导读
数字化转型是近年来各行各业的热议话题，作为供应链体系中的重要环节，采购的数字化进程正在大踏步迈进，疫情也是企业采购走向“数字化”重要驱动力。
供应商和商业用户通过大量数据分析与管理，流程自动化和全新协作模型等等，都在不断提升采购职能的效率、大幅降低成本，从而从而实现更快捷、更透明的可持续采购。当下疫情与数字化转型的迫切背景下，本次直播将听到几位专家围绕变与不变的洞察分享。
圆桌对话
lzimi：各位伙伴晚上好，很高兴，这是这一期我能够作为专家主持，那和各位大咖一起来探讨采购供应领域的相关问题。从企业的角度来讲，我们在选择这种系统供应商，那我一定会去考虑这个问题，如何衡量和评价就这些数字化解决方案到底能够给我带来哪些显性效益，那我想问一下何总在这个过程中啊，通常会给企业哪些提示呢？我们可以从哪些方面去考核？因为毕竟在整个选择过程中，我们首先要考虑到经济性，还要考虑它的投资回报率。
何玉超：那我简单讲一讲，仅代表我个人的一些观点，主要是这样，就是我们显性效益的话，其实很好评估。就我刚刚所讲，其实我们目前这个采购的一个现状还是以降本和提效为主，所以首先要考虑的就是如何降低他的成本，以及如何提高他的一个收益。这两点的话，其实是绝大部分企业比较关注的。那对于更深一个层次的，其实我们要考虑的就是首先他是否对接了一些外部的一些资源，比如说上游的供方资源，包括一些内部的信息是否可以做协同，是否可以把采购从一个信息孤岛变成一个整个的一个数据交互平台，这样子来保证它的一个资源的一个可靠性。通过一些数据分析，往期的一些数据分析，包括一些AI大数据的一些建模，来保障它整个的一个呃决策能够影响我们整个系统是否决策更加完善，这也是比较重要的，这是我的观点。
lzimi：谈到了这个AI大数据建模，在这个VOCA时代大家可能碰到比较头疼的一个问题，产供销一体化，或者叫产供销协同，就是在整个SMP的环节当中，那我们如何用大数据建模去进一步优化需求的波动性，对整个企业采购=影响。那这一块我也想了解一下，就是系统预测方面，在整个数据建模的应用能不能请何总再多讲几句，你们会用一些什么样的技术手段或者统计方法去帮助企业规避这些风险呢？
何玉超：那了解需求预测的话，其实对于不同的企业其实是不太一样的，对于一些就是我们刚刚谈到，比如说像他前面我看到是问到销售计划之类的，对我因为我之前提及过，比如说类似像鞋服这种，生产受销售影响非常大的这种企业，其实他的这个波动性非常非常大，不同企业可能不一样，医药行业相对来说没有那么大，但是近年来由于一些政策的影响，也会有一些变化，那我们主要做的，其实是对于销售计划的一些预测，通过销售预测，销售计划，然后产生这个产品进行拆检，然后再进行采购计划的一个拆分，然后再产生采购预测，通过采购预测进行一些反馈，反馈之后然后看一些市场的一些情况来进行预测的一个调整，这是我们基本做的一些底层逻辑。……（此处有删节）
lzimi：谢谢何总的解答，我觉得今天也特别有幸啊，我觉得今天我们正好，三位嘉宾和我形成了一个小的闭环供应链。因为我自己是管理医院的，李总是医疗器械，然后我们卢总又做过医疗器械、医疗设备，还包括制药公司。何总，也在这种软件方面。这里呢，我想问一下我们的李总，就是我相信这次上海的突发疫情一定也会对医疗的整个生产运营带来一些冲击。疫情时代，或者叫变化莫测的时代，您作为企业采购供应的负责人，您觉得有哪些方法可以帮助企业更好地应对像疫情给企业带来的这种不确定性导致的供应中断，还有包括马上就要复工了，那对于很多伙伴来讲，他们可能比较关心的是，如果我们的原材料供应商原材料供应可能会出现问题的话，那从您的经验角度来讲，我们有哪些方法可以帮助我们的供应商顺畅整个供应交付呢？
