我的物品在哪里？加強(qiáng)超越一級(jí)供應(yīng)商的供應(yīng)鏈協(xié)作書(shū)內(nèi)容前言 3介紹 4 5 1.1壓力下的供應(yīng)鏈 6 2.1創(chuàng)造內(nèi)部清晰度 102.2優(yōu)先權(quán) 12 2 3.2贏得信任將是關(guān)鍵 17 23紹416情789234以創(chuàng)造和諧5AReutersEvents,SupplyChainwhitepaperinpartnershipwithEdgeVerveAuthor:AlexHadwick,Editor-in-Chief,ReutersEvents:SupplyChainWhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1Suppliers Introduction 4Acknowledgements 51Afracturedsupplychainissetuptofail 61.1Supplychainsunderstress 61.2Thecostsofconstrainedcollaboration 81.3Afundamentalshiftinhowweseetherelationshipsinsupplychains 82Breakingdownthewalls:Howtobuildanorganisationfreeofsilos 102.1Creatinginternalclarity 102.2Thepowerofprioritising 122.3Keepingontopofrapidlychangingscenarios 123Swimmingupstreamtobringvaluebackdown 153.1Drivingadeeperunderstandingofupstreamsupplychains 153.2Winningtrustwillbekey 173.3Supportingsuppliersleadstosuccess 183.4Casestudy:Increasingstockbutkeepingitlean 194Aconnectedcycleofinformationtocreatesupplychainharmony 204.1End-to-endvisibilityandtheroleofcontroltowers 204.2Feedingmarketdemandintosupplychains 214.3Beingagilebyusingtechnology 225Conclusion 24AboutEdgeVerve 252WhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1SuppliersModernsupplychains,alreadycomplex,havebeenfurtherchallengedbyconcurrentdemandandsupplyshockscreatedbythepandemic.EnterprisesarefacedwithbalancingefficiencyThefutureofsupplychainundeniablyrestsonleveragingtechnologytodrivereal-timeaction.ataleadershipandmanagementeffortarenecessarytoleveragethepowerofaglobalnetworkuirelevelingpartnerprocessandtechnologyuredapproachtopartnercollaborationcanhelpunlocksupplychainefficiencieseverimaginedbeforeWithsupplychainmanagersaimingtobringmorecontrolandoversightofthesupplychainandscalebuyer-AgamechangerthecollaborativeframeworkisincreasinglybecomingacorecapabilitytoranewerainurcinganddistributionbeunderpinnedWhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1SuppliersManythingshavetocometogethertomakeasuccessfulsupplychain.Fromthosefirstrawmaterialsallthewaydowntothelastmile,therearesomanymovingpartsthatitbordersonamodernmiraclethattheyevercometogethertocreatethehugevarietyofproductsaborationofmanydifferentactorsPotentiallythesecanbesplitacrossaglobalnetworkandstretchacrossmanytiers.EachonecanhaveitsnologiesdeployedThisisnottomentioninternalManagingthis,then,isahugechallengeandtheneedforeffectivevisibilityandcollaborationoutwarningtobringmorecontrolandoversightofthesupplychainandtoreducethedistancebetweenThiswhitepaperwilldelveintothosefoundationsforsuccess,aidedbyopinionsfromexpertsacrossthesupplychainspace.Usingtheirinsightsandouranalysis,wewillshowyouhowtocreateasupplychainthatcanresisttheseshocksbyhavingtherightinformationfromkeystakeholdersinplaceandthenbyactingonthatcriticaldatarapidlythroughstrong,stableAlexHadwickEditor-in-Chief,ReutersEvents,SupplyChain4howemoreWhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1Suppliers1Supplychainsuccessreliesuponeachelement,whetherthatbeasupplier,shipperorlogisticsThiscomeswithconsiderablecosts,bothintheshorttermtothebottomlinethroughlostsupplierandmaintainingonlythemostbasicofrelationshipsarefallingdowninthefaceofthatcouldgivethetwosidesconfidenceineachotherintoughertimes,arenowfindingItisnowabundantlyclearthatanymedium-tolarge-sizedcompanyneedstohaveadiverseellashavetherightinformationons1.1SupplychainsunderstressSupplychainprofessionalsarejugglingthreedifferentelementsCostcashandservice,”saysIntherecentpastthetrendacrosssupplychainswastofocusonthefirstelement,keepingwithmostlylocalisedbreakdownsthatremainedregionalallwhileglobaltradegrewonthebackoflowshippingcosts.Thismeant,atasurfacelevelatleast,servicedidnotappeartobecompromised.