3 steps to measuring supply chain performance
It’s a typical Monday morning meeting in a company boardroom. A group of leaders from various departments gather, sipping coffee and bemoaning how fast the weekend went. They settle into the weekly cadence of departmental updates and soon it’s the supply chain leader’s turn. The supply chain is performing well. Service levels are being met, inventory is being used efficiently, demand is being met. Before the update is over, the CEO breaks in with a question: “How do you know?”
There’s a moment of silence. “I mean, how do you know it’s performing well? Weren’t we just talking about integration and visibility issues last week?”
如果钟声在你的头上响起，这不仅仅是你。我们在一批全球供应链领导者中找到了同样的情况，我们最近在合作与供应链管理审查中调查。
供应链绩效悖论
当被问及他们的业务策略是如何效益的时候，91％的受访者感知他们的供应链管理策略有点，非常或非常有效。当那些相同的领导者被问到他们面临的供应链能见度有哪些问题时，76％的人表示，他们的系统没有融入良好，46％的人表示，当物品被移交给合作伙伴时，他们经常失去可见性。尽管大多数供应链领导者认为他们的表现是体面的，但他们抱怨的是似乎并不匹配这种感知。
当我们问到障碍矛盾加深stood between supply chain leaders and accomplishing their goals. 51 percent said a lack of visibility was an issue, and 49 percent said a lack of access to accurate, time-sensitive information got in the way.
“你面临什么障碍来实现你的供应链目标？”
想一想。如果供应链领导者以可见性斗争并获得正确的数据，它们如何形成供应链性能的准确视图？
即使他们对其供应链管理战略回答“有点有效”，他们也必须有一些原因的意见。使用自己的答案，看起来他们的积极旋转是基于虚假的感知。我们都希望认为我们负责的表现良好，因此也可能有助于这种阴云化的视图。
The last thing a supply chain leader wants is bad information, especially if it could have a ripple effect through the business. In his book “Shoe Dog,” Phil Knight said,“供应和需求始终是企业的根问题。”Whether you’re importing shoes from Japan or making sure a kindergartener in San Francisco gets his backpack on time for his first day of school, when the supply chain succeeds, the business succeeds. So how do you avoid falling prey to the paradox?
考虑供应链协作和沟通
在我们调查的领导者中，63％的人表示，他们通过电子邮件，电话和传真等方法与客户和供应商通信。大约54％的人表示，电子表格是他们沟通的一部分，我们都知道它来回电子邮件发送多少乐趣。（“是这个版本7或7A？”）如果您的通信方法滞后，则获得准确的供应链性能看法将是一场斗争。当供应链领导者与现代基于云的技术进行沟通和协作时，对数据准确性和项目优先级的困惑较少，供应链团队可以专注于公司更大的目标，而不是通过令人沮丧的系统问题来完成他们的能量。
考虑供应链系统集成
我们与之交谈的领导者，64％的系统将其系统描述为分散，很少或没有集成，或者连接和断开连接。让所有系统都很好地扮演一项挑战，因为它们经常以杂乱的方式生长，彼此分叠。
也许新的领导者带来了他们知道的系统，或者兼并或收购武力领导者整合一个不太理想的新系统。当您清晰地区围绕每个系统如何运作和互相通信以及他们的目标是什么，您的组织可以更接近真正的可见性，并使用它，准确的供应链性能看。
考虑供应链可见性
端到端的能见度是许多喜欢扔掉的供应链短语，但只有6％的公司认为他们实际上已经实现了。我们的调查发现，供应链领导人希望提高供应链流程的可见性，并结束令人不快的惊喜和消防训练。
If you want to gain an accurate view of supply chain performance so you can make changes that’ll send positive ripple effects across the business, invest your resources into a cloud-based supply chain planning platform to move toward provides true end-to-end visibility. This type of collaborative platform, when used by the leaders involved in the supply chain from start to finish, provides a look into all relevant parts of the supply chain management process.
寻找对供应链表现的真正信心
由于这种看法悖论，不要忽视真正的供应链表现。随着右下云的平台到位，领导者可以专注于协作，集成和可见性，下次供应链领导者被问到“你怎么知道？”在那个桃花心木镶板的会议室中，他们可以充满信心地回答。
For a deeper dive into the data, take a look at our research report with Supply Chain Management Review, “How connecting the supply chain improves business performance.”
| How connecting the supply chain improves business performance | Read report |
话题：供应链管理