4-0-y-logistica-4-0


‣ Source: Proceedings of the Hamburg International Conference of Logistics (HICL). Hans-Christian Pfohl, Burak Yahsi and Tamer Kurnaz The Impact of

Industry 4.0 in Supply Chain


▸ Industry 4.0 is the sum of all disruptive innovations derived and implemented in a value chain to address the trends of digitalization, autonomization, transparency, mobility, modularization, network-collaboration and socializing of products and processes.

▸ (1) Digitalization: The companies’ internal processes, product components, communication channels and all other key aspects of the supply chain are undergoing an accelerated digitalization process (Geisberger and Broy, 2012). According to the conceptual analysis visualized in figure 3, the digitalization process itself is the most important characteristic feature and enables all othercharacterizing features.

▸ (2) Autonomization: “Industry 4.0” technologies and concepts are enabling machines and algorithms of future companies to make decisions and perform learning-activities autonomously. This autonomous decision-making and learning is based on man-made algorithms and enables whole factories and manufacturing facilities to work with minimum human-machine interaction(Angelov, 2013)


▸ (3) Transparency: While global supply chains are characterized by highly complex

structures, the available “Industry 4.0” technologies are increasing the transparency of

the whole value creation process. Through this increase in transparency, decision-

making in the company will be more collaborative and efficient. Not only the supply

chain processes, but also the behavior of corporate partners and customers will be

more transparent to the company (Wang, Heng and Chau, 2007).

▸ (4) Mobility: The dissemination of mobile devices makes communication, data

sharing and generation of values possible from all over the world. The mobility of

devices is changing the way customers are interacting with companies, and the

communication and interaction of machines in the production process (Schweiger,

2011).

▸ (5) Modularization: “Industry 4.0”-technologies are enabling the modularization of

products and the whole value creation process, e.g. manufacturing facilities. Modular

production facilities can be adjusted in their quantity autonomously, which is

increasing the flexibility of the production processes (Koren, et al., 1999; Putnik, et al.,

2013).



▸ (6) Network-Collaboration: Just as human beings in our society are interacting in

social networks, the companies’ processes will be defined and activities will be

decided through the interaction of machines and human beings within specific

networks in and out of the companies organizational borders (Bauer, et al., 2014).

▸ (7) Socializing: The collaboration in networks is enabling machines (not only

smartphones) to start communicating and interacting with other machines and/ or

humans in a socialized manner. Herewith, the collaboration with machines is

socialized, since humans are able to get into a conversation with the machines

(Oswald, 2014).



‣ Source: Briefing, September 2015 EPRS | European Parliamentary Research Service Author: Ron Davies

RETOS PARA LA INDUSTRIA 4.0

▸ Some feel that Industry 4.0 as a concept is poorly defined and suffers from exaggerated expectations;

others believe that fully digitised products and value chains are still a 'pipe dream'.

▸ Investment and change Building a complex value network that can produce and distribute products in

a flexible fashion means business leaders must accept to change and partner with other companies –

not only suppliers and distributors of a product, but technology companies and infrastructure suppliers

such as telecoms and internet service providers.

▸ Data ownership and security With the large quantities of data being collected and shared with

partners in the value network, businesses need to be clear about who owns what industrial data and to

be confident that the data they produce will not be used by competitors or collaborators in ways that

they do not approve.

▸ Legal issues Advanced manufacturing also raises a variety of legal questions including employee

supervision, product liability and intellectual property.

▸ Employment and skills development he nature of manufacturing work has been shifting from largely

manual labour to programming and control of high performance machines. Employees with low skill

levels risk becoming replaceable unless they are retrained. On the other hand, workers able to make

the transition to Industry 4.0 may find greater autonomy and more interesting or less arduous work. By

2020, labour markets in the EU could be short of as much as 825 000 ICT professionals;


BIG DATA & DIGITALIZACION

Digital transformation is the use of new digital

technologies to enable major business

improvements such as enhancing customer

experience, streamlining operations, or creating

new business models.


