Commentary: How blockchain and IoT can help you track your assets
Tracking asset provenance poses a huge challenge for global supply chains and insurance providers. Using blockchain and Internet of Things technologies in combination offers a solution that could reshape future supply chains.
There are huge benefits associated with being able to track an asset's provenance, or its existence,
ownership, and control, from point of origin to final destination. Identifying and verifying when and where
handovers occurred, as well as the condition of assets at each point in the chain of custody, is not only
helpful for improving supply chain visibility but also for insurance purposes. This is especially true
for high-value assets, such as diamonds, fine art, and wine, which are often subject to fraudulent activity.
Shipping, insurance, and other companies, however, are currently struggling to validate, authenticate, and
track assets of all kinds as they move along the global supply chain. The combination of two relatively new
technologies—blockchain and the Internet of Things (IoT)—holds great potential for addressing
this difficult problem.
What are blockchain and the IoT?
While originally developed to deal with cryptographic transactions, a blockchain is essentially a constantly
updating and incorruptible database that enables parties who might not trust each other or do not interact on a regular
basis to have a shared perception of the truth. Because blockchain technology is cryptographically secure and stores
data indefinitely, data is virtually tamper-proof, increasing transparency and accuracy. Blockchains are also
automatically kept in sync in terms of record keeping, therefore removing the risk of human error. It is a validated
and transparent database that cannot be altered by one party without the rest of the chain knowing. This aspect of
the technology solves the problem of multiple parties holding "siloed" versions of the truth on their own systems,
and it reduces the large number of processes required to reconcile those different versions before a party is able
to act based on that truth.
In the supply chain, blockchain can bring together importers, exporters, insurers, credit-rating agencies,
and logistics and supply chain service providers to achieve a single view of the financing of a shipment.1
It can also enable "smart contracts"—transactions and processes that are automatically executed when
specified conditions are met—to achieve "straight-through processing" (STP), or an automated workflow.
The Internet of Things (IoT) is a network of connected "things," which can include people, objects,
equipment, and devices. "Things" in this network are equipped with an assigned Internet protocol (IP) address
so that they can transfer data over the Internet and communicate with other parties or devices within the network.
For example, shipping containers could have sensors that are connected through the IoT to gauge factors like location,
temperature, humidity, light, impact, door closed/open, and more. These sensors can be built-in or added to the
container. In the same vein, conveyances such as trucks, rail, ships, and aircraft could be equipped with geographic
positioning system (GPS) tracking devices that show the location of the vehicle. This information can be used to
analyze in real time what routes make the most sense and when or where delays are likely to take place given
current traffic or weather data.
The market intelligence firm IDC reported
that in 2016, US$737 billion was invested globally in the IoT, and it projected that US$1.29 trillion would be
spent on IoT by 2020. Similarly,
Intel has projected that there will be 200 billion connected devices by 2020. With all signs pointing to an
IoT-fueled future, it is important to understand how this can affect business processes. In particular, we need
to understand how the IoT can work with other technologies, like blockchain, to bolster its power.
IoT and big data analysis have the potential to have a huge impact on supply chain tracking and asset provenance.
Currently companies use milestone-tracking methods, which rely on the asset reaching certain checkpoints. As a result,
there are gaps in visibility in between these check-points. IoT can help prove a full scope view of the end-to-end
movement of assets.
Using blockchain + IoT for asset provenance
Blockchain's potential for transparency and accuracy paired with the power of IoT and data analytics could
truly revolutionize asset provenance. Recent advances in sensor technologies have made them smaller and cheaper,
and therefore more accessible. These sensors are able to process a plethora of data in real time. That data
can be combined with data collected from GPS, telematics, and social media as well as weather and traffic
reports to paint the full picture of each shipment's journey and help predict delays, diversions, damages,
and estimated time of arrival.
Asset provenance is also one of the top early use cases for blockchain in the supply chain. The information
collected and mined from sensors and other data streams could be fed into the blockchain for a shared view within
the value chain. Recording the movement of goods on a shared blockchain would ensure that there are virtually no
gaps in the handling of assets and enhance transparency and traceability for shippers, insurers, banks, logistics
companies, and anyone else in the value chain. It would also ensure that the data is immutable and transparent,
since the data cannot be changed or removed, and all parties along the value chain can see each data point.
Furthermore by implementing smart contracts on the blockchain, insurers can act in (near) real time on the supply
chain data provided by the IoT sensors.
As a result, many startups and incumbent parties are now exploring how these technologies can improve and
simplify provenance for the supply chain. For example, startup
Everledger is using blockchain to digitally store the provenance of diamonds. The company currently
has over 1 million diamonds stored on its blockchain today. Everledger helps to minimize risks of fraud
and assists with compliance with prohibitions against "conflict" diamonds and products by having the
provenance on the entire value chain of each diamond. Earlier this year, Everledger was the first
to secure provenance on wine using blockchain. Another startup, Provenance,
helps companies provide better, more transparent information to customers by using blockchain to store the origins
and histories of products in a digital format. The company's ultimate goal is to have an open, end-to-end
traceability protocol that can track anything from coffee beans to high-value items.