李延斌：主持人您好啊，这是很有挑战的一个问题。正好这个问题，也问得很很及时。因为这几个一个月以来，我本身也在公司整个集团内部在在处理这些疫情相关的事情。首先我觉得购最重要的事情就是采购最重要的是前瞻性和战略整整体的考量。我把2018年到现在分成两个时代，2018年之前我认为是海平面，全球是全球海平面时代，哪里有低洼的资金，人工、技术都会留到那里去。2018年之后呢，是全球的供应链，实际上是是一个大大陆似的，大陆系的这种面貌，有散漫，有喜马拉雅这么高的，也有河流，呃就相对于就是导致呢。原来全球供应链更多的关注成本和效率，现在呢我们更多的除了依旧关注成本和效率之外，更多的要关注供应链的韧性和敏捷。这就是一个实际上两者是有点跷跷板的一个概念。所以在这个地方有的时候它是有冲突的。再回到具体的问题，首先从疫情的这件事情来看，从我从战略层面来讲，首先你要考虑整体的供应链，供应链如果你外部是怎么去优化你的供应链，网络结构的优化。一个原材料进来，几百种产品出去。那典型的就是空客，所有的几万种生产料进来生产最后一个。所以它的供应链不太一样，所以他的专注度是不一样。所以我我讲的就是我们a型和T型更多的，就是首先去占据战略层面去布局。战略层面就是假设你在最小最像目前这个战略趋势，全球如果分裂成两大板块，两大板块一个GP56万亿美金一个大概是21万美金，这两个板块你怎么去布局，最好是两个板块有腹部两个都有一个完整的供应链，但实际情况做不到，做不到怎么办呢？就是要首先要把你的供应链在在外部供应链做这个来做这个网络的优化。
在有大家一直谈的数字化过程的挑战，关于SRM跟PLM系统交互问题。第一, 供应链数字化本身是通过信息流的交互来改善物流，提升效率和成本。碰到的第1个问题就是供应链参与的各部门和各个公司都非常多，外部供应商动不动几百个上千个内部又有很多部门，甚至于跨国企业各个不同的区域，各个不同的部门，所以数字化过程一个大的挑战就是各个参与者怎么能够在这个平台上实现顺畅的交流和互动，纯粹讲数字化是没有意义的，供应商了解需求，接收订单、签收订单以及上传交付的时间、开票后付款时间，所以信息的交互才是最重要最本质的，在上线的过程当中怎么说服所有的参与者，在这个系统之下能够更快捷的打通信息流，实现所有参与各方的成本效率提升是个很大的挑战。
第二, 因为现在的数字化趋势和以前不太一样了，以前都是用大量的SAP、MRP系统来做集成，那现在新型的数字化趋势是在数据中台之上搭建各种应用模块。所以我们如果以SRM系统为例，要想SRM系统运营得好，它和PLM系统的交互、信息的交流是不是能够通畅？这是最重要的一个痛点，所以在上数字化的时候，公司各种数据中台上的各个数据系统能够实现交互是一个很重要的痛点。最终，实际上回到本质的问题，数字化就是为了让供应链参与各方信息流交互更加有效。影响物流效率，有利于供应链参与各方提升信息充分及时性，提升各个环节的效率和信息穿透性，更多智能决策依据，乃至行动计划或方案。甚至于先进的可以通过算法或者AI来模拟数字场景解决方案。
lzimi：谢谢李总的分享，虽然我问了一个很大的问题，但是李总刚才从战略战术到操作有理有据，这个条理清晰帮我们梳理了整个过程的确我也认同。就是到了今天的话，其实采购供应职能，就像何总也谈到已经从传统的降价或单纯的去成本已经转化为风险管理，价值创造。那么在这个过程中一定涉及到你整体战略思路，一定要把握正确整个供应链网络的布局，这涉及到整个国际贸易的一个大形势。李总也跟大家总结了人机料法环，那就是在操作层面的情况下，我们需要动用企业中各方面的资源和能力。像何总说的，很多操作性工作可能逐渐将被系统所取代，那对采购供应人员而言，那你们将面临一种新的挑战，这种就是被取代的挑战啊。那在这方面的话，卢老师您觉得可以给采购供应的各位从业人员有哪些启发和提示吗？
卢山：谢谢刘总这个问题啊这个问题问得很好， AI人工智能代替的情况下，到底我们采购人的价值在哪？对吧？其实有一个我想说的啊，就叫供应商关系管理，因为供应商关系管理AI很难做。需要怎么样去维护供应链关系。……
翻译：
Guide
Digital transformation has been a hot topic in all walks of life in recent years. As an important link in the supply chain system, the process of digital procurement is making great strides. The epidemic is also an important driving force for enterprise procurement to “digital”.