La era del acceso (Rifkin) De los datos a la inteligencia: Qué lado del “cerebro de la CS lo gestiona?

Adquision y Grabacion

Depuración Integración Agregación

Modelización y Análisis

EnvíoInterpretacion y Prediccion

• ¿Quién manda, decide y tiene la información en esa cadena?

• Ej. Un camión sin conductor que toma sus decisiones.

• De la multimodalidad a la sincromodalidad: ¿Quién es el actor principal?

• ¿Complejidad de la red. Quien accede a los datos?

• Personas• Empresas• Máquinas/Plataformas.

• Algunas preguntas• ¿Qué información es disponible?• ¿Quién mide su calidad?• ¿Qué algoritmos se usan? ¿Es

un aprendizaje “dirigido”?

BIG DATA & DIGITALIZACION


‣ Source: Presentación Grupo Nestlé

BIG DATA OR TOO MANY DATA:NESTLE (2015)


BIG DATA OR TOO MANY DATANESTLE 2015

‣ Source: Presentación Grupo Nestlé


BIG DATA


RETORNOS DE DIGITALIZACION

http://www.tcs.com/SiteCollectionDocuments/White-

Papers/future-ready-supply-chains-0416.pdf


QUE HACEMOS CON EL DATA: ANALYTICS?

3

1

1.0 2.0 3.0 4.0

• Small, structured,

static data

• Back-office analysts

• Slow, painstaking

• Internal decisions

• Spreadsheets/OLA

P/EDW

• Descriptive

analytics

Big, unstructured, •

fast-moving data

Rise of data •

scientists

Data products in •

online firms

Rise of • Hadoop and

open source

Visual analytics•

• “Agile is too slow”

• Mix of all data

• Internal/external

products/ decisions

• Analytics a core

capability

• Move at speed and

scale

• Predictive and

prescriptive

analytics

• Analytics

embedded,

invisible, automated

• Cognitive

technologies

• “Robotic process

automation” for

digital tasks

• Augmentation, not

automation

1975-? 2001-? 2013-? 2016-?

Source: Four Eras of Analytics Thomas Davenport April 2016

la neurociencia, la nanotecnología y

la supercomputación


DATA FOR TAKING DECISIONS

Instinct Can Beat Analytical Thinking

I’ve worked with large companies and asked decision

makers how often they base an important professional

decision on that gut feeling. In the companies I’ve

worked with, which are large international companies,

about 50% of all decisions are at the end a gut decision


REPASO

‣ Industria 4.0

‣ Digitalización

‣ Business Analytics Y entonces aplicado a

logistica que nos vale?


‣ Source: Logistics in Transition: New Drivers at the Wheel

2016 CSCMP’s Annual State of Logistics Report

LAS PREOCUPACIONES DE LOS PROFESIONALES (AL MENOS EN USA)


From‣ JDA: Future is now (White paper, 2016)


▸ La Industria 4.0 añadirá una mayor complejidad a las cadenas de

suministro que tendrán que ser capaces de evolucionar en igual medida.

Pero las mismas tecnologías que permiten hablar de Industria 4.0 están

revolucionando también la Logística, pudiendo hablar de la Logística 4.0.

▸ Internet de las Cosas permite que la mercancía disponga de sensores

para monitorizar la temperatura, la humedad, la geolocalización, etc.

Actualmente la combinación de sistemas como el RFID activo con

sistemas geolocalización y redes de comunicación inalámbricas ya están

permitiendo monitorizar las mercancías en tiempo real y tomar decisiones

de forma remota en base a los datos recibidos.

