Omera Khan: Building robust & resilient supply chains in today's dynamic business environment
Summary
TLDR在这段访谈中,Amira作为供应链洞察与趋势实验室的负责人,分享了她对供应链韧性的深刻见解。她强调了过去几年供应链面临的挑战,并认为现在是组织重置和增强供应链韧性的关键时刻。Amira提到,除了应对风险和恢复力,供应链的再生和可持续性同样重要。她提倡通过政策和政府决策来支持中小企业,这些企业是全球供应链的重要组成部分。此外,Amira还讨论了技术在供应链管理中的作用,强调了基础数据的重要性以及如何利用技术提高供应链的可见性和优化。最后,她预测了物流行业未来的一些关键趋势,特别是从线性经济向循环经济的转变以及逆向物流的兴起。
Takeaways
- 🎓 学术背景:Amira 在供应链洞察和趋势实验室担任领导角色,之前是物流和供应链管理的教授,拥有丰富的学术和实践经历。
- 🏭 早期经验:Amira 从小在纺织制造家庭中长大,早期接触供应链和采购,对商业产生了兴趣。
- 👗 纺织设计学位:她选择了纺织设计作为本科学位,后在曼彻斯特科学技术学院攻读硕士学位,专注于设计采购。
- 📚 博士研究:Amira 的博士研究聚焦于供应链风险和韧性,特别是设计在供应链早期阶段的重要性。
- 🔄 供应链复杂性:全球化供应链增加了互联互通,但也增加了风险暴露,需要更强的供应链韧性。
- 🛠️ 政策支持:强调政府和政策制定者在支持供应链韧性方面的作用,特别是对中小企业的重要性。
- 🌱 再生与恢复:超越简单的恢复,考虑供应链的再生,即在供应链决策中考虑对环境的正面影响。
- 🔗 数字连接:构建动态的数字连接,以促进供应商、合同制造商、物流合作伙伴和服务提供商之间的快速协作。
- 📊 数据与技术:技术是供应链决策的辅助工具,正确的数据对于提高供应链的可见性和优化管理至关重要。
- 🌐 多危机框架:通过多危机框架分析不同的视角,如地缘政治、技术和环境,以及它们之间的相互联系。
- ♻️ 循环经济:从线性经济向循环经济的转变,特别是反向物流,将成为物流服务提供商的一个重要趋势。
- 📈 长期视角:从短期风险管理转向长期的结构性韧性,发展组织在面对风险时仍能正常运作的能力。
Q & A
Amira 在加入 MK 前的学术背景是什么?
-Amira 在加入 MK 之前是物流和供应链管理的教授,她的学术生涯主要在英国的大学度过,后来转到丹麦技术大学,这也是她搬到丹麦的原因。
Amira 为什么选择在纺织设计领域攻读学士学位?
-Amira 选择攻读纺织设计学士学位是因为她原本计划加入家族的纺织业务。
Amira 在曼彻斯特科学技术学院攻读硕士学位时选择了什么主题?
-Amira 在曼彻斯特科学技术学院攻读硕士学位时选择了纺织行业中的设计采购作为研究主题,以进一步探索客户做出购买决策的动态。
Amira 的博士研究关注了哪些方面?
-Amira 的博士研究关注了供应链风险和韧性,特别是设计在其中扮演的重要角色,她探讨了在设计阶段所做的决策对风险和复杂性的影响。
为什么供应链的复杂性会导致更多的风险暴露?
-随着全球供应链的发展,供应链变得更加复杂,这意味着各个环节之间的相互联系更加紧密,因此对风险的暴露也更大,因为任何一个环节的问题都可能影响到整个链条。
为什么供应链的韧性比仅仅关注运营风险管理更为重要?
-供应链的韧性意味着在面对风险时能够持续运作并快速恢复,而不仅仅是应对一次性事件。这需要从长期视角出发,构建结构性能力,以抵御未来可能出现的任何风险。
美国总统拜登任命供应链韧性官员的决策意味着什么?
-这一决策意味着供应链问题已经上升到国家层面,需要政府层面的支持和政策制定来增强供应链的韧性,特别是对于中小企业(SMEs)这些全球供应链中的关键部分。
再生(regulation)在供应链中意味着什么?
