在诊所里，我们常看这样的情况：一个人，既是内外妇儿科的大夫，又是治疗室的护士，还是生化检验员。而在一家综合型医院，则会有内外妇儿的专业部室，仅仅内科甚至还细分为心内科、神经内科和泌尿内科等等。细致的分工，是为了让体系有更专、更深、更强的业务能力，提供更精致的服务。
In the clinic, we often see such a situation: a person, both internal and external gynecology and pediatrics doctor, but also the treatment room nurse, or biochemical examiner. And in a general hospital, there will be professional departments of internal and external gynecology and children, only internal medicine is even divided into cardiology, neurology and urology and so on. Careful division of labor is to enable the system to have more specialized, deeper and stronger business capabilities, to provide more sophisticated services.
与医疗机构一样，企业也往往因规模大小不同，岗位细分程度和具体职能也有很大不同。有句关于IBM的玩笑说，在IBM，每一个螺丝钉都有专门儿的人负责安装。在建制完备的大企业，每个员工，不管职位高低，在某种程度上都是一个专业的螺丝钉。
Like medical institutions, enterprises are often different in size, the degree of job segmentation and specific functions are also very different. There is a joke about IBM that in IBM, every screw has a special person to install it. In a well-established large enterprise, every employee, regardless of position, is a professional screw to a certain extent.
所有这些螺丝钉，都有不同的作用，承担着不同的职能。这些职能通过系统和流程，一步步实现供应链企业的管理目标，完成企业的订单、采购、生产运营、仓储管理和物流配送，最终到消费者或者客户手里。有了系统的支撑，一个完整的订单就可以完成原材料采购、生产制造到终端客户的端对端的流程。
All these screws have different functions and undertake different functions. These functions through the system and process, step by step to achieve the management objectives of the supply chain enterprises, the completion of orders, procurement, production operations, warehousing management and logistics distribution, and ultimately to consumers or customers. With the support of the system, a complete order can complete the process of purchasing raw materials, manufacturing to end-to-end customers.
在那些成熟的巨无霸供应链企业，系统构建和流程都已比较完善，人们看到的大多是成功的东西，而成熟供应链变革过程中遇到的失败细节是看不到的，呈现的理解也是建立在静态上的东西，所以，初入职者在这样的企业学习供应链，提升难度比较大。
In those mature giant supply chain enterprises, the system construction and process have been relatively perfect, people see mostly successful things, and the failure details encountered in the process of mature supply chain change are invisible, the presentation of understanding is also based on static things, so, new recruits in such enterprises to learn The supply chain is more difficult to upgrade.
在小企业从事供应链管理，因为人少、业务量相对少，往往是一个岗位担负多个环节的职能。这样的情况下，你可能会看到更多的面儿，但你体悟不到、也体悟不深精致的供应链带来的效率和效益，很难出专家型人才。相比较而言，大公司还是培养人才的摇篮。
In small enterprises engaged in supply chain management, because there are fewer people, business volume is relatively small, often a post to assume the function of multiple links. In this case, you may see more aspects, but you can not understand the efficiency and benefits of the delicate supply chain, it is difficult to come up with expert talent. Comparatively speaking, large companies are still the cradle of cultivating talents.
那些中等规模的企业，往往因为发展需要，从大企业挖来供应链管理的高端人才，并给予他们有更大的发挥空间。初入职者要跟准这样的人，共同经历企业变革的全过程，无论是顺利的，还是挫折甚至是失败的等所有细节，这样的阅历，对未来的自己的业务能力、领导能力，都是宝贵的财富。
Those medium-sized enterprises, often because of development needs, from large enterprises to tap high-end supply chain management personnel, and give them more room to play. Newcomers should follow such people to experience the whole process of corporate change, whether it is smooth, frustration or even failure of all the details, such experience, for the future of their business ability, leadership, is a valuable asset.
跟着专家型的供应链人才，在不断迭代升级的公司，一定要静心学习专业的供应链做法，面对繁琐的流程、各种考核指标和制度，无论多么不理解，都要相信其存在的合理性。它们经过多代管理者的实践，包括试错，又经过很多人多年的验证、妥协才沉淀下来的东西，都是为了解决、预防特定的问题而存在的。
Following the expert supply chain talent, in the company which is constantly upgrading iteratively, we must study the professional supply chain practices carefully, and believe the rationality of its existence in the face of tedious process, various evaluation indicators and systems, no matter how incomprehensible. They have been practiced by many generations of managers, including trial and error, and many years of verification and compromise before precipitation of things, are to solve and prevent specific problems and exist.
有的企业在导入供应商时，会对供应商的生产管理体系、质量管理体系和物料管理体系设计几十个考察问题。有丰富实践经验的管理者知道：有了质量指标，为的是确保质量管理；没有指标，就没有人负责，没人负责就做不好；统计什么就能知道什么，想知道什么就得统计什么；如果没有统计，你就什么都不知道，更提不上管理了。懂得了这些，就知道成熟的供应链企业这么做的原因了。
When some enterprises import suppliers, they will inspect dozens of problems about supplier's production management system, quality management system and material management system design. Managers with rich practical experience know that quality indicators ensure quality management; without indicators, no one is responsible, no one is responsible for doing well; statistics can know what, want to know what to statistics; without statistics, you do not know anything, let alone management. Knowing this, we know why mature supply chain enterprises are doing this.
有些人不理解，是因为自己还没有遇到过那些问题，更不会想到遇到后到解决办法是什么。这或许就是流程存在的价值。因为企业不能让一代代人去试错或试错付出代价后寻找解决方案。
Some people do not understand, because they have not encountered those problems, not to mention what the solution is. This may be the value of the existence of the process. Because enterprises can not let generations of people go to trial and error or trial and error to find solutions after paying the price.
供应链管理专家刘宝红曾对供应链从业者建议说，在大公司要注意学习几个基本的流程：销售与运营流程、供应商选择和管理流程、订单处理流程以及相邻的产品开发流程、设计变更流程等。把这些流程文档找出来，过一段时间阅读一次，刚开始时可能不太懂，慢慢地就会加深对整个公司运作的理解。这些流程、系统、表格都是几代人管理智慧的结晶，离开大公司后，估计再也难以看到。
Supply chain management expert Liu Baohong once suggested to supply chain practitioners that large companies should pay attention to learning several basic processes: sales and operation process, supplier selection and management process, order processing process and adjacent product development process, design change process, etc. Find out these process documents and read them over a period of time. You may not understand them at the beginning, and you will gradually deepen your understanding of how the company works. These processes, systems, and tables are the crystallization of generations of managerial wisdom that will probably never be seen again after leaving a large company.
除了流程，企业使用的系统也是极其重要的，因为供应链的流程设计就在企业的系统里，且供应链企业的产品交期、成本等都与系统的主要参数设置和逻辑有不可分割的关系，不理解系统，就很难掌握企业的供应链运行状态，也会在很大程度上影响供应链企业的目标和效益。
In addition to the process, the system used by the enterprise is also extremely important, because the process design of the supply chain is in the enterprise system, and the product delivery, cost, etc. of the supply chain enterprise has an inseparable relationship with the main parameters and logic of the system. Without understanding the system, it is difficult to grasp the operation state of the enterprise supply chain. To a large extent, it will also affect the goals and benefits of the supply chain enterprises.
转自现代物流报
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