Seven Tips for Manufacturers on Navigating the Supply Chain Crisis
Summary
TLDR在这个视频中,明尼苏达橡胶和塑料公司的全球供应链总监Rebecca Jasper分享了七个应对供应链危机的实用建议。她提到要重点关注总拥有成本、选择合适的沟通工具、使用RACI图表定义责任、保持灵活性并寻找替代方案、增强供应链可见性、采用数字解决方案,以及在全球范围内寻找材料。Rebecca强调了在当前供应链危机中如何保持供应链的稳定和高效运作,为制造商提供了宝贵的指导。
Takeaways
- 🚀 明尼苏达橡胶和塑料公司在供应链危机中表现良好,能够满足客户需求25%至30%的增长。
- 🏗️ 公司正在建设新的创新中心,预计在三月完工,这表明公司在危机中仍在积极扩展。
- 📈 面对原材料价格的上涨,建议不要过分担心小幅度的涨价,而是关注总拥有成本,并寻找可能的解决方案。
- 🔍 选择合适的沟通工具对于解决供应链问题是至关重要的,例如电话会议或即时通讯软件。
- 📝 利用RACI(责任、问责、咨询、通知)图表来明确供应链中各角色的职责,以有效管理项目和行动。
- 🔄 准备寻找替代品和备选方案,尤其是在客户对替代品有严格要求的情况下。
- 👀 增加供应链的透明度,例如通过第三方物流提供商的工具,使客户能够快速了解货物状态。
- 💻 探索数字化解决方案,以提高报价效率和实时响应客户的需求。
- 🌐 考虑在美国以外寻找材料和制造资源,利用全球不同地区的供需差异。
- 🔑 总结信息时,要确保清晰易懂,避免使用行业术语,确保信息对客户来说是有意义的。
Q & A
Rebecca Jasper 是哪个公司的全球供应链总监?
-Rebecca Jasper 是 Minnesota Rubber and Plastics 的全球供应链总监。
Minnesota Rubber and Plastics 在供应链危机中的表现如何?
-Minnesota Rubber and Plastics 在供应链危机中表现良好,能够满足客户25%到30%的需求增长,并已开始建设新的创新中心。
Rebecca 提供了多少条应对供应链危机的建议?
-Rebecca 提供了七条应对供应链危机的建议。
面对价格增长,Rebecca 的第一条建议是什么?
-Rebecca 的第一条建议是不要为小事烦恼,要看总体拥有成本,并理解是否值得为此一战。
Rebecca 认为应该如何处理电子邮件中的日常价格增长通知?
-Rebecca 建议查看是否可能在下一个采购订单中实现,或者是否可以将增长日期推迟,或者是否可以增加采购的总数量以缓解一些价格增长。
Rebecca 认为选择正确的沟通工具有多重要?
-Rebecca 认为选择正确的沟通工具非常重要,它可以帮助解决大问题,并确保所有供应链中的人都参与到通话中。
Rebecca 推荐在国际供应商和国内供应商之间使用哪些沟通方式?
-Rebecca 推荐使用文本消息、WeChat 和 WhatsApp 与国际供应商沟通,以及与国内供应商进行快速回答。
RACI 图是什么,它在供应链管理中扮演什么角色?
-RACI 图是一种定义角色的工具,通过确定谁负责、谁负有问责、谁被咨询或被通知来管理项目。它帮助在供应链短缺时迅速采取行动。
为什么 Rebecca 强调要准备好寻找替代品和备选方案?
-因为对于大型OEM客户,无论是在医疗领域还是汽车行业,都有严格的替代品要求,需要复杂的测试和寿命测试系统,所以准备好寻找替代品和备选方案是至关重要的。
Rebecca 提到的数字解决方案是什么,它们如何帮助提高供应链的可见性?
-Rebecca 提到的数字解决方案包括报价工具和其他工具,它们可以帮助提供对每个人(包括客户服务)的可见性,使客户能够快速查看他们的货物状态。
为什么 Rebecca 建议在寻找材料时考虑美国以外的地区?
-因为材料短缺在不同地区和不同时间会有所不同,利用这些差异寻找海外的相同材料制造机会,可以计算总体拥有成本并找到机会。
Rebecca 认为如何应对劳动力短缺问题?
-Rebecca 认为应该寻找替代的报价工具和其他工具,同时提供对供应链每个人的可见性,例如通过提供访问第三方物流提供商的工具。
在供应链危机中,Rebecca 认为如何提高与客户的沟通效率?
