From Traditional to Digital Supply Chain Networks - AWS
Summary
TLDRAmit Sinha,AWS行业产品首席架构师,分享了他在供应链和运营领域的20年经验。他讨论了供应链管理(SCM)的基本概念,如计划、采购、制造、交付和退货,并强调了传统ERP系统在企业间可见性和敏捷性方面的局限性。Sinha提出了利用云计算、数据分析、人工智能等技术来解决这些挑战,并介绍了数字供应链网络(DSN)的概念,这是一种实时、始终连接的网络,能够提高质量、降低成本,并使整个生态系统受益。他还鼓励学习新技术,并创新流程以充分利用这些技术。
Takeaways
- 🌟 供应链管理(SCM)的核心是确保产品以正确的数量、质量和时间到达消费者手中。
- 📈 过去几十年中,供应链管理已经从工业革命时期的断连过程,发展到通过ERP和MRP系统实现过程的连接。
- 🔗 供应链管理的流程包括计划、采购、制造、交付和退货,这些流程的连接形成了组织内部的可见性。
- 👀 传统供应链管理面临的挑战包括组织间可见性的缺失、敏捷性不足以及控制力的挑战。
- 📊 供应链中的瓶颈问题通常与手动依赖和效率低下的流程有关,这限制了组织的可见性。
- 📚 供应链管理教育中强调的安全库存和经济订货量等概念,在自动化和数字化技术的帮助下可以重新评估。
- 💡 通过数字化技术,可以实时识别质量问题并采取措施,提高供应链的质量和效率。
- 🚀 云计算、数据分析、人工智能、机器学习、机器人技术、区块链、数字孪生和边缘计算等新兴技术正在颠覆传统的供应链管理。
- 💼 创新是供应链管理转型的关键,需要创新流程、合作伙伴关系、人员技能以及客户和员工体验。
- 📈 根据研究,采用新技术和流程创新可以显著提高质量、降低成本,并为整个生态系统带来益处。
- 🌐 数字供应链网络(DSN)框架提倡创建一个始终连接的网络,以实现端到端的可见性和实时响应。
Q & A
Amit Sinha 在 AWS 的职位是什么?
-Amit Sinha 在 AWS 的职位是首席架构师,专注于供应链和运营行业的产品。
Amit Sinha 在供应链管理领域有多少年的经验?
-Amit Sinha 在供应链管理领域有 20 年的经验。
供应链管理(SCM)的基本原则是什么?
-供应链管理的基本原则是确保正确的产品、正确的数量、正确的质量在尽可能短的时间内提供。
在供应链管理中,ERP 系统的主要作用是什么?
-ERP 系统的主要作用是连接企业的各个流程,使得从采购到制造、仓库、运输到供应商的每个环节都能相互可见,从而创建一个连接的组织。
供应链管理中提到的“可见性”问题是什么?
-供应链管理中的“可见性”问题指的是传统 ERP 系统无法提供跨组织间的可见性,导致组织无法有效看到关键合作伙伴的动态,从而增加了成本和低效的流程。
供应链管理中的“敏捷性”问题指的是什么?
-“敏捷性”问题指的是供应链中的连接链使得客户处于末端,导致在规划或开发时,与客户或供应商的距离较远,从而在面对市场变化时,供应链的响应能力受到挑战。
供应链管理中如何通过技术提高质量控制?
-通过使用数字技术,如传感器和人工智能,可以在制造过程中实时识别出不合格产品,从而在问题发生时立即采取措施,提高质量控制。
什么是数字供应链网络(DSN)?
-数字供应链网络(DSN)是一种始终在线、始终连接的网络,它通过云技术和数据分析,实现了组织、供应商和合作伙伴之间的数据集成和流程自动化。
在供应链管理中,如何通过技术解决瓶颈问题?
-通过集成的数字技术,如物联网(IoT)、人工智能和机器学习,可以实时监控和优化生产流程,从而识别并解决瓶颈问题。
Amit Sinha 提到的“数字孪生”技术在供应链中有什么应用?