The benefits of such systems are numerous. An IoT-blockchain system for asset provenance would significantly
reduce risk for insurers and supply chain companies, as they would be as-sured of the authenticity of the goods
that have been insured. Additionally, as sensors advance and are now able to measure characteristics such as
shock, temperature, and humidity, companies could detect in real time any problems there might be with the
shipment before it reaches its end destination. This would be especially beneficial for insuring certain
high-value items. For exam-ple, sensors that measure shock could detect potential damage to electronics
while en route. Other types of sensors could verify that pharmaceuticals or textiles have been kept at a certain
temperature or humidity level during transit.
The automation via smart contracts and straight-through processing could remove the chance for human error.
Companies could also see immense gains from using these technologies to analyze and improve their supply chain.
For example, IoT technologies could be applied to monitor and improve logistics processes and to provide useful
data for the entire supply chain network. Blockchain can then serve as a record of this data, offering shared
visibility to all partners, rather than the supply chain organization having to deliver this information manually.
The future state of blockchain and IoT
Looking to the future, many startups and companies will be leveraging blockchain and IoT technologies to create
less risky, more transparent, and sustainable supply chains. However, as discussed in previous articles
published by CSCMP's Supply Chain Quarterly,
"Why block-chain is not just for banks" and "To predict the future of blockchain, look to the past,"
there are hurdles to be overcome before the global supply chain can fully act on blockchain. Next to the challenges
described in these articles, there are other roadblocks pertaining to regulatory re-quirements, which may change
as assets cross borders, as well as data privacy on a global scale. However, this should not stop companies from
looking to these solutions as part of their future strategy. When blockchain and IoT are used together, they
create synergies that will surely de-fine the supply chain of the future.
Notes:
1. For more information on blockchain's potential
uses in the supply chain, see Alexander van Tuyll van Serooskerken,
"Why blockchain is not just for banks," CSCMP's Supply
Chain Quarterly, Q2/2017.
Companies in every sector are converting assets from fossil fuel to electric power in their push to reach net-zero energy targets and to reduce costs along the way, but to truly accelerate those efforts, they also need to improve electric energy efficiency, according to a study from technology consulting firm ABI Research.
In fact, boosting that efficiency could contribute fully 25% of the emissions reductions needed to reach net zero. And the pursuit of that goal will drive aggregated global investments in energy efficiency technologies to grow from $106 Billion in 2024 to $153 Billion in 2030, ABI said today in a report titled “The Role of Energy Efficiency in Reaching Net Zero Targets for Enterprises and Industries.”
ABI’s report divided the range of energy-efficiency-enhancing technologies and equipment into three industrial categories:
Commercial Buildings – Network Lighting Control (NLC) and occupancy sensing for automated lighting and heating; Artificial Intelligence (AI)-based energy management; heat-pumps and energy-efficient HVAC equipment; insulation technologies
Manufacturing Plants – Energy digital twins, factory automation, manufacturing process design and optimization software (PLM, MES, simulation); Electric Arc Furnaces (EAFs); energy efficient electric motors (compressors, fans, pumps)
“Both the International Energy Agency (IEA) and the United Nations Climate Change Conference (COP) continue to insist on the importance of energy efficiency,” Dominique Bonte, VP of End Markets and Verticals at ABI Research, said in a release. “At COP 29 in Dubai, it was agreed to commit to collectively double the global average annual rate of energy efficiency improvements from around 2% to over 4% every year until 2030, following recommendations from the IEA. This complements the EU’s Energy Efficiency First (EE1) Framework and the U.S. 2022 Inflation Reduction Act in which US$86 billion was earmarked for energy efficiency actions.”
Economic activity in the logistics industry expanded in November, continuing a steady growth pattern that began earlier this year and signaling a return to seasonality after several years of fluctuating conditions, according to the latest Logistics Managers’ Index report (LMI), released today.
The November LMI registered 58.4, down slightly from October’s reading of 58.9, which was the highest level in two years. The LMI is a monthly gauge of business conditions across warehousing and logistics markets; a reading above 50 indicates growth and a reading below 50 indicates contraction.
“The overall index has been very consistent in the past three months, with readings of 58.6, 58.9, and 58.4,” LMI analyst Zac Rogers, associate professor of supply chain management at Colorado State University, wrote in the November LMI report. “This plateau is slightly higher than a similar plateau of consistency earlier in the year when May to August saw four readings between 55.3 and 56.4. Seasonally speaking, it is consistent that this later year run of readings would be the highest all year.”
Separately, Rogers said the end-of-year growth reflects the return to a healthy holiday peak, which started when inventory levels expanded in late summer and early fall as retailers began stocking up to meet consumer demand. Pandemic-driven shifts in consumer buying behavior, inflation, and economic uncertainty contributed to volatile peak season conditions over the past four years, with the LMI swinging from record-high growth in late 2020 and 2021 to slower growth in 2022 and contraction in 2023.
“The LMI contracted at this time a year ago, so basically [there was] no peak season,” Rogers said, citing inflation as a drag on demand. “To have a normal November … [really] for the first time in five years, justifies what we’ve seen all these companies doing—building up inventory in a sustainable, seasonal way.