“Whatwe'veseenfromfolksmanagingsupplychainsisthatparticularlyifyoulookbackadecadeormoreago,itwaslargelyabouthowdoIwringmorecostoutofthesupplychain?”tandmakeiciencyAsCarloChiarle,VP,ManufacturingOperations,GlobalManufacturingforcarpartssupplieration6WhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1SuppliersThattrendhasverymuchbeenreversedbythepandemic,whichcamecloseontheheelsofasfallenecostfirstofall,reallyfastandbereactive,butsecondtoseehowwecanbecomemoreproactive,”tabletooexacerbatingongoingissuesswecoulduedlongtermdisruptionfromthedemandshiftscreatedbythepandemic,whichisleadingto“Aworldinwhichcustomerandconsumerexpectationsarerising.WeallexpectourdeliverytimesandwindowstobegettingsSoIthinkyouvegotasetofrisingexpectationsandrequirementsHebelievesthatthisisdrivinga“shiftinwhattheprioritiesareforsupplychainsandsupplytandspeedinsurveystheyhaveconducted“hasgottencutinhalfandattentiontothingslikeflexibility,7eeenyouneed”WhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1Supplierstributes1.2ThecostsofconstrainedcollaborationWeare,then,inamomentofprofoundchangeforsupplychains,wherethedynamicsandheydoitThecostsderivingfromalackofclosenessbetweencustomersandsupplierscomedowntolstothecustomersandthereforeahugeamountoflossofcredibilityHeadSupplyChainEnablementIMEAforchemicalandconsumergoodsalsbehindforahugevarietyofgoods.Positionedinthemiddleofsupplychains,they“Supplytoperandconsumers,obviously,arenotgoingtotakeitverykindly.…Fortheindustry,overall,it'saprettymassivelossofcredibility,whichinturn,ofcourse,leadstolesserrevenuesandlostThereisalsoaninternalcosttosupplychainplanningteams,henotes,fromlowlevelsofcollaborationcombinedwithinstancesofhighvarianceandunpredictability.Distantsupplierstogetdonethrough,let'ssay,10resources,nowIneed20resourcesforthatsameamountof1.3AfundamentalshiftinhowweseetherelationshipsinsupplychainsAcriticalpartofthisisareassessmentoftherelationshipbetweendifferentelementsinthermationNow,companiesarelookingtodistributetheirsupplybasetomoregeographiesinordertoreducevulnerabilityandintroducemoreoversight,aswellasstrengtheningconnectionswithgOBE8isisgtoWhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1SuppliersingbutImjustgoingtobuyitascheaplyaspossible.Theproblemwiththatparticularapproach,andwhygshavefailedformanyorganisationsisthatactuallycollaborativerelationshipshavingahigherlevelofrelationship–hasbeenabsolutelycritical,becausebyhavingthatyou'rethenipsstructureofsupplychains,whichwillincreasinglybemadeupofahighernumberofpartners,situatedacrossawidergeographicspreadinordertocreatethatnowdesperatelyneededProfessorWildingemphasisesthatmulti-shoringwillbeakeytrendinthemedium-tolong-termtoallowthosemanyindustriesthathavefoundthemselvesconcentratedintorelativelysmallareastode-risk.