-数字孪生技术可以在虚拟环境中模拟实际的生产过程,帮助培训员工,或者在高温等危险环境中远程监控和控制机器,提高安全性和效率。
Amit Sinha 推荐的《数字供应链》一书提供了哪些信息?
-《数字供应链》一书提供了关于数字供应链网络(DSN)模型的详细信息,包括多个用例和如何利用技术优化供应链管理的详细说明。
Outlines
😀 供应链管理的挑战与机遇
Amit Sinha作为AWS的首席架构师,介绍了供应链管理(SCM)的基本概念以及它在过去几十年的发展。他强调了供应链的可视化、敏捷性和控制力的重要性,并讨论了传统ERP系统在跨组织可视化和敏捷性方面的局限性。Sinha提到了疫情期间对供应链韧性的考验,以及如何通过增加库存和安全库存来控制不可预测的环境。他还提到了供应链中的瓶颈问题,以及如何通过技术提高效率和减少库存波动。
🔍 供应链中的低效流程和质量问题
Sinha深入探讨了供应链中存在的低效流程,如依赖于手动操作和数据表的本地数据管理,以及如何通过技术提高供应链的透明度和效率。他还讨论了供应链中的瓶颈问题,如制造过程中的瓶颈,以及如何通过技术解决这些问题。Sinha还提到了质量问题,包括如何通过数字技术在制造过程中实时识别和解决缺陷问题,从而提高产品质量。
🚀 技术创新在供应链管理中的作用
Sinha强调了云计算、数据分析、人工智能、机器学习、机器人技术、区块链、数字孪生和边缘计算等技术在供应链管理中的颠覆性作用。他解释了这些技术如何帮助组织实现跨组织的数据集成、自动化流程、提高决策质量,并创建新的知识和自动化方式。Sinha还强调了创新的重要性,包括流程创新、合作伙伴层面的创新和人才层面的创新,以及如何通过新技术提高客户体验和组织效率。
📈 数字供应链网络(DSN)的框架和优势
Sinha介绍了数字供应链网络(DSN)的概念,这是一个始终连接的网络,以数字核心为中心,围绕业务案例构建。他讨论了DSN如何实现实时数据共享、优化制造、物流和运输,并促进合作伙伴之间的动态协作。Sinha还提到了通过DSN实现的端到端可视化,以及如何通过技术提高预测风险和响应风险的能力,从而为整个生态系统带来好处。
📚 学习技术和创新的号召
Sinha鼓励学生和专业人士学习技术,并创建业务案例来解决具体问题。他强调了数据的重要性,并提到了通过技术解决数据问题对未来组织的投资价值。Sinha推荐了几本书籍,包括他撰写的《数字供应链网络》,以及其他关于集成业务规划和云基础应用的书籍,以帮助读者更深入地了解供应链管理的模型和实践。
Mindmap
Keywords
💡供应链管理(SCM)
💡企业资源计划(ERP)
💡协作规划、预测和补货(CPFR)
💡云技术
💡人工智能(AI)和机器学习(ML)
💡数字孪生
💡边缘计算
💡区块链
💡数字供应链网络(DSN)
💡创新
💡客户为中心
Highlights
Amit Sinha介绍了他在AWS行业产品供应链和运营领域的20年经验。
供应链管理(SCM)的核心是正确的产品、数量、质量和时间。
供应链的概念可以追溯到工业革命时期,由少数有远见的公司如SAP推动发展。
ERP系统通过MRP连接了企业的各个流程,提高了组织的连通性。
供应链管理的挑战包括缺乏跨组织可见性和敏捷性。
在疫情期间,供应链的弹性和响应能力受到了考验。
传统的供应链管理存在多个挑战,如库存过多和流程效率低下。
数字化技术可以帮助改进供应链中的低效流程和瓶颈问题。
通过技术自动化,可以重新考虑经济订货量(EOQ)的计算。
供应链中的质量问题可以通过数字技术进行实时监控和改进。
大量数据的创建和分析对于做出数据驱动的决策至关重要。
云计算、数据分析和AI是推动供应链创新的关键技术。
数字孪生和边缘计算等新兴技术正在改变供应链管理。
创新不仅在于技术,还包括流程、合作伙伴和人员技能的创新。
数字供应链网络(DSN)框架提供了一种新的工作方式,以利用新技术。
DSN框架强调客户位于中心,实现实时数据共享和流程优化。
通过DSN,可以实现端到端的可见性,优化合作伙伴间的动态协作。
技术的进步和创新可以为整个生态系统带来成本降低和效率提升。
Amit Sinha推荐了几本书籍,以帮助理解数字供应链网络模型。
Transcripts
[Music]
hello all my name is Amit Sinha
currently I work as a principal
architect with AWS industry product uh
work for supply chain and operation and
as you mentioned 20 years of experience
in past I've work for Microsoft deoy
Accenture cross industry I've been
associated with ICA for a few years and
happy to help and support and this is
fun and this is getting more
exciting first thing Supply Chain
management SCM 101 all of you know we
have been learning even for last couple
of few decades now right product right
quantity right quality at the minimum
possible time this is a reality that the
world we live in has been shaped by
sub and any product any anything if you
look around of you whatever you see it
has reached to you product or Services
through links in
sub and this this is this is old but not
very old concept few decades back when
after our Industrial Revolution and
other development the processes were
still disconnected and then few
Visionaries and few companies and sap is
one of them been I know we are
presenting in there too connected the
processes through our Erp enterprise
resource planning uh MRP stuff and the
beauty or The Innovation was that it
connected the processes now all of a
sudden what happened that whatever is
happening in procurement is visible to
manufacturing what's happening at the
customer side is visible to finance and
it created a connected organization and
then we Define the process as a Supply
Chain management is plan Source make and
deliver and then it was further added to
other processes developed at the start
return and the end and what this
connected chain uh enabled it enabled
the flow of materials from A supplier to
a manufacturing plant to a distribution
center to a customer or through the on
online Channel similar flow it also
manage the flow of the money or the
dollar or the Euro or whatever currency
you are interested in which moved from
the customer to organization to the
supplier and then the information was
moving it it work it worked pretty well
but it had multiple challenges I'm not
going to get into the all of challenges
but few challenges and which
organizations and the people across the
world have managed to the first one is
the visibility the uh Supply Chain
management traditional processes the Erp
solution it provides a good good
visibility within the Enterprise as I
mentioned like your customer process is
connected to manufacturing to a
warehouse to a transportation to A
supplier first thing it lack is the
interorganization visability in a world
where organizations are working on their
core competence any organization you
take any big organization or even medium
siiz they are working with thousands of