▸ Pero en el futuro, a medida que las tecnologías aplicadas a la

trazabilidad se abaraten, cada palet o cada producto podría llevar su

propio dispositivo conectado e ir transportados en contenedores

inteligentes que permitan adaptar automáticamente los niveles de

temperatura y humedad en función del estado actual de la mercancía, así

como detectar automáticamente defectos en las cargas o proponer rutas

de transporte más apropiadas en función cada destino, tipo de carga o

fecha de caducidad.

Source‣ : http://www.atoxgrupo.com/website/noticias/industria-4-0-y-logistica-4-0 LOGÍSTICA 4.0

http://www.atoxgrupo.com/website/noticias/rfid-almacenes-de-perecederos


▸ La Industria 4.0 se caracteriza por la digitalización de los procesos de

fabricación. Pero el sector logístico tiene su propia revolución con

iniciativas como la Internet Física (Physical Internet en inglés, abreviado

PI) y que no hemos de confundir con Internet de las Cosas.

▸ La Internet Física es una iniciativa internacional para desarrollar un

sistema abierto de logística global. En la Internet de la información,

diversos estándares y protocolos definen cómo se transportan los datos,

dividiéndolos en paquetes de forma que cada uno siga la ruta más

eficiente hasta su destinatario. La Internet Física sigue una aproximación

similar, en la que en lugar de paquetes de datos tendremos

contenedores estandarizados donde viajará la mercancía, facilitando el

manipulado, almacenaje y transporte de forma eficiente y sostenible a

través de todos los participantes de la cadena logística. Estos

contenedores se beneficiarán de las tecnologías de la información para

estar monitorizados constantemente en tiempo real así como para ser

transportados siguiendo las rutas más apropiadas para cada destino y

tipo de mercancía.

Source‣ : http://www.atoxgrupo.com/website/noticias/industria-4-0-y-logistica-4-0 LOGÍSTICA 4.0

http://www.atoxgrupo.com/website/noticias/almacen-del-futuro-2025


La Logistica evolucionara hacia sistemas cada vez mas automatizados. ▸El transporte de mercancia con vehículos autotripulados sera una

realidad en las proximas décadas. En la actualidad, Rolls-Royce esta

investigando en un proyecto de barcos de carga no tripulados, o “barcos

drones”, que tecnologicamente podrian estar disponibles en los proximos

anos y que permitiria controlar eficientemente flotas de cientos de

cargueros.

Los vehiculos ▸ autotripulados para transporte por carretera seran sin duda

una realidad mucho antes de lo que pensamos. Actualmente el proyecto

Google Car dispone de una flota de coches de dos plazas sin conductor

para el transporte de pasajeros, que ya estan funcionando a modo de

prueba en calles reales de Estados Unidos, gracias a los sistemas de

vision artificial, la geolocalizacion y la inteligencia artificial.

Los ▸ drones son otra de las apuestas de las empresas logisticas para un

futuro proximo. La posibilidad de transportar por aire pequenas cargas de

forma eficiente y economica ya ha dado pie a varios proyectos para

distribuir mercancia directamente del almacén al consumidor final.

Aunque las limitaciones de los drones actuales son su autonomia y su ▸

‣ Source: http://www.atoxgrupo.com/website/noticias/industria-4-0-y-logistica-4-0 LOGÍSTICA 4.0

http://www.atoxgrupo.com/website/noticias/estanterias-logistica-drones


Aunque las limitaciones de los drones actuales son su autonomia y su ▸limitada capacidad de carga, varias universidades del mundo estan

investigando en la robótica de enjambre aplicada a los drones. De esta

forma, varios drones podrian volar trabajando cooperativamente para

transportar cargas mayores, para proporcionar redundancia y para

realizar maniobras complejas que un solo dron no podria llevar a cabo.

Pero para que la logistica pueda adoptar todos estos avances de forma ▸eficiente, es necesario también una evolucion en la intralogística,

optimizando las operaciones de manutencion dentro de los almacenes.

