Why you should be thinking about the digital transformation of your operation.

Enterprise Resource Planning (ERP) systems and supply chain execution software have been transforming what supply chains operators can achieve in terms of efficiency, agility, and resiliency. Yet, studies show that supply chains across all industries present a digitization average of 40%.

In other words, too many operators are still denying themselves the advantages that come from leveraging available technology and implementing best practices. If this is your case, if your organisation is still running its operational processes and financial reports on spreadsheets, then you most certainly should be thinking about your operation’s digitization.

The Good News

Technology that dramatically improves your supply chain’s performance is now available at fraction of the cost you would have had to pay just a few years ago.

This is one of the many benefits to what is now being dubbed the 4.0 Revolution. New advances in the supply chain digital environment have made technology solutions both more powerful and more accessible. Some of the main drivers behind the 4.0 Revolution include:

Consumer goods and retail companies have felt more than most the pressure to adapt their supply chain technology. When the Covid-19 crisis caused a sudden surge in online demand, these companies had to find ways to quickly improve their operation’s Direct-to-Consumer (D2C) capabilities.

Organizations that already relied on an agile ERP system and a flexible Warehouse Management System (WMS) were able to make the best of it. Others, who didn’t have the right systems in place, or whose software architecture was dated or poorly integrated, faced significant difficulties. Unable to integrate the technology to scale their operation rapidly and efficiently, those companies missed out on their full market share.

The Take Away

If your systems are not enabling your organisation with smart logistics, demand driven supply chain management, and a fully integrated end-to-end supply chain, then you are no longer benefiting from the kind of efficiencies available to your competitors.

Those are just some of the reasons why you should be thinking about your operation’s digital transformation. It’s important to keep in mind, however, that short of a digital transformation roadmap that is aligned with your company’s vision and strategy, the implementation of even the most powerful technology can often lead to disappointing returns – if not worse.

How LIDD assists you in your operation’s digital transformation.

The success of your supply chain’s digital transformation hinges on the development of a sound strategy that rigorously considers every aspect of your operation, from top to bottom and end to end – a tall order for any management team.

To ensure that your company truly benefits from new technology in the short and the long term, it is better to trust experts who make it their daily life to tailor solutions for efficient supply chain operations. What you need is someone who can analyse and understand the full width of your operation, including your physical assets and processes, someone who has the expertise to identify the right solutions to better support your activities and establish the best deployment plan for a fully integrated and efficient software architecture.

That’s LIDD.

Since the moment of its inception, LIDD experts have made it their mission to develop distribution and manufacturing strategies that achieve the seamless integration of physical and technological assets. In all our projects, our aim is to align our client’s supply chain infrastructure with their vision, processes, and inhouse resources and talents.

Analysts and engineers at LIDD deploy best practices, creative thinking, forward-looking approaches, and proprietary technological solutions to help companies establish finely detailed and integrated digital transformation roadmaps that are tailored to their needs, current and future.

LIDD Helps You:

Optimize your software architecture and protect your capital all at once.

At LIDD, our teams of analysts, engineers, and technology experts rely on a proven methodology to develop digital transformation roadmaps that consider all aspects of our clients’ operations.

You can read more about LIDD’s methodology here.

What truly sets LIDD apart, however, is the capital protective philosophy that informs our practice and the specific goals our roadmaps are designed to achieve for our clients.

You can always count on technology experts at LIDD to develop digital transformation roadmaps that:

Protect Your Capital

  • Not all activities benefit equally from digitization. By investing in the wrong places or investing too much (or too little) in the right ones, you can severely hinder your capacity to get interesting returns on value.
  • In order to identify and right-size opportunities for investments, our teams carefully assess their operation, processes, technological gaps, and financial health to. This is how we can maximize our clients’ operational efficiency and financial agility.
  • No surprises: our roadmaps quantify the financial commitment required to implement the recommended systems, supply chain execution software, and applications.

Identify Technology Solutions that Enable Better, Smarter Decisions

  • At LIDD, we believe that your operation’s digital transformation should empower you to make better decisions. Our experts make recommendations towards the selection of systems, software, and other applications adapted to your industry so that you obtain granular visibility into all dimensions of your activities, in real-time, and across all systems.
  • Today’s better ERP systems and WMS enable demand driven supply chain management. These powerful, yet accessible systems rely on artificial intelligence and smart analytics functionalities to provide predictive insights into your sales and the states of your inventory. By making your operation ‘smarter’, LIDD dramatically improves your S&OP

Categorize Opportunities for Investments

  • From “no regrets” investments to solutions that should be kept in mind for a later time, LIDD’s analysts and engineers make it easy for stakeholders to understand and evaluate their options.
  • Our digital transformation roadmaps distinguish solutions that can easily be implemented to yield clear benefits short-term from others that either involve higher expenditures or take longer to implement but have the power to transform your company into your industry’s next disruptor.

