The three companies say the deal will allow clients to both define ideal set-ups for new warehouses and to continuously enhance existing facilities with Mega, an Nvidia Omniverse blueprint for large-scale industrial digital twins. The strategy includes a digital twin powered by physical AI – AI models that embody principles and qualities of the physical world – to improve the performance of intelligent warehouses that operate with automated forklifts, smart cameras and automation and robotics solutions.
The partners’ approach will take advantage of digital twins to plan warehouses and train robots, they said. “Future warehouses will function like massive autonomous robots, orchestrating fleets of robots within them,” Jensen Huang, founder and CEO of Nvidia, said in a release. “By integrating Omniverse and Mega into their solutions, Kion and Accenture can dramatically accelerate the development of industrial AI and autonomy for the world’s distribution and logistics ecosystem.”
Kion said it will use Nvidia’s technology to provide digital twins of warehouses that allows facility operators to design the most efficient and safe warehouse configuration without interrupting operations for testing. That includes optimizing the number of robots, workers, and automation equipment. The digital twin provides a testing ground for all aspects of warehouse operations, including facility layouts, the behavior of robot fleets, and the optimal number of workers and intelligent vehicles, the company said.
In that approach, the digital twin doesn’t stop at simulating and testing configurations, but it also trains the warehouse robots to handle changing conditions such as demand, inventory fluctuation, and layout changes. Integrated with Kion’s warehouse management software (WMS), the digital twin assigns tasks like moving goods from buffer zones to storage locations to virtual robots. And powered by advanced AI, the virtual robots plan, execute, and refine these tasks in a continuous loop, simulating and ultimately optimizing real-world operations with infinite scenarios, Kion said.
Overall, the changes are intended to help organizations increase the efficiency of their global supply chains even as they face significant challenges ranging from component shortages to disrupted shipping routes, ever-changing global trade agreements, and volatile customer demand. To quickly adapt their supply chains to the changing global business environment, logistics professionals need agile and efficient processes that can help them successfully navigate regulatory compliance, reduce the likelihood of trade bottlenecks, and mitigate the impact of on-going shipping disruptions, Oracle said.
“The pandemic brought supply chains to the forefront, and those repercussions are still going on, including geopolitical tensions, trade regulations and sanctions, and even the way that consumers consume has changed,” Srini Rajagopal, Oracle’s vice president of logistics product strategy, said in an interview. “So companies need a platform to connect suppliers with customers with supply chains, giving them end-to-end visibility for what’s going on with each order. And that gives them the ability to plan for resilience, to handle unforeseen disruptions.”
The Oracle SCM product provides those features by combining trade and transportation functions into a single platform. That approach gives it the ability to offer logistics network modeling (LNM), letting users explore different scenarios such as a closed port or a shuttered supplier and seeing the theoretical effects of those changes on their own system’s actual data.
New capabilities in the latest release include upgrades to the platform’s features in fleet management, global trade management, the mobile app, and user experience (UX) workbenches providing business intelligence (BI) and visual representations of data.
The consulting firm Accenture and enterprise software vendor SAP SE are teaming up to build a “supply chain nerve center” that can help organizations reinvent their supply chains by reducing risk, enhancing visibility, and supporting sustainability goals, the companies said.
Targeted at the consumer products, high tech, industrial manufacturing, and automotive industries, the supply chain nerve center will use cloud, data, artificial intelligence (AI), and analytics to provide n-tier transparency. That will allow organizations to identify risks beyond tier one and tier two suppliers by giving deeper visibility into their network of suppliers and subcontractors. It will also turns data into actionable insights and improve decision-making by sensing factors such as whether suppliers align with an organization’s environmental, social and governance (ESG) goals, Accenture said.
The supply chain nerve center also includes a supply chain resilience stress test, developed by Accenture and the Massachusetts Institute of Technology (MIT), to identify potential points of failure, assess related financial exposures, and define appropriate mitigation strategies and actions. Additionally, digital twin simulation software from Cosmo Tech helps organizations see the vulnerabilities in their supply chain, simulate the behavior of their supply chain under heavy loads, and build robust mitigation plans throughout their planning process.
