如何构建互联供应链

Supply chain management has undergone large-scale transformation in the past few years. In the past, companies primarily used enterprise resource planning (ERP) systems for collaboration and data tracking across the entire business. Today, some companies do their planning with a mix of spreadsheets and ERP systems, and others use cloud-based planning platforms. But this soon becomes messy, disjointed, and disconnected. Soon, this approach raises more questions than it answers.

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• Are forecast numbers updated and shared across the business with relevant stakeholders, including sales, finance, and operations?
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• Are inventory numbers from previous versions of a spreadsheet accurately entered into a new one?
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• What do you do when disruptions like natural disasters and labor issues strike the supply chain?
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\nWithout connection, these questions go unanswered. And with the waves of change sweeping across the supply chain management world, you can’t afford to move forward with slow, siloed supply chain planning system. First, let’s define supply chain management, then we’ll talk about a few key areas of supply chain transformation, and finally, five tips for building connected supply chain planning.\n

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What is the supply chain planning process?

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Supply chain planning is the process of planning a product from raw material to the consumer. It includes supply planning, production planning, demand planning, and sales and operations planning.

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1. Supply planning determines how best to fulfill the requirements created from the demand plan. The objective is to balance supply and demand in a manner that achieves the financial and service objectives of the enterprise.
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2. Production planning addresses the production and manufacturing modules within a company. It considers the resource allocation of employees, materials, and of production capacity.
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3. Demand planning is the process of forecasting demand to make sure products can be reliably delivered. Effective demand planning can improve the accuracy of revenue forecasts, align inventory levels with peaks and troughs in demand, and enhance profitability for a particular channel or product.
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4. Sales and operations planning (S&OP) is a monthly integrated business management process that empowers leadership to focus on key supply chain drivers, including sales, marketing, demand management, production, inventory management, and new product introduction.
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The digital supply chain revolution is already here

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\n\tAt the Gartner Supply Chain Executive Conference in London, Marc Engel Global, Chief Supply Chain Officer at Unilever, shared this reminder: “Innovation is not about machines; it’s about asking ‘what do people want?’” For supply chain professionals, those people are consumers. To effectively serve their needs, supply chain systems innovation must focus on the needs of the consumer.

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A key challenge in the supply chain digital revolution is “people transformation.” It’s key to unlearn the old rules and define the new rules. It means saying “we’ll only do things that will have customer impact, not just for efficiency’s sake.” Mike Burkett presented Gartner’s point of view, which emphasizes that digital transformation is more than just digital optimization. Digital supply chain transformation focuses on building new business models.\n

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How to achieve connected supply chain planning

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\n\tTo succeed in a growing global market, you must adapt effectively to the digital revolution and seek out practical ways to connect your supply chain planning from start to finish. Here are five steps we recommend to achieve connected supply chain planning.

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1. 1. Make the move to real-time supply chain planning
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   When using ERP systems and spreadsheets for planning, companies typically rely only on historical data, resulting in little wiggle room for changes should any disruptions occur in demand or supply. For example, based on the previous year’s numbers, a company can estimate the number of products it will sell in the next quarter. But what if a massive hurricane destroyed a key distribution center, leading to too little supply on the shelves? With Anaplan’s real-time connected supply chain management solution, you can create “what-if” scenarios and plan more effectively so you’re ready when disruptions occur.
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2. 2. Unify supply chain planning with enterprise planning
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   A vital second step is connecting traditionally siloed supply chain planning to sales and operations planning and financial planning. Companies can benefit from synchronizing their short-term operational planning with their wider business planning processes to make real-time updates to inventory forecasts and supply. Deploying real-time S&OP solutions that enable enterprise-wide collaboration means key stakeholders across the business can create new scenarios and quickly assess how to use their resources wisely to optimize profitability when an unforeseen event happens.
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3. 3. Anticipate the demand of the end customer
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   For consumer-packaged goods companies, anticipating what customers want and when they want it is an ongoing challenge. A solution like Anaplan allows end-to-end visibility across the supply chain, and beyond their existing network of wholesalers and retailers to sense demand signals from customers. When you can rapidly identify changing consumer sentiments and assess how that changes demand for your product, it benefits your company, partners, and customers by improving profitability, margins, and lead time.
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4. 4. Leverage real-time data across all points of the supply chain
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   Because supply chain planning typically involves a myriad of suppliers, channels, customers, and pricing schemes, models soon become large and potentially unwieldy—especially when spreadsheets are your primary planning tools. Incorporating a solution that uses real-time data allows you to plan with more accuracy and reduces the risk of stock-outs or having too much inventory.
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5. 5. Ensure you have the flexibility to cope with change
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   When you have technology that lets you plan efficiently and react quickly, disruptions aren’t disruptive because re-planning and re-forecasting is easy—resulting in time and money saved and increased profitability.
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Disruptive technology is the new normal