-再生在供应链中意味着不仅要恢复和增强韧性,还要考虑如何通过供应链决策对环境产生积极影响,包括采取可持续的做法和减少对地球资源的消耗。
Amira 提到了哪些关键趋势,它们如何影响供应链?
-Amira 提到了从线性经济向循环经济的转变,特别是对于物流服务提供商的反向物流。这意味着产品使用后不是直接变成废物,而是回到供应链的中点,被重新利用、翻新或重新制造,以此增强循环供应链。
为什么反向物流对于实现净零目标至关重要?
-反向物流是实现循环供应链的关键,它允许产品在使用后被回收并重新进入生态系统,从而减少资源浪费和环境污染,有助于实现净零排放的目标。
Amira 认为在技术应用之前,企业应该优先考虑什么?
-Amira 认为企业在应用技术之前,应该首先理解供应链的基本需求,明确数据支持的目的,然后利用数据来改善供应链管理,优化供应链结构,提高对客户需求的响应能力。
根据 Amira 的观点,未来供应链管理中的关键趋势是什么?
-Amira 认为未来供应链管理中的关键趋势是向循环经济的转变,特别是反向物流的发展,这将对所有物流服务提供商产生重大影响。
Outlines
🧵 供应链韧性与个人背景介绍
本段落中,Amira作为MK的供应链洞察与趋势实验室负责人,分享了她的学术背景和个人经历。她曾在英国大学担任物流与供应链管理的教授,并在丹麦技术大学工作过。Amira从小就在纺织制造家庭中长大,对供应链和采购有着深刻的理解。她的学术旅程从纺织设计学士开始,之后在曼彻斯特理工学院攻读硕士,专注于设计采购主题。她的博士研究则聚焦于供应链风险和韧性,特别强调了设计在供应链早期阶段的重要性。Amira的经历最终使她从商业界转向学术界,但现在她又回到了商业界,在MK公司工作。
🌐 供应链中断的教训与恢复选择
在这段对话中,讨论了近年来供应链所面临的挑战,以及如何通过增强供应链的韧性来应对未来的中断。提到了全球供应链的复杂性增加导致了更高的风险暴露,因此需要更多的关注于供应链的韧性,而不仅仅是运营风险管理。强调了供应链韧性的重要性,并且提到了美国总统拜登任命供应链韧性官员的决策,这表明供应链问题已经上升到了政府层面。Amira还提到了对小型和中型企业(SMEs)的支持,以及政府和政策制定者在构建弹性基础设施中的作用。
🔄 供应链的恢复、再生与可持续性
Amira讨论了供应链恢复与再生的概念,强调了超越简单恢复,考虑如何为世界回馈更多。她认为再生不仅仅是一种资源的回报,更涉及到心态、态度和文化。在可持续性变得更加重要的当下,供应链决策需要考虑到对地球的影响。Amira提出,公司如MK可以通过其强大的品牌影响力,帮助供应链伙伴考虑更广泛的利益。她还提到了使用多危机框架来观察供应链趋势,包括地缘政治、技术和环境等不同视角,并强调了这些趋势之间的相互联系。
📈 构建结构性韧性与技术的角色
本段落探讨了如何通过构建结构性韧性来应对风险,而不仅仅是应对一次性事件。Amira提到了麦肯锡报告中的观点,强调了从动态能力向结构性能力转变的重要性,即组织在面对风险时仍能正常运作的能力。她还讨论了风险和韧性的区别,以及如何通过技术,特别是大型语言模型和生成性AI,来提高供应链的可见性和数据结构化。Amira建议,企业首先应该理解他们需要数据支持的基础知识,然后利用这些数据来更好地服务客户。
♻️ 循环经济与逆向物流趋势
在这段对话中,Amira预测了未来供应链的关键趋势,特别强调了从线性经济向循环经济的转变,以及逆向物流的重要性。逆向物流不仅仅是退回已使用商品的过程,而是增强循环供应链的一部分,即将产品回收到供应链的中点,以便重新利用。Amira提到,这不仅是出于对地球的考虑,而且也是由于立法推动的结果。她认为,对于整个行业来说,实现净零目标的循环性是一个重要的途径,并且这将是所有行业未来的一个重要趋势。
Mindmap
Keywords
💡供应链韧性
💡风险管理
💡结构性韧性
💡数字化连接
💡循环经济
💡逆向物流
💡再生
💡政策支持
💡数据和技术
💡环境可持续性
💡长期视角
Highlights
Amira在MK公司担任供应链洞察与趋势实验室负责人,拥有强大的学术背景和丰富的实践经验。
Amira从小在纺织制造家庭长大,对供应链和采购有早期的接触和理解。
Amira在曼彻斯特大学获得了纺织设计学士,之后又在该大学获得了设计采购硕士学位。
Amira的博士研究专注于供应链风险和韧性,特别强调设计在供应链早期阶段的重要性。
Amira认为,近年来的供应链中断是一个警钟,需要对供应链进行重置,增加韧性。
全球供应链的复杂性增加,使我们更加相互联系,但也更加暴露于风险。
Amira强调,需要从仅关注运营风险管理转向发展供应链的韧性。
美国总统拜登任命了供应链韧性官员,这表明供应链问题已经上升到政府层面。
Amira认为,需要政府和政策制定者的支持,特别是对中小企业的支持。
供应链的韧性和再生不仅关乎恢复,还关乎为世界做出更多贡献。
再生还涉及到心态、态度和文化,特别是在可持续性变得更加重要的当下。
MK公司通过推出脱碳船舶和生态交付产品,支持供应链的脱碳议程。
McKinsey报告指出,公司可以通过重新考虑过时的短期战略,建立结构性韧性来应对风险。
结构性韧性意味着组织在结构上有能力抵御风险并继续正常运作。
技术是供应链的赋能者,首先需要理解供应链的基本需求,然后利用数据支持决策。
Amira建议,首先要做好基础工作,理解我们使用技术的目的,以优化供应链管理。
从线性经济向循环经济的转变,特别是反向物流,将是物流服务提供商的一个重大趋势。
反向物流不仅仅是退货,而是增强循环供应链,使产品可以被翻新、再利用或重新制造。
实现净零目标的一个主要途径是循环性,这将是所有行业未来的一个重要趋势。
Transcripts
hi Amira uh really thank you for coming
here today and we're going to now talk
about supply chain resilience but before
we do that i' love to hear a little bit
more about yourself because you have a
very strong academic background thank
you very much for inviting me Samantha
really happy to be here yes I uh joined
MK um around 14 months ago as head of
supply chain insights and Trends lab and
prior to joining MK I was a professor in
logistics and Supply Chain management
spent most of my academic career in UK
universities uh before for coming to
Denmark Technical University and hence
how I ended up moving here to Denmark
and a little birdie tells me actually
from a young age you actually have some
experience or some exposure when it
comes to supply chain yes I do I uh grew
up in a family of uh textile
manufacturers so I had uh exposure to
supply chain and procurement before I
even knew what supply chain and
procurement was so very much at an early
stage growing up on Factory floors or in
production and watching my parents build
up the business um I very quickly got
the um I guess this the feeling or the
desire to actually go into business
myself and um it's probably no surprise
that then many years later I embarked on
choosing a textile design as my bachelor
as my bachelor degree because at that
time I thought well I was going to join
the family business and then after that
I got a a scholarship though to join
what was then the University of
Manchester Institute of Science and
Technology to do it a master in
philosophy but I chose to do it on the
subject of design procurement in the
textile industry so I wanted to further
