What Is Supply Chain Resiliency?
Summary
TLDR在这段对话中,Promod Gupta,GEP的供应链咨询副总裁,讨论了供应链的弹性和风险管理。他定义了供应链弹性为公司感知供应链风险并做出响应的能力。Gupta指出,许多公司在面对供应链风险时反应迟缓,依赖可能从未使用过的业务连续性计划。他强调了感知和响应风险的重要性,并解释了为什么需要灵活性和适应性来应对不断变化的全球供应链环境。Gupta还提到了GEP如何通过其产品GP Smart和GP Next以及供应链管理服务来帮助客户应对挑战。
Takeaways
- 🔍 **供应链弹性定义**:供应链弹性是公司感知供应链风险并响应它的能力。
- 🚨 **反应模式**:许多公司对供应链风险的处理还处于被动反应模式,面对已经发生的中断反应往往较弱。
- 📉 **业务连续性计划**:由于依赖可能从未使用或不够成熟的业务连续性计划,很多供应链在紧急情况下表现不佳。
- 💡 **风险感知与响应同等重要**:感知风险和响应风险在组织中同等重要,这有助于公司及时采取行动。
- 🌐 **全球供应链风险**:由于供应商基地的全球化,任何地区的风险都可能影响供应链。
- ⏰ **风险的及时感知**:通过治理过程和业务流程,公司可以及时感知并分析风险。
- 📦 **库存管理**:通过在供应链中部署库存,可以缓冲供应风险。
- 🛠️ **灵活的制造操作**:准备制造操作以应对风险,例如调整生产时间或产品转换。
- 🚢 **物流调整**:考虑物流和产品路线的重新规划,以应对潜在的中断。
- 🔄 **精益与弹性**:精益生产需要适应当前环境,以保持成本效率和灵活性。
- 🌟 **GEP的服务**:GEP是一家全球管理咨询公司,专注于提供供应链咨询服务、技术解决方案和托管服务。
Q & A
什么是供应链韧性?
-供应链韧性是指公司能够感知供应链风险并具有响应这种风险的能力。
为什么大多数公司在供应链风险面前处于被动反应模式?
-这是因为他们依赖的业务连续性计划可能是不完整的,从未使用过,或者没有足够的能力来真正应对风险本身。
供应链的精简和高效是否削弱了其韧性?
-是的,由于多年的成本削减努力,供应链变得精简而高效,但缺乏韧性,变得僵化,导致在需要时无法灵活应对。
如何提高供应链的韧性?
-提高韧性需要在组织中同时重视感知风险和响应风险的能力。这包括建立治理流程和业务流程来提前发现和评估风险。
为什么说感知风险和响应风险在供应链韧性中同等重要?
-因为只有感知到风险而没有响应能力,或者只有响应计划而未能及时感知风险,都不能有效应对供应链中断。
在2019年和2020年,哪些全球性事件考验了供应链的韧性?
-2019年的新冠疫情和2020年苏伊士运河的堵塞都是考验供应链韧性的全球性事件。
如何为不同类型的供应链风险做准备?
-公司可以采取一些行动,如在供应链中部署库存以缓冲风险,调整生产操作以应对需求变化,或者重新规划物流路线。
GEP公司如何帮助客户应对供应链挑战?
-GEP是一家全球管理咨询公司,提供供应链咨询服务、供应链技术解决方案以及供应链管理服务,帮助客户整合供应和运营,提升供应链韧性。
为什么说供应链的灵活性和效率同等重要?
-因为一个高度分布的供应链和广泛的供应商网络需要在保持成本效率的同时,也能够灵活应对各种风险和变化。
如何理解从成本效率向有效灵活性的转变?
-这意味着在设计供应链时,不仅要关注降低成本,还要考虑如何通过灵活的操作来有效应对潜在的风险和中断。
GEP的产品和服务如何帮助提高供应链的韧性?
-GEP通过其产品GP Smart和GP Next以及供应链管理服务,为客户提供全面的服务,帮助他们提升供应链的感知风险和响应风险的能力。
为什么说供应链管理是一个需要综合考虑的领域?