Through extensive data analysis and management, process automation and new collaboration models, suppliers and business users are increasing the efficiency of the procurement function and dramatically reducing costs, leading to faster, more transparent and sustainable purchasing. Under the urgent background of epidemic and digital transformation, this live broadcast will hear several experts share their insights on change and change.
Roundtable dialogue
lzimi: Good evening ladies and gentlemen, I am very pleased to be the expert host of this episode, and to discuss with you the relevant issues in the field of procurement and supply. From the perspective of the enterprise, we are choosing this kind of system supplier, so I will definitely consider this question. How to measure and evaluate the explicit benefits these digital solutions can bring to us? Then I would like to ask what tips General Manager He usually gives to the enterprise during this process. What aspects can we evaluate? After all, in the whole selection process, we have to consider the economy first, but also consider its return on investment.
He Yuchao: Let me make a brief comment, just on behalf of my personal views, mainly in this way, is our explicit benefits, in fact, it is easy to evaluate.
As I have just said, in fact, the current situation of our procurement is mainly cost reduction and efficiency improvement, so the first thing to consider is how to reduce its cost and how to improve its income. These two points, in fact, is the vast majority of enterprises more concerned. For a deeper level, in fact, we need to consider whether it can first connect some external resources, such as upstream supplier resources, including some internal information, whether it can be coordinated, whether it can transform procurement from an information island into a whole data interaction platform, so as to ensure the reliability of one resource.
Through some data analysis, some data analysis in the past, including some modeling of AI big data, to ensure that its whole one er decision can affect whether our whole system decision-making is more perfect, which is also relatively important, this is my opinion.
lzimi: Talking about this AI big data modeling, in this VOCA era, you may encounter a headache problem, the integration of production, supply and marketing, or called production, supply and marketing coordination, is in the whole SMP link, then how we use big data modeling to further optimize the volatility of demand, on the whole enterprise procurement = impact. I would also like to know about this part, that is, in the aspect of system prediction, could you please ask Mr. He to talk more about the application of data modeling? What kind of technical means or statistical methods will you use to help enterprises avoid these risks?
He Yuchao: The demand forecast, in fact, is different for different companies.
For some companies that we just talked about. For example, I saw that he was asking about sales plan, for me. Because I mentioned before, for example, like shoes and clothing, production is very much affected by sales. In fact, the volatility is very, very high. Different enterprises may be different, the pharmaceutical industry is relatively not so big. But in recent years due to the influence of some policies. There will be some changes, so what we mainly do is actually some forecast for the sales plan. Through the sales forecast, sales plan, and then produce this product for dismantling. And then a split of the purchase plan, and then produce the purchase forecast. We give some feedback through purchasing forecast, and then adjust the forecast by looking at some market conditions after feedback. This is some underlying logic that we basically do. … (Abridged here)
lzimi: Thank you Mr. He for your answer. I feel very lucky today. I think today we are just in time.
Because I myself was in charge of hospitals, Mr. Li was in charge of medical devices. And Mr. Lu was in charge of medical devices, medical devices, and pharmaceutical companies. He Zong, also in this kind of software. Here, I would like to ask our manager Li, I believe that the outbreak of the epidemic in Shanghai will also bring some impact on the entire production and operation of medical treatment.
In the era of COVID-19, or the era of unpredictable changes. As the person in charge of procurement and supply. What methods do you think can help the enterprise better cope with the supply interruption caused by the uncertainty brought by the epidemic. Including the imminent resumption of work? For many partners, what they might care about is. If there may be problems with the supply of raw materials to our raw material supplier, then from your experience. What methods can we help our supplier smooth the delivery of the entire supply?
Li Yanbin: Hello moderator, this is a very challenging question. That’s a very timely question.