Sistemas de almacenaje automatizados▸ como los de ATOX Soluciones

Tecnologicas proporcionan sistemas modulares que puede integrar

cualquier tecnologia de sensores y comunicarse con los sistemas de

tecnologias de la informacion de los almacenes, permitiendo la

digitalizacion del transporte interno de mercancia y de la preparacion de

pedidos, evolucionando asi hacia la logistica inteligente o Smart

Logistics.

‣ Source: http://www.atoxgrupo.com/website/noticias/industria-4-0-y-logistica-4-0 LOGISTICA 4.0

http://www.atoxgrupo.com/website/automatizacion-del-almacen

http://www.atoxgrupo.com/website/noticias/smart-logistics


TECHNOLOGY BUBBLE PARA LOGISTICA 4.0

▸ Nanosensors and the Internet of Nanothings Tiny sensors that can connect to the web

▸ Next Generation Batteries Making large-scale power storage possible

▸ The Blockchain: A revolutionary decentralized trust system

▸ Two-Dimensional Materials “Wonder materials” are becoming increasingly affordable

▸ Autonomous Vehicles Self-driving cars coming sooner than expected

▸ Organs-on-chips Using chips instead of organs for medical testing purposes

▸ Perovskite Solar Cells Making progress towards ubiquitous solar power generation

▸ Open AI Ecosystem From artificial to contextual intelligence

▸ Optogenetics Using light to control genetically modified neurons

▸ Systems Metabolic Engineering Chemicals from renewable sources’ microorganisms


CONDUCCION AUTONOMA

‣ Transportation continues to be a challenge for adults as they age and become unable to drive safely. A number of

transportation alternatives are present to supplement or replace driving. While most respondents would consider

using any of the proposed alternatives, few are actively taking advantage of newer programs such as car or ride

sharing. This may reflect the spotty availability of these services in suburban and rural areas where a higher

concentration of older adults live as well as the still nascent comfort with using on-demand alternatives. Fully

autonomous vehicles have enormous potential to enhance mobility. However, the trust to adopt these technologies

is not yet here for a many potential users and may need to be built-up over time.

‣ The survey results suggest there may be some hesitation around one's comfort with full automation among the

older adult population who could benefit it the most. The good news, however, is that greater than 50% of the older

adult market responding to the survey appears comfortable with the concept of technological innovations that help

the driver. Training and perceived ease-of-use of a technology directly correlate with eventual adoption of the

technology. Improved training methods that more closely align with preferred learning strategies may help by

allowing drivers to become more comfortable with progressing levels of automation at their own pace, eventually

leading to adoption of fully autonomous vehicles. Future research might examine how attitudes may differ by region

to account for availability of transportation alternatives in suburban and rural areas. In addition, future exploration

may assess possible differences in attitudes.

‣ Source: http://agelab.mit.edu/files/publications/2016_6_Autonomous_Vehicles_Consumer_Preferences.pdfelated

to education, income and gender


CONDUCCION AUTONOMA


FABRICACIÓN ADITIVA: 3D

‣ Another great digital technology that is evolving

the supply chain is 3D printing. For Barilla, this

technology is revolutionizing its pasta production

and realigning its entire supply chain. The brand

can now offer more than just five varieties of pasta

to restaurants, retailers, and wholesalers, giving

them a choice of ingredients (vegan!), flavors

(Mediterranean tomato!), and shapes (soccer balls

to celebrate my favorite team’s win!).

‣ By putting a 3D printer in its

customers’ facilities, Barilla’s

supply chain must anticipate and

fulfill every possible configuration.

The whole notion of demand

anticipation and fulfillment and

replenishment is completely

flipped. Instead, the supply chain

needs to think about arriving at the

customer site to service this piece

of equipment.

http://digitalistmag.com/digital-supply-networks/2016/03/10/why-3d-printed-food-transformed-supply-chain-04057133


4D PRINTING

‣ In 2015, 90% of 3D printing applications in the automotive industry were for prototyping and only 10% for production. However, the technology is starting to spread, and is used not just for design but also for manufacturing, repair and replacement.