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\n\t\t\t\t\t\t\tEmerging technologies like blockchain, artificial intelligence, and machine learning are generating massive amounts of hype and attention in the supply chain management world. It can be difficult to find your way through the hype, but as they’re becoming ubiquitous, supply chain planners need to understand how to harness them for maximum benefit.

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\t\t\t\t\t\t\tFor example, blockchain can be used in supply chain management for smart contracts, for maintaining ethics and sustainability, and for better security, traceability, and efficiency. If you can effectively integrate this emerging technology into your supply chain, the sky’s the limit.\n\t\t\t\t\t\t

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A new supply chain planner for a new supply chain

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\n\t\t\t\t\t\t\tAlong with new technologies and practices comes the need for a supply chain leader with a new set of skills. To lead the way into a transformative future, they need to combine technical and business knowledge with collaboration and communication skills. The ability to influence department leaders that partner with supply chain is key, as well as the skills to interact intelligently with leaders across the organization is essential, because supply chain initiatives often reach across business units. And strong business acumen is a must-have—you’ll be more effective working with your counterparts in finance, sales, and marketing if you can speak their lingo.

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The effective supply chain leader of tomorrow is tech-savvy and comfortable working alongside the world of “machines.” Some have said that artificial intelligence won’t replace managers, but managers who work with AI will replace managers who don’t. This highlights the transformation taking place in supply chain: humanity is essential, but so is technology. And this leader is a storyteller—digging into the countless layers of the supply chain to find the issues and weaving the right story together to help solve them.

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Are you ready to take your supply chain beyond its limitations driven by outdated ERP systems and spreadsheets? By effectively adapting to the supply chain digital revolution and following the steps to connected supply chain planning above, you’ll be ready to collaborate across the enterprise, quickly adjust to market changes, and reap benefits, including lower costs and increased efficiency.

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供应链管理在过去的几年里经历了大规模的转型。在过去，公司主要使用企业资源规划(ERP)系统在整个业务中进行协作和数据跟踪。如今，一些公司混合使用电子表格和ERP系统进行计划，而其他公司则使用基于云的计划平台。但这很快就会变得混乱、脱节和不连贯。很快，这种方法引发的问题比它解决的问题还多。

• 预测数字是否更新并与相关利益相关者(包括销售、财务和运营)共享?
• 以前版本的电子表格中的库存数字是否准确地输入到新的电子表格中?
• 当像自然灾害和劳工问题这样的中断袭击供应链时，你会怎么做?

没有联系，这些问题就得不到回答。随着变革的浪潮席卷整个供应链管理世界，你不能再以缓慢、孤立的供应链计划系统前进了。首先，让我们定义供应链管理，然后我们将讨论供应链转型的几个关键领域，最后，建立连接供应链规划的五个技巧。

什么是供应链计划流程?

供应链规划是一个产品从原材料到消费者的策划过程。它包括供应计划、生产计划、需求计划、销售和运营计划。

1. 供应计划确定如何最好地实现从需求计划中创建的需求。目标是以实现企业财务和服务目标的方式平衡供给和需求。
3. 生产计划说明公司内部的生产和制造模块。它考虑了员工、材料和生产能力的资源配置。
5. 需求计划是预测需求以确保产品能够可靠交付的过程。有效的需求计划可以提高收入预测的准确性，使库存水平与需求的高峰和低谷保持一致，并提高特定渠道或产品的盈利能力。
7. 销售和运营计划(S&OP)是一个每月一次的综合业务管理过程，它使领导层能够专注于关键的供应链驱动因素，包括销售、市场营销、需求管理、生产、库存管理和新产品引入。

数字供应链革命已经到来

在Gartner供应链高管会议在伦敦举行，联合利华首席供应链官Marc Engel Global分享了这一提醒:“创新不在于机器;而是问“人们想要什么?”’”对于供应链专业人士来说，这些人就是消费者。为了有效地满足他们的需求，供应链系统创新必须关注消费者的需求。

