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Public Welfare Lecture Live Online | Agile Supply Chain Successfully Ends
来源：The International Association of Business Excellence发布时间：2020-03-01 22:28:43 浏览次数：22
Be prepared for danger in times of peace, be prepared for danger, and dare to follow this rule.
Left Turn "- Zuo Qiuming [Spring and Autumn]
In the beginning of 2020, the COVID-19 pandemic continued to spread, bringing significant impact to the Chinese economy and putting operational pressure on a large number of enterprises. From the previous Sino US trade friction to the current outbreak of COVID-19, China's supply chain and even the global supply chain have faced the most severe challenge in the past 30 years. The difficulties in resuming work, supply and logistics disruptions caused by the current epidemic have caused significant direct and indirect losses for enterprises. How can complex supply chain management reduce losses and prevent risks? On February 18th at 19:30, teachers Sha Wei and Zhou Jian respectively shared knowledge on "Supply Chain Risk Response in the Epidemic" and "Samsung Home Appliance Import, Export and Logistics Model", providing inspiration and reference for everyone's supply chain management. At most 2800 people are online, and the pandemic cannot stop everyone's enthusiasm for learning.
《Supply chain risk response during the epidemic》
▲Speaker: Sha Wei, Master of Business Administration, Enterprise Management Consultant, Trainer, and Off campus Supervisor of Xi'an Jiaotong Liverpool University
The main content shared by Teacher Sha Wei this time consists of three parts: understanding risks, understanding supply chain risks, and the current focus - supply chain management and practice. Especially in the context of supply chain management and practice during the epidemic, a focus was given on this topic. The COVID-19 pandemic is an unknown risk. We are facing the headache of waiting and watching before the Spring Festival, the panic of epidemic prevention like masks during the festival, and the logistics of resuming work after the festival. The originally orderly market has also malfunctioned. Risks can mainly be divided into strategic, operational, financial, and compliance risks. Due to the impact of this sudden epidemic, strategic risks should focus on the impact of the epidemic on the market and economy. Operations should focus on health, transportation, logistics, fraud, supplier and supply security. Finance should focus on liquidity, cash flow, viability, and costs. Compliance risks should focus on labor law, ethics, and internal control.
In the section on understanding supply chain risks, Teacher Sha mainly talked about the supply chain environment and its impact in the VUCA era, as well as the five aspects of supply chain risks. In the VUCA era, due to supply and demand uncertainties, more agile and flexible risk management is needed. There are five main aspects of supply chain risk management: supply risk, process risk, demand risk, control risk, and environmental risk. Supply risk should pay attention to the uncertainty, interruption or delay of expected continuous supply, and the increase in costs. Supply operations should pay attention to contract failures, supply security, logistics complexity, and risks in outsourcing and overseas outsourcing.
So, how do supply chain personnel respond to the epidemic? Teacher Sha emphasized three points: identification: creating a risk list; Analysis: Conduct risk ranking; Response: Plan for each type of risk. The key to risk control during the epidemic is to remember two points: firstly, to control input business risks, such as the inability to purchase goods, which can worsen business operations; The second is to control imported epidemic risks. If a temporary combat command center is established, a rapid response mechanism is established, and one dares to be a whistleblower. Next, we will elaborate on the response to the epidemic from five aspects: human machine materials, methods, and environment.
Mr. Sha hopes that everyone will also see the impact of the epidemic on the "machine" of Chinese manufacturing, such as improving risk management awareness, accelerating Internet plus, and accelerating the upgrading of traditional manufacturing. Finally, Teacher Sha uses one sentence to encourage everyone: "Cross the cold winter night and welcome a beautiful tomorrow.