-因为供应链管理不仅涉及到成本和效率,还包括风险管理、灵活性、以及对全球供应商网络的协调和管理。
Outlines
📈 供应链韧性与风险管理
在本段落中,Promod Gupta,GEP的供应链咨询副总裁,与主持人Bob讨论了供应链韧性的重要性。Gupta解释了供应链韧性的含义,即公司能够感知供应链风险并有能力响应。他指出,大多数公司在面对供应链风险时处于被动反应模式,通常依赖可能从未使用过的业务连续性计划。此外,由于多年的成本削减,供应链变得过于精简而缺乏必要的韧性,导致在需要时无法灵活应对。Gupta强调,感知和响应风险在供应链韧性中同等重要,公司需要具备感知风险的能力,并能够采取适当的行动来应对。他还提到,尽管有些风险难以预测,如2019年的疫情和2020年苏伊士运河的堵塞,但公司可以通过强有力的治理流程和业务流程来感知这些风险,并评估它们对供应链和供应商基础的影响。
🛠️ 应对供应链风险的策略
第二段落继续讨论供应链风险管理,Gupta提出了一些公司可以采取的具体行动来增强供应链的韧性。他提到,公司可以通过在供应链中部署库存来缓冲风险,或者准备制造操作以应对需求变化,甚至重新规划物流路线。Gupta强调,公司需要制定应对计划,并将其付诸实践,以提高成功的可能性。他还讨论了精益生产和供应链韧性之间的关系,指出精益生产需要适应当前的运营环境,以便更有效地应对风险。Gupta介绍了GEP作为一家全球管理咨询公司,如何通过提供供应链咨询、技术解决方案和托管服务来帮助客户应对挑战。最后,他感谢主持人Bob的邀请,并结束了对话。
Mindmap
Keywords
💡供应链风险
💡供应链韧性
💡响应
💡成本削减
💡灵活性
💡业务连续性计划
💡库存部署
💡制造运营
💡物流
💡GEP
💡风险感知
Highlights
供应链韧性被定义为公司感知供应链风险并响应的能力。
大多数公司在供应链风险面前处于被动反应模式,响应往往较弱。
过去18个月中,许多供应链因缺乏有效的业务连续性计划而崩溃。
供应链经过多年的成本削减变得精简,但缺乏韧性,变得僵化。
感知和响应在供应链韧性定义中同等重要。
风险感知包括对潜在风险的解读、分析和预测其对供应链的潜在影响。
2019年的疫情和2020年苏伊士运河的堵塞是难以预料的风险事件。
一些公司通过强有力的治理流程和业务流程来感知风险。
全球供应链需要关注全球范围内可能影响供应链的风险。
公司可以通过部署库存、调整生产或物流路线来准备应对不同类型的风险。
准备应对特定类型的中断是必要的,但也需要准备应对未知的事件。
精益生产需要适应当前环境,以保持灵活性和成本效率。
GEP提供全球管理咨询服务,专注于供应链咨询和技术解决方案。
GEP通过其产品GP Smart和GP Next以及供应链管理服务帮助客户应对挑战。
GEP是唯一一家能够跨三个关键领域服务客户的公司:供应链、技术和管理服务。
GEP帮助客户将供应链和运营的两个方面结合在一起,提供全面的服务。
Transcripts
[Music]
we're talking supply chain risk and
resiliency with my guest promod gupta he
is vice president of supply chain
consulting with gep hello promote
good morning bob how are you i am well
and i am interested in this subject very
much resilient supply chain resilience
is talked about so much these days but
it's difficult to pin down a definition
how do you define resiliency
well look bob the way i think about
supply chain resiliency is the ability
for companies to actually sense
a supply chain risk and also have the
ability to actually respond to it and
that really is uh what supply chain
resiliency means
most companies are actually in a very
reactive mode uh when when it comes to
supply chain risk and responding to it
they they are essentially responding to
a disruption that has already taken
place
and and honestly uh the response is
rather weak as we saw in in the last 18
months most supply chains in my view
broke
as companies tried to figure out what to
do with it in a hurry and and that is
because
they relied on business continuity plans
that were half-baked perhaps never used
uh and never had the muscle to actually
respond to the risk itself to the
disruption that came at him the second
problem is that the supply chains
because of
years of
cost reduction efforts uh have come to a
point where they are lean and mean
supply chains but they lack the key
ingredient which is being resilient and
they've essentially become rigid and
that's the reason why companies supply
chains failed to actually flex when they
needed it to be flexed i'm interested in
that you include both sense and respond
in your definition of resiliency and do
you place one as more important than the
other or are they of equal importance in
an organization they both are very
equally important and let me tell you
why
risks happen we are
seeing and sensing risk all the time
they may happen in the next day it may
happen in the next two weeks it may
happen in the next three months or even
a year and so it is absolutely critical
to have the
radar to actually sense the risk
and interpret the risk analyze the risk
and determine how it might affect your
supply chain in the near future or in
the long run and then take appropriate
action to actually respond to it
you may sense the risk and if you don't
have the ability to respond to it you
don't know how to dispose the wrecks
then you will still fail but in 2019 who
could sense the pandemic and in 2020 who
could sense the blockage of the suez
canal there are things that are
unsensible in a sense are there not well