“I'vebeentalkingtotoomanycompanieswhosaid‘Wehavetomulti-gImendingupwithcompanieswhoactlythetdownToaddsomeredundancy.theereheavilydependentonthosesuppliersinthosedancysomeresilienceinthenetworkIthinkwemorevarietyinsupplierbaseswillevengobeyondfindingnciesaresupplyingintoautomotiveImcurrentlyinpharmaceutical,butbypartneringwiththem,IcanactuallylearnandbringknowledgeinrecompetitiveSoitsnotjustthatcapabilityCanIinsourcethatcapabilityintomysupplychainneededtodealwiththerisksassociatedwithclimatechange,consumerinsistenceongreenerldinguctswithverticaltypesupplychainswheretheygoinonedirectionanddontInstead,moreintegratedsupplychainsaregoingtobeneededthatleveragejointresources9WhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1Suppliers2Beforecompaniescanlookoutwardsattheirsupplychains,theyneedtomakesurethattheirownhouseisinorder.Internalsiloescontinuetobeanissueacrossmanyorganisationsandcooperationisstymiedbyalackofcommunicationandforward-planningbetweendifferentGreaterlogisticseffectivenessandefficiencyarenotjustgainedthroughfocusingonthenythatcanfocusresourcesontocriticalproblems,reactflexiblytoawiderangeofscenariosandbringinstakeholdersfromacrossthebusinesstoweighuptheoptionsandmaketherightons2.1CreatinginternalclarityotunusualtoRunintosiloswithinorganisationsForfteamsstrugglewithnewproductlaunchesordemandfluctuations,whilesalesandmarketingutthesecanhaveunintendedconsequences,wheretheydriveemployeestodo“exactlywhattheirincentivesalignthemtodo,butit'snotinthebestserviceoftheoverallbusiness.So,yougetlocaloptimisationbutwhenitcomesdownto“makingtoughdecisionsandtrade-offsacrossTherefore,itiscriticaltolookcloselyathowthebusinessalignsacrossfunctionsandhow“Itwaspainfulatfirst,”remembersRobertson,“becausewewerejustjoininginpartsofthegroupthatdidn'tknowwhichwayweweregoing.So,wehadtoquicklycometogetherandthecrossfunctionalgroupasyoucanimagine,wasprettylimited.Atfirstitwasmainlyfocusedonthemanufacturingside,butyoudeasRobertsonexplainsthatitwasacriticallearningprocess,throughwhich“We'verefinedourffthat10WhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1Suppliersry“FromSeptemberof2020,wemadeacoreteaminvolvingmanufacturingoperations,theunitlowesttheplantleveluptothedupdatedsituationalawarenessaboutWeputinplaceaspecificmeetingthatwecallapyramidmeetingformakingpromptonsayToyotaistakingthesameapproachsteppingupitscrossorganisationalcoordinationinrecenttimes.“Forexample,eventhisweek,thereisameetingwiththeentiresupplybase,includingtierone,tosharewhat'sgoingonwithourlatestplans.So,inturn,thatIthink1111dWhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1Suppliers2.2ThepowerofprioritisingtionisadeeprksandwherethefocuswillneedtobeatanycanIingonandwhatdirectiontotaken“Understandingwhatinformationweneedasacontrolgrouptomakeadecision,andthenknowingthetiming,orwhenyouhavetomakethedecision,forme,thosearethetwomostertIsaroundprioritisingusecasesToknowwheretherearespecificsituationsthatareparticularlyvulnerableandmighthavethemostupside,”andthenfocusingontheseincriticalmoments,followedby“thenlookingforhowtopilottechnologies”intheseproblematicareas“toprovethattheyworkwithaneyetowardshemintermsofincreasingtheirrlogisticsnetworksWearetryingtoalsoensurethatwehavemorevisibilityoftheincomingtrucks,ortheoutgoingmaterials,ortheintransitandsoonThatssomethingthatwearealsotryingtogetprettyoneirconsumers,andalsowhichhadthemostrisk…whetheritwasconcentrationofsuppliers,orandsaidthoseweretheplaceswheretheyweregoingtoproactivelyreachtodevelopamoreconsistentandtechnologically-enabledsetofvisibilityand/oraddgreaterresiliencyviaother2.3KeepingontopofrapidlychangingscenariosThat’stheheadachebeingfacedbymanysupplychainprofessionalsrightnowbecausethesetofcircumstancesisunprecedented.Outsideofglobalconflict,therehasn’treallybeena12WhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1Suppliers“Inallforecastingouralgorithmsarereallybasedonourpastexperience,”saysCranfield’sProfessorWilding.