"Supply Chain 2.0": managing supply chains in the era of turbulence
"Supply Chain 2.0": managing supply chains in the era of turbulence
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DOI：
10.1108/09600031111101439
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发表时间：
2011-01-01
影响因子：
6.7
通讯作者：
Holweg, Matthias
中科院分区：
文献类型：
--
作者：
Christopher, Martin;Holweg, Matthias
目的——供应链管理的一个基本原则是建立对端到端过程的控制，以创造无缝的货物流动。其基本思想是，可变性不利于性能，因为它会以缺货、产能利用率低下和昂贵的缓冲等形式造成成本。本文对这种方法提出了质疑，并认为，鉴于日益增加的动荡，需要一种不同的供应链管理方法。设计/方法论/方法——本文报告了作者在供应链波动指数方面的工作，并展示了当前的供应链实践如何不再适合大多数企业目前运营的环境——主要是因为这些实践是在稳定性假设下开发的，而稳定性假设已不再成立。这篇论文用案例研究的证据说明了这些发现，这些公司不得不适应动荡的各个方面。研究结果-本文能够表明，大多数当前的供应链管理模式源于一段相对稳定的时期，其次，有相当多的证据表明，我们将在未来经历越来越多的动荡。这引发了一个问题，即当前的供应链模型具有一定的动态灵活性，但却建立在控制的一般前提下，是否适合应对日益增加的动荡的挑战。实际意义-有人认为，掌握动荡时代所需要的是结构灵活性，将灵活的选择纳入供应链的设计。这标志着与当前思维的重大背离，需要重新审视用于评估不同供应链决策的管理会计程序。本文提出了如何在动荡时代管理供应链的指导方针：通过将波动视为机会而不是将其视为风险，通过理解其性质和影响，最后通过在供应链设计中建立对冲来转移风险。原创性/价值-本文质疑了当前供应链模型建立的基本前提，并提出了一种替代方法，将结构灵活性构建到供应链决策中，这将创造出在面对动荡时保持竞争力所需的适应性水平。
Purpose - An underlying principle of supply chain management is to establish control of the end-to-end process in order to create a seamless flow of goods. The basic idea is that variability is detrimental to performance as it causes cost in the form of stock-outs, poor capacity utilisation, and costly buffers. This paper questions this approach and argues that in the light of increasing turbulence a different approach to supply chain management is needed.Design/methodology/approach - The paper reports on the authors' work on a Supply Chain Volatility Index and shows how current supply chain practices may no longer fit the context most businesses now operate in - primarily because these practices were developed under assumptions of stability that no longer hold true. The paper illustrates the findings with case study evidence of firms that have had to adjust to various aspects of turbulence.Findings - The paper is able to show that most current supply chain management models emanate from a period of relative stability, and second, that there is considerable evidence that we will experience increasing turbulence in the future. This calls into question whether current supply chain models that feature some dynamic flexibility, yet are built on the general premise of control, will be suitable to meet the challenge of increased turbulence.Practical implications - It is argued that what is needed to master the era of turbulence is structural flexibility which builds flexible options into the design of supply chains. This marks a major departure from current thinking and will require revisiting the management accounting procedures that are used to evaluate different supply chain decisions. The paper presents guidelines on how to manage supply chains in the age of turbulence: by embracing volatility as an opportunity rather than viewing it as a risk, by understanding its nature and impact, and finally by shifting the exposure to risk by building hedges into the supply chain design.Originality/value - The paper questions the fundamental premise upon which current supply chain models are built and proposes an alternative approach to build structural flexibility into supply chain decision making, which would create the level of adaptability needed to remain competitive in the face of turbulence.