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干货 | 供应链连续性计划的9个基本要素

来源:足球竞猜直播 发布时间:2020-06-29       点击数:105

COVID-19的遏制严重影响了全国各地的供应链,给众多行业的原始设备制造商(OEMs) 和供应链管理人员造成了影响。这次大流行提醒人们,积极规划生产和供应链连续性的重要性。在任何危机中,那些建立了经过全面审查的连续性计划的公司能够更有效地维持运营,保持质量标准,始终如一地满足客户的项目期限,并做好迅速恢复的准备。

COVID-19 containment efforts have severely affected supply chains nationwide, creating repercussions for original equipment manufacturers (OEMs) and supply chain managers across numerous industries. The pandemic serves as a reminder of the importance of proactive planning for manufacturing and supply chain continuity. In the grip of any crisis, those who have established thoroughly vetted continuity plans can more effectively sustain operations, maintain quality standards, consistently meet customer project deadlines and be poised to recover quickly.


当然,原始设备制造商往往会询问供应商和潜在供应商是否有业务和供应链连续性计划。如果答案是肯定的,那么原始设备制造商的决策者必须通过彻底了解这些计划的必要性来跟进。否则,他们将冒着自身的风险,灵活应对危机带来的影响。合作伙伴必须共同努力,明确了解连续性计划所包含的内容,以确保它们涵盖各种潜在风险——无论是流行病、自然灾害、网络安全漏洞还是其他破坏性事件。

OEMs tend to ask suppliers and prospective suppliers, as a matter of course, whether they have business and supply chain continuity plans. If the answer is yes, it’s essential for OEM decision-makers to follow up by thoroughly understanding what those plans entail. Otherwise, they risk their own ability to be agile in responding to implications from a crisis. Partners must work together to gain a clear understanding of what continuity plans encompass in order to ensure they cover a variety of potential risks — whether a pandemic, natural disaster, cybersecurity breach or some other devastating event.



供应链连续性计划至少应涉及九个关键领域:

Supply chain continuity plans should address, at minimum, nine key areas:


1、在目前的大流行期间,远程业务已被证明是至关重要的。供应商-合作伙伴应该被虚拟化,并有远程工作计划和政策到位,能够解释他们将如何在工厂之外部署员工,并阐明可以多快地实现这些工作流程。所有人员都应该能够远程连接到执行其工作职责所必需的系统。供应商应该能够详细说明他们为实现这些连接而安装的技术,包括确保员工拥有笔记本电脑或其他必要设备,以及他们支持高于平常的带宽需求的计划。

1.During the present pandemic, remote business operations have proven to be paramount. Supplier-partners should be virtualized and have remote work plans and policies in place, be able to explain how they will deploy employees outside of plant locations, and clarify how quickly they can implement these work processes. All personnel should be able to connect remotely to the systems necessary for them to carry out their job responsibilities. Suppliers should be able to detail the technologies they have installed to enable these connections, including ensuring that employees have laptops or other necessary devices, and their plans for supporting higher-than-usual demands on bandwidth.


2、远程机械操作允许在没有员工监督的情况下继续操作和生产。供应商-合作伙伴还应能够解释其人员将如何处理必须在现场进行的机械操作,如人工装卸材料。

2.Remote machinery operation allows continued operation and production without constant employee oversight. The supplier-partner also should be able explain how its personnel will address machinery operations that must be done on-site, such as manual loading and unloading of material.


3、危机可能对一个地区的经营能力产生比其他地区更大的影响。因此,拥有多个地点的供应商为原始设备制造商提供了更多的信心,他们相信生产可以继续下去。理想的情况是,考虑到地理区域也可能受到不同的影响,供应商将在多个城市拥有设施。

3. A crisis can have greater impact on one location’s ability to operate than others. Therefore, suppliers that have multiple locations offer OEMs increased confidence that production can continue unabated. Ideally, recognizing that geographic areas also can be differently affected, suppliers will have facilities in more than one city.


