{"id":2053,"date":"2023-02-15T17:51:21","date_gmt":"2023-02-15T16:51:21","guid":{"rendered":"https:\/\/www.pacellico.com\/proc-jsou-cile-pro-porazene-a-co-to-znamena-pro-vas-dodavatelsky-retezec-cast-1\/"},"modified":"2025-03-16T18:43:00","modified_gmt":"2025-03-16T17:43:00","slug":"proc-jsou-cile-pro-porazene-a-co-to-znamena-pro-vas-dodavatelsky-retezec-cast-1","status":"publish","type":"post","link":"https:\/\/www.pacellico.com\/cs\/proc-jsou-cile-pro-porazene-a-co-to-znamena-pro-vas-dodavatelsky-retezec-cast-1\/","title":{"rendered":"Pro\u010d jsou „c\u00edle pro pora\u017een\u00e9“ a co to znamen\u00e1 pro v\u00e1\u0161 dodavatelsk\u00fd \u0159et\u011bzec (\u010d\u00e1st 1)"},"content":{"rendered":"

P\u0159i \u010dten\u00ed v\u00fdsledk\u016f na\u0161eho posledn\u00edho pr\u016fzkumu jsem se zamyslel nad c\u00edli a nad t\u00edm, jak m\u00e1lo pom\u00e1haj\u00ed p\u0159i \u0159\u00edzen\u00ed glob\u00e1ln\u00edho dodavatelsk\u00e9ho \u0159et\u011bzce. Podle ned\u00e1vn\u00e9ho pr\u016fzkumu spole\u010dnosti Pacellico<\/a> je v\u00edce ne\u017e 70 % probl\u00e9m\u016f, kter\u00fdm spole\u010dnosti v r\u00e1mci dodavatelsk\u00e9ho \u0159et\u011bzce \u010del\u00ed, t\u00e9m\u011b\u0159 zcela mimo jejich kontrolu. Podle studie Business Continuity Institute nav\u00edc 94 % spole\u010dnost\u00ed za\u017eilo v posledn\u00edch 12 m\u011bs\u00edc\u00edch naru\u0161en\u00ed Supply Chain,<\/a> p\u0159i\u010dem\u017e pr\u016fm\u011brn\u00e9 n\u00e1klady na naru\u0161en\u00ed jsou 1,75 milionu dolar\u016f. <\/p>\n

To mi p\u0159ipomn\u011blo, co o c\u00edlech \u0159\u00edk\u00e1 moje obl\u00edben\u00e1 kreslen\u00e1 postavi\u010dka Dilbert. Jsou pro ztroskotance. Zn\u00ed to provokativn\u011b, ale je na tom n\u011bco pravdy? Z Dilbertovy schopnosti d\u011blat si legraci z firemn\u00edho sv\u011bta jsem se v\u017edy hodn\u011b nau\u010dil a sv\u011bt dodavatelsk\u00e9ho \u0159et\u011bzce nen\u00ed v\u00fdjimkou. Co tedy m\u016f\u017ee b\u00fdt na c\u00edlech \u0161patn\u00e9ho? A pokud c\u00edle nejsou p\u0159\u00edli\u0161 u\u017eite\u010dn\u00e9, tak co vlastn\u011b jsou? <\/p>\n

\"\"<\/p>\n

2 d\u016fvody, pro\u010d c\u00edle nefunguj\u00ed.<\/strong><\/h2>\n

S c\u00edli jsou dva hlavn\u00ed probl\u00e9my. Za prv\u00e9, t\u00e9m\u011b\u0159 nikdo je nem\u00e1 r\u00e1d. I kdy\u017e to tvrd\u00ed. V\u00fdjimkou jsou lid\u00e9, kte\u0159\u00ed je stanovuj\u00ed na prvn\u00edm m\u00edst\u011b, tedy ti, kte\u0159\u00ed se na dosa\u017een\u00ed nov\u00fdch c\u00edl\u016f p\u0159\u00edmo nepod\u00edlej\u00ed. V kontextu dodavatelsk\u00e9ho \u0159et\u011bzce se i operativn\u011b zam\u011b\u0159en\u00e9 c\u00edle, kter\u00e9 m\u016f\u017eeme naj\u00edt ve skladu nebo v dodavatelsk\u00e9m centru, nakonec \u0159\u00edd\u00ed pen\u011bzi, co\u017e obvykle znamen\u00e1 finan\u010dn\u00edmi trhy. To m\u016f\u017ee v\u00e9st k n\u011bkolika probl\u00e9m\u016fm. <\/p>\n