the supplier but not having visibility
of those key Partners have created a l
lots of cost increase as well as the
inefficient processes second thing it it
has been creating as the agility if you
see here it's a connected chain but
customer is at the end of the J after
after the deliver and when you are doing
your planning or your development you
are you are too far uh from the
customers or also the supplier and
customer are quite quite disconnected or
far apart so it does create a problem of
the aity which was tested during the
pandemic era as where we started talking
about the resilience and how to make
sure that we can still control a fast
and responsive supply chain and their
part come with the control if you don't
have the visibility if it's not agile
control will always be challenged and
how will you manage about that uh you
will create more inventory you will
create more safety stop whether in the
form of sa safety inventory or in the
form of uh blocking the manufacturing
pant you you may have heard that okay my
this manufacturing pant the Frozen
period is 4 weeks to 8 weeks to 12 weeks
because we want to control in the
environment which is
uncontrollable and here I would like to
do a double click that how we have been
doing reality is that export people like
you and and the people who have been
working in this area they have been
managing so first thing if you do a
double click you do find inefficient
processes across the world you will find
organizations and the people working in
supply chain operations procurement they
are working with multiple number of
local data sheet and then another
problem in the supply check which we do
teach uh in the institution colleges and
also quite huge term in industri is the
bottleneck where is your bottleneck
where is your bottleneck is in the
manufacturing and one plant can have
multiple bottleneck one manufacturing
plant if you solve one you will see
other as well as the processes may have
bottl wherever is manual dependent
wherever is the inefficient there will
be
bottl limited visibility we talked and
what we have done even if you'll see
like textbook of Supply Chain management
you will see we have created Concepts
around this so whenever you are talking
about the safety Safety
stock we we are talking about like
demand variability Supply variability
why a variability exist because I don't
know I don't know if I order 100 will I
get 100 or not if I order to get the
material say on 5th of October will I
get on fifth or on the 15th and the
reason of not knowing is uh that data is
not available you are we are still
dependent on maybe a phone call
confirmation or a email or some orders
where I'm not able to dynamically track
it another example I will take you must
have all heard about the economic order
quantity suppose I I will give you an
assignment question that hey this is
your required quantity this is the
manual ordering cost and this is the ti
What will be your economic order
quantity the big factor in in
calculating is the manual cost what if I
get it automated through the technology
and there is zero manual ordering cost
your calculation of EQ will be totally
different maybe you will find I don't
even need I I can I can order whatever
is required and due to these inefficient
processes and the concept which we have
been using we are getting high and low
inventory we have gone through this
cycle when the pandemic H nothing was
available in empty shelves and uh we
were struggling all of us and right now
we talk about the inventor is going up
and inventory going up is good for a
couple of point but mostly it's bad it's
block your working capital it slows down
the Innovation and it's not good for
entire ecosystem because the money is
not moving at the rate it should move
and whenever these things happen we talk
about the in the old uh era or the
current even the current ERA which we
are just transm missing or moving to a
new one we talk about a lot of
standardization economy of scale and the
reason we do that because our processes
supported by the current Technologies
are the way of doing it always makes
sense to do in a math and when you do a
uh
standardization with the disconnected
processes we are able to serve the
customer but not serving in the optimal
manner not understanding what exactly a
particular customer need and how I can
serve that
person then then you also see the impact
on underutilized assets so we we talked
about the dependence on the supplier
correct so you already did your demand
