*This article is based on a lecture given at the Macnica Data・AI Forum 2024 Autumn held in October 2024.
Introduction
The modern business environment has entered an age of volatility and uncertainty, known as VUCA. In particular, the manufacturing industry is being called to build and improve supply chain management (SCM) to cope with this environment. In a lecture held by Macnica and BrainPad Inc. entitled "Three points necessary for building and improving SCM to survive the VUCA era and look to 2030," three important points for the future of SCM were shared. In this article, we will explain the main points and provide information that will be particularly useful to those working in the manufacturing industry.
1. Manufacturing supply chain from the perspective of a semiconductor trading company
In discussing SCM, I would like to first touch on the importance of semiconductors from the perspective of a semiconductor trading company. Semiconductors are incorporated into all modern products, and the market size is predicted to reach 100 trillion yen in 2030. However, rising geopolitical risks and supply shortages due to the COVID-19 pandemic are having a major impact on the supply chain.
2. Agile data management that captures uncertainty
Data management that improves the ability to deal with uncertainty
The COVID-19 pandemic has highlighted the limitations of traditional data analysis methods. In a situation where past patterns do not guarantee the future, real-time collection and analysis of data is essential. It can be said that the manufacturing industry is required to design operations on the assumption that predictions will fail. Even in the field of data science, the emphasis is on monitoring and rapid decision-making rather than improving the accuracy of predictive models.
Simulation tools to support human decision-making
The latest simulation tools and demand forecasting models can visualize complex supply chain situations and support human decision-making. For example, by instantly simulating inventory status and production capacity, optimal ordering and production plans can be created. This improves the agility of the entire organization.
3. Risk Management in Global Supply Chains in the Manufacturing Industry
The Importance of Cybersecurity and Regulatory Compliance
While data utilization (visualization and sharing) within the company progresses, the risk of cyber attacks also increases at the same time. In particular, in global data management, it is essential to comply with the laws and regulations of each country and strengthen security governance. It is necessary to take appropriate security measures through inventorying and risk assessment of IT/information assets.
In addition, security risks will increase as new service models that utilize data are rolled out to customers. For example, when using IoT devices and cloud services, data security and privacy protection are required. Technical and organizational measures are needed to ensure this.
4. Knowledge management for sustainable management
It is important to utilize digitized collective knowledge from the past and consider creating solutions for in-house knowledge using generative AI.
With the spread of digital technologies such as IoT and AI, and the evolution of data science, it is now possible to utilize huge amounts of unstructured data (images, videos, audio, etc.).
Benefits of building a knowledge management system:
- Increased productivity: Everyone can quickly access the same knowledge, improving on-site response capabilities
- Skill transfer: Explicitize the tacit knowledge of veterans and quickly transfer it to younger and new employees.
- Innovation: Leveraging accumulated knowledge to establish a foundation for creating new products and services
By creating an environment where each employee can utilize data, the performance of the entire organization will improve, making it possible to achieve high productivity and sustainable business creation.
By utilizing knowledge bases, there is a possibility that manufacturing industries can evolve into service-based businesses.
Summary
In this article, we have explained to those involved in SCM in the manufacturing industry the three key management aspects (data management, risk management, and knowledge management) necessary to advance SCM in the VUCA era.
Macnica and BrainPad will continue to support you as your partner in advancing your SCM.

BrainPad Inc.
Senior Manager, Analytics Consulting Unit
Mr. Shota Okazaki
As a data scientist, he is in charge of projects in a wide range of industries using prediction and optimization techniques, and has recently been focusing on supply chain optimization projects.

BrainPad Inc.
Sales & Marketing Unit Enterprise Sales Lead
Ryo Hayakawa
As a sales lead for an account unit mainly focused on manufacturing and logistics companies, he participates in the creation and promotion of a wide range of data utilization projects.

BrainPad Inc.
Sales & Marketing Unit Alliance Lead
Mr. Yusuke Awai
After working for a specialized trading company, he promoted the business as a business development manager at an IoT x AI startup for the manufacturing industry. After that, he went independent and joined BrainPad. He is currently engaged in improving the value provided through collaboration with partner companies.

Macnica
General Manager, DX Consulting Division
Norikazu Miyagi
In order to promote initiatives that lead us towards a digital future, he oversees the DX Consulting division and also serves as an outside Board Director of Sustainable Pavilion 2025 Inc., which, together with the head of the web3 Development Office and Yoichi Ochiai, aims to ensure the continued use of the contents of the Osaka-Kansai Expo.

Macnica
Assistant Manager, New Business Emergence Consulting Office, DX Consulting Division
Ryosuke Yoshida
He has been providing procurement and development support to Japanese industrial machinery and electrical manufacturers, mainly in the semiconductor business, for over 10 years, and is currently using that experience to support manufacturing companies in everything from formulating to implementing their DX strategies.