“Problemis,we'reinanewnormalnow,anewworldnow,andalotofthestothinkveryHenkelsMahajanInanidealworldwewouldhaveafairlyconsistentforecast,whichhasHow,then,doyoubecomesuitablypreparedandreadytomaketherightcallwithahostofappenedrtsleelementswithinyoursupplychainlie.However,increasinglyitisaboutscenarioplanningand“Wehavetoactuallytakeaslightlymorepragmaticapproachandrecognisethatalotofourastsyaboutsupplychains”13WhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1SuppliersP&G'sTamayoValdiviaisalsoofthisopinion:“Overall,theapproachofforecastingdidnotcoreofwhatweshouldbeasking,[but]sometimescompaniesdon'trealisethatandtheypayingasaplanningtool…thenyoudon'tneedittobe100%accurate.YoucangetawaywithotherOfficeforMarelliThesecantakeareal-worldstructure,suchasasupplychainandthenallowlOncescenariosareplannedout,itisimportanttothensharethesewithbusiness-critical14WhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1Suppliers3sactionalrelationshipsThatisn’twheresupplychainsendformostorganisations,though.Theirsupplier’ssupplierisusuallyjustascrucialasthetieronesupplierinkeepinggoodsmoving,providingsub-onentsprocessedchemicalsorrawmaterialsthatthenunderpinthenextproductinthechain.Notknowingwhatishappeningateachstageleavessupplychainplannersandtheirorhowtheirproductionlineswillcontinuetobefed,evenintheshortterm,withanyrealconfidence.keysuppliersisavitalstepforcreatingconfidence.However,tocreaterealresiliencelogisticslychainsrereisoftenwidedisparityintechnologicaladoptionplatformsorloggingproceduresandreal-worldandnearreal-timeinformationthatgenuinelyreflectsthesituationwithinsupplierTrustwillneedtobesoughtandmaintainedinbothdirections.Playerswithinchainsshoulddatastreams.Thesewillbeautomaticallymonitoredandthesystemswillrapidlyalertsupply3.1DrivingadeeperunderstandingofupstreamsupplychainshroughouthistimeworkinginsupplychainsWealwaystalkabout…thesiloesorganisationshavewithinacompany,butfurtherthanthescopeoftheohelp15WhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1SuppliersbackinmanyinstancestojustunderstandwhatyoursupplierssupplierssupplierislookingatThereisalsotheangleof“Traceabilitybacktotheorigin,whichisparticularlyimportantforsportanttoStrengtheningdatalinksbetweensuppliersandbuyersisnotgoingtobeeasy,however,asfnegotiatingpowercapabilityemoreThenthereisthesecurityanglewherehehasheardclientsexpressconcernthat“OncedatalsoaresultofthefocusoncostsinsupplychainsnotedinChapterAsbuyersfocusedonpricealonetheyforcedtheirsupplierstoworkwithverylowcapitaland16WhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1SuppliersAsalreadynoted,wearemovingawayfromthismodelandthevulnerabilitiesrevealedbytheongoingsituationhaveenhancedtheargumentsforfocusingmoreoncooperationandWiththebenefitsofincreasingcollaborationthroughdatasharingandvisibilityintodeeper3.2WinningtrustwillbekeysaysTamayoValdiviaespeciallygiventhebenefitsoutlinedaboveandhowitrarelymaskstheressreadifferent“Thatmightbetakingaggregateinventoryoutoftheentiresystem,oritmaybedevelopingatelyallowfornewrevenuestreamsorincreasedpricesforthoseinstancesweshouldpursuetofigureouthowwehowwesIntheseinstances,whereitmightbeatougherselltosuppliers,supplychainprofessionalseibility17WhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1SuppliersexposingthecounterpartytoalloftheunderlyingdatathatthatwemightsayiscompetitivelysorotherwiseandtherightalgorithmsoverthetopwereabletogettheinsightsBeyondthis,Borchertsees“Thedeploymentoftechnologieslikeblockchaintoattempttosecurethedatabecomingkindoftablestakes,ifyouwill,foreveryonetotrustthatthedatarsalld3.3Supportingsuppliersleadstosuccessernsupplychainsthattheyalsosuggestchain,whomaynothavethetechnologybasetodayormaynotbeabletoafforditgiventheirty“Ourviewpointisthatyoudon'tmandateanything,”hesays.