In addition, the partners also plan to co-develop new capabilities for the SAP Integrated Business Planning for Supply Chain (SAP IBP) solution to help further enhance an organization’s ability to quickly and cost-effectively respond to changes in supply, demand and inventory.
Despite market skepticism about the much-hyped “industrial metaverse,” that platform has been steadily evolving in recent months, thanks to advances in the underlying technological components that power it, a report from the analyst firm Forrester says.
Defined by the firm as the three-dimensional (3D) experience layer of the Internet, the metaverse is built on blocks like the digital twin, which is a virtual model of a system or network. Digital twin technologies already exist in common commercial form and can be found in deployments throughout supply chains, distribution centers, and demand forecasts.
Likewise, a handful of additional technologies that could support metaverse applications already exist in proven form, such as augmented reality (AR), virtual reality (VR), the Internet of Things (IoT), computer-aided design (CAD), and reality capture (digital scanning).
In Forrester’s view, each of those technologies delivers value on its own, but they have the potential to deliver even more value when combined together. For example, AR can be a good way to get up-to-date IoT data to a service technician out in the field, and reality capture is a good way to scan diagrams and photographs to create a digital twin.
For years, such use-cases have paired only a couple of these technologies at once. But as applications get more complex, combinations of a growing number of individual technologies will be able to create a powerful recipe when mixed together.
While an increasing number of companies are creating digital twins of their own supply chains, they are missing an opportunity to also build a “digital twin of the customer” (DToC), mirroring conditions at retailers, consumers, patients, or machine customers, the firm said. That nascent technology has the potential to revolutionize demand forecasting accuracy, vastly improve customer experience, and serve as a critical input to enhance the use of AI/ML tools.
The analysis comes from a Gartner survey of 380 supply chain leaders conducted in January 2023, which found that while 60% are piloting or plan to implement a digital supply chain twin (DSCT), just 27% were also planning to incorporate a DToC as part of their digital strategy.
Gartner defines DToC as a dynamic, virtual representation of a customer that simulates and learns to emulate and anticipate behavior. A DToC can and should complement a broader DSCT, helping to shift from a cost-centric and reactive posture to one that is instead proactive and growth-oriented.
Despite those potential gains, the barriers to adoption of DToCs include a lack of awareness of the transformational benefits, a lack of digitalization skills, and concerns about customer trust and data privacy regulations, Gartner said.
“Supply chain leaders understand the importance of the customer in their physical supply chains, but most have not yet translated this lesson to the digital realm,” Beth Coppinger, senior director analyst in Gartner’s Supply Chain Practice, said in a release. “The opportunity for transformational benefits from a digital twin of the customer far exceeds the potential that most supply chain leaders see today. A digital supply chain twin that includes a digital twin of the customer can account for changing customer behaviors under a variety of conditions and support the growth plans of the organization.”
Starboard says that its platform creates a digital twin of the physical supply chain network and uses gaming technology to provide an interactive experience where users can explore answers to "what if" questions like: “What if I add another distribution point?,” “What if I consolidate production into one site?,” “What if I change up my supply mix?,” or “What if I re-route via a different port?”
Adding those capabilities to the Logility Digital Supply Chain Platform will allow customers to model a response to disruptions and update their operating plan in minutes, Atlanta-based Logility said. Specifically, users will soon be able to improve risk mitigation by identifying vendor bottlenecks, adapt to alternate vendor scenarios and source new suppliers, understand and reduce emissions with the Scope 3 Emissions platform, and determine total landed costs, measuring tariffs and taxes at each node.
“Now more than ever, supply chain leaders need solutions to help them see around the corner, plan for plausible changes, and quickly pivot to keep their businesses moving forward. Adding Starboard into Logility’s portfolio mix gives our clients that and more,” Allan Dow, president of Logility, said in a release. “Starboard gives Logility clients the confidence to make the right multibillion dollar investment decisions based on sustainability profile, risk, cost, and service.”