‣ According to a January 2016 report by the US consultancy Frost & Sullivan, the application scope of 3D printing is currently restricted to the production of extremely low volume parts and production tooling. Despite this, the firm forecasts that the technology will generate USD 4,3 billion in the automotive industry by 2025, and achieve deeper penetration in production and the aftermarket.

http://iecetech.org/issue/2016-01/Is-4D-printing-the-

next-step

http://www.frost.com/sublib/display-report.do?id=NFA0-01-00-00-00


4D PRINTING

The method was inspired by the way plants change shape over time in response to environmental

stimuli. This orchid-shaped structure is printed with a hydrogel composite ink containing aligned

cellulose fibrils, which enable anisotropic swelling. A proprietary mathematical model developed by

the team precisely predicts how the fibrils will swell in water. After printing, the 4D orchid is immersed

in water to activate its shape transformation. Credit: A.S. Gladman, E. Matsumoto, L.K. Sanders, and

J.A. Lewis / Wyss Institute at Harvard University


THE BIMODAL SUPPLY CHAIN▸ Fast and slow. Traditional and

revolutionary. That’s “bimodal.” This year’s conference theme will explore how today’s global supply chain must operate on a two-part bimodal supply chain strategy — delivering efficiency and innovation at the same time.

▸ You can think of Mode 1 as analog and designed for stability, efficiency, and operational excellence. Mode 2 is digital and designed for agility and innovation—an approach supported by advanced analytics, automation, and connectivity


MAKING THE DIGITAL PIVOTBY LORA CECERE, FOUNDER, SUPPLY CHAIN INSIGHTS

— 10/12/2015


‣ Source: Building digital trust: The role of data ethics in the digital age, Accenture 2016

LA ETICA DE LA DATA


ECONOMIA CIRCULAR 4.0

Source: WASTE NOT, WANT NOT.

CAPTURING THE VALUE OF THE

CIRCULAR ECONOMY THROUGH

REVERSE LOGISTICS


TRANSFORMANDO LA

MANERA DE HACER

Y REUTILIZA

R

ECONOMIA CIRCULAR 4.0

Source: WASTE NOT, WANT NOT.

CAPTURING THE VALUE OF THE

CIRCULAR ECONOMY THROUGH

REVERSE LOGISTICS


▸ Develop a ‘material backbone’ – a system to optimise thecirculation of materials and minimise the need for virgin resources– to strengthen its competitiveness. Intelligent assets – in particular asset-tracking solutions – could be instrumental in realising that vision.

▸ A major barrier for the transition towards the circular economy isthe hidden cost of negative externalities. Sensing technology isalready tracking detailed ows in, for example, food productionsystems, and in the future the extension of these applicationscould reveal the source of externalities, such as greenhouse gas emissions or ecosystem service destruction, in detail. This wouldnot be a complete solution but a key step towards setting anaccurate and fair price on these externalities.

ECONOMIA CIRCULAR 4.0https://www.ellenmacarthurfoundation.org/assets/downl

oads/publications/EllenMacArthurFoundation_Intelligent

_Assets_080216-AUDIO-E.pdf


LAS CUATRO FUERZAS DE CAMBIO SEGÚN MCKINSEY (2015)

Conectados a todo, con todo, sobre todo‣

La época de las grandes urbes o ‣ megacities

La ‣ exponencial revolucion tecnologica

Demografia ‣ 65.0


MEGACIUDADES

▸ En 2030 70% of all humans will live in cities

▸ Quizás las redes tradicionales de dos dimensiones habrá que verlas en 3 dimensiones

▸ A distinct retail characteristic is the presence of millions of very small, family-owned and operated stores. We call these nanostores.

▸ There are 28 megacities on the planet, and the United Nations projects that the number will reach 41 by 2030, accounting for a population of some 453 million people.