explore some of the Dynamics of when we
make purchasing decisions for our
customers you know how do our customers
choose to actually buy the designs that
they buy and actually many years after
that when I did my PhD it also became
the theme of my PhD study because I then
looked into supply chain risk and
resilience of which actually design
played a really prominent role because
one of the contributions of my thesis
was actually looking at how the supply
chain begins on the drawing board
meaning that the decisions that we take
at that very early stage have uh huge
implications for risk and for complexity
for agility and so forth and that then
naturally somehow transitioned me away
from the business world but after doing
a PhD I was asked to join Cranfield
University who were along with MIT at
the time pioneering in research and
supply chain risk and resilience so I
ended up becoming an academic as opposed
to the the business world that I had
dreamed of but now it's come full
circles and you're back in the business
World here at MK what you just touched
upon is really crial for the discussion
that we're about to have today so can
you tell us what are some of the key
learnings that we have sort of gathered
looking at these supply chain
disruptions over the last few years and
how can that enable us to make sort of
supply chain recovery choices recent
years have been a bruising period for
Supply chains but I would see them as a
wake call I think it's time for a reset
for many organizations but over the
years as we started developing Global
Supply chains we also started embedding
a lot of complexity naturally Within
These Global Supply chains and what that
means is now we're far more
interconnected in our Global Supply
chains than we've ever been before but
therefore that also means we're a lot
more exposed to risks than ever before
so I think now I would say in recent
years because of the I guess the
causation effects of lots of risks that
we're seeing there's a greater
recognition now that we need to develop
more resilience in our supply chains as
opposed to just looking at operational
risk management which I think used to be
more uh of the attention of senior
leaders and organizations and it seems
to be at such a critical level because
we've even had you know President Biden
recently now because of these supply
chain woes uh plaguing the US supply
chain he's now actually appointing a
supply chain resilience officer has it
got to that level now that even it's not
just at a company level but government
levels that it's reaching a point that
something has to be done yes I think uh
it's the right decision by Biden to
appoint a supply chain resilience
officer and I'm really happy to see that
I think there's a greater realization
now that we need to think about our
policy and our government decisions uh
also around resilience I think we have
to develop a resilient infrastructure
because if we don't have the government
and the policy makers behind
organizations and particularly smmes
smmes formed the vital part of Global
Supply chains and if we look at what
businesses have had to go through in in
the last few years they need a lot of
support and that reform comes from from
government so the fact that there's a
now growing recognition at the
government levels that look we this is
something that is is here to stay it's
long lasting and we need to uh develop
an approach that will uh hopefully
support the resilience of our supply
networks I think that that can only be a
good thing you've spoken about Beyond
recovery we actually need to look at
regeneration can you tell me a little
bit more about this when we fall or we
fail or There's A disruption we think
about recovery right how do we kind of
bounce back and we can almost say that
links with resilience but I think
regeneration is actually about giving a
little bit more back than what we take
from the world but for me I think
regeneration is also about it's about
mindsets it's about attitudes it's about
culture and I think in a world where now
sustainability has become much more of a