Pro ilustraci uve\u010fme zku\u0161enost klienta z na\u0161eho poradensk\u00e9ho t\u00fdmu v dob\u011b vrchol\u00edc\u00edho naru\u0161en\u00ed dodavatelsk\u00e9ho \u0159et\u011bzce vyvolan\u00e9ho COVID. N\u00e1\u0161 t\u00fdm zprost\u0159edkov\u00e1val krizovou akci dodavatelsk\u00e9ho \u0159et\u011bzce, kterou organizovalo p\u0159edstavenstvo spole\u010dnosti. Je\u0161t\u011b jsme ani nedo\u0161li k prvn\u00ed p\u0159est\u00e1vce na k\u00e1vu a Suzie (nen\u00ed to jej\u00ed skute\u010dn\u00e9 jm\u00e9no), kter\u00e1 \u0159\u00edd\u00ed S&OP, a Bob (tak\u00e9 to nen\u00ed jeho skute\u010dn\u00e9 jm\u00e9no), kter\u00fd vede glob\u00e1ln\u00ed skladov\u00e1n\u00ed a logistiku, se prudce shodli - je t\u0159eba zlep\u0161it p\u0159esnost p\u0159edpov\u011bd\u00ed, sn\u00ed\u017eit z\u00e1soby a zkr\u00e1tit dodac\u00ed lh\u016fty pro z\u00e1kazn\u00edky. Byli jsme na koni. Dokud jsme nebyli…. <\/p>\n

Viditelnost: Chyb\u011bj\u00edc\u00ed slo\u017eka c\u00edl\u016f<\/strong><\/h2>\n

V\u0161ichni v\u00edme, \u017ee c\u00edl bez pl\u00e1nu je jen p\u0159\u00e1n\u00ed, bohu\u017eel tlak \u010dtvrtletn\u00edch p\u0159\u00edjm\u016f znamen\u00e1, \u017ee trp\u011blivost na dokonal\u00fd pl\u00e1n \u010dasto chyb\u00ed. A to navzdory nes\u010detn\u00fdm studi\u00edm, kter\u00e9 ukazuj\u00ed, \u017ee spole\u010dnosti, kter\u00e9 vyv\u00edjej\u00ed konkr\u00e9tn\u00ed \u00fasil\u00ed o zlep\u0161en\u00ed viditelnosti dodavatelsk\u00e9ho \u0159et\u011bzce, trvale vykazuj\u00ed v\u00fdrazn\u00e9 zlep\u0161en\u00ed finan\u010dn\u00ed a provozn\u00ed v\u00fdkonnosti.<\/a> Ve v\u00fd\u0161e uveden\u00e9m p\u0159\u00edkladu, p\u0159esto\u017ee bylo jasn\u00e9, „co“ se m\u00e1 st\u00e1t, se situace rychle zhroutila p\u0159i stanoven\u00ed skute\u010dn\u00e9ho c\u00edle. O kolik by t\u00fdm mohl tyto v\u011bci skute\u010dn\u011b zlep\u0161it? Probl\u00e9m\u016f bylo v\u00edce. T\u00fdm zjistil, \u017ee je mnohem snaz\u0161\u00ed b\u00fdt opatrn\u00fd, tedy realistick\u00fd, a velmi se sna\u017eil b\u00fdt odv\u00e1\u017en\u00fd, tedy \u0159\u00edkat veden\u00ed, co nechce sly\u0161et. Jedin\u00e9, co bylo jist\u00e9, byla nejistota. Nov\u00fd syst\u00e9m ERP p\u016fsobil chaoticky, \u010dasto zhor\u0161oval \u0161patn\u00e9 procesy nebo ve snaze o zefektivn\u011bn\u00ed n\u00e1hodn\u011b eliminoval kritick\u00e9 funkce. Zam\u011bstnanci z\u00e1kaznick\u00e9ho servisu na kl\u00ed\u010dov\u00fdch m\u00edstech odch\u00e1zeli, co\u017e znamenalo, \u017ee roky nedokumentovan\u00e9 znalosti spole\u010dnosti odch\u00e1zely za dve\u0159e. <\/p>\n

