Gartner供应链欧洲2018年的四个关键主题

London became a supply chain hotspot as industry leaders from all around Europe and beyond gathered at the Intercontinental London to share ideas, network, and learn about the future of supply chain management. Here are my thoughts on the week’s key themes.

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The digital revolution: what it takes to succeed

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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 innovation must focus on the needs of the consumer.

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It’s essential to change the mindset from mass production and mass marketing (especially in the CPG space) to become “consumer-centric,” with a renewed focus on the individual consumer. It’s time for digital re-imagination, not just digital automation.

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A key challenge in the 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 transformation focuses on building new business models.

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A new approach to talent

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In the emerging digital supply chain revolution, a new supply chain leader is emerging, and new talent management models are needed to engage external talent while transforming internal talent.

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Companies need processes to support the “gig economy” and make it easy for contractors to function within the organization. Agile teams need a new way of working. New models that will support the idea of learning rapidly and making quick decisions are key. Learning from experimentation is the new normal, so companies should create a culture that welcomes this approach.

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When it comes to internal talent, the best talent for the supply chain digital revolution includes people who embody a different leadership model, one driven by a pioneering spirit. Those who thrive will have the right “inner game” (passion, personal commitment,) and the right “outer game” (business acumen, ability, and mastery).

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One key area of the talent needed to catapult your business into the next generation is data science. Data science talents need to be developed, as these experts tend to jump from company to company seeking knowledge and may not fit into formalized roles. Companies need to find ways to keep the organization flexible and dynamic enough to engage the right people and create the right roles.

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Supply chain planning in the digital world

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Analog supply chain management decision-making is a thing of the past. It may have worked when supply chains of the past, but it:

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• Moved slowly and steadily
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• Had less complexity than today (fewer products, smaller geographic footprint)
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• Was managed by planners who had fewer systems (and therefore, easier access to the right information) and could tolerate longer decision cycles
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Digital supply chain decision-making is dynamic and multi-directional. It works when:

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• Supply chains change quickly and processes must align to continuously changing business needs
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• Planners are widely distributed and must work in partnership across the globe
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• Teams have continuous and direct access to data and decision support
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The importance of S&OP

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Gartner’s Mike Griswold pointed out at the conference that no process is more fundamental to positive financial results than sales and operations planning (S&OP).

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Organizations need to mature their supply chain planning processes from “inside-out thinking” to “outside-in thinking.” This means focusing planning to align what the customer or consumer needs and not what the enterprise needs. Planning models need to transform from cost-cutting to customer service.

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Planning processes currently are usually oriented around functionality, and organizations scale the planning function to reduce costs. This model needs to turn upside down to enable internal and external collaboration and focus on stakeholder value delivery in the digital world. Griswold’s key recommendations included:

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• Differentiating S&OE (sales and operations execution), S&OP, and annual strategic planning processes by setting specific expectations on horizon and agendas for each of them
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• Setting up a formal S&OE process with a frequency needed to manage near-term execution decisions (often weekly or every two weeks)
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• Assessing your S&OP process for S&OE content and carving out the near-term-focused items from the S&OP agenda
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• Aligning processes, people and technology to integrate the end-to-end supply chain through the use of common toolkits, transparent governance, and consistent performance measurements
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To recap the key themes: the supply chain digital revolution requires a fresh look at digital transformation, a focus on digital supply chain decision-making, a new approach to talent, and an increased focus on S&OP.

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It was thrilling to see so many of Anaplan’s supply chain customers in the Gartner Supply Chain Top 15 for Europe.* Kudos to all who made the list this year! Here’s to the continued supply chain transformation!

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^*Gartner press release, “Gartner Announces Rankings of the 2018 Supply Chain Top 15 for Europe,” September 25, 2018.

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伦敦成为来自欧洲和其他地区的行业领导者的供应链热点聚集在伦敦洲际酒店分享想法，建立网络，了解未来供应链管理。以下是我对本周主要主题的看法。

数字革命:如何取得成功

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，供应链创新必须关注消费者的需求。

有必要将大规模生产和大规模营销(特别是在CPG领域)的观念转变为“以消费者为中心”，重新关注个人消费者。现在是数字再想象的时候了，而不仅仅是数字自动化。

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。数字化转型的重点是建立新的商业模式。

发掘人才的新方法

在新兴的数字供应链革命中，一个新的供应链领导者正在出现，需要新的人才管理模式，在改造内部人才的同时吸引外部人才。

公司需要流程来支持“零工经济”，并使承包商更容易在组织内发挥作用。敏捷团队需要一种新的工作方式。支持快速学习和快速决策的新模式是关键。从实验中学习是新常态，因此企业应该营造一种欢迎这种方法的文化。

说到内部人才，供应链数字革命的最佳人才包括体现一种不同的领导模式的人，一种由开拓精神驱动的人。那些成功的人将拥有正确的“内在游戏”(激情、个人承诺)和正确的“外在游戏”(商业头脑、能力和精通)。

将企业推向下一代所需人才的一个关键领域是数据科学。数据科学人才需要培养，因为这些专家倾向于从一家公司跳到另一家公司寻求知识，可能不适合正式的角色。公司需要设法保持组织的灵活性和活力，以吸引合适的人，创造合适的角色。

数字世界中的供应链规划

模拟供应链管理决策是过去的事情。这可能在过去的供应链中起作用，但它:

• 缓慢而稳定地移动
• 拥有比现在更少的复杂性(更少的产品，更小的地理足迹)
• 是由拥有较少系统(因此更容易获得正确信息)并能容忍较长决策周期的计划人员管理的吗

数字化供应链决策是动态的、多方位的。它在以下情况下有效:

• 供应链变化很快，流程必须与不断变化的业务需求保持一致
• 规划人员分布广泛，必须在全球范围内开展合作
• 团队可以连续和直接地访问数据和决策支持

S&OP的重要性

Gartner的迈克•格里斯沃尔德(Mike Griswold)在会议上指出，对于积极的财务业绩而言，没有什么流程比这更重要了销售及营运计划(S&OP)。

组织需要将他们的供应链规划过程从“由内而外的思考”成熟为“由外而内的思考”。这意味着计划的重点是客户或消费者的需求，而不是企业的需求。规划模式需要从削减成本转变为客户服务。

目前的计划过程通常以功能为导向，组织通过扩展计划功能来降低成本。这种模式需要颠倒过来，以实现内部和外部协作，并专注于数字世界中利益相关者的价值交付。格里斯沃尔德的主要建议包括:

• 区分S&OE(销售和运营执行)、S&OP和年度战略规划流程，为每个流程设定具体的预期和议程
• 建立正式的S&OE流程，以管理近期执行决策所需的频率(通常是每周一次或每两周一次)
• 评估S&OP过程的S&OE内容，并从S&OP议程中划分出近期重点项目
• 通过使用通用工具包、透明的治理和一致的绩效度量，调整流程、人员和技术以集成端到端供应链

总结一下关键主题:供应链数字化革命需要重新审视数字化转型，关注数字化供应链决策，采用新的人才方法，并更加关注S&OP。

看到这么多anplan的供应链客户，我很激动Gartner供应链前15名为欧洲。*Kudos to all who made the list this year! Here’s to the continued supply chain transformation!

^*Gartner新闻稿，“Gartner公布2018年欧洲供应链15强排名”，2018年9月25日。