bigger imperative I think in Supply
chains we now need to take that view of
not just you know resilience in in the
way we do things but it's also about
resilience and regeneration we've got to
look at that the choices that we make in
our supply chains how are they impacting
the planet how are they impac in the
world and I know that these are
difficult decisions to make in times
when we are grappling with costs and
inflation and so on but I think that
there's no doubt in my mind that as we
go forward and particularly companies
such as as MK When we have such a strong
and a big brand name we can really help
uh the rest of our supply chain Partners
think more about the greater good for
what we do through our supply chain
decisions and also it's decisions that
have to be made now they can't be put
off indefinitely because there's not an
endless or infinite sort of uh resource
is out there and we know as well where
some of our um sort of supplies are
coming from there's also maybe political
issues coming up in the future that if
we don't tackle them now they're not
going to have uh sort of robust enough
businesses I would say absolutely and we
look at this in our um supply chain and
insight Trends lab we look at this
through what we call a poly crisis
framework so we look at different lens
like geopolitical technology and the
environment we look at our competition
and our customers for example as a
framework and it's those sub Trends and
the interconnectivity between those sub
Trends so for example we look at
decarbonization and circularity and
Green Logistics you know are they being
caused by the shift of diversification
of Global Supply chains or the need for
greater resilience or are they being
governed actually by regenerative
approaches that we want to take through
being better on the on the planet but
then is that linked to you know
regionalization because our customers
are now seeking resilience in a postco
world so it's the interconnectivity of
these trends that becomes really
important but I think that going forward
you're absolutely right we live in a
world with out resources and we at MK
you know we were the first to uh launch
our decarbonized vessel for example
we're doing this throughout our supply
chain through our Eco delivery products
as well and we're also supporting our
customers to show them leading by
example on how we can further drive down
our you know decarbonization agenda
because we recognize how important it is
that we put back on the planet that we
also take out so I think that if we can
collectively create a an ecosystem that
can be regenerative that can be
resilient we no longer need to just
think about recovery because it's an
ecosystem that will help be uh better to
the planet but also our customers with
the value that they seek from us now
being the academic a recent report by
McKenzie and I'll quote them here stated
that companies can address risks by
reconsidering those outdated short-term
strategies and actually beginning the
hard work of building structural
resilience but what does this translate
to in the real world and in current
terms risk is often a a one-off event
and by focusing just on risk we can end
up taking a very narrow view it's often
quite shortterm is so a risk occurs we
deal with it but it gives us this
recency bias resilience is a lot more
taking a long-term View and when we
think about structural resilience I
believe the McKenzie report is probably
referring to this idea of developing you
know moving from Dynamic capabilities to
structural capabilities and that is that
is our organization structurally capable
of withstanding any risk that when it
occurs we are able to still operate as
as usual now that sounds quite simple
when you when you say it but it's
actually a lot more complex to deliver
in the real world so I think that the
focus here must be on resilience as we
mentioned earlier resilience Supply
Chain Solutions are be looked at from
many different academic lenses and one
such lens was talked upon in a Forbes
article earlier this year and it said
