Unclogging the Retail Supply Chain
Summary
TLDR在这段视频中,Mike Curtin,敏捷公司的高级副总裁,讨论了当前供应链的拥堵问题。他指出,消费者在商店中经常面临商品短缺的情况,这不仅影响奢侈品,也波及到必需品。供应链的拥堵不仅在港口、卡车、劳动力和仓库等可见方面,还在供应链的后端造成影响。Curtin提到,品牌所有者正在寻找替代的供应源,以应对工厂因疫情或其他干扰而关闭的情况。此外,新的法规要求证明产品没有使用强迫劳动,这增加了供应链的复杂性。零售商和品牌正在通过制定策略、建立ESG计划和设立首席可持续性官等措施来应对这些挑战。Fender Stratocaster作为敏捷公司的客户案例,展示了通过实施敏捷的解决方案,如何显著提高库存周转率和服务水平,从而改善业务。
Takeaways
- 🚢 供应链堵塞问题严重,消费者在商店中经常遇到所需商品缺货的情况。
- 🛒 供应链问题不仅影响奢侈品,也开始影响到生活必需品,如婴儿配方奶粉。
- 🏭 供应链的后端也存在问题,比如寻找替代供应商的困难,工厂可能因疫情或其他干扰而关闭。
- 📜 新的法规要求产品可追溯,证明产品没有使用强迫劳动,这对品牌所有者提出了额外挑战。
- 🔍 品牌所有者需要深入了解并管理其供应链,包括原材料和生产工厂的各个层级。
- 🌐 环境、社会和治理(ESG)法规的实施,为供应链管理带来了更多复杂性。
- 🛠️ 零售商和品牌正在寻求解决方案,通过新立法和合规要求来应对挑战。
- 💡 企业正在建立可扩展的解决方案,以支持未来的增长并应对当前和未来的供应链中断。
- 🎸 吉他制造商Fender通过实施Legility解决方案,显著提高了库存周转率和服务水平。
- 📈 Fender通过Legility从每月做出一次供应链决策转变为每周做出决策,从而改善了业务运营。
- 🔧 企业正在设置首席可持续性官等职位,制定ESG计划和目标,尽管实现这些目标的具体方法仍在探索中。
Q & A
当前供应链面临的主要问题是什么?
-当前供应链面临的主要问题是堵塞,这导致了消费者商品的短缺,商店货架上出现了空缺,甚至影响到了必需品的供应,如婴儿配方奶粉等。
为什么消费者在商店里会看到空置的货架?
-消费者在商店里看到空置的货架是因为供应链受阻,导致商品供应不足。这种短缺不仅影响奢侈品或非必需品,也开始影响到日常生活必需品。
供应链堵塞在哪些方面是可见的?
-供应链堵塞在港口的卡车排队、劳动力短缺、仓库爆满等方面是可见的,这些都是供应链受阻的直接表现。
供应链的后端存在哪些不可见的问题?
-供应链的后端存在供应受限的问题,比如由于COVID-19或其他干扰导致的工厂关闭,这迫使品牌所有者寻找替代供应源。
新的立法如何影响产品的运输和销售?
-新的立法要求提高产品供应链的可追溯性,以证明商品没有使用强迫劳动。这不仅涉及制造产品的工厂,还涉及到更深层次的供应链,如面料供应商和棉花供应商,确保没有任何强迫劳动被用于产品的任何材料。
品牌所有者如何适应新的供应链要求?
-品牌所有者需要更深入地了解他们的供应链基础,包括直接业务伙伴以及这些伙伴的业务关系,确保整个供应链都符合新的法规要求。
ESG法规对供应链有何影响?
-ESG(环境、社会和治理)法规要求公司在环境保护、社会责任和公司治理方面做出改进,这可能会增加供应链的复杂性和成本,但也推动了更可持续和道德的商业实践。
零售商和品牌商如何应对当前的供应链挑战?
-他们正在通过所谓的“蛮力”来应对,即通过合规新的立法要求,努力理解他们的供应链基础,并寻找长期的解决方案,如实施可扩展的解决方案,以支持持续增长。
为什么供应链问题看起来不会很快消失?
-供应链问题不会很快消失,因为ESG法规正在逐步实施,对供应链的要求越来越高,而且目前品牌和零售商还在探索如何有效地应对这些挑战。
Fender Stratocaster吉他的生产面临哪些挑战?
-Fender Stratocaster吉他的生产面临的挑战包括生产周期长(约26周)、定制选项多(约15000种),以及缺乏对供需平衡的可见性和能力。
Fender如何通过Legility改善其供应链管理?
