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疫情当前,如何保护您的供应链?

来源:dota2外围188 发布时间:2020-03-10       点击数:210

随着冠状病毒疫情迅速蔓延,并超过2003年SARS疫情,供应链领导人必须减轻即时中断,并为未来事件做好准备。


As the coronavirus outbreak spreads rapidly and exceeds the SARS outbreak in 2003, supply chain leaders must mitigate instant disruption and plan for future incidents.


2019年12月31日,世界卫生组织(世卫组织)获悉中国武汉市发生多起重症肺炎病例。肺炎是一种冠状病毒,后来被世卫组织命名为COVID-19,目前已经在中国和其他国家传播。

On December 31, 2019, the World Health Organization (WHO) learned of several cases of severe pneumonia in the Chinese city of Wuhan. The pneumonia, a strain of coronavirus that WHO later named COVID-19, has since spread through China and into other countries.


在全球领导人和卫生官员追踪病毒毒株并作出有关控制的决定之际,供应链领导人需要评估和计划病毒将如何影响全球供应链。

As global leaders and health officials track the strain and make decisions regarding containment, supply chain leaders need to assess and plan for how the virus will impact global supply chains.


“冠状病毒对供应链的全面影响可能要到未来几个月或更长时间才会显现”

“The full impact of coronavirus on supply chains might not become obvious until sometime in the next few months and beyond ”


Gartner高级主管分析师Koray Kóse表示:“传染病事件的后果很难预测。然而,风险始终存在,并随着供应链的进一步全球化和一体化而加剧。这不是一个是否会发生的问题,而是当它发生时,要改变焦点,做好准备。这是风险管理和业务连续性思维方式的转变。”

“The consequences of a pandemic event are hard to predict,” says Koray K?se, Senior Director Analyst, Gartner. “However, the risks always exist and are augmented with further globalization and integration of supply chains. It is not a matter of if it will happen but to change the focus to be prepared when it happens. That is a shift of mindset in risk management and business continuity.”


●79%的企业疫后大部分企业会加强建立供应链风险弹性管理战略;


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PSA调研报告:2020疫情对企业供应链的影响


相关活动

主办单位:dota2外围app

主题:疫情中的供应风险管理

时间:3月14日(星期六)晚上 20:00-22:00

主讲人:沙炜

●制造业采购与供应链管理专家

●TVO价值管理倡导者与研究者

●ICF国际教练联合会认证高管教练

●多家著名采购与供应链组织的讲师与导师

●有20多年500强欧美与中国大型企业采购,供应链与运营中国,亚洲和全球管理经验。


报名方式:入群即报名成功

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【预告】第二期PSA微分享 | 弹性供应风险管理系统怎么做?




全球化的挑战

The challenge of globalization


尽管此次疫情与2003年的非典疫情相比,现在的中国更加发达,与全球经济的联系更加紧密,交通网络也得到了显著改善。这意味着供应链的影响超出了地区层面。与17年前相比,旅行限制、劳动力和材料短缺,以及通过加强控制而面临的物流挑战、枢纽和边境的关闭,将会在今天带来更大的影响。事实上,冠状病毒的爆发影响力已经盖过了SARS。

Although the outbreak is being compared to the 2003 SARS outbreak, China is now much more developed and integrated with the global economy, and the country has significantly improved its transportation networks. This means the supply chain implications go beyond regional concerns. Travel restrictions, shortages in labor and materials, as well as logistical challenges through tightened controls, and hub and border closures will cascade and augment the impact much further today than it did 17 years ago. Indeed, the coronavirus outbreak has already eclipsed SARS.



冠状病毒如何影响供应链 

How coronavirus could impact supply chain

虽然很难预测冠状病毒的确切后果,但组织可能会开始看到整个供应链的影响,包括:

Though it is difficult to predict the exact consequences of coronavirus, organizations might begin to see impacts across the supply chain, including:  


01

材料

来自受影响地区物流中心或通过物流中心的材料或成品供应短缺。

Materials:Supply shortages of materials or finished goods coming from or routed through logistical hubs in impacted areas.


02

劳动力

由于检疫规定或疾病,白领和蓝领工人可能无法工作。

Labor:White- and blue-collar labor may not be available due to quarantine guidelines or illness.


03

采购

行程可能仅限于某些地区,限制发现的能力、对新业务或项目进行资格认证并办理业务。

Sourcing:Travel may be restricted to certain areas, limiting the ability to discover, qualify and certify new business or programs and to transact business.


04

物流

已建立的枢纽和供应网络可能在容量和可用性方面受到限制,因此即使有可用的材料,它们也会被困在其他地方。寻找替代路线和交通工具将变得困难。

Logistics:Established hubs and supply networks may experience limitations in capacity and availability so that even if materials are available, they would be stuck elsewhere. Finding alternative routes and means of transportation will become difficult.


05

消费者

由于担心暴露在公共场所和可能接触到病毒,消费者可能在购买习惯上更加谨慎。许多企业可能会转向在线销售,挑战物流网络。

Consumers: Consumers may be more cautious in their purchasing habits due to fears about being in public and potential exposure to the virus. Many may turn to online sales, challenging logistics networks.


相关课程

线上课程!供应链国际认证网络培训班已上线

【线上课程】橙汁供应链开班啦!