risk resilient Supply chains create
Dynamic digital connections across all
your suppliers contract manufactur
Logistics partners and service providers
then goes on to say these digital
connections will facilitate fast
intuitive collaboration on demand but if
I'm sort of a business company owner
what do you think that they should
prioritize before we get to this sort of
idealistic scenario we have to remember
that technology is an enabler for supply
chain an enabler it's to to help aid our
supply chain decision making so I think
first and foremost it's very very
important to understand let's just get
to the basics right let's understand the
basics what is it that we don't already
know that we want this data to support
us with because once we understand what
we don't know in our supply chains then
we can start using that data to help us
understand what we need to know when we
know what we need to know when we
understand that better we will be better
able to serve our customers so I think
that technology is is there and data is
needs to be the right kind of data right
and we're now seeing the use of large
language based models in generative AI
for example to help to structure data
because ultimately our goal is to
improve visibility in our supply chains
so how can we do that well we need to
UNF fuzz some of the fuzzy data from the
data that we actually need so I think
ultimately it's about understanding like
how do we better sense the demand from
our customers and then translate that
demand into a value proposition to best
serve our customers my simple answer
would be let's just get the basics right
and understand what are we using the
Technologies for in the first place to
enable improved Supply Chain management
to optimize our supply chains so thank
you for I think a final questions we're
coming to the end of the year and a lot
of attention is going to be made on the
trends for next year what do you see as
some of like the key factors key areas
that are trending that we should be
paying attention to well I think uh
particularly for our industry I think
the transition from a linear economy to
a circular economy and specifically for
mask uh looking at reverse Logistics I
think will be one of the biggest Trends
not just for mask actually for all uh
Logistics service providers can you
expand a little bit upon reverse
Logistics so just for some of our
audience members out there yeah so
reverse Logistics actually it's not just
simply about returning Goods uh after a
consumer has used them to waste reverse
Logistics is enhancing uh this circular
circular Supply chains basically which
is to say that we focus on taking
products once they have been used back
to the midpoint of our supply chain to
be recirculated back into an ecosystem
where they can be either refurbished or
repurposed or remanufactured and repur
repaired to circulate back into a supply
chain process and and be reused again so
for example in our lifestyle and our
fashion vertical um it could be about
repairing Goods now to be used you know
pre-loved clothing for example we're
seeing the the rise of that right so
this is very much uh not driven just by
choice or because we all want to be good
to the planet of course that's a big
part of it but actually it's a lot of
the legislations are now driving us
towards this and I think uh for our
industry as a whole uh particularly
where we're focusing on achieving Net
Zero targets circularity is uh a really
big way of achieving that and I think
that will be a big trend for for for all
Industries going forward we look forward
to diving a little bit deeper into that
Trend in our next discussion which will
be of course on the circular economy but
I would love to of course thank you for
your time thank you for taking us
through supply chain resilience and
hopefully from what the insights that
you shared companies whether they're big
or or small sort of Traders can really
apply uh some of those lessons that
you've shared with us today thank you
thank you so
much
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