6165金沙总站,金沙国际唯一官网

欢迎来到6165金沙总站! Welcome to 金沙国际唯一官网!
  • sina wechat
Contact联系我们
  • 地址:广州市海珠区江南大道中82号602-603房
  • 电话:020-84121422;18664870679
  • 传真:020-84121422
  • 邮箱:anita@gdpsa.org
  •    vivi@gdpsa.org
  •    LCJ@gdpsa.org
干货文章
当前位置:首页- 新闻中心 - 干货文章

【干货分享】成功实现数字化供应链转型的八大关键领域

来源:金沙国际唯一官网 发布时间:2019-11-14       点击数:302


导读

每一个供应链领导者都在努力改善运营,整合新技术,并弄清楚如何从大量选项中获取和使用数据。为什么?因为我们现在有了分析知识和技术能力来建立一个数字供应链,以满足客户需求并将成本降至最低。虽然解决方案因公司和行业而异,但每个公司都必须解决一些共同的问题。以下是每一个数字供应链领导者应该做的八件事:

Every supply chain leader is struggling to improve operations, integrate new technologies and figure out how to obtain and use data from a vast array of options. Why? Because we now have the analytical knowledge and technical capability to build a Digital Supply Chain that stokes customer demand and minimizes costs. While the solutions will differ from company to company and industry to industry, there are common issues that every company has to address. Here are the eight things every digital supply chain leader should do:


八大关键领域


Part1

推动收入增长的绩效指标。

所有公司都有复杂的方法来衡量成本和交付绩效。然而,很少有人制定出能够反映供应链在刺激需求和收入增长方面重要性的指标。因此,他们错过了让客户满意、增加收入和开发新业务模式的机会。如果我们采取正确的措施,将看到市场和客户数据管理方式的巨大转变,供应链如何为客户创造特殊的体验,以及成功的公司高管如何跨越限制创新和增长的内部矛盾。我们建议CEO和CFO帮助建立新的度量标准,并严格检查他们的进展情况。


Performance metrics that drive revenue. All companies have sophisticated ways to measure cost and delivery performance. Yet, few have developed metrics that reflect the importance of the supply chain in stimulating demand and revenue growth. As a result, opportunities to make customers happy, increase revenue and develop new business models are missed. If we had the right measures, we would see a massive shift in how market and customer data is managed, how supply chains create a special experience for customers, and how successful company executives work across internal silos that restrict innovation and growth. We suggest that the CEO and CFO help establish new metrics and inspect progress against them with rigor.



Part2

以“有目的的协作”为目标

您的首席信息官(CIO),销售和营销主管以及运营主管最后一次聚在一起为客户打造完美体验是什么时候?您最后一次感觉到数据在各个部门之间自由流动是什么时候?然而,我们知道,跨职能协作应该是将客户与运营联系起来并提高客户忠诚度的伟大创意的主要来源。确保主管、经理和员工有经济上的理由进行合作。


Give purpose to “collaboration with a purpose.” When is the last time your CIO, head of sales and marketing, and operations leader got together to build a killer experience for customers? When is the last time you felt that data flowed freely across departments? Yet we know that cross-functional collaboration should be the major source of great ideas that link customers to operations and drive customer loyalty. Make sure that executives, managers, and employees have a financial reason to collaborate.


Part3

如果你不能让顾客满意,就会出现这种情况。

优步向出租车世界展示了当你的供应链将客户与产品/服务匹配起来时会发生什么。客户喜欢价格透明和交货时间信息。另一方面,出租车行业在满足客户需求方面行动迟缓,市场份额迅速减少,盈利能力不断下降。像优步这样以客户为中心的数字供应链可以进入你的行业,颠覆你的商业模式。


This is what happens if you don’t make customers happy. Uber showed the taxi world what happens when your supply chain matches customers to products/services. Customers love the pricing transparency and delivery time information. The taxi industry, on the other hand, has been slow to give customers what they want, suffering rapid market share loss and declining profitability. A customer-focused Digital Supply Chain, like Uber’s, could enter your industry and upend your business model.


Part4

开始“数据交易”以获取所需的信息。

大多数供应链领导者并不具备真正了解如何增加需求所需的信息。因此,进步的供应链领导者不仅更善于利用现有数据,而且还善于收集新数据。有时这意味着安装传感器或使用物联网设备,但通常这意味着联系公司(如分销商)进行交易来获得你需要的数据。数字供应链要求新的数据模型,而数据交易通常是获取所需信息的唯一方法。采取步骤来识别和评估您需要的数据,并评估您所拥有的数据的价值。


Start “data-trading” to get the information you need. Most supply chain leaders do not have the information they need to truly understand how to grow demand. So progressive supply chain leaders are not only better at using existing data, but they are also good at collecting new data. Sometimes this means installing sensors or using IoT devices, but often it means contacting companies (e.g. distributors) and trading to get the data you need. A new data model is a requirement of the Digital Supply Chain and data-trading is frequently the only way to get the information that you need. Take steps to identify and value the data that you need and assess the value of what you have.


Part5

使用区块链创造更多的客户价值。忘记所有关于不变性和分布式账本的区块链宣传。区块链应用于让客户对贵公司在可持续供应链方面做出的选择感到满意。当你消除了你的供应链中的非增值部分,并降低了诸如文书和验证的成本时,省钱的部分就出现了。


Use Blockchain to create more customer value. Forget all the Blockchain hype about immutability and distributed ledgers. Blockchain should be used to make customers happy with the choices that your company has made about sustainable supply chains. The money-saving part comes in when you eliminate non-value-added parts of your chain and drive down the cost of things like paperwork and verification.


Part6

让算法管理成为职业发展的先决条件。每个人都知道算法是商业的未来。我们需要软件开发人员来创建这些算法。但更重要的是,我们需要让那些知道如何使用算法、优先考虑人工智能/机器学习(AI/ML)资源和跨边界工作的管理人员到位。如果你不能管理算法,则无法进步。


Make Algorithm Management a prerequisite for career advancement. Everyone knows that algorithms are the future of business. And we need software developers to create those algorithms. But even more, we need to get the managers in place that know how to work algorithms, prioritize Artificial Intelligence/Machine Learning (AI/ML) resources and work across boundaries. If you can’t manage algorithms you can’t advance.


Part7

替换和再培训人员,以实现数字转型。你不能重新让你的管理团队看起来像高度分析型、数据驱动型的决策者。你将不得不用更精通数字技术、理解分析和算法管理的人来取代他们中的许多人。然而,你可以提高许多管理团队和员工的技能。


Replace and retrain people so that digital transformation can happen. You can’t respray your executive team and have them come out looking like highly analytical, data-driven decision makers. You will have to replace many of them with people who are more digitally savvy and understand analytics and algorithm management. However, you can improve the skill set of many of your management team and workers. Gather the nerds, put them in charge and train the rest!


Part8

设定不可能的目标并帮助人们实现这些目标。 曾经有一个客户告诉我,发明“组织”的概念是为了防止人们把事情做好。我亲眼看到了人们在拥有采取行动的自由和表现的动力时所具备的能力。 为供应链行动和客户满意度驱动的收入增长设定重要目标。改变你的企业文化,鼓励员工在获取利润的同时与数据打交道,取悦客户。


Set impossible goals and help people reach them. I once had a client that told me that concept of an “organization” was invented to prevent people from getting things done. I have seen first-hand what people are capable of when they have the freedom to act and the incentive to perform. Set big goals for revenue growth driven by supply chain actions and customer happiness. Shift your culture so that people are encouraged to work with data and delight customers while making a profit.