为什么供应链成功是企业成功的关键

What if you knew there was an area of your business that if you improved, you’d be all but guaranteed to improve the rest of your business? You’d likely shift priorities and resources to make it better. I’m talking about supply chain management.

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The supply chain is important to success because the positive or negative effects ripple throughout the business. There are two core areas to the impact: customer happiness and cost.

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Happy customer = happy business = higher performance
\nIn 2020, as reported by Supply Chain Quarterly, 84% of survey respondents said the return experience with a company plays an important part in their opinion of a retailers. A smooth return process means an effective supply chain, one well connected and involves communication along the chain. When the supply chain meets or exceeds the expectations of the customer, it’s because of efficiencies. The entire business benefits through higher order rates, a positive sentiment in the customer’s mind, and lower cost-to-serve for the business.

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Higher performance = more cost efficiency = higher pressure?
\nHigher performance is measured in terms of the efficiency of all of the processes and people to move goods and services to market along the supply chain, typically via the cost-to-serve. Increased supply chain efficiency can translate to pressure on the team and their capabilities, as costs and budgets are held flat or reduced when they’re expected to move the same or a greater volume of product at the same or a higher quality level. Improvements to profits for the business are measured via metrics like working capital turnover or cash conversion performance and as business health improves, profitable cash management and revenue conversion are the result. Flattening the cost curve often becomes a challenge unless two factors are considered: new capabilities (process and data) driving faster, higher-quality decisions and using a tool that scales favorably for the value it delivers for your business.

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In my presentation “Connected Supply Chain Planning,” I explored what a connected approach to cost-to-serve management means, and how it drives cost improvement across multiple functions (including supply chain). It’s no surprise that improving forecast accuracy and perfecting the order percentage drives costs lower; there are significant gains in working capital, reductions in capacity, and lower logistics, warranty, and E&O costs.

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When inventory, capacity, logistics, and suppliers are managed effectively through connected supply chain planning, total costs are lowered because there’s less excess and better collaboration, there are fewer costly fire drills to frantically expedite, and less of a bullwhip effect. Supply chain waste is reduced because of improved speed and collaboration across and between companies to control and monitor the execution environment.

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Get on the right track
\nHere are a few high-level tips for bending the cost curve in your supply chain:

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• Break down the silos. Using a connected approach to supply chain planning is key. This means incorporating input from all relevant business units as you build your end goals. It can mean more than just S&OP, though. It can be as simple as identifying and codifying the linkages between key and boundary processes across one or two functions that solve constant sore spots for your operations. Here’s another short clip from my presentation focusing on a few examples of real-life benefits from connected supply chain planning.
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• Ditch the old tools. In a webinar with Anaplan, Mark Smith, CEO of Ventana Research, noted supply chain professionals are more likely to rely on spreadsheets for planning than their peers in other planning areas such as sales and finance. Although in some cases it may be impossible to entirely replace spreadsheets, depending on them to manage a complex, global supply chain and associated costs is foolhardy at best. Versioning issues, data freshness, formula errors, and security risks are a just few examples of why spreadsheets are an unwise way to run your supply chain. Replacing those tools with an always-on, connected platform offering the flexibility of a spreadsheet with the robustness of an enterprise-grade platform is key to improving scalability and eliminating waste.
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• Unplug antiquated communication methods. According to our report with Supply Chain Management Review, 63% of supply chain professionals rely on manual communication methods like the phone, email, and faxes to collaborate with customers and suppliers. That’s a recipe for low scalability, making the whole business unhappy. Instead, consider solutions combining people, their data and input, and everyone’s process in a single platform to dramatically accelerate the speed of information-sharing and improving the trustworthiness of the result.
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Anaplan partnered with Supply Chain Management Review to ask your colleagues to share their challenges and strategies for supply chain success. Read what they said, along with practical takeaways for improvement, in our new research report.