供应链数字革命的一个关键挑战是“人的转变”。关键是要摒弃旧规则，制定新规则。这意味着“我们只会做对客户有影响的事情，而不仅仅是为了效率。”Mike Burkett提出了Gartner的观点，强调数字化转型不仅仅是数字化优化。数字化供应链转型的重点是构建新的商业模式。

如何实现互联供应链规划

为了在不断增长的全球市场中取得成功，您必须有效地适应数字革命，并寻求从开始到结束连接供应链规划的实用方法。以下是我们建议的实现互联供应链规划的五个步骤。

1. 1.进行实时供应链规划
   
   当使用ERP系统和电子表格进行规划时，公司通常只依赖于历史数据，因此在需求或供应出现任何中断时，几乎没有改变的余地。例如，根据前一年的数字，公司可以估计下一季度将销售的产品数量。但如果一场大飓风摧毁了一个重要的配送中心，导致货架上的供应太少怎么办?借助anplan的实时连接供应链管理解决方案，您可以创建“假设”场景，并更有效地制定计划，以便在中断发生时做好准备。
3. 2.统一供应链规划与企业规划
   
   至关重要的第二步是将传统上孤立的供应链规划与销售和运营规划以及财务规划联系起来。公司可以从将短期运营计划与更广泛的业务计划流程同步中获益，从而实时更新库存预测和供应。部署实时S&OP解决方案，实现企业范围内的协作，意味着跨业务的关键利益相关者可以创建新的场景，并快速评估如何明智地使用他们的资源，以在不可预见的事件发生时优化盈利能力。
5. 3.预测最终客户的需求
   
   对于包装消费品公司来说，预测顾客想要什么，什么时候想要是一个持续的挑战。像anplan这样的解决方案允许跨供应链的端到端可见性，并超越现有的批发商和零售商网络，感知来自客户的需求信号。当您能够快速识别不断变化的消费者情绪并评估其如何改变对您产品的需求时，您的公司、合作伙伴和客户将通过提高盈利能力、利润率和交货时间而受益。
7. 4.利用供应链上所有点的实时数据
   
   由于供应链规划通常涉及无数的供应商、渠道、客户和定价方案，模型很快就会变得庞大且可能难以操作——尤其是当电子表格是您的主要规划工具时。结合使用实时数据的解决方案可以让您更准确地进行计划，并降低缺货或库存过多的风险。
9. 5.确保你有足够的灵活性来应对变化
   
   当你拥有能够让你高效规划和快速反应的技术时，中断就不是破坏性的，因为重新规划和重新预测很容易——从而节省时间和金钱，提高盈利能力。

颠覆性技术是新常态

新兴技术区块链人工智能和机器学习在供应链管理领域引起了大量的炒作和关注。要在炒作中找到自己的方式可能很难，但随着它们变得无处不在，供应链规划者需要了解如何利用它们来获得最大利益。

例如，区块链可以用于智能合约的供应链管理，维护道德和可持续性，以及更好的安全性、可追溯性和效率。如果你能有效地将这种新兴技术整合到你的供应链中，那就前途无量了。

新供应链的新供应链计划者

随着新技术和新实践的出现，需要一个供应链领导者带着一套新技能。为了引领变革的未来，他们需要将技术和商业知识与协作和沟通技巧结合起来。影响与供应链合作的部门领导的能力是关键，以及与整个组织的领导进行智能交互的技能是必不可少的，因为供应链计划通常涉及跨业务单位。此外，敏锐的商业头脑也是必备的——如果你能说财务、销售和市场营销部门的行话，你将能更有效地与他们共事。

未来有效的供应链领导者是精通技术的，并且能够轻松地与“机器”世界一起工作。有人说，人工智能不会取代管理者，但与人工智能合作的管理者将取代不与人工智能合作的管理者。这凸显了供应链正在发生的转变:人性是必不可少的，但技术也是必不可少的。这个领导者是一个讲故事的人——深入挖掘供应链的无数层次，找到问题，并将正确的故事编织在一起，帮助解决问题。

你准备好让你的供应链超越过时的ERP系统和电子表格的限制了吗?通过有效地适应供应链数字革命并遵循上述连接供应链计划的步骤，您将准备好跨企业协作，快速适应市场变化，并获得收益，包括降低成本和提高效率。