Setbacks in the Supply Chain You don’t have to postpone your IT plans

Decision makers with a flexible, cost-effective perspective and a desire to obtain a comprehensive grasp of their technological demands are well-equipped to face the present supply chain issues.

Much has been written in the last year about the instability of the IT supply chain, with a particular emphasis on the semiconductor shortage. Congress enacted the U.S. Innovation and Competition Act, which includes $52 billion in public expenditures for domestic semiconductor research, design, and production.

However, as many sectors have discovered, supply chain difficulties extend beyond auto production and electronics, affecting many aspects of our everyday life. Across sectors, basic goods and products are being stymied by logistical constraints. As the corporate sector reopens and demand for digital solutions grows, issues in the IT industry will only become more obvious.

Supply limitations may last longer than the next 24 months.
Other external causes, such as climate change and commodity shortages, are important drivers of supply chain concerns in addition to market-related challenges. These challenges may appear daunting, but OEMs, technology partners, and endpoint users have developed a thorough grasp of how to effectively manage today’s unexpected twists.

Thriving in the face of supply chain problems

The most important tool for company executives to attain in forecasting is flexibility and longer-lasting technology. More firms must maintain an eye on the future, either by working within their company or by selecting a reliable partner for data and analytics. Leaders who are aware of possible supply chain vulnerabilities, shortages, spikes in demand, and other operational concerns can eliminate problems before they become corporate chokepoints.
Most manufacturers now advise clients to plan ahead at least 10 weeks.

Business executives must consider if they have the internal capacity to see that far ahead (and beyond). The unsettling reality is that few few businesses have the capacity or desire to do such in-depth investigation. Simply said, executives can make better decisions to meet their rising technology demands with more information and trustworthy analytics. You can’t cut corners and expect the same outcomes when it comes to predicting.

Technology demand has grown in the last year and will continue to rise in the near future. Back orders for hardware are prevalent as the PC market continues to expand rapidly. It is critical to maintain a cost-effective mentality and look for methods to extend the lives of equipment in order to mitigate procurement risks.

This is something that schools have already learnt. Spending $150 on a Chromebook for each student is less expensive than purchasing five $70 textbooks.

Furthermore, once the technology is implemented, school officials will just need to cycle and refresh new computers rather than a full deployment (and buying new textbooks every few years).

Similar thought may be applied in business. What can be automated, for example, is a good question to ask. What tools are employees utilising that can be tracked and handled more effectively electronically?

Even merely recognising which workers use which devices can provide insight into how long a device’s lifespan will endure. Is the gadget used often for mission-critical tasks? It may be a candidate for early and frequent replacement or renovation. However, if it is largely used to answer emails and surf the web, it may survive 5-6 years and be refurbished rather than entirely replaced. This type of usage analysis and prioritising based on user personas enables executives to make the best decisions possible when obtaining precious IT resources.

Adopting DaaS

Adopting the Devices-as-a-Service (DaaS) model is perhaps the most significant paradigm change in technology procurement that may help firms avoid supply chain concerns. Businesses that acquire hardware and software on a subscription basis can avoid significant supply chain weaknesses while still enabling expansion.

Importantly, it delegated the responsibility for acquiring technology to trusted partners and manufacturers who understand what’s “on the shelf” and can prioritise the needs of each customer. Instead of devoting valuable capital investment and internal staff resources to locating and obtaining the technology your company need, DaaS streamlines the process and makes procurement infinitely scalable.

DaaS also promotes the use of cloud architectures and virtual desktop infrastructure. Both have proven indispensable for establishing work from anywhere, providing for greater flexibility as firms develop return-to-work plans when the world reopens.

New hybrid work models increase employee mobility by offering safe access from anywhere and on a broader range of devices. Furthermore, it is not confined to today’s technology, and vital data and business processes may readily continue over across upgrades and technological changes.

Adopting a DaaS IT model may result in a complete paradigm change for many businesses, and a well-thought-out approach – combined with a supplier who knows your unique business requirements – is critical to modernising how devices are managed. However, there are few better business models for safeguarding critical IT assets in order to expand and survive in difficult situations, including avoiding large supply chain risks. It allows executives to work with what’s on hand and avoid traditional supply chain bottlenecks, all while keeping capital costs low.