▸ Most megacities are located in emerging economies. In addition to congestion, carriers that deliver goods in these urban centers must navigate complex traffic planning regulations and the demands of many small retail outlets called nanocenters. With limited back room space, nanostores need to be restocked frequently. In Mexico City, for example, some 60% of the city’s nanostores maintain only one to two days of inventory.

▸ Source:: http://blog.mytmc.com/technology/how-megacity-distribution-models-are-changing-urban-logistics/#sthash.qCUZyHxQ.dpuf


Megacities‣ : como medir una ciudad de otra manera


DEMOGRAFIA 65.0

Aging is a disruptive force in many countries and economies. Imagine:‣

There are more walkers and wheelchairs than baby carriages in parts of Europe‣

People over ‣ 60 in China are more numerous than the entire population of Russia

Japan’s population by mid‣ -century may reduce by half and nearly a third will be over

65

77 ‣ million American baby boomers, born between 1946-1964 are now passing 65

nearly one every seven seconds

Even in ‘young’ South American and African nations, there are concentrations of older ‣adults that rival or even surpass the oldest countries of Europe

But ‣ – global aging is not simply a story of ‘more.’ The new disruptive demographics of

aging is not your grandfather's old age – many older people have:

Vast cultural, lifestyle, and economic diversity within and across nations‣

Fewer family caregivers and working age adults to support an aging society ‣ – either because of fewer children or the

migration of younger people to urban centers leaving an older rural population behind

Greater expectations of Japan's ‣ Dankai and baby boomers in North America and Europe to not only live longer but to live

better than previous generations

Higher expectations and lifelong experience with the promise of technology to improve the quality of life ‣ – from accessing

healthcare, connecting to loved ones, to remaining engaged rather than ‘retired’ from society

Better health, more education and income than their parents and grandparents‣

Source: http://agelab.mit.edu/disruptive-demographics

http://bigthink.com/blogs/disruptive-demographics


EXPONENCIAL….. TODO

Una organización ‣exponencial es aquella

cuyo impacto es

desproporcionadamente

grande, al menos 10 veces

más que su competencia

debido al uso de nuevas

técnicas organizativas y de

aceleración


EXPONENCIAL….. TODO

‣ Digitalización.- Cualquier tecnología que se precie ha de ser ahora digital ya que ello permite alcanzar

a todo el planeta. Permite una automatización y una rapidez que incrementa la escalabilidad

exponencialmente.

‣ Decepción.- Cualquier iniciativa exponencial digital entra directamente en un periodo de decepción.

‣ Disrupción.- El crecimiento exponencial tan veloz se convierte rápidamente en disruptivo y la

innovación disruptiva casi nunca proviene del status quo. La amenaza real casi para cualquier negocio

no proviene de la competencia, sino de las startups. Los expertos se convierten en frenos y

desaceleradores de la innovación.

‣ Desmaterialización.- Cuando algo es realmente disruptivo lo que ocurre es que se desmaterializa, es

decir, que físicamente desaparece como las cámaras de fotos o el GPS que ahora se han incorporado

al teléfono.

‣ Desmonetización.- Una vez que algo se ha desmaterializado, se desmonetiza y pierde valor. Si no

existe no se puede pagar por ello. Esta situación está ocurriendo constantemente, por ejemplo, Uber

desmonetiza al taxi tradicional, mientras que Craiglist a la publicidad. Lo que está ocurriendo en el

mundo digital es que el coste marginal del marketing y las ventas es casi cero pues la web ahora

permite ofrecer productos y servicios por un coste que era impensable hace 20 años. La estructura

viral y la potencia de las recomendaciones puede hacer que un producto sea conocido (para bien o

para mal) prácticamente en todo el planeta y en tiempo real.

‣ Democratización.- Una vez que algo se desmaterializa y se desmonetiza, pasa a ser totalmente

democrático, es decir, que todos los podemos utilizar.


