שנת 2020 הייתה ללא ספק שנת הפרעה גלובאלית.
כמנהלי הרכש נקראנו לחזית הניהול של המשבר.
בהסתכלות ל 2021 אנחנו צריכים להתמקד בכיוונים הבאים :
1. להוביל את המהלכים הארגונים בכל מה שקשור לספקים
2. לחזק את החולשות שגילנו בשרשרת האספקה
3. ללמוד וליישם טרנספורמציה דיגיטלית לרכש
4. גיוון מקורות האספקה כחלק מניהול הסיכונים
5. חיזוק הקשרים ועבודת הצוות עם הלקוחות הפנימיים
6. פיתוח המיומנויות והכישורים של צוותי הרכש
סקר נערך על ידי חברת COUPA
חברת התוכנה המובילה בעולם – לפתרונות דיגיטציה ורכש חכמים.
- Less than a quarter of CPOs surveyed strongly agreed with the statement:
“we have the right metrics and data to measure the health of our supply chain.” - Nearly 60% of CPOs surveyed said that they are not very confident in their ability to identify operational risk in their supply chains.
- “The supply chain has been changed forever.”
- CPO thoughts on the pandemic:
- How would you best describe the impact of the COVID-19 pandemic on your supply chain?
- 99% of CPOs said that risk should be the responsibility of the entire business, not just a few individual teams, and that everyone should be held accountable for it
2021 -Outlook
Geographic Concentration of Suppliers:
CPOs saw their once-stable supply chains destabilized under the unprecedented global event of COVID-19 and now seek to mitigate the significant risk that a geographic concentration of suppliers poses to a business.
Shortened Lead Time and Contract Duration:
CPOs face higher uncertainty overall. They might have a lower level of trust with suppliers who could have failed them in this past year, and also might have little confidence in being able to accurately assess business needs and customer demand for the future. As a result, there’s a strong desire for the ability to rapidly shift to new, more stable suppliers, instead of being caught in long-term contracts.
Logistics Resilience:
Quickly and intelligently responding to supply chain disruptions via deft and agile logistics strategies is important for CPOs in a rapidly changing world.
CPOs are using different tools and approaches to support an agile supply chain in the year ahead.
Contract Lifecycle Management:
When CPOs can manage contracts more effectively in one place, from creation, to signing, to revaluation, it makes it possible for them to quickly finalize contracts and start realizing the benefits of those contracts in their purchasing processes. They can obtain value faster with faster cycle times and integration into P2P, while also reducing risk.
Supply Chain Modeling:
Supply chain modeling informs intelligent responses to rapid demand changes (both in product mix and volumes) by optimizing for important factors such as cost and service. By having the ability to efficiently analyze the end-to-end implications of changes to supply sources, capacity, transportation availability, labor, etc. the business is able to make data-driven decisions as they adapt their supply chain structure and operations to a continually evolving market.
Sourcing Optimization:
Advanced sourcing capabilities enable organizations to host more sourcing events and run complex scenarios to determine the best suppliers based on any number of set criteria that are important for their supply chain redesign and overall stability.
Summary :
With less than a quarter (24%) of CPOs reporting access to the right metrics to measure the health of their supply chains, and many reporting a lack of visibility into vulnerabilities tied to their top risk concerns (operational and supplier risk), CPOs are looking to new systems, tools, and technologies to support
proactive, agile supply chains.
