The program in 2000 (is anyone remembering it?) It was created because software developers, from the beginning of computing, thought the most powerful new business systems would come very quickly and that their efficient two-digit date systems will be replaced before the works begin. Arrived in 2000.
At that time there were very few CIOs, and many of them would have explained these effective software developers carefully if something does not break, do not fix it, which often reflects a point of view on computer problems.
You may think that CIO is passionate about technology, and they are, but today computer systems are almost always critical. Changing them means accepting a significant operational risk. Although you can not create a car with a computer exchange, if these messages do not go out or go, there will be no raw material for the production line.
As a result, risk management in large companies means we can not use blockchain technology wherever we see a good app. High-scale processes, even those who do not work very well, are always less risky than adopting new ones, especially if you need to use more business partners.
When it comes to deploying blocks in a company, it means that some things that make apparent applications do not necessarily have to make their way.
The most typical block-chain solutions that do not get traction, although at first glance it's a great idea, is co-operation with suppliers. Blockchains are ideal for complex multilayer solutions.
Tokenization is, in particular, a robust supply chain management tool, as this means that each stock is subject to double cost control and reconciliation when it is Tokenized.
You may think that such things happen today. They do not do it.
Cost of double work
Although I can not put money on my bank account, and I do not switch from one another, it turns out that most computing systems make it possible to make inventory almost anywhere - even without alignment.
Remove raw materials from trucks? You can simply "pick up" the goods, and since the transportation system and the company are usually not connected, no system requires you to unload raw materials from trucks if you want to store them in the warehouse.
By using tokenization and blockchains to link the supply chain, we can divide the inventory tags into double spending control and enforced reconciliation on the network. The result is a process that is much more like a bank. When we model this for EC users, they can easily find 20% or more of their inventory reduction just by improving the accuracy of their business. Return on investment is usually significant.
The obstacle is that almost all big companies already have systems of relationship management with suppliers. They manage by exchanging mail messages, invoices, and inventory data. They are often point-to-point, between buyers and suppliers, excluding third parties, such as co-operators or carriers, and are often separated from payment. Also, these systems generally do not allow to find a higher level in the supply chain. As a result, factory fire or heavy delays with two delivery stages will only be visible if it is too late to respond.
Inadequate? Expensive? Far from what could be an integrated block solution? Yes, yes and yes. But do these systems work from the point of view of day-to-day operations without major disturbances? The bridge. Would it be risky and scary to replace them without major crises or lit platforms? That.
As a result, as we build co-operation and supply chain integration systems, my expectations about where and when we can move the block-chain solution are somewhat different.
Companies are increasingly seeking solutions for which return on investment is particularly important and measurable, or for scenarios where operational success in the supply chain is highly dependent on actions that eliminate multiple supply chain levels. Supply. In both cases, there is often enough or (perhaps more important) lack of capacity that is large enough to guarantee investment in new solutions.
I think blocks will block one day with a standard business-to-business interaction mechanism, from a business deal to customize products and services, monitoring supply and supply chains, and integrated payments.
In a company, the path will be indirect, starting with a particular problem at the same time.