标签: CIO

不懂“库存控制”您凭什么做CIO？ 程晓华 2015-3-31 前几天跟我IBM原先的同事、当时的IT经理，现在深圳某上市公司做CIO的胡先生喝酒。席间他问我TIM项目做的怎么样，我说挺好啊，做了几家客户，效果都不错的。 他说他们公司现在不需要做库存控制，库存不是问题，公司CEO现在最头痛的是给客户出不去货的问题。 我说，那不还是个“库存控制”问题吗？什么叫库存控制？给客户出不去货，那叫库存控制？那恰好说明你没有做好库存控制！然后才导致“该来的不来，不该来的都来了”，不是这样吗？ 库存控制的根本目的就是，通过不断地优化库存结构，降低呆滞库存，提高给客户的及时交付率，从而实现库存的有效周转。 提高及时交付率是实现降低库存的手段，同时也是库存控制的结果。 喔，他说，我还以为你做的库存控制项目就是帮客户一味地“压库存”呢。 我说，一味地压库存，你怎么压？强压？摁倒葫芦起了瓢？ 企业的库存，就像你肚子里的大粪，强压那是要死人的！你只能是慢慢地揉！对企业也是一样，你只有打通整个需求与供应链管理的流程、组织架构，KPI，乃至IT支持系统，才有可能把库存给降下来，不是吗？出不去货，库存怎么可能降下来？库存控制的根本目的，就是以尽可能最低的库存成本，达到最高的及时出货率，您连这个都不懂吗？ 他说我以前是不懂，现在明白了。 我说那您以前这CIO是怎么做的？连这个“库存控制”的基本概念都不懂？CIO不懂“库存控制”，怪不得你们公司给客户出不了货呢！ 他说， 给客户出不去货，管我什么事？那是供应链管理的事情！ 我说，错！你还是不懂！库存控制，人人有责！连你这个CIO都不懂，可以想象，你们公司有多少人对“库存控制”有误解？ 有一句话叫，IT是SCM（供应链管理）的enabler（使能、促成者），尽管库存控制是由供应链管理部门来具体负责，但如果整个公司的人，尤其是CIO都不懂的怎么配合供应链管理团队，这个库存控制还怎么做？ 他说那你的意思是我这个CIO是混饭吃的？ 我说差不多吧！ 他说那我不跟你喝了！我要走！你总是瞧不起我（这个CIO）！ 我说要走就赶紧的！ 他扭头就走了！ 过了不到5分钟，他又回来了！ 我说你怎么这么不要脸，又回来了？ 他说，我刚才到路边撒了泼尿，水位降下来了，我大脑也清醒了。 我说，那就继续喝吧！悠着点喝（=需求管理），没那能耐（=供应链管理能力）就不要喝的那么急，否则就会让尿（=库存）憋得你说胡话！ 他说，嘿嘿，看来跟你喝酒还能学供应链管理呢！   小编注： 对库存控制有疑虑的情移步程老师早前的文章   库存控制的根本目的不是为了“物料短缺”   作者程晓华先生，《制造业库存控制技巧》、《CMO-首席物料官》著作者；《制造业库存控制技术与策略》课程创始人、讲师 ；“TIM-全面库存管理”首席咨询师 Web: www.chengxiaohua.com  

A provocative analyst prediction can really get people talking. Several years ago, it was Gartner's prediction that marketing organizations will outspend IT organizations on technology by 2017. Not to be outdone, the provocateurs at IDC last week weighed in with their own headline-grabber: By 2020, chief digital officers (CDOs) will "supplant" 60% of CIOs at global companies "for the delivery of IT-enabled products and digital services."   In other words, most CIOs -- if the position still exists at their companies in five years -- will be relegated mostly to managing and securing infrastructure and applications, according to the IDC prediction, one of 10 that the research firm laid out as 2014 comes to a close. CDOs, meantime, will take on the more strategic (and fun) role of applying digital technologies -- mobile, cloud, analytics, social, robotics -- to boost revenue, maximize profits, and delight customers. CIOs = back office. CDOs = front office. It's 1989 all over again.   Here's my prediction: By 2020, chief digital officers will be yesterday's fad, joining the ranks of chief innovation, learning, and culture officers. Sure, a handful of them will still exist, but the CIO -- customer-focused and product-savvy -- will drive the corporate digital agenda in partnership with CEOs, CMOs, CFOs, and other business leaders. CIOs won't go back to being order-takers. "What good CIO would let that happen?" says Cathy Bessant, head of Bank of America's 100,000-person Global Technology and Operations unit, which includes six or seven CIOs.   Those CIOs who can't cut it as digital innovators and customer pleasers will go the way of CFOs who can't think outside of their spreadsheets and CMOs who can't move beyond direct-mail marketing and banner ads. That is, they'll lose their jobs because of their failure to keep up with the times and corporate priorities.   But that doesn't mean roughly 60% of current technology chiefs aren't up to the challenge of leading the next great technology movement. You can already size up the CIO of tomorrow by looking at the top CIOs of today -- the likes of Rob Carter at FedEx, Lynden Tennison at Union Pacific, John Halamka at Beth Israel Deaconess Medical Center, Karenann Terrell at Wal-Mart, and Gordon Wishon at Arizona State University -- all technically astute, customer-focused, business savvy. They're not MIS chiefs; they're strategists.   Getting to that level isn't a bridge too far even for CIOs who today may be spending too much of their time in the weeds. In a recent Gartner survey of more than 2,800 CIOs in 84 countries, 73% of respondents said they have changed their leadership style over the last three years, and 75% said they need to change their style over the next three years, to meet the demands of digital business. "The exciting news for CIOs," Gartner maintains, "is that despite the rise of roles such as the chief digital officer, they are not doomed to be an observer of the digital revolution."   Not only do most marketing-bred CDOs lack the technical expertise to lead the digital charge, but they also lack the project management experience, says Satya Ramaswamy, head of the Digital Enterprise unit of Tata Consultancy Services. "We are not seeing CIOs going away at all," Ramaswamy says. Especially at large scale, "digital reimagination," as he calls it, "is too complex for someone with a marketing background. There's so much going on the back end to drive the front." The two aren't separable.   Despite its optimism about the future role of the CIO, Gartner issued a warning: "Through both nature and nurture, CIOs have evolved into control-style pragmatic leaders," Gartner VP Graham Waller said in a statement. "Given the characteristics of the new digital era, this bias is dangerous. CIOs must invert their style to be more vision-led and inspirational."   Bank of America's Bessant, a former company CMO in her own right, says CIOs do need to adopt the mindset of "thinking digital first, digital by design."   "I can see the cultural revolution that we've got to have," she says. "But good/great technologists are awesome problem-solvers and have the ability to see the future. Shame on any CIO who can't see that coming."   If the world wasn't changing, we might continue to view IT purely as a service organization, and ITSM might be the most important focus for IT leaders. But it's not, it isn't and it won't be -- at least not in its present form.   Rob Preston currently serves as VP and editor in chief of InformationWeek, where he oversees the editorial content and direction of its various website, digital magazine, Webcast, live and virtual event, and other products. Rob has 25 years of experience in high-tech