Because in the past few months. I have also been dealing with these epidemy-related issues within the company and the entire group. First of all, I think the most important thing in purchasing is that the most important thing in purchasing is forward-looking and strategic holistic consideration. I divide 2018 to now into two eras. Before 2018, I think it is the sea level, and the world is the global sea level era. Where there is low-lying capital, manpower and technology will be left there.
After 2018, it’s the global supply chain, it’s actually a big continent, and the continental system. It’s scattered, it’s Himalayan, it’s river, it’s just a result. In the past, the global supply chain paid more attention to cost and efficiency. But now we pay more attention to the resilience and agility of the supply chain in addition to the cost and efficiency. So this is a concept where actually the two are a little bit of a seesaw.
So in this place sometimes it’s in conflict.
Back to the specific issue, first of all, from the epidemic, from my strategic perspective. First of all, you have to consider the overall supply chain, how to optimize your supply chain. The optimization of the network structure. One raw material comes in, hundreds of products go out. That is typical of Airbus, where all the tens of thousands of production materials come in to make the last one. So its supply chain is different, so its focus is different. So what I’m talking about is that our a’s and T’s are more about. First of all, occupying the strategic level of layout.
The strategic level is to assume that you are in the smallest and most similar to the current strategic trend. If the world is split into two plates, two plates a GP56 trillion US dollars, one is about 210,000 US dollars. How do you layout these two plates, it is better that the two plates have a belly two have a complete supply chain. But the actual situation can not do, can not do? Is to first take your supply chain and do this in the external supply chain to do this network optimization.
There’s a lot of talk about the challenges of the digital process, the interaction between SRM and PLM systems.
First, the digitalization of supply chain itself improves logistics, efficiency and cost through the interaction of information flow.
The first problem is that there are many departments and companies involved in the supply chain. There are hundreds or thousands of external suppliers, and many internal departments, even different regions and departments of multinational enterprises. Therefore, a big challenge in the digital process is how to achieve smooth communication and interaction among all participants on this platform. Pure digitalization is meaningless. Suppliers know the demand, receive orders, sign orders, upload delivery time, and pay time after billing. So the interaction of information is the most important and essential. How to persuade all participants in the process of going online. So as to open up the information flow more quickly under this system? Achieving cost efficiency gains for all involved is a big challenge.
Second, because the current digital trend is not the same as before.
In the past, a large number of SAP and MRP systems were used to do integration. And now the new digital trend is to build a variety of application modules on the data center. So if we take the SRM system as an example, if the SRM system is to operate well, can the interaction and information exchange between it and the PLM system be smooth? This is one of the most important pain points, so it is a very important pain point to realize the interaction between the various data systems on the platform of the company’s various data.
At the end of the day, it really comes back to the point that digitization is about making the flow of information between all parties involved in the supply chain more effective. It will affect the logistics efficiency and help all parties involved in the supply chain to improve the full timeliness of information, improve the efficiency and information penetration of all links. And provide more intelligent decision-making basis and even action plans or programs. Even advanced solutions can be simulated by algorithms or AI.
lzimi: Thank you Mr. Li for your sharing. Although I asked a big question, Mr. Li just made a rational decision from strategy and tactics to operation.
I agree with him that this clear structure helped us to sort out the whole process. Even today, in fact, the procurement and supply function, as Manager He also talked about, has been transformed from the traditional price reduction or simple cost reduction to risk management and value creation. So in this process must involve your overall strategic thinking, must grasp the correct layout of the whole supply chain network, which involves the whole international trade in a big situation.
Mr. Li also summarized the man-machine material method with everyone, that is. In the case of operation, we need to use the resources and capabilities of all aspects of the enterprise. As General Manager He said, a lot of operational work may gradually be replaced by systems. So for purchasing and supply personnel, you will face a new challenge, which is the challenge of being replaced. In this regard, Mr. Lu, do you think you can give the procurement and supply practitioners what inspiration and tips?
Lu Shan: Thank you for your question, Mr. Liu. It’s a very good question. What is the value of our buyers when AI is replaced by AI? Right? In fact, there’s one I want to talk about, which is called vendor relationship management, because vendor relationship management AI is hard to do. How to maintain the supply chain relationship. …
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