actually that is not true it is true
that uh companies fail to sense it but i
do know companies that actually do this
thing pretty well they have and they do
it by brute force there is a
governance process there is a business
process to actually pick up the news uh
article whether it is um a tsunami that
might be you know uh
brewing in the pacific or perhaps
a political
surge that might be taking place in the
middle east you have to pick up these
small senses and then figure out how
does it affect your supply chain and
your supplier base most supplier bases
are global today
you know companies have suppliers uh in
the us in europe and in china and
broader asia pacific and so any of these
risks can actually interrupt your supply
flows and once you
have the knack of picking the risk
sensing the risk i think you you can
actually take take appropriate action
but on to what extent do you actually
prepare for a specific type of
disruption now the other company says we
are preparing for a tsunami we are
preparing for a volcano we are preparing
for a flood and then something else
happens it's always something different
so is it more like like preparing for
whatever happens to come down the road
or do you get specific about what you're
actually preparing for it is it is a
sort of an insurance um yeah you have to
uh
bake in uh into your operations and
typically some of the actions companies
are able to take is to
situate or just deploy inventories
across your supply chain so that they
can respond to
different types of risk
you know inventory is the easiest way to
actually buffer
for a supply chain risk other actions
companies can take is to prepare the
manufacturing operations perhaps to run
over time or perhaps to switch from one
product to the other or perhaps think
about logistics and rerouting products
from one port to the other uh those are
some of the actions companies can
actually take so having the uh the uh
the the playbook on how you are going to
respond and putting that in action um is
what will make companies
successful tool yes is lean and does
lean and mean undermine resiliency
um
in a way i think uh you have to you have
to
adapt lean
uh
to the current environment in the
current operating model uh of of your
business so if you have a highly
distributed supply chain uh and a broad
footprint of suppliers you're working
with then yes you do need to take uh
take that into consideration uh on how
supply chain risk will affect your
supply chain and
and uh design leverage lean lien
so that you can respond to those risks
even more effectively
i call this
shifting from being cost efficient
to being efficiently flexible so there
is a place for lean
in being flexible as well
promo tell me a little bit about gep and
how it's responding to the challenges of
its customers in these difficult times
gp is a global management consulting
firm focused on providing supply chain
consulting services uh supply chain
technology solutions in its products
called gp smart and gp next as well as
supply chain managed services solution
to its customers globally it is perhaps
the only firm that is able to provide
and service the clients across those
three domains which are in my belly
believe are absolutely critical to be
successful uh in supply chain area um
and uh and our and our firm is serving
so many clients and helping them uh
really bring those two faculties of
supplies and operations together in in a
comprehensive uh service offering ramon
gupta i want to thank you so much for
joining me today to talk about the
essentially critical topic of supply
chain risk and resiliency thank you very
much bob thank you so much for having me
i have been speaking with promote gupta
of gep
thank you very much for watching
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