CONCLUSIONES


CONCLUSIONES: ¿ES ALGO NUEVO?

‣ For decades, supply chains have incorporated digital technologies like programmable logic controllers, radio-frequency ID, EDI, and electronic documents into their processes and operations. If that’s digital transformation, supply chain operators have long-boarded that train before anyone else thought of coming along for the ride. Over the last 25 years, these technologies have optimized and streamlined the function dramatically – evolving rapidly to accelerate processes, squeeze costs, and offer better quality.

‣ The key is going digital with your business processes and eliminate all those manual steps so you can give the customer what they want. That’s what supply chain digital transformation is all about – the customer.”

http://www.digitalistmag.com/digital-supply-networks/2016/03/23/what-going-digital-

really-means-for-supply-chain-04095857


‣ CONCLUSIONES

¿CÓMO IMPACTA EN NUESTRAS OPERACIONES. 4V?

Variation in

demand High Low

VisibilityHigh Low

VarietyHigh Low

HighVolumeLow High

4.0

< 4.0


CONCLUSIONES: LA MATRIZ PRODUCTO PROCESOS


Logistica 1.0 Logistica 2.0 Logistica 4.0

CONCLUSIONES: LA CADENA DE PENETRACIÓN DEL 4.0


4.0 Y DEMANDA: LONG TAIL

▸ Con el concepto Smart Factory, los sistemas

de producción se alejarán de las plantas de

fabricación centralizadas y en su lugar se

crearán redes de unidades de fabricación

interconectadas. Esto hará que se muevan

materias primas y productos semielaborados

de forma mucho más frecuente.

▸ En los mercados globalizados actuales, los

productos tienen ciclos de vida más cortos y

las variaciones en las demandas son más

impredecibles. Con los sistemas de

fabricación aditiva se podrá lanzar nuevos

productos al mercado de forma más rápida y

se podrán reducir los niveles de stock de

seguridad. La flexibilidad e interconectividad

ayudará a predecir y reaccionar de forma

más eficiente ante las variaciones de la

demanda, reduciendo así el efecto látigo.

Con sistemas de producción que permiten

personalizar los productos de forma

eficiente, las diferencias entre los mercados

de masa y los modelos de negocio basados

en la long tail se difuminarán

http://www.atoxgrupo.com/website/noticias/industria-4-

0-y-logistica-4-0

http://www.atoxgrupo.com/website/noticias/efecto-latigo

http://www.atoxgrupo.com/website/noticias/estanterias-metalicas-long-tail


BULLWHIP 4.0

https://www.atkearney.com/web/beer-distribution-game/the-bullwhip-effect


BULLWHIP 4.0


CONCLUSIONES:SEGÚN DAVOS CUATRO FORMAS DE VER LA

INDUSTRIA 4.0

▸ The Fourth Industrial Revolution as the next big “wave” of economic activity and innovation for good. Could it end our addiction to fossil fuels?

▸ The Fourth Industrial Revolution as the convergence of digital, human and physical domains: what happens when software “eats the world”?

▸ The Fourth Industrial Revolution as a disruptor of existing power structures. The question of who gains and who loses is far from settled.

▸ The Fourth Industrial Revolution as a radical shift in the future of work, education and skills. It’s not man versus machine…

▸ The Fourth Industrial Revolution as the trigger for a new set of norms around technology and humanity. We change technology, technology changes us.


CONCLUSIONES: INDUSTRY 5.0


‣ And where are we humans?

CONCLUSIONES: INDUSTRY 5.0

▸ While there is a movement globally to create smart factories and make things communicate digitally, a new trend is appearing on the horizon aiming to bring back the human touch in production. The trend is dubbed “Industry 5.0” or collaborative industries.

