在診所里，我們常看這樣的情況：一個(gè)人，既是內(nèi)外婦兒科的大夫，又是治療室的護(hù)士，還是生化檢驗(yàn)員。而在一家綜合型醫(yī)院，則會(huì)有內(nèi)外婦兒的專業(yè)部室，僅僅內(nèi)科甚至還細(xì)分為心內(nèi)科、神經(jīng)內(nèi)科和泌尿內(nèi)科等等。細(xì)致的分工，是為了讓體系有更專、更深、更強(qiáng)的業(yè)務(wù)能力，提供更精致的服務(wù)。
In the clinic, we often see such a situation: a person, both internal and external gynecology and pediatrics doctor, but also the treatment room nurse, or biochemical examiner. And in a general hospital, there will be professional departments of internal and external gynecology and children, only internal medicine is even divided into cardiology, neurology and urology and so on. Careful division of labor is to enable the system to have more specialized, deeper and stronger business capabilities, to provide more sophisticated services.
與醫(yī)療機(jī)構(gòu)一樣，企業(yè)也往往因規(guī)模大小不同，崗位細(xì)分程度和具體職能也有很大不同。有句關(guān)于IBM的玩笑說，在IBM，每一個(gè)螺絲釘都有專門兒的人負(fù)責(zé)安裝。在建制完備的大企業(yè)，每個(gè)員工，不管職位高低，在某種程度上都是一個(gè)專業(yè)的螺絲釘。
Like medical institutions, enterprises are often different in size, the degree of job segmentation and specific functions are also very different. There is a joke about IBM that in IBM, every screw has a special person to install it. In a well-established large enterprise, every employee, regardless of position, is a professional screw to a certain extent.
所有這些螺絲釘，都有不同的作用，承擔(dān)著不同的職能。這些職能通過系統(tǒng)和流程，一步步實(shí)現(xiàn)供應(yīng)鏈企業(yè)的管理目標(biāo)，完成企業(yè)的訂單、采購(gòu)、生產(chǎn)運(yùn)營(yíng)、倉(cāng)儲(chǔ)管理和物流配送，最終到消費(fèi)者或者客戶手里。有了系統(tǒng)的支撐，一個(gè)完整的訂單就可以完成原材料采購(gòu)、生產(chǎn)制造到終端客戶的端對(duì)端的流程。
All these screws have different functions and undertake different functions. These functions through the system and process, step by step to achieve the management objectives of the supply chain enterprises, the completion of orders, procurement, production operations, warehousing management and logistics distribution, and ultimately to consumers or customers. With the support of the system, a complete order can complete the process of purchasing raw materials, manufacturing to end-to-end customers.
在那些成熟的巨無霸供應(yīng)鏈企業(yè)，系統(tǒng)構(gòu)建和流程都已比較完善，人們看到的大多是成功的東西，而成熟供應(yīng)鏈變革過程中遇到的失敗細(xì)節(jié)是看不到的，呈現(xiàn)的理解也是建立在靜態(tài)上的東西，所以，初入職者在這樣的企業(yè)學(xué)習(xí)供應(yīng)鏈，提升難度比較大。
In those mature giant supply chain enterprises, the system construction and process have been relatively perfect, people see mostly successful things, and the failure details encountered in the process of mature supply chain change are invisible, the presentation of understanding is also based on static things, so, new recruits in such enterprises to learn The supply chain is more difficult to upgrade.
在小企業(yè)從事供應(yīng)鏈管理，因?yàn)槿松?、業(yè)務(wù)量相對(duì)少，往往是一個(gè)崗位擔(dān)負(fù)多個(gè)環(huán)節(jié)的職能。這樣的情況下，你可能會(huì)看到更多的面兒，但你體悟不到、也體悟不深精致的供應(yīng)鏈帶來的效率和效益，很難出專家型人才。相比較而言，大公司還是培養(yǎng)人才的搖籃。
In small enterprises engaged in supply chain management, because there are fewer people, business volume is relatively small, often a post to assume the function of multiple links. In this case, you may see more aspects, but you can not understand the efficiency and benefits of the delicate supply chain, it is difficult to come up with expert talent. Comparatively speaking, large companies are still the cradle of cultivating talents.
那些中等規(guī)模的企業(yè)，往往因?yàn)榘l(fā)展需要，從大企業(yè)挖來供應(yīng)鏈管理的高端人才，并給予他們有更大的發(fā)揮空間。初入職者要跟準(zhǔn)這樣的人，共同經(jīng)歷企業(yè)變革的全過程，無論是順利的，還是挫折甚至是失敗的等所有細(xì)節(jié)，這樣的閱歷，對(duì)未來的自己的業(yè)務(wù)能力、領(lǐng)導(dǎo)能力，都是寶貴的財(cái)富。
Those medium-sized enterprises, often because of development needs, from large enterprises to tap high-end supply chain management personnel, and give them more room to play. Newcomers should follow such people to experience the whole process of corporate change, whether it is smooth, frustration or even failure of all the details, such experience, for the future of their business ability, leadership, is a valuable asset.
