新的竞争规则 – 交付与库存可得性

CMO-首席物料官

管理 供应链
程晓华(JohnCheng),山东平度人,全面库存管理(TIM)咨询独立顾问,《制造业库存控制技术与策略(ITO)》课程创始人、讲师,1995年开始接触MRP,在Daewoo、IBM、Flextronics、Accenture等世界500强企业从事供应链管理工作多年;个人专著:《制造业库存控制技巧》、《决战库存》、《制造业全面库存管理》、《全面库存管理数学分析》等,个人邮箱johnchengbj@126.com,订阅号:ITOOTD

2022-12-31

【译者按:从产品创新到流程创新;产品创新的前提是流程创新,否则产品创新就失去了基础,为什么呢?再好的产品,如果不能及时交付到客户手中,那这个产品也没有什么价值。大师们的观点都是惊人的一致 – Martin的观点与流程大师Philip Kirby如出一辙。我的英文翻译水平有限,但是那个意思】

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

The new rules of competition

We are now entering the era of “supply chain competition”. The fundamental difference from the previous model of competition is that organization can no longer act as an isolated and independent entity competition with other similarly “stand-alone” organizations. Instead, the need to create value delivery systems that are more responsive to fast-changing markets and that are much more consistent and reliable in the delivery of that value requires that the supply chain as a whole be focused on the achievement of these goals.

新的竞争规则

我们现在进入了一个“供应链竞争”的时代。与之前的竞争模式的根本性的差异是,组织之间不再单打独斗。相反,针对快速变化的市场建立一个更快的价值交付体系,而且价值交付更加一致和可靠,这使得供应链作为一个整体去达成这些目标。

In the past the ground rules for marketing success were obviously strong brands, backed up by large advertising budgets and aggressive selling. This formular now appears to have lost its power. Instead, the argument is heard, companies must recognize that increasingly it is through the capabilities and competencies that thy compete.

在过去,市场成功的基本规则就是明显强势的品牌以及其背后大把的广告预算和激进的销售。这个公式现在看起来已经失去威力了。相反,我们听到的越来越多的是企业必须通过他们的能力和资格进行竞争。

Essentially, this means that organization create superior value for customers and consumers by managing their core processes better than competitors manage theirs. These core processes encompass such activities as new product development, supplier development, order fulfillment and customer management. By performing these fundamental activities in a more cost-effective way than competitors, it is argued, organizations will gain the advantage in the marketplace.

本质上这意味着,企业必须通过比它们的竞争对手更好地管理它们的核心流程而为客户和消费者创造超众的价值。这些核心流程包括新产品开发,供应商开发,订单履行及客户管理。通过比竞争对手更有效地成本控制执行这些基本活动,企业将在市场上获得优势。

One capability that is regarded by many companies as fundamental to success in the marketplace is the management of inbound and outbound logistics. As product life shorten, as customers adopt just-in-time practices and as seller’s market become buyer’s markets then the ability of organization to respond rapidly and flexibly to demand can provide a powerful competitive edge.

被很多企业认识到的市场成功的一个基本能力就是进货与出货物流管理。随着产品生命周期的缩短,随着客户越来越多地采用JTI实践,随着卖方市场逐渐变为买方市场,企业对需求做出快速、灵活的反应就能得到有力的竞争优势。

A major contributing factor influencing the changed competitive environment has been the trend towards “commoditization” in many markets. A commodity market is characterized by perceived product equality in the eyes of customers resulting in a high preparedness to substitute one make of product for another. Research increasingly suggests that consumers are less loyal to specific brands but instead will have a portfolio of brands within a category from which they make their choice. In situations such as this, actual product availability becomes a determinant of demand. There is evidence that more and more decisions are being taken at the point of purchase and there is a gap on the shelf where Brand X should be but Brand Y is there instead, then there is a strong probability that Brand Y will win the sale.

影响这个改变了的竞争环境的一个关键贡献因素是,在很多市场上呈现出的“商品化”趋势。而商品市场的特征就是消费者认为产品都是一样的,这就导致一个高的产品替代打算。大量的研究表明,消费者对特定品牌的忠诚度越来越低,相反,他们有一个品类的品牌组合供他们选择。在这种情形下,实际的产品可得性变成了需求的决定性因素。越来越多的证据表明购买决策都是在购买现场发生的,在货架上应该是品牌X但实际上却是Y,那么Y很有可能赢得这次销售。

Such a transition from volume based growth to value based growth will require a much greater focus on managing the core processes that we referred earlier. Whereas the competitive models of the past relied heavily on product innovation this will have to be increasingly supplemented by process innovation. The basis for competing in this new era will be:

Competitive advantage = Product Excellence × Process Excellence

从基于数量的增长到基于价值的增长转变需要更加聚焦于我们前面提到的那些核心流程。过去的基于产品竞争的模式将极大地被流程创新所补充。新世纪的竞争基础将是:

竞争优势 = 产品卓越 × 流程卓越

投资于流程卓越将产生巨大的利益。



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