为供应链中断做好准备 

Preparing supply chains for disruption


当中断发生,领先的供应链组织利用强化的风险管理流程。它们包括一个框架,以不断衡量关键的风险指标,并为可控制和可预见的不确定性(如合规、人力、材料、产能和财务问题)准备方案。

Disruptions happen. Leading supply chain organizations utilize enhanced risk management processes. They include a framework to continuously measure key risk indicators and to prepare scenarios for controllable and foreseeable uncertainties such as compliance, labor, material, capacity and financial issues.


流行病和传染病呈现出不同的情况。主要的影响是缺乏接触员工的渠道、生产率下降,以及在购物习惯和支出方面公众行为的改变。K?se 说:“在未来几个月甚至更长时间内,冠状病毒对供应链的全面影响可能才会变得明显。”“然而,供应链领导者现在应该采取初步措施,监控并为其价值链受到的影响做好准备。”

Epidemics and pandemics present a different scenario. The main impact is a lack of access to staff, decreased productivity and a change in public behavior in terms of shopping practices and spending. “The full impact of coronavirus on supply chains might not become obvious until sometime in the next few months and beyond,” K?se says. “However, supply chain leaders should take initial steps now to monitor and prepare for the impact on their value chain.”



短期行动:现在就行动 

Short-term actions: Do it now


为受病毒影响的国家制定供应链中断的高风险性监测和应对方案,并应对来自一级及以下的潜在供应链风险。如果缺少较低层次的透明性,则开始构建程序并优先发现,以便快速获得完整的情况。评估客户支出可能受到的影响也很重要。 

Develop a high risk for supply chain disruption monitoring and response programs for countries impacted by the virus and potential supply chain exposure from tier 1 and below. If lower tier transparency is missing, start building up the program and prioritize discovery to get a full picture rapidly. It’s also important to assess how customer spending might be affected.  


下一步是确保所有库存都在可及范围内,并在受影响区域和物流中心之外。此外,供应链领导应与其法律和人力资源部门合作,了解无法向客户提供供应的任何财务影响,并为位于受影响区域的员工提供指导。

The next step is to make sure all inventory is within reach and outside impacted areas and logistical hubs. Additionally, supply chain leaders should work with their legal and HR departments to understand any financial implications of not being able to deliver supply to customers and provide guidance to employees located in the impacted areas.



中期行动:在本季度完成 

Midterm actions: Do it this quarter


在中期,重点应该放在平衡供求和建立缓冲库存上。评估使供应商生态系统多样化的机会,并审查或创建组织的整体风险管理方法。与内部利益相关者、战略和关键供应商合作,建立一致的风险管理方法,以监控和准备潜在的材料和制造能力短缺。

In the midterm, the focus should be on balancing supply and demand as well as building buffer stock. Assess opportunities to diversify the supplier ecosystem and review or create the organization’s overall risk management approach. Work with internal stakeholders and strategic and critical suppliers to establish a congruent risk management approach to monitor and prepare for potential material and manufacturing capacity shortages.



长期行动:今年就开始行动吧  

Long-term actions: Do it this year


一旦危机的最初影响得到缓解,一切都取决于对下一个“何时”的预测。例如,供应链领导者和他们的团队可以进行情景规划并制定行动计划。现在是发现或开发替代资源并使价值链多样化的时候了。

Once the initial impacts of the crisis are mitigated, it’s all about foreseeing the next “when.” Supply chain leaders and their teams can, for example, conduct a scenario planning exercise and develop action plans. This is the time to discover or develop alternative sources and diversify value chains.


在内部风险承受能力不足的情况下,如替代能源、路线、库存和现金储备等,处理高价值的战略和集中供应,以缓解任何重大的中断。比竞争对手准备得更充分,甚至可能在下一次颠覆到来时,带来新的机遇。

Tackle strategic and concentrated supplies with high value at risk where internal risk capacities to absorb, such as alternative sources, routes, inventory and cash reserves, aren’t sufficient enough to mitigate any major disruption. Being better prepared than the competition might even open new opportunities when the next disruption comes around.


当供应链出现问题时该怎么办?

不用担心!SCOR供应链评估工具帮到你!

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什么是SCOR?

SCOR (Supply-Chain Operations Reference-model) 是由国际供应链协会 (Supply-Chain Council) 开发支持,适合于不同工业领域的供应链运作参考模型。1996年春,两个位于美国波士顿的咨询公司——Pittiglio Rabin Todd & McGrath (PRTM) 和 AMR Research (AMR) 为了帮助企业更好地实施有效的供应链,实现从基于职能管理到基于流程管理的转变,牵头成立了供应链协会 (SCC) ,并于当年底发布了供应链运作参考模型(SCOR)。SCOR是第一个标准的供应链流程参考模型,是供应链的诊断工具,它涵盖了所有行业。


SCOR使企业间能够准确地交流供应链问题,客观地评测其性能,确定性能改进的目标,并影响今后供应链管理软件的开发。流程参考模型通常包括一整套流程定义、测量指标和比较基准,以帮助企业开发流程改进的策略。


SCOR帮助解决五大供应链挑战:

1. 优质的客户服务

2. 成本控制

3. 计划与风险管理

4. 供应商/合作伙伴关系管理

5. 人才管理


实现:供应链优势

SCOR不只是关于单个项目的改进。任何组织采用SCOR模型的最终目标是为了建立起结合整个组织战略的高级供应链。在通用的供应链定义、指标和战略的支持下,组织内部和外部的供应链运作得以整合。

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