V takov\u00fdch situac\u00edch c\u00edle ve skute\u010dnosti br\u00e1n\u00ed spole\u010dnosti v proveden\u00ed zoufale pot\u0159ebn\u00fdch zm\u011bn, m\u00edsto aby ji poh\u00e1n\u011bly kup\u0159edu. V tomto p\u0159\u00edpad\u011b Suzie, Bob a t\u00fdm nakonec dok\u00e1zali p\u0159ij\u00edt s konkr\u00e9tn\u00edmi c\u00edli. Ve skute\u010dnosti v\u0161ak tyto c\u00edle ve skute\u010dnosti nebyly jejich. Byly kask\u00e1dov\u00e1ny shora dol\u016f, od trh\u016f k p\u0159edstavenstvu, pak k gener\u00e1ln\u00edmu \u0159editeli a nakonec k t\u00fdmu. Kl\u00ed\u010dov\u00ed hr\u00e1\u010di v centru situace - gener\u00e1ln\u00ed \u0159editel a t\u00fdm - se v danou chv\u00edli c\u00edtili dob\u0159e, ale hnal je fale\u0161n\u00fd pocit bezpe\u010d\u00ed z c\u00edle, kter\u00fd se zrodil ze zvr\u00e1cen\u00fdch pob\u00eddek - jako je zachov\u00e1n\u00ed pracovn\u00edho m\u00edsta nebo z\u00edsk\u00e1n\u00ed bonusu. V t\u011bchto situac\u00edch mohou c\u00edle p\u0159ekr\u00fdt v\u011bt\u0161\u00ed probl\u00e9m, zejm\u00e9na pro veden\u00ed: neschopnost systematick\u00e9ho hlub\u0161\u00edho pohledu na to, co se ve firm\u011b a v cel\u00e9m dodavatelsk\u00e9m \u0159et\u011bzci skute\u010dn\u011b d\u011bje. <\/p>\n

Pokud c\u00edle nefunguj\u00ed, co funguje?<\/strong><\/h2>\n

Druh\u00fdm probl\u00e9mem c\u00edl\u016f je, \u017ee v\u00e1m v mnoha p\u0159\u00edpadech nemohou pomoci, alespo\u0148 ne p\u0159\u00edmo. Suzie a Bob se mohou rozhodnout, \u017ee zlep\u0161\u00ed progn\u00f3zu, sn\u00ed\u017e\u00ed z\u00e1soby a zkr\u00e1t\u00ed dodac\u00ed lh\u016fty, ale pokud nev\u011bd\u00ed, „pro\u010d“ to d\u011blaj\u00ed a „jak“ toho dos\u00e1hnou, dos\u00e1hnou jen do\u010dasn\u00e9ho \u00fasp\u011bchu. A tento typ \u00fasp\u011bchu je \u010dasto spojen s cenou dodate\u010dn\u00e9ho \u00fasil\u00ed a stresu a spoustou ha\u0161en\u00ed po\u017e\u00e1ru, co\u017e je posiluj\u00edc\u00ed zp\u011btn\u00e1 vazba, kdy se lid\u00e9 c\u00edt\u00ed cenn\u00ed pouze tehdy, kdy\u017e has\u00ed po\u017e\u00e1r: kultura hrdin\u016f v pln\u00e9m proudu. To nem\u016f\u017ee vydr\u017eet, proto\u017ee nakonec t\u00fdm ztrat\u00ed energii, nejlep\u0161\u00ed lid\u00e9 vyho\u0159\u00ed nebo odejdou a snahy o vytvo\u0159en\u00ed udr\u017eiteln\u00fdch zm\u011bn zalo\u017een\u00fdch na stabiln\u00edch procesech a jasn\u00fdch struktur\u00e1ch se nikdy neuskute\u010dn\u00ed. <\/p>\n

