You are a team of consultants and advisors, working for the 'Go digital, Embrace innovation' corporation. Your mission is to advise companies about new digital innovative paths of optimization and growth. You are specialists in the Supply chain domain. Your team include experts in Design, Manufacturing, Supply Chain, Logistics and Management. Your client for this project is HungryPet. The company has dozens of factories, each making 200 different pet foods and treats. Each factory has about 100 vendors who provide 600 different packaging materials and food ingredients. HungryPet is facing several business challenges especially with the market's ever-increasing promotions and launches, higher competition, pressures on the quality of used ingredients, and the transparency of the SC operations. With your deep understanding of the company's supply chain, you realize that the key to reactivity in this context lies in the information flow with the vendors. This task is currently very time-consuming for the factory planners and the vendors, with requirements shared and plans agreed upon via spreadsheets, e-mail and endless phone calls to clear up confusion and reach decisions. In fact, this job is so tedious, it is often left to "lower-potential" Supply Chain staff to manage, both at HungryPet and at the vendors. But if this part of the supply chain is not addressed, the expected benefits in terms of agility and working capital will not be achieved After much reflection, you believe this is a unique opportunity for HungryPet to innovate by adopting a digital supply chain solution. HungryPet is investing 30 million in implementing an end-to-end DSC system, with understandably high expectations of improved supply chain performance.

ANSWERING THOSE QUESTIONS

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Which metrics / KPIs are the most convenient to put in place in order to manage the performance of new digital supply chain and identify improvements.