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Topic: Supply Chain Management

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如果你知道你的业务中有一个领域，如果你改进了，你几乎可以保证改善你的其他业务，你会怎么样?你可能会改变优先级和资源，让它变得更好。我说的是供应链管理。

供应链对成功很重要，因为其积极或消极的影响会波及整个企业。影响有两个核心领域:客户满意度和成本。

满意的顾客=满意的企业=更高的业绩
在2020年,如《供应链季刊》所报告在美国，84%的受访者表示，在他们对零售商的评价中，一家公司的退货体验起着重要作用。一个顺利的退货过程意味着一个有效的供应链，一个连接良好的供应链，包括供应链上的沟通。当供应链达到或超过客户的期望时，这是因为效率。通过更高的订单率，客户心目中的积极情绪和更低的业务服务成本，整个业务受益。

更高的性能=更高的成本效率=更高的压力?
更高的绩效是根据沿着供应链将商品和服务转移到市场的所有流程和人员的效率来衡量的，通常是通过服务成本来衡量的。增加的供应链效率可以转化为对团队及其能力的压力，因为当他们期望以相同或更高的质量水平移动相同或更大数量的产品时，成本和预算保持不变或减少。企业利润的改善是通过营运资金周转率或现金转换绩效等指标来衡量的，随着企业健康状况的改善，盈利的现金管理和收入转换就会出现。除非考虑到两个因素，否则扁平化成本曲线通常会成为一项挑战:推动更快、更高质量决策的新功能(流程和数据)，以及使用有利于其为您的业务提供价值的工具。

在我的演讲“互联供应链计划”中，我探讨了成本到服务管理的互联方法意味着什么，以及它如何推动跨多个功能(包括供应链)的成本改进。毫无疑问，提高预测准确性和完善订单百分比可以降低成本;在营运资金、产能减少、物流、保修和E&O成本方面有显著的收益。

当库存、产能、物流和供应商通过相互关联的供应链规划得到有效管理时，总成本就会降低，因为过剩会减少，协作会更好，需要疯狂加速的昂贵消防演习也会减少，牛鞭效应也会减少。供应链的浪费减少了，因为提高了公司之间和公司之间的速度和协作，以控制和监视执行环境。

走上正确的道路
以下是一些在供应链中弯曲成本曲线的高级技巧:

• 打破藩篱。在供应链规划中使用关联方法是关键。这意味着在构建最终目标时，要整合来自所有相关业务单位的输入。不过，它的含义可能不仅仅是s&p。它可以像识别和编纂跨一两个功能的关键和边界过程之间的联系一样简单，这些功能可以解决您的操作中经常出现的痛点。这是我演讲中的另一个片段，重点介绍了连接供应链规划带来的现实效益的几个例子。

• 抛弃旧工具。Ventana Research首席执行官Mark Smith在与anplan的网络研讨会上指出，供应链专业人士比销售和财务等其他规划领域的同行更倾向于依赖电子表格进行规划。虽然在某些情况下可能不可能完全取代电子表格，但依靠它们来管理复杂的全球供应链和相关成本充其量是鲁莽的。版本问题、数据新鲜度、公式错误和安全风险只是电子表格是不明智的供应链管理方式的几个例子。用一个提供电子表格的灵活性和企业级平台的健壮性的始终在线的连接平台取代这些工具是提高可伸缩性和消除浪费的关键。
• 摒弃过时的通讯方式。根据我们的与供应链管理评审一起报告在美国，63%的供应链专业人员依靠电话、电子邮件和传真等人工沟通方式与客户和供应商合作。这是一个低可扩展性的配方，使整个业务不满意。相反，考虑将人员、他们的数据和输入以及每个人的流程结合在一个平台上的解决方案，可以显著加快信息共享的速度，提高结果的可信度。

anplan与《供应链管理评论》合作，请您的同事分享他们的挑战和供应链成功的策略。在我们新的研究报告中，请阅读他们的意见，以及改进的实际建议。

主题:供应链管理