Supply slop planning production
optimization you created a dependent
demand for your supply the material did
not show up and then the manufacturing
plant suffers this is a tendency this is
a problem we still see across the world
across all the type of organization
another thing is the quality issue and
if you have the background in the
quality and if you see how it work
suppose I'm at a manufacturing plant I
produce the material suppose I'm
producing a ball bearing I produced a
lot of 2,000 to 10,000 bearings what I
will do I'll take 30 to 60 samples if
they are good I will accept the entire
lot otherwise I will reject entire and
this happens at a couple of places it
will happen at the manufacturing place
if you are supplying say to a automotive
manufacturer the moment they take the
material in their warehouse they will do
the same test and they can also reject
it even with a 2 to 3% of the rejection
which which is pretty high when with 1%
we are talking like billions of dollars
what if I can use the digital technology
to identify the very first time a
defective part came because a defect
come
because of temperature change the
vibration some situations at the
manufacturing floor if you have that
Dynamic visibility and control say
through a digital TW you can control at
that moment so you can solve the quality
issue through the
Technologies and what what we are seeing
right now and where we are working with
a lot of organization at clients at aw
by pass role extensive amount of data
being created by different systems your
system your customer data your supply
data but is difficult to find the
insights or if you want to do a data
driven decision it has been difficult
and then again how we are doing we are
doing through theorious man
process so now come okay the this this
are the stuff what we did it help the
organization it has challenges if I want
to or if we as a group want to take it
to the next level what's the key and
there are two key which I want to share
here first thing if you see that right
side that
technology we we we knew about the
challenges you may have heard in your
textbook cpfr collaborative planning
forecasting and replenishment it's not a
New Concept it's a 20 year old concept
the problem was that technology was not
available how to do a cpfr if you're
only using a Erp technology and there
the promise of the cloud and the data
analytics and
AI so first thing the new breed of
Technology the disruptive talking
technology as we say the first one is
enabled by the cloud and what happens
that now you can get data from across
the organization not only your
organization but your suppliers and your
partners extensive amount of data and
you can automate a lot of processes by
uses of AI and ml so artificial
intelligence and machine learning where
the AL algorithm with the organizations
are already using
for forecasting the clustering the
classification but now you can
automate a lot of them Robotics and my
my colleague and friend Jose will talk a
lot about that so inefficient or the
manual combersome process we don't want
people to lift big boxes or do the stuff
which can injure them so robotics in
fact process automation as well as
robots uses in the supply chain at the
soft floor blockchain additive
manufacturing and all of them may take
like multiple hours of discussion so I'm
just naming them digital twin we talk
about the manufacturing floor what if I
can train my entire Workforce or what if
uh at the furnace place where there's a
really high temperature my person or
operator does not even have to go you
are looking at the SC what's happening
that temperature pressure and through a
Clos Loop you are controling your
machine to the digital T application
another very promising is Edge computer
at the edge able to get the data and put
it back so there have been cases like a
refiner at a Refinery or where we take
the oil the crude oil it leak to the Sea
and it created extensive amount of
damage what if the first drop of oil
went in there is a sensor which send the
message and people are able to take the
action or automated we are able to take
that and the last one is Gen AI where
now not only we are doing the Automation
and the control but we are also creating
the new knowledge we are performing the
Automation in a way which was not even
possible or we never thought about that
but then the more important part is on
the left side of this page is the
Innovation if you in use the new
technologies with the old processes
