文章源自：Abe Eshkenazi  ASCM

无论是首席执行官还是多任务型企业家，无一例外被划分业务职能深深吸引着。虽然对业务的远见以及掌控是至关重要的，但是当您试图通过委派代表、努力优化管理质量保证和保证最小化成本达到成功时，保持职责孤立似乎是通往成功的最简单的途径。这种心态在供应链管理中尤为普遍。

一直以来，供应链职能作为战略要点被视为能够影响整体业务战略的各个方面。但现在，企业发现他们可以通过战略供应链管理和跨职能领导获得不可思议的优势。通过精简供应链来实现整个供应链的价值流动，从而令供应链专业人士变得更加正面，并且走出他们的象牙塔成为企业最高管理层一份子。

要想成为首席执行官或者首席供应链干事（CSCOS），供应链专业人员需要在寻求更全面的商业智慧的同时，保留他们现有的技术专业知识。他们必须体发现内部与外部的着重点，建立一个对客户需求作出回应和预测的供应链。而在这么一个复杂的供应链系统中，他们需要最大限度地提高效率，以缩短交付时间。最重要的是，他们必须在减少开支的情况下做到这一切。

成功的供应链五大举措：

一个专业人士怎么可能在这样一个看似不可能的任务上取得成功呢？作为最大的非营利性供应链协会，新成立的供应链管理协会汇编了五种最佳做法。作为一名商业领袖，你应该记住他们，因为你要带领供应链专业人士在他们的职业生涯中前进，进一步优化他们的日常实践，从而获得竞争优势，并积极让供应链战略转亏为盈。

01运用全企业的思维方式。

供应链职能向来就在销售、金融、研发、客户支持等多个组织部门拥有很高的知名度。精明的供应链专业人士深知他或她与这些团队良好合作的责任，并准备好利用过去的经验作为改进策略的杠杆进行沟通和谈判。这种远见和经验是极其宝贵的，特别是在管理和鼓励他人时。

02长远考虑。

无论是小公司还是大公司，公司都必须朝多元化发展，并且能够以战略性和整体性的方式预测需求。规划对于任何供应链行业都是至关重要的，而且供应链专业人员通常是在内部晋升人员，因此他们必须丰富自身的技能，不断培养自己能够承担更大的项目。他们必须相信自己的能力，并养成有组织的项目计划习惯，以确保在所有最后期限内完成所交付的任务。

03鼓励以团队形式发展

要使团队能力超越个人能力，供应链领导者必须鼓励专业化发展，并以团体形式接受获得先进管理技能的机会，这些技能都是今天成功的商业所必须具备的。

04把可持续发展放在最重要的位置

十年前，大家认为可持续供应链知识是值得拥有，但现在却是必须拥有。

根据德勤2018年的一项研究，“千禧一代希望领导人更积极地致力于对世界产生切实的影响，同时让他们的机构和员工为工业4.0改革所带来的创新做好准备。”当供应链领导人解决员工和客户的问题时，他们必须寻找能够帮助系统发展的专门资源，例如国际供应链流程诊断工具（SCOR），这是业内第一个也是唯一一个包括生态层面的供应链诊断工具。

通过在这一领域进行额外的培训，供应链团队可以提高他们的循环经济能力，改善气候战略，提高对能源、水、废物和物质的循环使用以及完善他们的职业发展。

05投资科技

有些人会说，我们正处于下一次工业革命的浪潮中，而首席供应链干事应密切留意智能制造平台以提高生产力，以此把主要的股东群体团结起来。

而技术创新制造平台能够通过使用人工智能、网格技术和数据分析来实现这一目标。当涉及到供应链中的技术时，越多的用户将创造更多的联系，并且带来更多成功的机会。

毫无疑问，供应链专业人士在世界各地的企业中都越来越出类拔萃-而且越来越受到大公司的青睐。从苹果到通用汽车，首席供应链干事凭借他们的技术诀窍和商业领导能力，正在决策桌上占据一席之地，不仅能够把供应链职能结合在一起，还把整个公司的业务职能结合起来。这一独特的地位有可能将以一种巨大的方式撼动整个供应链战略，使那些接受这种正面的供应链领导方式的机构具有竞争优势。

▽以下为原文

The Best Way To Add Value To Your Growing Business? Invest In Supply Chain Leadership

Abe Eshkenazi

ASCM

From the C-suite business leader to the multitasking entrepreneur, the temptation to compartmentalize business functions can be overwhelming. Having visibility and control of your business is paramount, but when you’re striving to delegate, manage quality assurance and minimize costs, keeping functions siloed can seem like the easiest path to success. This mindset is particularly prevalent in supply chain management.

Traditionally, supply chain functions were treated as individual aspects of the overall business strategy, used as reactive tools to influence the bottom line. But now, businesses are seeing the incredible advantage they can gain through strategic supply chain management and cross-functional leadership, streamlining the supply chain to flow value throughout an organization. As a result, supply chain professionals have become more front-facing and are moving out of their silos and into the C-suite.

To become C-suite leaders and chief supply chain officers (CSCOs), supply chain professionals need to retain their technical subject matter expertise while seeking greater overall business wisdom. They must demonstrate internal and external focus. They must build a supply chain that is responsive to and predictive of customer needs. They must maximize efficiency and reduce delivery time in an increasingly complex system. And they must do all of this while decreasing spending. 