“Based on what we’re seeing, a lot of supply chains called it right and were ready for healthy holiday season, so far.”
The LMI has remained in the mid to high 50s range since January—with the exception of April, when the index dipped to 52.9—signaling strong and consistent demand for warehousing and transportation services.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
"After several years of mitigating inflation, disruption, supply shocks, conflicts, and uncertainty, we are currently in a relative period of calm," John Paitek, vice president, GEP, said in a release. "But it is very much the calm before the coming storm. This report provides procurement and supply chain leaders with a prescriptive guide to weathering the gale force headwinds of protectionism, tariffs, trade wars, regulatory pressures, uncertainty, and the AI revolution that we will face in 2025."
A report from the company released today offers predictions and strategies for the upcoming year, organized into six major predictions in GEP’s “Outlook 2025: Procurement & Supply Chain.”
Advanced AI agents will play a key role in demand forecasting, risk monitoring, and supply chain optimization, shifting procurement's mandate from tactical to strategic. Companies should invest in the technology now to to streamline processes and enhance decision-making.
Expanded value metrics will drive decisions, as success will be measured by resilience, sustainability, and compliance… not just cost efficiency. Companies should communicate value beyond cost savings to stakeholders, and develop new KPIs.
Increasing regulatory demands will necessitate heightened supply chain transparency and accountability. So companies should strengthen supplier audits, adopt ESG tracking tools, and integrate compliance into strategic procurement decisions.
Widening tariffs and trade restrictions will force companies to reassess total cost of ownership (TCO) metrics to include geopolitical and environmental risks, as nearshoring and friendshoring attempt to balance resilience with cost.
Rising energy costs and regulatory demands will accelerate the shift to sustainable operations, pushing companies to invest in renewable energy and redesign supply chains to align with ESG commitments.
New tariffs could drive prices higher, just as inflation has come under control and interest rates are returning to near-zero levels. That means companies must continue to secure cost savings as their primary responsibility.
Specifically, 48% of respondents identified rising tariffs and trade barriers as their top concern, followed by supply chain disruptions at 45% and geopolitical instability at 41%. Moreover, tariffs and trade barriers ranked as the priority issue regardless of company size, as respondents at companies with less than 250 employees, 251-500, 501-1,000, 1,001-50,000 and 50,000+ employees all cited it as the most significant issue they are currently facing.
“Evolving tariffs and trade policies are one of a number of complex issues requiring organizations to build more resilience into their supply chains through compliance, technology and strategic planning,” Jackson Wood, Director, Industry Strategy at Descartes, said in a release. “With the potential for the incoming U.S. administration to impose new and additional tariffs on a wide variety of goods and countries of origin, U.S. importers may need to significantly re-engineer their sourcing strategies to mitigate potentially higher costs.”
Freight transportation providers and maritime port operators are bracing for rough business impacts if the incoming Trump Administration follows through on its pledge to impose a 25% tariff on Mexico and Canada and an additional 10% tariff on China, analysts say.
Industry contacts say they fear that such heavy fees could prompt importers to “pull forward” a massive surge of goods before the new administration is seated on January 20, and then quickly cut back again once the hefty new fees are instituted, according to a report from TD Cowen.
As a measure of the potential economic impact of that uncertain scenario, transport company stocks were mostly trading down yesterday following Donald Trump’s social media post on Monday night announcing the proposed new policy, TD Cowen said in a note to investors.
But an alternative impact of the tariff jump could be that it doesn’t happen at all, but is merely a threat intended to force other nations to the table to strike new deals on trade, immigration, or drug smuggling. “Trump is perfectly comfortable being a policy paradox and pushing competing policies (and people); this ‘chaos premium’ only increases his leverage in negotiations,” the firm said.
However, if that truly is the new administration’s strategy, it could backfire by sparking a tit-for-tat trade war that includes retaliatory tariffs by other countries on U.S. exports, other analysts said. “The additional tariffs on China that the incoming US administration plans to impose will add to restrictions on China-made products, driving up their prices and fueling an already-under-way surge in efforts to beat the tariffs by importing products before the inauguration,” Andrei Quinn-Barabanov, Senior Director – Supplier Risk Management solutions at Moody’s, said in a statement. “The Mexico and Canada tariffs may be an invitation to negotiations with the U.S. on immigration and other issues. If implemented, they would also be challenging to maintain, because the two nations can threaten the U.S. with significant retaliation and because of a likely pressure from the American business community that would be greatly affected by the costs and supply chain obstacles resulting from the tariffs.”
New tariffs could also damage sensitive supply chains by triggering unintended consequences, according to a report by Matt Lekstutis, Director at Efficio, a global procurement and supply chain procurement consultancy. “While ultimate tariff policy will likely be implemented to achieve specific US re-industrialization and other political objectives, the responses of various nations, companies and trading partners is not easily predicted and companies that even have little or no exposure to Mexico, China or Canada could be impacted. New tariffs may disrupt supply chains dependent on just in time deliveries as they adjust to new trade flows. This could affect all industries dependent on distribution and logistics providers and result in supply shortages,” Lekstutis said.