-Fender通过实施Legility的解决方案,在六个月内实现了投资回报,库存周转率翻倍,服务水平提高了50%。他们从每年做12个决策点增加到52个,从而更好地平衡了供需。
Legility如何帮助Fender提高业务效率?
-Legility帮助Fender从每月做一次战略决策转变为每周做一次,提高了业务的灵活性和响应市场变化的能力,从而显著提升了他们的业务表现。
Outlines
🚢 供应链堵塞问题
本段对话中,Mike Curtin,敏捷公司的高级副总裁,讨论了当前供应链的堵塞情况。他指出,消费者在商店中经常遇到想要的商品缺货,导致货架空置。这种情况不仅影响奢侈品,也开始影响到必需品。Mike提到,供应链问题不仅表现在港口、卡车、劳动力和仓库等可见问题上,还包括在供应链后端不那么明显但同样有影响的问题。他还提到了供应链中的约束问题,如工厂可能因疫情或其他干扰而停产,迫使品牌所有者寻找替代的供应源。此外,产品一旦制造出来,还需要遵守新的法规,如可追溯性,以证明产品没有使用强迫劳动。这要求品牌所有者不仅要关注一级供应商,还要深入到二级、三级甚至四级供应商,以确保供应链中没有任何强迫劳动的迹象。
🎸 应对供应链挑战的策略
在第二段中,Mike Curtin继续讨论了零售商、品牌和商品策划者如何应对供应链挑战。他提到,许多公司正在通过“蛮力”来应对新的法规,他们正在努力理解自己的供应基础,并弄清楚他们的业务伙伴是谁以及他们的业务伙伴又与谁做生意。目前,许多公司正在进行大量的“摸索”和“智库”工作,以确定如何在一年后、五年后解决这些问题,并实现可持续的解决方案。Mike还提到了ESG(环境、社会和治理)计划的实施,以及首席可持续性官职位的设立,这些都是公司正在采取的措施。然而,如何实现这些目标和优化规模仍然是一个正在探索的问题。此外,Mike通过Fender Stratocaster的例子,展示了敏捷公司如何帮助客户通过实施Legility软件来提高库存周转率、服务水平,并从每月做出战略决策转变为每周做出决策,从而显著改善业务。
Mindmap
Keywords
💡供应链
💡敏捷性
💡环境、社会和治理(ESG)
💡可追溯性
💡库存管理
💡合规性
💡需求预测
💡供应限制
💡战略决策
💡首席可持续性官
💡Legility
Highlights
供应链目前存在拥堵问题,消费者在商店遇到商品缺货的情况。
供应链问题不仅限于奢侈品,也影响到了必需品的供应。
供应链的可见问题包括港口、卡车、劳动力和仓库等方面。
供应链的不可见问题包括寻找替代供应源和工厂因疫情或其他原因关闭导致的供应限制。
产品制造后,面临新的法规挑战,如证明产品未涉及强迫劳动。
品牌所有者需要深入了解供应链,确保从原材料到成品均未涉及强迫劳动。
环境、社会和治理(ESG)法规的实施增加了供应链管理的复杂性。
零售商和品牌正在寻求解决方案,如通过强制手段应对新法规。
企业正在努力理解自己的供应链基础,并寻求可扩展的长期解决方案。
企业正在制定ESG计划,并设立首席可持续性官等职位。
企业正在探索如何实现优化和规模化,以应对当前和未来的挑战。
Fender Stratocaster作为Legility客户,通过实施Legility解决方案改善了库存管理和服务水平。
Fender通过Legility实现了库存周转率的翻倍和50%的服务水平提升。
Fender从每年12次供应链决策增加到52次,提高了决策频率和业务效率。
Legility帮助Fender从月度战略决策转变为每周决策,显著提升了业务响应能力。
Agility公司致力于帮助客户通过发展技术来实现真正的业务影响。
Transcripts
[Music]
thank you
[Music]
unclogging the supply chain is the topic
of my conversation today with Mike
Curtin he is senior vice president of
apparel and soft goods with agility hi
Mike how you doing Bob good thanks for
joining me so
without a doubt the supply chain is
clogged describe for me the picture as
you see it though even as we speak in
terms of consumer goods Supply sure yeah
yeah
um you know as a as a consumer I mean
it's um it's right in your face a lot of
times right you walk into your favorite
store and you know what you want what
you need is is not there you know we see
empty shelves some of it is for luxury
items or nice to haves but you know it's
starting to to trickle down into you
know the need to halves right you know
you know we hear the stories about baby
formula Etc
so yeah the the supply chain is
definitely clogged clogged in different
places and
uh we're hearing that from our customers
and Prospects day in and day out
certainly there's the visible aspect of
it we're seeing what's happening in
ports with trucks with labor with
warehouses and all that but what's also
happening at the back end it might not
be quite as visible but is also having
an impact on the situation yeah yeah
absolutely good question you know the
what what a lot of consumers don't see
is you know constrained Supply right I'm
trying to to find sources of Supply
alternate sources of Supply you know
it's not uncommon for you know a factory
to get you know shut down because of you
know you know covid or uh you know
really any disruption or entire regions
getting shut down and so that you know
that puts a a major constraint on Supply
and forces uh you know brand owners to
seek alternate sources of Supply so
that's that's that's one thing right but
um you know you know kind of adding
um you know salt to the wounds is is the
fact that once you know a product is
made
um it's getting you know shipped uh over
to you know the the US specifically
um there's all sorts of new legislation
around
um traceability you know being able to
to prove that that you know these Goods
didn't come
from a region or a source that used
forced labor
um to
supply them right and not just the
factory that that's that's making the
product but going deeper and deeper into
the supply chain to show that you know
you know no you know material that is
used in
um a garment for instance had forced
labor anywhere in that supply chain yeah
so you know whereas brand owners have
just really concentrated on their kind
of tier one or their you know their
factories now they're having to you know
go down to tier two tier three tier four
