New, digital entrants are transforming traditional relationships in the freight and logistics business. Their offerings, built on big data, cloud and connected platform technologies, give customers the seamless experience they already enjoy as consumers:
Ease of access
Swift, near real time integrated service
Still mired in largely manual and heterogeneous processes, supported by a variety of different tools, most of the industry’s incumbents simply can’t compete.
Accenture research clearly shows that if they persist with "business as usual," traditional players can expect to lose both competitiveness and value.
DIGITAL DISRUPTION IN THE LOGISTICS INDUSTRY THREATENS TRADITIONAL PLAYERS WITH IRRELEVANCE—UNLESS THEY TOO LEARN TO DISRUPT.
Digitizing their operational processes will help incumbent players rise to the challenge posed by platform-based pricing models and remain competitive. But they also need to seize the value-generating opportunities that the application of new technologies delivers.
Accenture believes that eight digital technologies, at varying stages of maturity, are especially disruptive.
EACH TECHNOLOGY CHANGES THE CURRENT INDUSTRY IN ITS OWN WAY.
These technologies offer incumbent players struggling to adjust to digital disruption the keys to a variety of new, customer-centric business models, each of which could unlock significant value-generation opportunities.
THEY ENABLE SEVEN NEW BUSINESS MODELS THAT UNLOCK OPPORTUNITIES ARISING FROM PREVAILING MARKET CHALLENGES.
Smart players will choose a mix of business models, depending on their strategic positioning in the value chain and which customer segment they wish to address.
3D PRINT FARM
Set-up 3D-printing centres at critical geographic nerve centres to supply clients with finished/semi-finished components, printed through the LSP as contract manufacturer.
Digital capabilities are critical to meeting the challenge of digital disruption successfully. We believe that incumbents need to consider and drive this “rotation to the new” as a conscious and deliberate act of renewing and transforming their core business, while growing into new businesses and services.
Our research shows that no incumbent can afford to postpone the move to digital. Over the next three to five years, a combination of new competitors, rising customer expectations, and a shift in global trade routes will force traditional intermediaries to transform—or lose relevance.