2022-12-29

【供应链学者们想象出来的怪胎 – 有些东西，学者们并不擅长，或者说这些东西并不适合搞学术研究，但学者们非要自作聪明地去插一杠子，那就难免丢人现眼了。】

以下英文资料摘自Martin Christopher写的“Logistics and Supply Chain Management”一书，翻译：程晓华。

Organization integration

Whilst the theoretical logic of taking systems view of the business might be apparent, the reality of practical implementation is something else. The classical business organization is based upon strict functional divisions and hierarchies. It is difficult to achieve a closely integrated, customer-focused materials flow whilst the traditional territorial boundaries are jealously guarded by entrenched management with its outmoded priorities.

组织集成

把业务作为一个体系来看的观点在理论逻辑上已经是显而易见的时候，实际执行的现实却是另外一个样子。传统的业务组织是基于严格的功能分类及层级的。在传统的领域边界被固有的管理及其过时的优先级精心地防守着的时候，要想达成紧密集成的、聚焦于客户的物流是困难的。

In these conventional organizations, materials manager manage materials, whilst production managers manage production, and marketing managers manage marketing. Yet these functions are components of a system that needs some overall plan or guidance to fit together. Managing the organization with the traditional model is just like trying to complete a complex jigsaw puzzle without having the picture on the box cover in front of you.

在这些传统的组织里，物料经理管物料，生产经理管生产，市场经理管市场活动。然而这些职能都是体系的一部分，它们需要总体计划和引导以整合在一起。管理一个传统模式的组织就像要完成一个复杂的七巧板游戏但你却没有图片在你面前的盒盖上一样。

The challenge that face the business organization in Today’s environment are quite different from those of the past. To achieve a position of sustainable competitive advantage, tomorrow’s organization will be faced with the need to dispense with outmoded labels like marketing manager, manufacturing manager or purchasing manager. Instead we will need broad-based integrators who are oriented towards the achievement of marketplace success based upon managing process and people that deliver service. Generalists rather than narrow specialists will increasingly be required to integrate materials management with operations management and delivery. Knowledge of system theory and behavior will become a prerequisite for the new type of manager. As important will be the orientation of these managers: they will be market-oriented with a sharp focus upon customer service as the primary source of competitive advantage.

今天的商业组织所面临的环境跟过去大不一样。为了获取持久性竞争优势，明天的组织就不得不面对去除像市场经理、制造经理或采购经理这类的过时标签的需要。相反我们需要包含广泛的集大成者，他们通过管理流程和人交付服务以获取市场成功。杂家，而不是狭隘的专家，将被大量的需要以整合物料、运营与交付。系统理论知识和行为将是成为这些新型经理的基本前提。对他们来讲同样重要的是，他们将以市场导向、聚集于客户服务作为他们的竞争优势的源泉。

必须得承认，我的英文翻译水平一般，但大概是那个意思。我的意思是，这些教授在胡说八道什么呢？流程思维讲究的是以客户为导向、砸烂部门墙，这没有错，但是，以客户为导向就非得是个“杂家（Generalist）”？没有各个领域的“专家（Specialist）”，那杂家会有什么用呢？一个人的一辈子，精力和能力都是有限的，你是市场专家，你几乎就不可能成为一个制造专家，反之亦然，不是吗？

那些号称自己既懂市场、又懂供应链管理，还懂得制造运营的人，不是超人的话，那他一定就是江湖骗子！