This is part two of innovating supply chain, click here if you missed the first part.
We'll start with answering question two: What are the mobility industry’s goals for innovation?
Efficiency and cost reduction will be an internal goal for any viable business, however, demonstrable improvement to the relocating employee experience is increasingly likely to differentiate an RMC from their competition and an engaged and invested supply chain is key to delivering that.
Let’s take a closer look at how those two aspects, relocating employee experience and optimizing utilization of partner capabilities inform innovation.
For a long time, relocation packages focused on services providing logistical support for getting the employee from point A to point B and so innovation was focused on making that process cheaper, more streamlined and more consistent.
Lately, cafeteria and core-flex packages have attempted to adapt to an increased desire for flexibility and ownership on the part of the employee but have been beset by the inherent difficulties of trying to achieve new outcomes with minimal change to established processes. Too often, the freedom these policies intended to create ends up hobbled by the need to constrain the employee in a bid to contain cost.
By beginning with employee experience as a core value, innovation is free to reimagine the product, not just the process.
While competitiveness often dictates innovation, the multifarious elements of the relocation industry require RMCs to build a network of trusted partners.
Establishing a robust and cutting-edge supply chain means being cognizant of the expertise available to you through your partners and innovating with them to realize the full benefit of technological advances while remaining current on shifting employee needs.
Through strategic partnership, innovation is elevated from speculation and educated guesswork to integration and alignment.
And, so for the purposes of this series innovation will be considered as the process of rejuvenating a product through collaboration with all invested parties.
Next, we’ll be taking a closer look at how relocating employees (as invested parties) can play a role in innovation through a Design Thinking approach to improving customer experience.
As emerging technology trends and buzzwords like robotics, AR/VR and, increasingly, blockchain continue to dominate the industry headlines, supply chain leaders maintain a measured approach in their investments around adopting new technologies. The 2018 Kenco Innovation survey re-cast questions from its 2017 Innovation Survey and the results remained strikingly similar, indicating that change rates remain slow. However, a few interesting trends emerged that show signs of an industry shift in the coming years.