MCLAREN
which are sometimes in the third or fourth tier of the supply chain .
“ So building supply chain maps and then ingesting data using technology is a way to become more resilient , so we can deal with those shocks when they occur .”
It is this climate of uncertainty that prompted McLaren to embark upon the digital transformation of its supply chain and logistics operation .
“ If you stand still , you ’ re actually moving backwards ,” Naughton says of the digitalisation programme . “ Logistics and supply chain are a core part of our business . We design products , we manufacture the vehicles , but we can ’ t do that without our supply chain partners .”
Naughton adds that McLaren Automotive handbuilds state-of-the-art super cars in a state-of-the-art facility and is constantly looking to innovate . “ The same applies for our manufacturing and Logistics operations ,” he adds . “ I want that same performance . Agile , communicative , and responsive .”
This is why McLaren is investing heavily in improving its supply chain ecosystem .
“ Our suppliers are partners in our business and we need their support to be successful . If we don ’ t invest in that then we ’ re being negligent ,” Naughton says . “ Our supply chain is a key enabler for our business . It ’ s integral to the way that we do business .”
The strategy on digitalisation “ comes down to three Cs ”, Naughton says .
“ It needs to be connected , collaborative and ultimately needs to be cognitive .”
He adds : “ It ’ s about having data that we can use to make decisions much earlier than we do today . This is how we derive resilience , how we optimise and how we discover efficiencies . We need technology to do this , and we ’ re on that journey .”
Operationally , Naughton says the benefits of digitalisation derive from breaking down
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