Best Practices For Big-Picture Supply Chain Success

How is it possible for one professional to succeed at such a seemingly impossible task? The new Association for Supply Chain Management, the largest nonprofit association for supply chain, has compiled five best practices. You as a business leader should keep them in mind as you help your supply chain professionals forge ahead in their careers, further optimize their day-to-day practices, secure a competitive advantage and positively influence the organization’s bottom line.

1. Adopt an enterprise-wide mindset. Supply chain positions are innately equipped with high visibility across various organizational sectors: sales, finance, research and development, customer support, and more. The savvy supply chain professional understands his or her responsibility to work well with these groups and should be prepared to communicate and negotiate, using past experience as leverage to strategize improvements. This visibility and history is extremely valuable, particularly when managing and encouraging others.

 2. Think long-term. Small or large, companies must be scalable and capable of forecasting demand in a strategic and holistic manner. Planning is vital to any supply chain career, and, as supply chain professionals move up within their organizations and manage others, they must scale their own skills and push limits to take on larger projects. They must trust in their abilities and maintain an organized project pipeline to ensure all deadlines are met and tasks are delegated appropriately.

 More broadly, these leaders should focus on sales forecasts, looking two to three years ahead. They must identify any potential risks to the plan and develop backup strategies to address them.

Lastly, supply chain professionals should ensure stakeholders and partners in all departments have the tools and information they need to meet specifications and realize the business’s vision.

 3. Encourage workforce development. To move the organization beyond technical competency, supply chain leaders must encourage professional development and embrace opportunities for the organization as a whole to gain the advanced management skills necessary for today’s successful business.

They should look to organizations such as ASCM, which can help build configured talent development programs that align with corporate needs within the supply chain function and the functions that enable it — finance, IT, product management and engineering, for example.

4. Keep sustainability at the forefront. Ten years ago, sustainable supply chain knowledge was a nice-to-have; now it’s a must-have.

According to a 2018 study by Deloitte, “Millennials want leaders to more aggressively commit to making a tangible impact on the world while preparing their organizations and employees for the changes that Industry 4.0 is effecting.” As supply chain leaders address employee and customer concerns, they must look to specialized resources that will help evolve systems, such as the SCOR-Enterprise designation, which is the industry’s first and only corporate supply chain designation that includes an ecological dimension.

By pursuing additional training in this realm, supply chain teams can improve their circular economy capacities; their climate strategies; their energy, water, waste and material usage; and their product life cycle stewardship.

5. Invest in technology. Some would say we are in the midst of the next industrial revolution, and CSCOs should keep an eye on smart manufacturing platforms to enhance productivity, provide preventive maintenance and unite key stakeholder groups.

Technology-powered manufacturing platforms can help achieve this through the use of artificial intelligence, mesh technology and data analytics. When it comes to technology within the supply chain, more users create more connections, leading to more opportunities for success.

Supply chain professionals are gaining prominence in businesses everywhere — and increasingly with larger corporations. From Apple to General Motors, CSCOs, with their technical know-how and business leadership skills, are taking their place at the decision-making table and uniting not just supply chain functions, but also company-wide business functions. This unique position has the potential to influence the bottom line in a massive way, giving the organizations that embrace this front-facing supply chain leadership approach a competitive edge.

前方高能！！！！！

第二届广东供应链人才论坛

主办：广东省采购与供应链协会

协办：雅式展览服务公司

时间： 2019年3月4日14:00-17:00

地点：中国进出口商品交易会展馆A区

人数：300人

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相约2019，第二届广东供应链人才论坛

往届参加企业：

拜耳医药； 美国艾利丹尼森；高露洁；唯品会；美的集团；碧桂园；立白集团；斑马科技；和力物流；卓志跨境供应链服务有限公司；京东物流；蒙自源，广东安捷供应链， 海天调味食品，宝供物流，平安集团，广东通建供应链，广州哲品家居，上海无忧供应链，九丰能源集团有限公司......

论坛亮点抢先看

论坛亮点1：国际供应链人才的需求趋势？

论坛亮点2：供应链人的教育策略？

论坛亮点3： 高效供应链团队的打造？

 分享嘉宾：

John Kent

美国田纳西州大学博士，专注于零售供应链管理；20多年的供应链、物流和运输课程教授经验。超过10年的卡车运输、铁路联运和集装运输行业经验。参与国家邮政局、沃尔玛中国食品安全研究，并与南京邮电大学合作开展人工智能和区块链项目。

VICKY （ASCM）

美国APICS供应链协会颁授的SCOR®资深讲师专业资格，及The Fresh Connection (TFC)认证的培训师，也是APICS亚太区的企业顾问；英国皇家标准学会(BSI) 之PAS 7000供应链标准咨询小组成员；同时是香港大学中国业务研究所、恒生管理学院和香港生产力促进局及其它大学和研究机构的客座讲师。Vicky亦是香港科学园初创企业「Start-up CEO 友导计划」之导师。拥有丰富的供应链营运科技（OT）及资讯科技（IT）管理及咨询经验。

还有更多大咖持续更新中！

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