-Rebecca 建议在回答问题时进行总结,而不是仅仅转发答案,确保信息对询问者有意义,并且如果信息传达给客户,也要对他们有意义。
Outlines
🎙️ 全球供应链专家谈塑料和橡胶的供应情况
Rebecca Jasper,明尼苏达橡胶与塑料公司的全球供应链总监,分享了当前塑料和橡胶的供应情况。尽管全球范围内关键材料短缺和物流拥堵的问题严重,Rebecca 表示他们公司成功满足了客户25%到30%的需求增长,并且正在建设新的创新中心,将于三月份完成。这一切都表明明尼苏达橡胶与塑料公司在危机中表现出色。
📈 应对供应链危机的七大建议
Rebecca 提供了七个应对供应链危机的建议。首先,不要纠结小事,关注整体拥有成本,并考虑改变订购数量以减轻价格上涨的影响。第二,选择合适的沟通工具,使用电话会议、短信、WeChat 和 WhatsApp 进行快速沟通,避免使用电子邮件处理紧急问题。第三,使用 RACI 图表来明确责任,确保相关人员及时采取行动。
🔍 明确角色和职责
Rebecca 强调了在供应链管理中使用 RACI 图表的重要性,以明确负责、问责、咨询和知情的人员。当遇到短缺问题时,通过将角色和职责纳入电子表格中,立即开始推动行动并向前推进。这种方法确保所有相关人员都参与并知晓最新进展。
⚡ 灵活应对,寻找替代方案
Rebecca 建议在供应链管理中保持灵活,随时准备寻找替代方案。对于大型原始设备制造商,找到替代材料并满足严格的测试要求是关键。他们的公司已经准备好在客户的许可下快速找到并测试替代方案,以满足客户需求。
👁️ 提供供应链可见性
Rebecca 强调供应链的可见性,建议使用工具和总结报告来确保所有相关方都能快速获取所需信息。通过让第三方物流提供商和客户服务团队访问相关工具,他们能够更快地响应客户的查询,并确保沟通清晰且易于理解。
🌐 寻找数字化解决方案
Rebecca 提到,公司正在寻找数字化解决方案,以提高报价和响应客户需求的速度。她认为将数字化工具与供应链管理结合,可以显著提升客户服务效率,并在当前人力资源有限的情况下更好地应对挑战。
🌍 拓展海外资源
Rebecca 建议关注全球市场,利用不同地区的供应情况来应对美国的短缺问题。尽管需要考虑总拥有成本,但在全球范围内寻找同样材料的制造商,可以有效缓解供应短缺的影响。她强调这一策略不仅适用于当前的供应链危机,也有助于为未来的危机做好准备。
Mindmap
Keywords
💡供应链危机
💡塑料和橡胶
💡总拥有成本
💡沟通工具
💡RACI 图表
💡敏捷
💡可见性
💡数字化解决方案
💡国际供应商
💡测试和寿命测试
Highlights
Rebecca Jasper,明尼苏达橡胶和塑料公司的全球供应链总监,分享了关于供应链危机的见解。
公司能够满足客户25%到30%的需求增长,并已开始建设新的创新中心。
面对材料短缺和拥堵问题,明尼苏达橡胶和塑料公司表现异常,能够继续为客户提供充足的关键原材料。
Rebecca提供了七个应对供应链危机的贴士,帮助制造商导航这一挑战。
第一个建议是不要过分担心小的价格波动,而应关注总拥有成本。
建议考虑是否可以在下一个订单中解决价格问题,或是否可以延长提价日期。
第二个建议是选择合适的沟通工具,以确保供应链中的每个人都能及时沟通。
建议使用短信、WeChat和WhatsApp等工具与国际供应商进行快速沟通。
电子邮件应该用于向广泛受众传达重要信息,如项目计划更新。
第三个建议是使用RACI图表来定义角色和责任,以有效管理项目。
第四个建议是准备寻找替代品和备选方案,以应对严格的测试和寿命测试要求。
第五个建议是提高供应链的可见性,提供实时信息给客户。
建议使用第三方物流提供商的工具,以便客户能够快速查询货物状态。
第六个建议是寻找数字化解决方案,以提高报价和客户响应的实时性。
第七个建议是考虑在美国以外寻找材料,利用不同地区的供需差异。
Rebecca强调了供应链中断的不可避免性,并建议公司为未来可能发生的类似情况做好准备。
Transcripts
[Music]
tips for manufacturers on navigating the
supply chain crisis my guest is rebecca
jasper director of global supply chain
with minnesota rubber and plastics hello
rebecca how are you
great
thanks very much for being with me so
just a quick uh you know assessment
everybody is suffering so much from
shortages of key materials right now and
congestion just uh how are supplies of
plastic and rubber holding up
we're doing fantastic we're meeting our
customers needs needs of 25 to 30
percent increase
and we've just broken ground on our new
innovation center out front that's going
to be completed in march and so it's
been a great year for minnesota rubber
and plastic well that's good news for
you you're an anomaly in that respect
that you're able to continue serving
your customers with adequate supplies of
absolutely critical uh critical raw
materials and like so we're here today
for you to give me some tips for
manufacturers on navigating the supply
chain crisis and i believe you said you
had seven is that correct i do yeah all
right let's see if we can get through
all of those in the short time we have
available what would be the first one
we'll also start experiencing price
increases
and so how do we address those as those
come across our emails every day and so
my first tip is don't sweat the small
stuff
look at what the total cost of ownership
is and understand okay is this one i'm
gonna fight
so
if you can
then uh look to see if possibly could
you
make it for the next po or extend it out
or
could you extend the date of the
increase if it can't be on the next po
or
could you change the brake quantities
the the total quantity that you're
purchasing to a higher volume level
because we are experiencing so much
increased demand that we could possibly
do that to mitigate some of those price
increases so i'm recommending don't
sweat the small stuff and
tackle the big things
excellent thanks for that okay number
two
number two choose the right
communication tool i can't tell you how
important this is
so
let's say you're troubleshooting a big
issue and the best scenario is to get
everybody in the supply chain on the
call
and the
one example that we had was during this
call where we're troubleshooting the
issue we learned that our supplier had
another manufacturing site overseas that
made the same material and they weren't
experiencing the same shortages that we
were here in the us
and so then we were able to
you know do the total cost analysis of
what those costs would be with tariffs
etc and still
bring it in to meet our customer needs
so that is one uh
method where you really want to make
sure all the people are on the phone
fantastic okay
number three
yeah
so
i i do want to say a little bit about uh
choosing the right communication tool
i just want to follow up with that okay
we're still okay
for you definitely want to use text
messages
and wechat
and
whatsapp for international suppliers and
for
domestic suppliers when you've got
a real quick answer that you need and so
my suppliers have been awesome and being
able to just give me those quick answers
to say okay what's the status of this is
it shipping you know real-time
information so that we can get that
communication back to our customers and
so that's the best way don't wait for an
email an email really should be for
large communications to a wide audience