which I already mentioned we have p in
the limitation of the process in the way
we are doing so you have to innovate the
process processes to do the optimum
usage of
Technologies you have to work with your
partner in a way I want to create extend
extended digital Enterprise but what if
my partners are not ready to share the
data not going to happen so partner
level Innovation People level Innovation
the way we are moving the new skills are
uh new skills required out of different
levels they are different skills very
happy to see the great work being done
by Isa iscea and other organization in
this area conferences like this but we
have to innovate the skills we are
providing or inculcating in our people
and the way we are moving the way we are
creating the connection and the
experience for the customer for the
organizations and for the
employes so it's good you you'll say
okay I've got it but uh do I have to
start from the scratch there has already
been uh done some work so very delighted
to share
uh the framework but before
framework there have been some research
on how big is the
opportunity and these are big numbers so
if you see right hand side there was a
research done by McKenzie widely used
and why they shot after and many people
refer it $1 trillion and I was delighted
to see recently they was mov to3
trillion of cloud opportunities then
there have been some research done by
our team at AWS and we have seen the
clients we have been working on once
they move to the cloud and technology
and process Innovation we are getting
like 20% Improvement in the quality 35%
cost reduction or more than 30 35% there
have been multiple resources by Deo
Accenture
so about few years back when I was still
in Consulting there was a question does
this thing work and we were still doing
a PO for a blockchain for a cloud and
other now it have been proved that yes
this this works and we have to start
thinking how you are using these
Technologies to innovate and transform
your organization and there I wanted to
share talk about the framework so the
framework which you are uh seeing it
here is called digital Supply networks
or the
DSN uh while I was at aoy multiple
organization multiple industry leaders
in fact multiple professors
organizations like Isa to
we collaborated and identified if I what
should be the new way of working with
the new technologies because we
discussed about PL Source make deliver
and a connected Shain so the right way
to do in the new world to adopt this
technology or to WR rightly uses of this
technology is to create a network what
do I mean by a network or a digital
supply network is always on always
connected Network first if you see the
center of this thing it's called digital
core digital core is not a data it's
more like enabled by your business case
what exactly you are aiming to solve
suppose you identify for your
organization there is the opportunity to
work with a client or there opportunity
to work with the planning what data I
need to First able to define the problem
then uh to solve it e either through
automation or uh by using a better
optimization want and if I take a couple
of example so when I'm doing a
synchronized planning so you are still
doing your demand planning Supply
planning sales and operation planning
working with the supplier but while
doing my synchronized planning now I'm
if I'm connected with my Dynamic
fulfillment so whatever is happening at
my warehouse is the transportation if
I'm able to get the data in real time
and uses of AI and ml I'm able to
respond it's always good to have human
in the L but a lot of this response
thing can be
automated if I'm doing a digital
development and while doing the
development I can see the is the product
I'm developing will it go with my
logistic process will it go with my
manufacturing process or are there some
surprises we talked about the customer
in that additional supply chain where
customer is at the end of the chain in
digital supply network framework
customer is at the center you are
getting the data and then if you are
working with the smart manufacturing
principle where you are using additive
manufacturing agile manufacturing now
economy of scale and economy of scope
are not against to each other you can
identify the real or exact demand of a
customer say we are talking about the
skin cream based on that skin condition
you can manufacture that material which
can be provided through the Omni Channel
report Omni Channel Logistics or through
