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实现数字化供应链的 7 个步骤
来源: | 作者:laocai | 发布时间: 235天前 | 732 次浏览 | 分享到:


什么是供应链中的数字化转型?以下是在您的组织中实现数字供应链转型的步骤。



识别供应链中的问题

The first step is identifying the existing issues before opting for process improvements. Investigate thoroughly to find problems and how they affect your operations. Analyze your operations data to understand where the bottlenecks are in your supply chain. By doing this you may also gain a fair chance to improve your supply chain visibility.
第一步是在选择流程改进之前确定现有问题。彻底调查以发现问题以及它们如何影响您的运营。分析您的运营数据,以了解供应链中的瓶颈所在。通过这样做,您还可以获得提高供应链可见性的公平机会。

Is it the delivery that’s taking the time or is it the idling of trucks that causes delays in deliveries? Are you stuck with manual appointment scheduling processes that are taking hours for your trucks to pick up and unload? Identifying these problems would help you understand where you want to invest in the solution.
是交货需要时间,还是卡车空转导致交货延迟?您是否被手动预约安排流程所困扰,这些流程需要数小时才能让您的卡车取货和卸货?确定这些问题将帮助您了解要在解决方案中投资的位置。

从利益相关者的角度思考

You may want to optimize a few processes to bring the desired change. However, think from the perspective of different stakeholders and what problems they face. A survey to identify issues can help.
您可能希望优化一些流程以带来所需的更改。但是,请从不同的利益相关者的角度思考他们面临的问题。确定问题的调查会有所帮助。

For example, our client USCS understood that their client, Walmart, is facing delays in deliveries and the losses they’re incurring. This in exchange is leading to charge hefty fines on USCS for delayed deliveries. This problem could’ve been solved with an automated solution to manage appointments of truck drivers and implement it as a part of the digital supply chain.
例如,我们的客户USCS了解到他们的客户沃尔玛正面临交货延迟和他们遭受的损失。作为交换,这将导致对USCS延迟交货收取巨额罚款。这个问题本可以通过自动化解决方案来解决,以管理卡车司机的预约并将其作为数字供应链的一部分实施。

将供应链成果分解为小里程碑

It is best to think at the micro level regarding the changes you want to bring. You may want to gain operational efficiencies but getting there will be easier when you achieve several smaller milestones. It is thus advisable to create short-term goals that become a part of your bigger picture.
最好在微观层面上考虑你想要带来的变化。您可能希望获得运营效率,但当您实现几个较小的里程碑时,实现运营效率会更容易。因此,建议制定短期目标,成为您大局的一部分。

让数字供应链专家与里程碑保持一致

You will not achieve the desired outcomes unless everyone involved is on the same page. All stakeholders should have the same vision and work on common digital supply chain transformation goals. Define the milestones clearly and get everyone’s approval before proceeding.
除非所有相关人员都在同一页面上,否则您将无法实现预期的结果。所有利益相关者都应该有相同的愿景,并致力于共同的数字供应链转型目标。明确定义里程碑,并在继续之前获得每个人的批准。

Moreover, you’d need experts in your team who are proficient with supply chain operations and have played in the digital era. Their expertise with automation and the application of AI and ML into the supply chain can result in generating tons of data.
此外,您的团队中需要精通供应链运营并在数字时代发挥作用的专家。他们在自动化方面的专业知识以及将 AI 和 ML 应用于供应链可以生成大量数据。

自动化内部操作并生成数据

Charity begins at home. Before automating supplier and vendor operations, make sure that your internal operations are automated. For example, automating appointment scheduling, automating warehouse space notifications, automating delivery schedules, etc. can be a start.
慈善从家庭开始。在自动化供应商和供应商运营之前,请确保您的内部运营是自动化的。例如,自动化预约安排、自动化仓库空间通知、自动化交货计划等可以是一个开始。

You might already be gathering a lot of information for the planned digital supply chain transformation. Look for ways to enhance that data and collect more data if needed.
您可能已经在为计划的数字供应链转型收集大量信息。寻找增强该数据的方法,并在需要时收集更多数据。

自动化供应商运营并生成数据

It is important to understand and check the honesty and accountability of your supply chain vendors and suppliers. Manual entries can be deceptive. Automate their processes and it’ll help to keep a check on them and improve the processes on the basis of data generated. Check for ways to get information regarding your suppliers. It will help you find better insights into your business.
了解和检查供应链供应商和供应商的诚实和责任非常重要。手动输入可能具有欺骗性。自动化他们的流程,这将有助于检查他们并根据生成的数据改进流程。查看获取有关供应商信息的方法。它将帮助您更好地了解您的业务。

瞄准唾手可得的果实

Instead of aiming at the completion of the entire project, start with minor activities first. Look for areas where you can get results in no time. It could be as simple as better order processing or automating one of your vital operations.
与其以完成整个项目为目标,不如先从次要活动开始。寻找可以立即获得结果的区域。它可以像更好的订单处理或自动化您的一项重要操作一样简单。