▸ Furthermore, according to a survey conducted by Accenture Consulting, 85 % of manufacturers see the “connected workforce” being commonplace in their production processes by 2020. So, while robots are excellent at manufacturing standard products in standardized processes in a high production volume, adding this so-called “special something” to each and every product is a challenge where robots require guidance. Thus, we recognize the need to bring back the human touch to production processes.

http://www.universal-robots.com/blog/industry-50-return-

of-the-human-touch/

https://www.accenture.com/us-en/insight-connected-industrial-workforce-research.aspx?c=glb_ealatwt_10000118&n=smc_0416


THE IMPACT ON PEOPLE: AUTOMATION OR AUGMENTATION?

►Augmentation—smart humans helping smart machines, and vice-versa

►People do this by aiding automated systems that are better than humans at their particular tasks, or by focusing those tasks at which humans are still better

►The classic augmentation example: freestyle chess

►Better than humans or automated chess systems acting alone

►Humans can choose among multiple computer-recommended moves

►Humans know strengths and weaknesses of different programs

►We’ve seen this before: textile machinery, spreadsheets

70 | 2016 © Thomas H. Davenport. All Rights Reserved


CONCLUSIONES SKILLS


Digitalización

Democratización

Descentralización

CONCLUSIONES


CONCLUSION 1: SEA CURIOSO


CONCLUSION 2: ENTENDER LO QUE SE PUEDA. CUIDADO CON LOS GURUS.


MUCHAS GRACIAS


BIBLIOGRAFIA‣ Informe McKinsey: Digital Europe:

‣ http://www.mckinsey.com/business-functions/digital-mcKinsey/our-insights/digital-europe-realizing-the-continents-potential?cid=other-eml-alt-mip-mgi-oth-1606

‣ Quo Vadis Logistics 4.0:

‣ http://www.ima-zlw-ifu.rwth-aachen.de/fileadmin/user_upload/INSTITUTSCLUSTER/Publikation_Medien/Vortraege/download//Quo_vadis_Logistik4.0_17March2016.pdf

‣ State of Logistics Report:

‣ http://www.rightplace.org/assets/img/uploads/resources/State-of-Logistics_Rosalyn-Wilson.pdf

‣ DHL Logistics Trends report:

‣ http://www.dhl.com/content/dam/downloads/g0/about_us/logistics_insights/dhl_logistics_trend_radar_2016.pdf

‣ Organizaciones Exponenciales:

‣ http://www.yorksmallbusiness.ca/wp-content/uploads/2016/01/adam_little.pdf

‣ Manufacturing 4.0 and European Parliament:

‣ http://www.europarl.europa.eu/RegData/etudes/BRIE/2015/568337/EPRS_BRI(2015)568337_EN.pdf

‣ Strategy and Smart Manufacuring

‣ http://www.ptc.com/File%20Library/Topics/Harvard%20Business%20Review/HBR_How-Smart-Connected-Products-Are-Transforming-Competition.pdf

http://www.mckinsey.com/business-functions/digital-mcKinsey/our-insights/digital-europe-realizing-the-continents-potential?cid=other-eml-alt-mip-mgi-oth-1606

http://www.ima-zlw-ifu.rwth-aachen.de/fileadmin/user_upload/INSTITUTSCLUSTER/Publikation_Medien/Vortraege/download/Quo_vadis_Logistik4.0_17March2016.pdf

http://www.rightplace.org/assets/img/uploads/resources/State-of-Logistics_Rosalyn-Wilson.pdf

http://www.dhl.com/content/dam/downloads/g0/about_us/logistics_insights/dhl_logistics_trend_radar_2016.pdf

http://www.yorksmallbusiness.ca/wp-content/uploads/2016/01/adam_little.pdf

http://www.europarl.europa.eu/RegData/etudes/BRIE/2015/568337/EPRS_BRI(2015)568337_EN.pdf

http://www.ptc.com/File Library/Topics/Harvard Business Review/HBR_How-Smart-Connected-Products-Are-Transforming-Competition.pdf

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