“IfyoumandatethatIwanttogoingtoviewpointofImmoreinterestedinyourdtocreateAdataexchangeonthecloudthatcanhandleallofthosevariationsinhowpeoplethrowdataatusandturnitintoasingleuniformfeed,thatis18WhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1Suppliers3.43.4Casestudy:IncreasingstockbutkeepingitleantationsAlltoooftenthecompanyfoundthatorderswerenotbeingfulfilledattherateitwouldy“Therefore,thecompanywasabletothensay:‘Look,I'mgoingtomakesurethatyou'realwaysinstockandIwanttoseeyourratesgoup.’Andthat'sexactlywhathappened.Wewereabletodriveacasefillrateupbyanywherefromsixto8%,insomemarkets,evenashighas10to12%,”improvingtoplinesforbothdistributorandsuppliercompanyanddistributorwasprovidinginventoryvisibilitythecompanywasalsoabletolookdirectlyattheSKUsand…liquidatewhatwecallslow-movingornon-performinginventory.Sothat“So,thecompanywasnowabletobetobemoreresponsivetothedistributorneeds,becausetheyhadthevisibilityofwhatwasselling,whatwasnotselling,andwhatkindoftobuildanybufferatthatpointintime.Youcouldstillbedrivinggrowthbyjustbeing19tosortagesWhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1Suppliers4ThekindoflayeringapproachdescribedbyBorchertissettobecomemorecommonandReachingthisstage,alongwithachievingend-to-endvisibility,issettobethenextcriticallopmentofsupplychainmanagementanditwillbeacceleratedconsiderablybyknockon4.1End-to-endvisibilityandtheroleofcontroltowersuringsitesandfiveplatformstoruneffectivelyservingternallychainsonstantflowtepictureofthesituationimmediatelyandthentobeabletoseetheactionsthatneedtobetakentoavoidshortages,Controltowerscanplayanincreasingroleintyingasupplychainintoacoherentwholethat20hechainWhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1SuppliersnThentheycanmake“Decisionsonhowmuchproductionwe'reabletorun?DowehavetoDowehavetocutbackCanwerunovertimeornotThesekindsofverydetaileddecisionsarebeingfacilitatedoutofmygroupbaseduponthebestinputinformationthatwehave.Nownormally,asImentioned,wemakethatprocesshappeneverymonth,butnowbecauseofthisCOVIDsituation,we'vebeendoingthisprocessonbasicallyadailybasisinthesionstsomerdemandpatternstocoveranmonthtimescaleinconjunctionwiththeirpartnerson4.2Feedingmarketdemandintosupplychainsapproachofaddingindemanddatatoitscontroltowerapproachisprudentbecauseybeingrecognisedasameansofprovidingresiliencetosupplychainsandshouldbeconsideredakeygoalforthoselookingtoimprovesupplychainportanttoanendsupplierofarawmaterialofyourfinishedgoodsproductasitistotheforecastoraallthewaytotheuppermostpointinyourvaluechain,whichistherawmaterialsupplierandonMahajanagreesfindingthatThemoretransparentwemaketheinformationthemoreweBharadwajgivesanexampleofthisinpractice“Weproactivelywentoutandcollecteddatareertowels,andthedisinfectants,andsooninthosecategories…butalsoourcustomerincreased21WhereismyStuff?EnhancingSupplyChainCollaborationbeyondTier-1Supplierswhichhadlengthyleadtimesandplanningcyclesonitsproducts,sowhenthepandemichitOrdersthatwereplacedthepreviousyearcontinuedtogetdeliveredintothenextyear,evene“Theusecasetherewasforthe