you know the
um the suppliers of the Fabrics um the
people that Supply the cotton to the
suppliers of the fabric so it's really
um you know in a world where uh there's
disruption everywhere and Supply is
constrained now there's also that extra
element to make sure that once we get
products made we're able to actually
sell them right
so it's yeah it's uh not going away soon
these problems too it sounds like
they're only going to get worse because
these ESG or environmental social and
governance regulations are only just now
coming coming to Bear right so it's only
going to get worse okay that's a
situation but I assume that retailers
and Brands and merchandisers aren't
taking this lying down that they're
seeking Solutions how are they coping
with these problems yeah yeah
um in some cases by Brute Force really
you know it's you know new legislation
that that is um you know hit their desks
right they're they're needing to comply
and a lot of that is just trying to get
their arms around their supply base
understanding who they're actually doing
business with and then you know who
those folks are doing business with so
right now there really is a lot of
um I say scramble you know um and then
kind of the think tank of okay how are
we gonna you know address this a year
from now five years from now right how
do we get a scalable solution in place
um that's going to allow us to continue
to grow
um versus you know react yeah so they're
making moves in the right direction but
it sounds like you're implying that
they're far from having implemented
those moves completely and it's just the
beginning of a journey to address these
disruptions as well as future ones right
yeah or figure out you know how they're
going to enable the outcomes that they
want to achieve right so there's a lot
of strategy going on there's there's a
lot of you know ESG programs are getting
put in place you know you see the
um you know the creation of You Know
Chief sustainability officers things
like that so I think they're they're
putting the the the human infrastructure
in place high level programs in place in
goal setting but how they're going to
achieve that and you know optimize
stain scale those are questions that are
still being asked and answered a lot
more to be done yeah thanks for that
Mike can I ask you one more question
sure what's with the guitar
oh yeah have a guitar
yeah actually uh yeah you know this is a
Fender Stratocaster it's a beauty oh
thank you
um it's not mine uh offender is actually
a legility customer
um and you know Fender has a lot of the
the same issues that we had just talked
about right
um you know they they have a lot of lost
sales or they they did due to you know
stock outs it's a complex product to
make this actually takes about 26 weeks
to make there's 15 000 options on a
custom-made guitar
and you know Fender really didn't have a
lot of visibility into or capability to
to balance supply and demand they did
they implemented legility saw
return almost immediately within six
months they achieve their their return
on investment they're able to
double their inventory turns they you
know they have a 50 percent
um
Improvement in just service service
level
yeah it's a you know they're kind of an
anecdote to uh you know a great story of
you know why agility what we can bring
to the table you know they they went
from
um you know making 12 decisions a year
12 decision points right
um in in their supply chain planning to
52 after implementing legility for just
a short period of time so you know going
from you know making strategic decisions
once a month to once a week has allowed
them to really you know improve their
business and that's what you know
agility is in the
um the business of doing is is really
you know helping our customers if
development technology that's going to
make a true impact on their business
great thanks Mike for talking to us
about unclogging the supply chain and
also for riffing on agility a little bit
I really appreciate your time yeah
thanks thanks good speaking with Mike
Curtin of legility thank you very much
for watching
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