Mobility is a hot topic across the enterprise. The introduction of smart devices such as tablets, smart phones (and even smart handhelds) is driving the need and the opportunity for companies to leverage mobile transactions, data collection and digital workflow across the supply chain.

1. Building a Mobile Supply Chain While
Leveraging Existing Systems
Thursday, May 30, 2013
1 p.m. CST
David Riffel, Solution Consulting Director
TAKE Supply Chain

2. Confidential - Property of TAKE - 2013
Topics/Agenda
 Leveraging Mobile Transactions Across Supply
Chain Sources
 Areas for Expanding Supply Chain Mobility
 The Future of Supply Chain Mobility
 Mobility Enabled Software – Strategies for
Implementation

3. Leveraging Mobile Transactions Across
Supply Chain Sources
How Mobile Is Your Supply Chain?

4. Mobility Within the Enterprise
 Rapid increase in use of mobile devices
 Usage expected to triple in large companies by 2015
 BYOD becoming more prevalent
 Increase of Business Apps through distribution
channels like iTunes.
22%
78%
Percent of corporations in US
deploying tablets in their workplace
2012 2015
Sources: IDC, Gartner

5. Mobile Devices
Scanners
Telnet, Windows
Mobile
Tablets
ruggedized,
consumer
Smartphone
iOS, Android,
Windows Mobile,
Browser

6. Drivers of Mobility
 Technology drivers
 Advances in UI
 Consumerization of IT
 Smarter “Smart Devices”
 Business drivers
 Customer demand
 Real-time 24/7 communication

7. Where is Supply Chain Enterprise Mobility Today?
 Quick Focus: Inside the Four Walls
 Materials movement & labeling
 Wireless workflow
Manufacturing
Finish Goods
Labeling Quality Assurance
Pick/Pack
Shipping
TransportationRaw materials

8. Where is Supply Chain Enterprise Mobility Today?
 Quick Focus: Outside the four walls
 Buyer/Supplier transactions becoming more prevalent
 Greater visibility via emergence of mobile interfaces
Buyer Accepted Supplier Acknowledged

9. Areas for Expanding
Supply Chain Mobility
Near-term opportunities

10. Near-Term Opportunities
to Expand Supply Chain Mobility
 Collaboration transactions
 Materials transactions
 Workflow automation/intelligence

11. Near-Term Opportunities
to Expand Supply Chain Mobility
 Focus on Social Tools
 Chat
 Document management
 Search-ability

12. The Future of Supply Chain Mobility
What to Anticipate

13. The Future of Supply Chain Mobility
 Continuous delivery of
intelligence
 Enabling applications to take full
advantage of mobile device
capabilities (camera, video, voice,
geo-location awareness (GPS)
 Real-time mobile data capture and
delivery via auto-ID
 (“internet of things”)
 Real-time mobile
BI/Reporting/Predictive Analytics
 (Big Data + In-memory computing)

14. The Future of Supply Chain Mobility
 Function-specific M2M apps
 Vehicle Telematics and Fleet Management
 Product Status at Key Inspection Points
 Real-time Logistics Information
 Wearable mobile devices
 Handheld mobile computers
 Wrist wearable computers
 Additional Functionality
 Product tracking
 Monitoring of controls
 Correspondence and timekeeping
 Visibility and traceability

15. Mobility Enabled Software –
Strategies for Implementation
Leveraging Your Existing Systems

16. Strategies for Implementation
 Enterprise Strategy should
drive Mobility Strategy
 Just because you can does
not mean you should
 Mobility usage should
drive mobile platform,
technology, and
application decisions.
 Make vs. Buy (leverage
current system?)

17. Strategies for Implementation
Mobile Development
Technologies Pros Cons
Mobile Web/HTML5
Easily transferable skills from Web development.
Updates are immediate to all devices.
Device Independent.
User experience not as rich as mobile apps.
Push notification services not available.
Device must be online.
Native Applications
Full use of native functions and API's.
Best user experience.
Best look and feel.
Requires separate development for each platform.
Skills differ between platforms (some specialized).
Requires separate integration layer.
Mobile Development
Platforms
Can develop apps to work on multiple devices.
Integration layer usually part of platform.
Can integrate security into application.
Flexibility for more custom apps.
Requires new infrastructure.
Implementation requires project of its own.
High initial cost.
Pre-Built Mobile Apps
Minimal or no development.
Maintenance provided by software developer.
Larger number of users to provide feedback.
May require other components.
May not be configurable for unique requirements.
Higher cost of per user licensing can be expensive.
Cloud based solutions
Requires no client side infrastructure.
Short project timeline.
Maintenance provided by software developer.
Larger number of users to provide feedback.
Often difficult integration with in-house systems.
May not be configurable for unique requirements.
Functionality may be limited.
Higher cost of per user licensing can be expensive.

18. Strategies for Implementation
 How to pick the right mobile solution partner
 Questions to consider:
 Does your current vendor offer a mobile platform?
 What are the solution integration limitations?
 What are the functional limitations?
 What are your operational capabilities?
 Does the solution support industry requirements (regulatory, etc.)?
 Functionality to look for:
 Business intelligence
 Workflow intelligence
 Real-time communications (business chat) with document management
 Technology considerations:
 Integration flexibility
 Cloud delivery option
 Scalability / Flexibility

19. Strategies for Implementation
 Good first steps
1. Analyze current project portfolio to discover
opportunities to include mobile apps at low cost
2. Identify areas where increased connectivity or
more real-time data capture/delivery can
accelerate decision making.
3. Select the top 2-3 areas to pilot
4. Work with a partner that will help build out your
solution in stages, based on ROI.

20. Strategies for Implementation
 TAKE Supply Chain’s mobile supply chain capabilities
• OneSCM® and Gemini Series® SC solutions from TAKE
• Flexible framework
• Insight and experience of veteran supply chain experts

21. TAKE Supply Chain
 Optimization without major overhauls to existing
application infrastructures
 Maintaining proprietary methods for competitive
advantage
 Enhanced control of activity
 Reduce total costs and streamline processes

22. TAKE Overview
 Global Footprint
 1100 Staff
 Responsible Growth
 Strong Business Footprint
 Supply Chain
 Life Sciences
 Why TAKE
 Deep Domain Knowledge
 Demonstrated Solutions Mastery
 Software & Services Delivery Model
 Right-Shoring Deployment Model

23. Thank You
We’d be happy to answer any questions you
have right now.
Or, please contact
TAKE Solutions: 800-324-5143
david.riffel@takesolutions.com
donna.fritz@takesolutions.com