4、供应商-合作伙伴应能够保证他们在物理站点之间具有适当的安全性。 安全措施应尤其包括火灾和入侵警报,监视技术/人员(视需要)以及访问控制,其中包括锁,钥匙卡和设备认证。

4.Supplier-partners should be able to provide assurance that they have proper security across physical sites. Security measures should include, among others, fire and intrusion alarms, surveillance technology and/or personnel, as needed, and access control, which includes locks, key cards and device authentication.


5、供应商应至少在四类中具有冗余:备用机械,最好在其每个位置;备用生产供应商;允许零件和材料不间断流动的供应链轮班计划;补充的员工技能,以及针对关键职能的书面交叉培训程序。

5. Suppliers should have redundancies in at least four categories: alternate machinery, preferably at each of its locations; backup production suppliers; plans for supply chain shifts that permit uninterrupted flow of parts and materials; and complementary employee skills, with documented cross-training procedures for critical functions.


6、网络安全至关重要,因为犯罪分子经常利用危机窃取数据或阻止目标的行动员工通常是首选的切入点,当员工在家工作时,数据暴露的风险可能会成倍增加。有风险意识的组织将配备可靠的防火墙、多因素认证、入侵检测和其他操作协议,以保护敏感的公司和客户数据。这些企业还将实施安全意识培训,通过向员工传授安全的在线操作方法,最大程度地减少漏洞。

6. Cybersecurity is vital, as criminals frequently take advantage of crises to try to steal data or stall targets’ operations. Employees often are a preferred entry point, and the risk of data exposure may increase exponentially when employees work from home. Risk-aware organizations will have in place reliable firewalls, multifactor authentication, intrusion detection and other operating protocols to protect sensitive company and customer data. These businesses also will have implemented security awareness training that minimizes vulnerabilities by teaching employees safe online practices.


7、认识到并非每个通道都适用于所有情况,而且有些系统可能依赖于不可用的internet连接,供应商应该有多个通信系统,以便在危机期间与客户、供应商、员工和社区进行连接。这些服务可能包括电子邮件、电话、短信、标牌、网站和社交媒体。

7. Recognizing that not every channel will be right for every situation and that some systems may rely on an unavailable internet connection, suppliers should have multiple communication systems in place to connect with customers, suppliers, employees and the community during a crisis. These may include email, phone, texting, signage, its website and social media outlets.


8、原始设备制造商通常密切关注收入、现金流和盈利能力。考虑到财务对企业运营的重要性,也应该关注供应商的财务稳定性。强劲的财务表现、最低限度的债务和良好的信贷额度是合作伙伴能够抵御风暴的指标。

8. OEMs typically keep a close eye on revenue, cash flow and profitability. Given the importance of finances to business operations, they should pay attention to their supplier’s financial stability, as well. Strong financial performance, minimal debt and good lines of credit are indicators that partners will be able to weather a storm.


9、上述并不适用于每个实体。原始设备制造商和供应链经理应该诊断出他们业务的其他风险暴露领域,然后研究和实施策略来减轻这些风险。

9. The list above is not comprehensive for every entity. OEMs and supply chain managers should diagnose other areas of risk exposure for their businesses, then research and implement strategies to mitigate them.

COVID-19提醒人们,可操作的业务和供应链连续性计划至关重要。同样重要的是,随着运营的变化、发现新的风险、更换陈旧的机器和发生其他业务变化时,要定期审查和更新计划。理想情况下,合作伙伴将每年进行模拟,并检查内部警报级别,以表明在危机中人员需要执行的具体行动或程序。

COVID-19 has served as a dramatic reminder that actionable business and supply chain continuity plans are critical. Equally vital is to periodically review and update plans as operations shift, new risks are identified, obsolete machinery is replaced and other business changes occur. Ideally, the partners will run annual simulations and checks of internal alert levels to indicate specific actions or procedures personnel would need to execute in a crisis.


为了最大程度地减少项目在不确定情况下的延迟,原始设备制造商和供应链管理者可以向其合作伙伴询问有关其业务连续性战略的详细信息,并要求他们解决所有未解决的问题。当合作伙伴合作时,他们最有可能制定互利的连续性计划。

To minimize project delays in times of uncertainty, OEMs and supply chain managers are well served to ask their partners for details about their business continuity strategies and request that they address any areas that aren’t buttoned up. When partners work together, they are most likely to develop mutually beneficial continuity plans.