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提高供应链的可见性:由外向内的设计

来源:亚搏体育客户端 发布时间:2020-06-23       点击数:114


今天的供应链是由内而外的。(一个公司的销售、交付、制造和采购过程的自动化,贯穿于企业的四个方面。传统上,重点是通过功能自动化来提高效率。)  虽然供应链领导者谈到需要构建价值链,但这与传统的组织关注高效企业流程(主要关注由ERP支持的事务流程)不一致。

Today's supply chain is inside-out. (The automation of a company's process across sell, deliver, make and source within the four walls of the enterprise. Traditionally, the focus was on functional automation to improve efficiency.) While supply chain leaders speak of the need to build value chains, this is incongruous with the traditional focus of organizations on the efficient enterprise processes primarily focused on transactional processes enabled by ERP.


挑战在于:在构建由外向内的流程时,团队会发现他们当前的大多数技术已经过时了。原因是什么?当目标是创建一个高效的企业时,由外而内的信息不能很好地适应以前实现的流程和技术。

The challenge is that in building outside-in processes, teams will find that most of their current technology is obsolete. The reason? Outside-in signals do not readily fit into the processes and techniques implemented previously when the goal was to create an efficient enterprise.


为什么现在要讨论这个?

Why Should This Be A Discussion Now?

COVID-19的经济复苏依赖于强大的供应链能力。在供应链从深度昏迷中重新启动的过程中,一切都将变得不寻常。企业很快就会发现,企业内部的信息不足以推动经济复苏所需的能力。为什么?物流将更加混乱,供应商正在提高产能。会有很多起起伏伏。历史上,供应链领导人与政府领导人合作,以消除边界冲突。在过去的十年里,我们的供应链没有这么多的边界摩擦和交货期变化。

The COVID-19 economic recovery is dependent on strong supply chain capabilities. In the restart of the supply chain from a deep coma will be anything but ordinary. Companies will quickly find that signals within the four walls of the enterprise are not sufficient to fuel the required capabilities for economic recovery. The reason? Logistics will be more turbulent, and suppliers are ramping-up capacity. There will be many ups and downs. Historically, supply chain leaders worked with government leaders to make border frictionless. In the past decade, we have not operated supply chains with as much border friction and lead time variability.


本周,我完成了对57家公司物流可见性的定量研究。数据收集发生在COVID-19停工之前,数据样本主要是北美制造商。(上面的“云”一词来自研究的开放式回答。)

This week, I completed a quantitative study of fifty-seven companies on logistics visibility. Data collection occurred before the COVID-19 shut down, and the data sample is primarily North American manufacturers. (The word cloud above is from the open-end responses from the study.)


如今,83%的公司都在努力提高可见性。但是对于不同的公司来说,这意味着不同的事情,而且大多数公司都没有一个明确的定义。如果没有一个清晰的解释,公司几乎不可能成功地实现一个可见性项目。我写这些话是“开玩笑的”,但我知道提高这种能力对于恢复供应链至关重要。在图1中,我分享了这些差距,最重要的弱点是在企业内部的入境物流和运输领域。公司在向客户发货方面做得更好。然而,所有这些形式的可见性都很重要,因为可靠的输出需要精确的输入。

Today 83% of companies are working on visibility. However, it means different things to different companies, and most companies do not have a clear definition. Without a clear explanation, it is almost impossible for companies to be successful in implementing a visibility project. I write this "tongue in cheek," but I know that improving this capability is essential for supply chain recovery. In Figure 1, I share the gaps. The most significant weaknesses are in the areas of inbound logistics and shipments within the enterprise. Companies do better on outbound shipments to customers. However, all of these forms of visibility matter because reliable outputs require precise inputs.


图1 可见性元素的性能

Figure 1.Performance on Elements of Visibility



我学到了什么?

What Did I Learn?

在整理数据并与企业领导者一起审阅的过程中,我学到了三件事。

In the process of tabulating the data and reviewing it with business leaders, I learned three things.

1、依赖于第三方物流的公司对物流可见性元素的评价明显更差。对于更依赖于第三方物流的公司来说,可获得的Pre-COVID数据在推动物流决策方面的速度明显更差。(对于在北美依赖第三方物流的公司,90%的信心水平超过65%)可见度在COVID-19之后将变得更差。怎么会这样?供应链中节点越多,参与方越多,获取数据就越困难。数据延迟和与第三方物流的互操作性是一个障碍。

1. Companies Dependent on 3PLs Rate Themselves Significantly Worse On Logistics Visibility Elements. Pre-COVID data available at the speed of business to drive logistics decisions was significantly worse for companies more dependent on 3PLs. (90% confidence level for companies reliant on 3PLs in North America for more than 65% of volume.) Visibility will become worse post-COVID-19. How so? The more nodes and the more parties in the supply chain, the harder it will be to get data. Data latency and interoperability with 3PLs is a barrier.


2.  没有简单的答案。带有闪亮物体的舞蹈是危险的。没有一种技术可以弥补这一差距。与此同时,企业向我简短地介绍了它们的做法。大多数技术创新者都过于热心,对供应链缺乏深刻的理解。不要成为陈词滥调的牺牲品。我的建议是:小心谨慎。

2. No Easy Answers. The dance with shiny objects is dangerous. There is no one technology to close the gaps. While companies brief me with over-zealous promises for their approaches. I struggle. Most technology innovators ae over-zealous without a great understanding of the supply chain. Don't fall victim to platitudes. My advice? Be cautious.


3. 组织差距是第一个开始的地方:如图2所示是组织能力的差距。当公司谈到以客户为中心的流程时,它们对大多数团队来说并不清楚。首先要从映射由外向内的流程和采用基于流程的思维开始。依赖于门户和EDI的公司将很快了解这些差距。门户是死路一条,而EDI 信号主要是批量处理的并且与业务流程不同步的。时间和数据流通是问题。

3. Organizational Gaps Are the First Place to Start: Shown in Figure 2 are the gaps in organizational capabilities. While companies speak of customer-centric process flows, they are not clear for most teams. The first place to start is mapping outside-in process flows and adopting process-based thinking. Companies dependent on portals and EDI will quickly learn that the gaps. Portals are dead-in streets, and EDI is signals are mainly batch and out-of-step with business processes. Time and data currency are issues.

图2 组织能力 

Figure 2. Organizational Capabilities



总结 Conclusion

当您的组织在COVID-19之后的恢复中重新定义功能时,请从整体和外部考虑,为以前从未见过的动荡做准备。从外到内映射供应链,寻找新的数据形式,以帮助提高可见性并消除供应链黑洞。

As your organization redefines capabilities with the post-COVID-19 recovery, think holistically and outside-in. Prepare yourself for levels of turbulence that you have not seen before. Map the supply chain outside-in, seek new forms of data to help improve visibility and eliminate supply chain black holes.