《Samsung Home Appliance Import and Export and Logistics Model》
▲Speaker: Zhou Jian, EMBA, Export Logistics Director of Suzhou Samsung Electronics Co., Ltd
Minister Zhou Jian mainly talked about Samsung's home appliance import and export and logistics model from five aspects: layout: global production base, control of international logistics costs, tracking of global logistics status, practice of factory import and export trade, and operation of finished product domestic sales logistics. Firstly, a basic introduction was given to the layout, including political considerations, cost factors, and the concept of nearby production. The three main factors considered when building a factory layout were discussed. Secondly, the headquarters will control the logistics costs of the nine major production entities worldwide through three aspects: negotiating and determining the optimal freight rates with major shipping companies half a year; Annual W/S determination of logistics cost improvement projects and BP sharing, such as reference and promotion of best practices; Monthly confirm logistics cost improvement project data with each production entity. Once again, we will discuss the situation of tracking shipments and sales from three aspects: blind spots in end-to-end management, inefficient transmission of customs clearance files, and uncertainty in cost settlement. In response to the above issues, the headquarters has strengthened management through several systems, which are very detailed and powerful. For example, the C system enables end-to-end logistics visualization, the G system makes file uploading and downloading more convenient, and the C system makes MARSTERWE maintenance and automatic nucleic acid more convenient. Regarding import procurement, Minister Zhou mentioned three main aspects: centralized procurement centers to ensure reasonable procurement prices; A large amount of management has been carried out to optimize product sea transportation and passenger transportation through transportation mode management; The application of processing trade, such as the concept of processing trade in China, can reduce import taxes by transporting it to bonded areas. Processing trade can be more smooth through the experience of HS CODE precision, verification mode, and comprehensive protection zone mode. In terms of exports to Europe, we strive to maximize the use of optimal transmission companies, achieve on-time delivery rates, continuously innovate shipping modes and routes, such as taking the Taicang route and parallel water routes. In terms of domestic sales, Minister Zhou Jian mentioned that warehouse logistics should be forwarded within 4 hours to explosion-proof warehouses, and products should be protected with air bags to avoid damage when opened. The use of sea land intermodal transportation makes transportation more efficient, and the details reflect the efficiency of domestic sales management.
Finally, Minister Zhou Jian mentioned the current COVID-19 pandemic that everyone is concerned about, and Samsung has also taken humanized measures to respond to the epidemic. For example, Samsung will pay suppliers in advance for undelivered orders, and some suppliers with cash flow difficulties can apply for loans from Samsung. Chinese suppliers who originally privately used land or sea freight components may urgently need air freight, The costs incurred will be fully borne by Samsung Company - through a series of measures, public response to the epidemic, and overcoming difficulties together!
提问
Qustions
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解答
Answers
Q
May I ask how the teacher can better control and prevent suppliers from bringing the epidemic into the company? Can you explain it in detail?
Answer: Emergency measures for inbound logistics management:
1. Suppliers shall report delivery information in advance, including vehicle information and delivery personnel information, for reporting to the local management department
2. Change the accompanying documents such as delivery notes and reports to online transmission
3. The delivery personnel shall read the requirements for epidemic prevention and goods handover management in the factory and make a commitment (including the supplier's on-site personnel)
4. Provide necessary epidemic prevention materials to required external delivery personnel (including supplier on-site personnel)
5. Foreign vehicles conducting non-contact epidemic prevention checks for delivery personnel at the gate
6. When foreign vehicles enter the factory area, drivers and passengers are prohibited from getting off the car and opening the windows
7. The work of receiving and unloading goods is the responsibility of personnel in the factory (special materials that need to be handled by delivery personnel need to be protected)
8. Newly arrived goods should be isolated and stored for use after 24 hours
9. If conditions permit, carry out simple disinfection of incoming vehicles and packaging in key epidemic areas
10. If there are restrictions on vehicles from external areas in the territory, entrust local third-party logistics to carry out transfer and suspension operations.
11. Warehouse and security personnel shall operate and isolate from the factory personnel in different zones, and set up material handover areas to reduce mutual contact.
Q
How can a company control the risk of the epidemic, such as setting up checkpoints in various parks? (Checkpoint temperature measurement, commitment letter from the enterprise to the park checkpoint team, etc.), I personally feel that form is more important than reality (but I also feel that form is necessary).
Answer: Key points:
1. Minimize external contact in operational management
2. Internal epidemic prevention is listed as a key daily task, with dedicated personnel responsible for it
3. Minimize the movement, contact, and gathering of personnel for internal operations as much as possible
Some suggestions:
1. Notify the supplier in advance of the epidemic prevention requirements of the company and its territory, and require the supplier to promise to comply with them
2. Key management of access control and epidemic prevention inspection
3. Reduce visits and outings
4. Key daily inspections for epidemic prevention, such as wearing gloves, masks, goggles, protective clothing, temperature measurements, etc., and keeping records
5. Partition management, dividing epidemic prevention management in each work area into small areas, prohibiting personnel from gathering and crossing areas, and reducing mobility (such as closing smoking areas and dining at different times)
6. Functions that have contact with external parties, such as security, warehousing, etc., and isolate internal operators to reduce cross operation and personnel mobility
7. Encourage working from home and conducting business with suppliers and customers online
8. Internal air conditioning and ventilation system risk assessment, modification or shutdown
9. Logistics management reference question 1
10. Other measures can refer to PPT courseware
