FEATURE
Walmart, which integrates forecasting and sales data and connects consumer purchases back to sourcing decisions.
During a pilot in Mexico, the model delivered more than 98 % on-shelf availability while reducing inventory and supporting category growth.
The company is also developing direct-toconsumer capabilities. At its Hefei operation in China, Unilever manages around 31,000 orders each day across more than 400 products.
The factory-to-consumer model has accelerated fulfilment by 75 % while reducing logistics costs by almost a quarter, demonstrating how digitalisation can change not only manufacturing but also the route products take to consumers.
Resilience becomes a digital challenge
Supply chain resilience has assumed greater importance as manufacturers contend with energy price volatility, extreme weather, geopolitical uncertainty and disruption to global shipping routes.
For Unilever, resilience means being able to anticipate disruption, understand its potential impact and respond quickly.
The company has spent years strengthening its operations through measures including renewable energy adoption and the Digital Transformation of its Supply Chain. Increasingly, however, AI and data are providing another layer of resilience.
AI is being used to improve demand and supply forecasting, while digital twins simulate manufacturing processes to improve production performance and reduce energy consumption. Other digital tools provide greater visibility across logistics operations.
Together, these technologies are creating what Cuthbert describes as a technology ecosystem capable of identifying potential disruption earlier, assessing alternative scenarios and helping teams make faster decisions.
Vicky Cuthbert, Chief Product Supply Chain Officer for Personal Care, Unilever www. intelligentcio. com
INTELLIGENT CIO NORTH AMERICA
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