跟著專家型的供應(yīng)鏈人才，在不斷迭代升級(jí)的公司，一定要靜心學(xué)習(xí)專業(yè)的供應(yīng)鏈做法，面對(duì)繁瑣的流程、各種考核指標(biāo)和制度，無論多么不理解，都要相信其存在的合理性。它們經(jīng)過多代管理者的實(shí)踐，包括試錯(cuò)，又經(jīng)過很多人多年的驗(yàn)證、妥協(xié)才沉淀下來的東西，都是為了解決、預(yù)防特定的問題而存在的。
Following the expert supply chain talent, in the company which is constantly upgrading iteratively, we must study the professional supply chain practices carefully, and believe the rationality of its existence in the face of tedious process, various evaluation indicators and systems, no matter how incomprehensible. They have been practiced by many generations of managers, including trial and error, and many years of verification and compromise before precipitation of things, are to solve and prevent specific problems and exist.
有的企業(yè)在導(dǎo)入供應(yīng)商時(shí)，會(huì)對(duì)供應(yīng)商的生產(chǎn)管理體系、質(zhì)量管理體系和物料管理體系設(shè)計(jì)幾十個(gè)考察問題。有豐富實(shí)踐經(jīng)驗(yàn)的管理者知道：有了質(zhì)量指標(biāo)，為的是確保質(zhì)量管理；沒有指標(biāo)，就沒有人負(fù)責(zé)，沒人負(fù)責(zé)就做不好；統(tǒng)計(jì)什么就能知道什么，想知道什么就得統(tǒng)計(jì)什么；如果沒有統(tǒng)計(jì)，你就什么都不知道，更提不上管理了。懂得了這些，就知道成熟的供應(yīng)鏈企業(yè)這么做的原因了。
When some enterprises import suppliers, they will inspect dozens of problems about supplier's production management system, quality management system and material management system design. Managers with rich practical experience know that quality indicators ensure quality management; without indicators, no one is responsible, no one is responsible for doing well; statistics can know what, want to know what to statistics; without statistics, you do not know anything, let alone management. Knowing this, we know why mature supply chain enterprises are doing this.
有些人不理解，是因?yàn)樽约哼€沒有遇到過那些問題，更不會(huì)想到遇到后到解決辦法是什么。這或許就是流程存在的價(jià)值。因?yàn)槠髽I(yè)不能讓一代代人去試錯(cuò)或試錯(cuò)付出代價(jià)后尋找解決方案。
Some people do not understand, because they have not encountered those problems, not to mention what the solution is. This may be the value of the existence of the process. Because enterprises can not let generations of people go to trial and error or trial and error to find solutions after paying the price.
供應(yīng)鏈管理專家劉寶紅曾對(duì)供應(yīng)鏈從業(yè)者建議說，在大公司要注意學(xué)習(xí)幾個(gè)基本的流程：銷售與運(yùn)營(yíng)流程、供應(yīng)商選擇和管理流程、訂單處理流程以及相鄰的產(chǎn)品開發(fā)流程、設(shè)計(jì)變更流程等。把這些流程文檔找出來，過一段時(shí)間閱讀一次，剛開始時(shí)可能不太懂，慢慢地就會(huì)加深對(duì)整個(gè)公司運(yùn)作的理解。這些流程、系統(tǒng)、表格都是幾代人管理智慧的結(jié)晶，離開大公司后，估計(jì)再也難以看到。
Supply chain management expert Liu Baohong once suggested to supply chain practitioners that large companies should pay attention to learning several basic processes: sales and operation process, supplier selection and management process, order processing process and adjacent product development process, design change process, etc. Find out these process documents and read them over a period of time. You may not understand them at the beginning, and you will gradually deepen your understanding of how the company works. These processes, systems, and tables are the crystallization of generations of managerial wisdom that will probably never be seen again after leaving a large company.
除了流程，企業(yè)使用的系統(tǒng)也是極其重要的，因?yàn)楣?yīng)鏈的流程設(shè)計(jì)就在企業(yè)的系統(tǒng)里，且供應(yīng)鏈企業(yè)的產(chǎn)品交期、成本等都與系統(tǒng)的主要參數(shù)設(shè)置和邏輯有不可分割的關(guān)系，不理解系統(tǒng)，就很難掌握企業(yè)的供應(yīng)鏈運(yùn)行狀態(tài)，也會(huì)在很大程度上影響供應(yīng)鏈企業(yè)的目標(biāo)和效益。
In addition to the process, the system used by the enterprise is also extremely important, because the process design of the supply chain is in the enterprise system, and the product delivery, cost, etc. of the supply chain enterprise has an inseparable relationship with the main parameters and logic of the system. Without understanding the system, it is difficult to grasp the operation state of the enterprise supply chain. To a large extent, it will also affect the goals and benefits of the supply chain enterprises.
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