Dan Mandle | SVP, Data Science & Analytics
Countless news pieces and prognostications this past spring carried fascinating research about a topic many Americans had been able to ignore as the empty store shelves of the pandemic eased and we could all squeeze our Charmin again: supply chain infrastructure.
With a return to the risk of scarcity, I found it fascinating to read about how long it takes to ship goods from China to the United States by sea. Based on the timing of various tariff proclamations coming out of the United States and its [former] trading partners, one could actually start to play forecasting games for when we might start finding the shelves of our local retailers empty.
After digging deeper into this trickle-down effect and, among other things, coming across a research article on supply chain vulnerabilities, I was also struck by how one might compare the shipping industry with our own marketing industry. Particularly in regard to data and analytics.
For instance, technologies play a key role in how these two industries are run.
- Two-thirds of supply chain leaders are using Advanced Planning and Scheduling (APS) systems to evolve their workstreams to include digitization for better planning, faster response to disruptions and scenario planning (McKinsey & Company).
- Three-quarters of companies are using marketing technologies (Martech) to run and optimize their campaigns (CMO Survey).
When it comes to attribution measurement, a whole third to a half of the leaders in these industries suggest there’s still work to be done.
- In the supply chain industry, two-thirds of leaders can prove the business value of the APS systems that are increasingly needed to identify and manage problems (McKinsey).
- Meanwhile, according to Gartner, half of senior marketing leaders are able to attribute business success back to the marketing campaigns they are running.
And, finally, both industries are challenged with staff who may need more training.
- Nine out of ten supply chain leaders say that their companies do not have the right talent to meet their digitization goals (McKinsey).
- Three-quarters of advertising agency employees feel as though their jobs have become more challenging. Just under two-thirds believe digital advertising has gotten harder (Basis Technologies).
With so many similarities between these two industries, it comes as no surprise that the recommendations given to supply chain leaders by the team at McKinsey could just as easily prove useful to those of us in marketing.
- Become more comfortable with the concept of minimum viable products. We should encourage our peers to move forward with what data they have on hand, choosing to make it OK to optimize models and points-of-view in time as more data becomes available.
- Invest in talent. Customer retention is more efficient than customer acquisition. Based on supply chain leaders now favoring programs that educate and train existing staff rather than hiring new ones, it’s fair to suggest employee retention is also more efficient than making new hires.
- Adopt AI. From use in planning and scheduling to creative concepting and workflow management, ample opportunities exist in both industries for leaders to fundamentally change their approach to working thanks to artificial intelligence.
Across both industries — logistics and marketing — one truth holds: Resilient systems are not built on perfect data but on adaptive thinking, agile teams and a willingness to evolve. The similarities between supply chain modernization and marketing transformation offer a clear reminder that future-proofing our work depends on smart tools, skilled people and the confidence to test and improve over time.
The teams at broadhead apply this adaptable, cross-industry approach to our work in transportation and supply chain — where strategy, innovation and storytelling come together. Learn more about how we’re helping clients move their industries forward here.