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“兩天送達(dá)”，如今消費(fèi)者對(duì)此已經(jīng)沒有什么感覺了。實(shí)際上，這已經(jīng)成為他們?cè)敢獾却淖铋L期限。這樣的“亞馬遜效應(yīng)”重置了經(jīng)營執(zhí)行標(biāo)準(zhǔn)，而且在讓產(chǎn)品如何于恰當(dāng)?shù)臅r(shí)間到達(dá)恰當(dāng)?shù)牡攸c(diǎn)方面，公司領(lǐng)導(dǎo)人現(xiàn)在必須做到盡善盡美，否則就有可能把客戶拱手讓給速度更快的競爭對(duì)手。受這種趨勢影響，未來的CEO將集中來自一個(gè)傳統(tǒng)上不那么受重視的業(yè)務(wù)環(huán)節(jié)，那就是供應(yīng)鏈。

上述的亞馬遜效應(yīng)已經(jīng)重新定義了消費(fèi)者的預(yù)期和經(jīng)營行為，也改變了企業(yè)對(duì)新一代CEO特質(zhì)的需求。董事們?cè)絹碓蕉嗟剞D(zhuǎn)向在職業(yè)生涯中能將全局規(guī)劃和數(shù)千“零部件”落實(shí)到具體執(zhí)行的管理者。今后，除了首席收入官和首席財(cái)務(wù)官，首席供應(yīng)鏈官也將走上CEO崗位。公司價(jià)值的動(dòng)力將越來越多地來自滿意回頭客的數(shù)量。這一點(diǎn)不光體現(xiàn)在有效管理百萬美元級(jí)別的損益表上，還體現(xiàn)在有效管理10億美元級(jí)別的銷售成本以及企業(yè)社會(huì)責(zé)任項(xiàng)目對(duì)品牌的關(guān)鍵影響上。而所有這些都將受到嚴(yán)格管理的供應(yīng)鏈的影響。

作為一家供應(yīng)鏈軟件公司的創(chuàng)始人及CEO，我有幸跟許多這樣的高管合作過。大家可以想像一下麥當(dāng)勞的首席供應(yīng)鏈官弗朗西絲卡·德拜爾斯需要的經(jīng)營控制力，她得跟數(shù)千家供應(yīng)商打交道，而且每年都需要制作出數(shù)以10億計(jì)的可回收紙杯、吸管和包裝紙。大家還可以想想星巴克的首席采購官凱莉·本斯頓，她負(fù)責(zé)以合乎道德的方式從世界各地戰(zhàn)略性采購超過5億磅的咖啡豆，然后每天都通過全世界的2.4萬間星巴克咖啡店為1200萬顧客提供服務(wù)；或者強(qiáng)生的首席供應(yīng)鏈官凱西·溫格爾，她管理的銷售成本超過250億美元，她的工作是為全球消費(fèi)者和病患提供逾35萬件醫(yī)療保健產(chǎn)品。在服務(wù)客戶的速度和持續(xù)性決定企業(yè)存亡的環(huán)境下，供應(yīng)鏈負(fù)責(zé)人正在成為全世界力量最強(qiáng)大的高管。

要理解像她們那樣的運(yùn)營高管每天都要解決的問題，關(guān)鍵就在于弄明白大多數(shù)全球性業(yè)務(wù)的本質(zhì)，那就是它從組織角度講很笨重，各部門相互獨(dú)立，而且不適于快速執(zhí)行。最終推出產(chǎn)品的企業(yè)通常只能控制供應(yīng)鏈的20%左右；它們大多都會(huì)跟外部供應(yīng)商、運(yùn)輸公司以及承包制造商合作。盡管在工作中面對(duì)的是分崩離析的系統(tǒng)和大量公司間摩擦，他們團(tuán)隊(duì)每天的“英雄行為”，或者說為達(dá)到客戶日益提高的預(yù)期而不斷“滅火”的事跡卻從未得到過認(rèn)可。供應(yīng)鏈專業(yè)人士處于連軸轉(zhuǎn)狀態(tài)，他們要和數(shù)千名合作伙伴打交道，要克服產(chǎn)品意外短缺、巨大自然災(zāi)害以及不可靠的經(jīng)銷網(wǎng)絡(luò)等問題。供應(yīng)鏈跟潛力無關(guān)；它是實(shí)實(shí)在在的，它是不屈不撓地執(zhí)行，是穩(wěn)定的表現(xiàn)，也是為了讓客戶滿意而處理數(shù)以千計(jì)復(fù)雜而又不斷變化的細(xì)節(jié)的能力。