Address Current Challenges in Your Industry

  • Consumer goods and retail companies are all trying to overcome the challenges that come with setting up an efficient Direct-to-Consumer (D2C). LIDD’s design and technology experts know what steps to take to develop a multichannel operation that significantly improves a company’s capacity to fulfill their customers’ expectations.
  • To remain competitive, operators must now consider process automation. LIDD’s roadmaps highlight opportunities for our clients to leverage automated solutions in a manner that is respectful of their current infrastructure, financial capacity, industry-specific challenges, and long-term vision.

Achieve the Integration of Your Value Chain

  • Your digital transformation strategy must seek to eliminate siloed information and tribal knowledge, both of which hinder collaboration across departments and stifle your organisation’s creativity.
  • LIDD’s technology experts recommend solutions that achieve the seamless integration of your business and warehouse execution systems while they also simplify the management of your master data to avoid information discrepancies.
  • Whenever possible, LIDD’s digital transformation roadmaps also identify opportunities to integrate your providers’ and partners’ systems with your own. With all players in your value chain connected to the same set of information, identifying opportunities for improved efficiencies and better ROI becomes much easier.

Establish a Strategic Implementation Schedule

  • LIDD’s roadmaps determine sequenced plans for the implementation of new systems and the improvement of existing technology.
  • Our experience and expertise allow us to set aggressive deadlines and to deliver solutions quickly in order to maximize ROI.
  • LIDD experts plan implementations strategically to maximize the impact of new technology on an operation’s efficiency and capacity for growth.
  • Looking ahead to the future, LIDD leverages your industry’s benchmarks, KPIs, standards, and thresholds to identify markers and triggers that signal the right moment for further investments.

Explain the Cultural Changes

  • By seeing to the digitization of your operation, you achieve far more than mere changes to your technological infrastructure: you create the possibility of more efficient processes that transform how your company operates.
  • Our experts identify and explain the cultural changes that come with the implementation of new technology.
  • LIDD’s multidisciplinary approach also allows our analysts to produce roadmaps identifying the new processes that can be implemented thanks to the solutions that will have been deployed.


Read Jean-Martin’s Bio

Jean-Martin Roux Senior Partner
Jean-Martin Roux Senior Partner

Jean-Martin has been a logistics applications and integration specialist since 2005 and helpclients throughout North America implement supply chain technology. He has worked with clients on all facets of their supply chain application park: Warehouse Management Systems (WMS), Transportation Management Systems (TMS), Manufacturing Execution Systems (MES) and Enterprise Resource Planning (ERP). Jean-Martin holds a bachelor’s degree in Industrial Engineering from ETS Montreal.

Read Angelika’s Bio

Angelika Sabourin Managing Director
Angelika Sabourin Managing Director

Angelika has more than 10 years of experience in integrating distribution technologies in supply chain operations, and has successfully managed numerous WMS Solochain implementation projects. She worked as an IT Director at one of the biggest Canadian publishing companies, and joined LIDD as a Director. Angelika holds a bachelor’s degree in Operations and Logistics Engineering and a DESS’s degree in Innovation Management from École de Technologie Supérieure de Montréal. 

Read Jean-Philippe’s Bio

Jean-Philippe Lacroix Director
Jean-Philippe Lacroix Director

Jean-Philippe has led several WMS implementation projects at meal solution and food production companies. His experience involves designing physical and systematic work flows and integrating new automated manufacturing solutions. Jean-Philippe graduated with a degree in Industrial Engineering from Polytechnique de Montreal. 

Read Emilio’s Bio

Emilio Colangelo Director
Emilio Colangelo Director

Emilio Colangelo is a Director based in LIDD’s Montreal office and a leader in LIDD’s NetSuite and strategy practices. He is responsible for developing integrated supply chain strategies, managing client relationships, and overseeing the work of LIDD employees dedicated to NetSuite’s configuration, implementation, and integration.

Since joining LIDD in 2016, Emilio has worked with leading US & Canadian companies in the Food & Beverage, eCommerce, Publishing, Manufacturing and 3PL Logistics industries. His consulting experience spans a wide range of mandates including physical infrastructure design, supply chain software selection & implementation, and S&OP process design.

Emilio’s attention to detail and his multi-practice consulting background have repeatedly helped clients achieve meaningful operations transformations. His ability to build close relationships within client organizations from executive leadership to front-line management has been proven at multinationals and quickly growing start-ups. As a director, Emilio leverages his experience to engineer processes and develop fine-tuned NetSuite solutions to align clients’ operations with their vision.

Emilio holds a B.Eng. in Industrial Engineering from Concordia University. In addition to his experience at LIDD, Emilio worked at one of the world’s largest pharmaceutical companies and for a Big4 consulting firm.

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