Como sugiere el gurú de la administración Peter Drucker, no se puede mejorar lo que no se puede medir. También puede aplicar la frase, no puedes medir lo que no puedes ver.
Eso resume las operaciones de la cadena de suministro en muchas empresas en la actualidad: es difícil ver, medir y mejorar lo que sucede en toda la cadena de suministro.
A pesar de las inversiones en tecnología y personal, las organizaciones aún tienen que lograr una visibilidad de un extremo a otro en todo el ciclo de vida de la cadena de suministro de planificar, obtener, fabricar, entregar y devolver. Como resultado, sus indicadores clave de desempeño de la cadena de suministro no son necesariamente precisos.
Esos KPI pueden ser engañosos porque se basan en información incompleta y desactualizada, el resultado de solo una visibilidad parcial en las dinámicas de la cadena de suministro interdependiente.
Y aunque un mayor uso de la analítica de la cadena de suministro es una alta prioridad (el 66 por ciento de los líderes de la cadena de suministro dice que la analítica avanzada es de vital importancia, según un estudio de Hackett Group), muchos tienen un largo camino por recorrer para alcanzar el ideal.
La necesidad es clara. En nuestro entorno global hipercompetitivo, las empresas deben responder rápidamente a cualquier evento de la cadena de suministro que afecte la satisfacción del cliente, la rentabilidad y el capital de trabajo. La visibilidad de un extremo a otro y los KPI oportunos son la base para tomar rápidamente las decisiones correctas para mitigar el riesgo y garantizar la rentabilidad.
Por ejemplo, si surge una situación de pedidos pendientes que tarda semanas en resolverse, la satisfacción del cliente y la rentabilidad pueden verse afectadas. O bien, si una empresa no puede calcular con precisión las métricas de costo de servicio porque carece de visibilidad total, puede subestimar o sobrevalorar sus ofertas.
¿Es una torre de control la solución?
En los últimos años, hemos escuchado mucho sobre la torre de control de la cadena de suministro, diseñada para mejorar la visibilidad, orquestar procesos y proporcionar análisis. El concepto ha generado mucho revuelo y tanta confusión como las soluciones y definiciones de los proveedores tienden a variar.
La definición de Deloitte es buena: “Control Tower es un conjunto de herramientas y técnicas que permiten a los ejecutivos administrar de manera proactiva sus cadenas de suministro de extremo a extremo en tiempo real y lograr nuevas eficiencias a través de la visibilidad conectada, la administración proactiva de excepciones e insights predictivos.
Es un concepto sólido, pero las torres de control son limitadas tanto en amplitud como en profundidad. Por amplitud, significa que muchas soluciones de torres de control están dirigidas a una función específica, como transporte, planificación o fabricación. No ofrecen la visibilidad genuina de un extremo a otro que buscan los líderes de la cadena de suministro.
En términos de profundidad, la mayoría de las torres de control se basan en análisis descriptivos que brindan una instantánea retrospectiva de métricas y KPI. Saber que tiene 10,000 pedidos de venta o 20,000 unidades disponibles es bueno, pero ¿eso es bueno o malo? Si una métrica está desactivada, ¿qué sucedió y por qué?
El análisis descriptivo en una torre de control carece de contexto y no ofrece información predictiva y prescriptiva. Lo más importante es que no son procesables: no ofrecen orientación sobre lo que debe hacer para abordar una situación determinada, ya sea un aumento de pedidos pendientes, umbrales de puntualidad completa (OTIF) o inexactos disponibles para prometer (ATP ) fechas.
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It took him a long time to remember who this girl was.After thinking about it, Du Heng said a little discouraged.
But after my father and mother had a fight the night before yesterday, my father packed my luggage directly yesterday and told me with a very firm attitude that I would leave today.Would it offend me Director Li and the others Lu Zhongjiang asked worriedly.
Except for a slightly fast pulse, the patient had no other problems and was in good health.
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As for the neonatology department, well, there are no mothers, so where can the newborns come from Forget it, this reward is a bit tasteless, let s look forward to the next surgical reward.As a last resort, Du Heng could only let the child s mother hold the child s hand.
She looks like she is in her 40s. The most important thing is that this woman s figure is not out of shape.Not knowing what was going on upstairs, Duda suddenly shouted and lifted the mother hanging on the window into his hand again, and his whole body was suspended in the air again.
He was beaten by his ex brother in law, it seems like Isn t it I heard it, I heard it too.As soon as Xu Pinglin finished speaking, he saw the so and so behind the crowd running out quickly.
Although he felt a little distressed for the extra three hundred yuan, Du Ping still agreed for the sake of his brother s reputation and reputation in the village.The two adjusted their seats, and Du Heng gave Jin a thumbs up.
Como sugiere el gurú de la administración Peter Drucker, no se puede mejorar lo que no se puede medir. También puede aplicar la frase, no puedes medir lo que no puedes ver.