Kdy\u017e c\u00edle nesta\u010d\u00ed, je to obvykle proto, \u017ee chyb\u00ed syst\u00e9my. Syst\u00e9my se zam\u011b\u0159uj\u00ed m\u00e9n\u011b na to, „co“, a v\u00edce na to, „pro\u010d“ a „jak“. Syst\u00e9m se zab\u00fdv\u00e1 z\u00e1kladn\u00edmi principy, kter\u00e9 je t\u0159eba \u0159e\u0161it, a z\u00e1kladn\u00edmi p\u0159\u00ed\u010dinami, kter\u00e9 br\u00e1n\u00ed v\u00fdkonu. Nejen\u017ee to pom\u00e1h\u00e1 zlep\u0161it finan\u010dn\u00ed v\u00fdkonnost, ale tak\u00e9 sn\u00ed\u017eit rizika. Zaveden\u00ed syst\u00e9mu v\u00e1m pom\u016f\u017ee minimalizovat naru\u0161en\u00ed a poh\u00e1n\u00ed takovou udr\u017eitelnou finan\u010dn\u00ed v\u00fdkonnost, kterou kl\u00ed\u010dov\u00e9 zainteresovan\u00e9 strany obvykle vy\u017eaduj\u00ed - a\u0165 u\u017e jde o z\u00e1kazn\u00edka, finan\u010dn\u00ed trhy, gener\u00e1ln\u00edho \u0159editele nebo va\u0161eho nov\u00e9ho \u0161\u00e9fa. <\/p>\n

Mnoho \u00fasp\u011b\u0161n\u00fdch spole\u010dnost\u00ed m\u00e1 samoz\u0159ejm\u011b zavedeny alespo\u0148 n\u011bkter\u00e9 prvky z\u00e1kladn\u00edho syst\u00e9mu dodavatelsk\u00e9ho \u0159et\u011bzce, ale ne v\u017edy jsou tak efektivn\u00ed, jak by mohly nebo musely b\u00fdt pro v\u00fdzvy, kter\u00fdm dnes \u010del\u00edme. Mnoho spole\u010dnost\u00ed, kter\u00e9 maj\u00ed neefektivn\u00ed syst\u00e9my dodavatelsk\u00e9ho \u0159et\u011bzce, se dopou\u0161t\u00ed \u0159ady b\u011b\u017en\u00fdch chyb nebo nezohled\u0148uje n\u011bkolik kl\u00ed\u010dov\u00fdch faktor\u016f \u00fasp\u011bchu. Jak\u00e9 to jsou? <\/p>\n

P\u0159ipojte se k druh\u00e9mu d\u00edlu na\u0161eho seri\u00e1lu „Pro\u010d jsou c\u00edle pro pora\u017een\u00e9“, ve kter\u00e9m se budeme zab\u00fdvat 5 povinn\u00fdmi prvky dobr\u00e9ho syst\u00e9mu dodavatelsk\u00e9ho \u0159et\u011bzce.<\/strong><\/a><\/p>\n

<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

P\u0159i \u010dten\u00ed v\u00fdsledk\u016f na\u0161eho posledn\u00edho pr\u016fzkumu jsem se zamyslel nad c\u00edli a nad t\u00edm, jak m\u00e1lo pom\u00e1haj\u00ed p\u0159i \u0159\u00edzen\u00ed glob\u00e1ln\u00edho dodavatelsk\u00e9ho \u0159et\u011bzce. Podle ned\u00e1vn\u00e9ho pr\u016fzkumu spole\u010dnosti Pacellico je v\u00edce […]<\/p>\n","protected":false},"author":1,"featured_media":1733,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[17],"tags":[],"class_list":["post-2053","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-obchodni"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.pacellico.com\/cs\/wp-json\/wp\/v2\/posts\/2053","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.pacellico.com\/cs\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.pacellico.com\/cs\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.pacellico.com\/cs\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.pacellico.com\/cs\/wp-json\/wp\/v2\/comments?post=2053"}],"version-history":[{"count":1,"href":"https:\/\/www.pacellico.com\/cs\/wp-json\/wp\/v2\/posts\/2053\/revisions"}],"predecessor-version":[{"id":2056,"href":"https:\/\/www.pacellico.com\/cs\/wp-json\/wp\/v2\/posts\/2053\/revisions\/2056"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.pacellico.com\/cs\/wp-json\/wp\/v2\/media\/1733"}],"wp:attachment":[{"href":"https:\/\/www.pacellico.com\/cs\/wp-json\/wp\/v2\/media?parent=2053"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.pacellico.com\/cs\/wp-json\/wp\/v2\/categories?post=2053"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.pacellico.com\/cs\/wp-json\/wp\/v2\/tags?post=2053"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}