在這個(gè)需要立即得到滿足的時(shí)代，隨著供應(yīng)鏈的運(yùn)營狀態(tài)成為首要考慮因素，企業(yè)走到了生死攸關(guān)的十字路口。所謂的“經(jīng)營者”是他們保持競爭優(yōu)勢的秘密武器。在這樣的環(huán)境下，供應(yīng)鏈專業(yè)人士顯然要成為世界上最強(qiáng)大的管理者，他們照料著全球商業(yè)的心臟和靈魂，而且正在改變公司運(yùn)營的方式（財(cái)富中文網(wǎng)）

本文作者納德爾·米哈伊爾是供應(yīng)鏈指揮協(xié)調(diào)軟件公司Elementum的創(chuàng)始人及CEO。

譯者：Charlie

審校：夏林

We live in a world in which customers are no longer impressed by two-day delivery. In fact, it’s now the longest customers are willing to wait. This “Amazon effect” has reset the bar for operational execution, and business leaders must now perfect how they get products to the right place at the right time or risk losing their customers to faster competitors. Because of this dynamic, CEOs of the future will disproportionately come from a traditionally under-appreciated business function: the supply chain.

The Amazon effect has redefined customer expectations and business behaviors, changing the nature of what corporations need from up-and-coming CEOs. Board members are increasingly turning to leaders who have made careers out of translating the big picture and thousands of moving parts into executional reality. The ranks of future CEOs will be filled with former chief supply chain officers (CSCOs), not only former chief revenue officers or chief financial officers. Corporate value is increasingly driven by the volume of satisfied and repeat customers. That’s reflected not by effective management of millions in P&L, but by effective management of billions in cost of goods sold—COGS—as well as the critical brand impact of corporate social responsibility programs. All are impacted by a tightly managed supply chain.

As founder and CEO of a supply chain software company, I’ve had the privilege to work alongside many such executives. Think of the operational mastery necessary for McDonald’s CSCO Francesca DeBiase to work with thousands of suppliers to produce billions of renewable cups, straws, and wrappers a year. Consider Starbucks’ chief procurement officer Kelly Bengston, who is responsible for the strategic sourcing processes of more than 500 million pounds of ethically-sourced coffee beans from all over the world to serve 12 million customers each day at 24,000 stores worldwide. Or look to Johnson & Johnson’s CSCO Kathy Wengel, who manages more than $25 billion in COGS to bring more than 350,000 healthcare products to consumers and patients around the world. In a world where companies are made or broken by how quickly and consistently they serve their customers, supply chain leaders are becoming the world’s most powerful executives.

In order to understand the challenges that operations executives like these overcome on a daily basis, it’s crucial to understand the nature of most global operations: organizationally cumbersome, siloed, and not designed for rapid execution. Product companies typically only control about 20% of their supply chain; they mostly work through external suppliers, carriers, and contract manufacturers. And despite working with broken systems and immense organizational friction, they are never recognized for the daily heroics of their teams, who are constantly fighting fires to meet growing customer expectations. Supply chain professionals work around the clock and across thousands of partners to overcome unexpected product shortages, catastrophic natural disasters, and unreliable distribution networks. Supply chain isn’t about potential; it’s where the rubber hits the road—relentless execution, consistent performance, and an ability to juggle thousands of complex and constantly changing details to deliver customer delight.

As the operational dynamics of supply chain become top-of-mind in this age of instant gratification, businesses are at an existential crossroads. Their so-called “operators” are their secret weapon to maintaining a competitive edge. Given this environment, it’s clear that supply chain professionals are poised to become the most powerful executives in the world, overseeing the heart and soul of global commerce and transforming the way companies run.

Nader Mikhail is the founder and CEO of Elementum, a supply chain orchestration software company.