usage of dynamic fulfillment in a pretty
quick manner as still managing the cost
by the transportation and warehouse and
logistic optimization so it's a
extensive area I welcome all of you to
get into detail and see how it can help
your organization I I can talk about
very quickly a couple of example like uh
a DSN it can enable your extended
digital Enterprise and there we talk
about the end to end visibility within
your organization where all the
processes are not connected but coming
in the real time through sensor data is
coming to Cloud it's coming back and you
are able to take the action you are
looking at your supplier data if there's
a problem if there's a commit you real
time you can see what's my alternate
supplier what's my alternate product and
there you are supporting your concurrent
planning optimization now again not A
New Concept but with the old computing
power even in my uh Consulting days
you'll say hey let's do the weekend
optim ization because optimization
process chain will take like 12 hours
sometimes 20 hours with the power of
cloud we are talking about the minutes
you can optimize across your processes
optimize your manufacturing logistic
transportation and then do a dynamic
collaboration across your partner and
what you will do or what we will get we
don't have to pad up with a lot of
inventory and still it has proved that
does not predict all the risk and
mitigate but once you have the
visibility and control and if you are
using the uh Ai and ml algorithms you
will be able to predict the risk and
then you'll also be able to respond to
the risk and who gets benefit when
entire ecosystem gets the benefit since
we are reducing the cost the cost to the
customer goes down the the payment to
the supplier and the manufacturing cost
supply cost everything goes down so it
creates like a virtual cycle to the
entire
Eon I also wanted to share uh something
from the uh plan Flor but what I will do
I'll share this document and very
quickly if you'll see right now it it's
not that we are going from a stone to a
digital there are digital tools so in
the manufacturing you do have Erp PM mes
but it's like still Standalone
application data is going but it's not
very Dynamic some organizations and we
are working with many of them where we
are saying convergence of it and where
now Erp and Mees is working a lot
together but very soon what is going to
happen again with the cloud and the edge
Computing that this border of it and OT
will go and there you see in a secured
envirment how my manufacturing plants is
connected to my planning and my
customers so call of action uh wherever
you are student a professional first
learn learn about Technologies and also
don't just use the Technologies create a
business case and see what Innovation
you require solve one problem at a time
identify a business case where it helps
that okay year are some dollars it's can
be hundreds thousand can be millions of
the dollar and what you need to do it
can be a process change skills and most
of the time it's always some
technologies data is very important
every organizations we we we have been
working with we we see okay now there
are five different trp system data is
coming from everywhere and if I if I'm
aiming to use that data for my business
case through usage of Technologies you
still have to do some work but this I
consider as an investment in the future
once you solve this problem it's always
going
to create a learning organization and
one thing I learned at Amazon the right
thing to do is the customer focus or the
customer off right hand side I have uh
put few books which I I have written
with the help of a lot of people from
industry and uh uh education sector too
the first one is digital Supply networks
so if you are interested in
understanding this model which I quickly
covered in a couple of minutes there are
multiple use cases there are detail of
how the next level of processing me to
work so have have a look at this book
this is translated into different
languages and available across the world
the second and third one if if you are
from the planning background and sap is
also moved and transformed the
integrated business planning application
now is totally cloud-based and does a
lot of cool stuff so that that's another
two books to check you out and I think
they are getting showcase at this
conference so with that I think that's
part of uh in fact that that's all for
me thank
you
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