where you're summarizing making it
really clear
about what
what the communication is and maybe
updating with a project plan or
something like that so
make sure that you're not using emails
or text or video conferencing in the
wrong way for the wrong purpose
so easy for emails to get lost in the
flood of emails that we deal with every
day we just miss things we go to spam
whatever so that's a good one okay i'm
sorry to cut you off on that second
point that was all part of number two
right yes okay so let's get on to number
three then number three is my favorite a
racy chart we use this in consulting
where you have roles
um that are defined by either you're
responsible
you're accountable
you're consulted or you're informed and
so
when we get or learn of a shortage
that's impacting a customer the first
thing we do
is
put it into a spreadsheet and start
driving actions and so make sure that
the people who are responsible are
getting it done if they're not then
they're escalating it to the accountable
person and that you're including people
who need to be consulted so make sure
that the right engineering team or the
right process manufacturing engineering
person is involved in the decision and
then all the right people are also
informed of the decisions so pulling
that that roles and responsibilities
right into the spreadsheet so that you
can manage the project immediately start
driving actions and start moving forward
as soon as possible
okay good one
number four
be ready be agile be ready to look for
alternatives and backup options so for
most of our my large oem customers
whether it's in the medical re area or
if it's an automotive have very strict
requirements for finding alternatives
and requires a very sophisticated
testing and life testing
systems but
we already say you tell me the go-ahead
customer and we're going to find you
alternatives and so we're on your
perspective we're on with our amg group
to find those alternatives and then
follow through on all those testing
requirements so we are ready
and agile to be able to get that for the
customer
all right good one number five
so
for us
i want to be the example of visibility i
want to see in the world
so we are looking at additional
visibility tools and quoting tools right
now because
so many people have dropped out of the
workforce we have
one parent staying at home with children
because of the high cost of of
child care or we have boomers that are
dropping out and don't want to deal with
this new world anymore and so the
the amount of people that we've got are
is limited so we are looking at
alternative um quoting tools and other
other tools to use but
at the same time we want to provide
visibility to everyone and sometimes
it's getting giving access to customer
service to our third-party logistics
provider
tool so that they can quickly look when
a customer needs to know where their
shipment is they can quickly look it up
and understand where it is
but also to summarize summaries
summarize so when somebody has a
question don't just forward some answers
summarize it make it sense to the person
who is asking the question and so that
it if it goes to the customer that it
makes sense to them trying not to use
acronyms trying to speak in terms of
their part numbers and not ours and so
that's where we want to be the
visibility to the entire supply chain so
whether that's tools or just
communicating to them that's where we're
going to do that
yeah i like that one a lot uh are we at
number six is that where we are yeah
number six is really kind of merging
into that is finding the digital
solutions to
to quoting and to being real time to our
customers getting quicker answers to
them and so
uh so it just marries right into those
digital solutions
okay and then finally
finally number seven
look outside the united states so
material shortages ebb and flow
and so we might be experiencing some
shortages in the us but the europe isn't
or china isn't or
different areas of the world are
experiencing shortages in different ways
and at different times so take advantage
of those aberrations and
look of course you're gonna go and
calculate the total cost of ownership
but you but there are opportunities to
find uh manufacturing of the same
material overseas and so be ready to do
that
well this is some great advice not only
for getting through the current supply
chain crisis but preparing for the next
one uh so it's a good way for companies
to start thinking about what's going to
happen in the future because we're
always going to have supply chain
disruptions yeah they're often going to
be in some very critical
components and materials such as those
that you guys produce
so that is wonderful rebecca jasper of
minnesota rubber and plastics thank you
for those great tips on how companies
can survive in very difficult times and
great to hear that you folks are doing
well as well in the midst of all this
crisis but thanks so much for being with
me today i really appreciate it
thank you
you
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