許多社交媒體的支持者預(yù)期，透過微博，Google+ 等工具，將能徹底改變供應(yīng)鏈的管理途徑。根據(jù)最近一篇刊登在《CFO》雜志的文章中，列舉了社交媒體可能為供應(yīng)鏈帶來的五項(xiàng)優(yōu)點(diǎn)，分別是： 　　●建立知識網(wǎng)絡(luò) 　　●平衡速度與思考 　　●可攜式信息寶庫 　　●以社群代替合作 　　●打造創(chuàng)新平臺 《CFO》雜志中的這篇文章還引用了Wal-Mart、Intercontinental Hotels與Network Rail等公司采用社交媒體實(shí)現(xiàn)創(chuàng)新的例子： “Wal- Mart發(fā)展‘供應(yīng)鏈溫室氣體創(chuàng)新計(jì)劃’(Supplier Greenhouse Gas Innovation Program)，以減少整個供應(yīng)鏈所帶來的溫室氣體。Intercontinental Hotels與其供貨商共同開發(fā)可持續(xù)的糧食資源鏈，以降低成本、提高品質(zhì)，并支持當(dāng)?shù)厣鐓^(qū)。Network Rail則在2011年推出‘創(chuàng)新與供貨商參與計(jì)劃’(Innovation and Supplier Engagement Program)，以提高客戶服務(wù)水準(zhǔn)，并降低生產(chǎn)成本?！? 電子供應(yīng)鏈也同樣致力于降低成本與提高品質(zhì)，但社交媒體至今仍未在此帶來更多影響力。IBM公司最近的一項(xiàng)研究顯示，公司主管對于社交媒體的態(tài)度因產(chǎn)業(yè)不同而有所差異。該報(bào)告指出： “在教育(77%)、通信(73%)和零售業(yè)(72%)等領(lǐng)域中，有較高比例的CEO預(yù)期社交媒體可作為客戶參與的重要管道。而在工業(yè)產(chǎn)品領(lǐng)域，只有34%的 CEO認(rèn)為，社交媒體將扮演一個重要的角色。在保險(xiǎn)業(yè)和電子產(chǎn)品領(lǐng)域中，則分別有51%和52%(低于平均)的CEO認(rèn)同此看法?！? 這項(xiàng)研究報(bào)告并未深究CEO看法不同的確切原因。但現(xiàn)在看來，電子產(chǎn)業(yè)主管更傾向于認(rèn)為社交媒體可作為收集客戶信息的另一種管道，而不是用來當(dāng)作發(fā)展業(yè)務(wù)的 平臺。IBM的研究補(bǔ)充說：“一位來自日子產(chǎn)業(yè)的CEO描述其組織如何透過‘在產(chǎn)品開發(fā)中加進(jìn)用戶的心聲’，從而協(xié)助其B2B客戶實(shí)現(xiàn)創(chuàng)新。” 在這方面，電子產(chǎn)品經(jīng)銷商在供應(yīng)鏈的獨(dú)特定位使其得以從社交媒體中受益。組件制造商與經(jīng)銷商共享產(chǎn)品開發(fā)藍(lán)圖，使經(jīng)銷商能瞄準(zhǔn)新的產(chǎn)品設(shè)計(jì)商機(jī)。如果一款元件被加進(jìn)一款設(shè)計(jì)后，相關(guān)的信息就會被引導(dǎo)回供貨商處。這些資料有助于供貨商決定哪些產(chǎn)品較能成功、其中使用了哪些應(yīng)用組件，以及客戶最常使用的組件文件 案。根據(jù)業(yè)界觀察家表示，所有的相關(guān)信息都能協(xié)助組件制造商利用于開發(fā)下一代產(chǎn)品。 對于制造商和OEM而言，這些通路信息可針對供貨商的品管、訂單與交貨表現(xiàn)、交貨時間、價(jià)格與可能的其它供應(yīng)來源提供回饋。由于品牌OEM經(jīng)常外包其制造，供貨商必須仔細(xì)審核，因?yàn)橐坏┌l(fā)生任何問題就可能意味著整條生產(chǎn)線停擺。制造商還必須知道如果無法取得A產(chǎn)品時，必須馬上有B產(chǎn)品可出貨。 本文授權(quán)編譯自EBN Online，版權(quán)所有，謝絕轉(zhuǎn)載 本文下一頁：對社交媒體應(yīng)該抱更小心謹(jǐn)慎的態(tài)度？

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• 云端運(yùn)算將為沉寂的供應(yīng)鏈管理帶來創(chuàng)新
• 蘋果供應(yīng)鏈管理——簡約而不簡單
• 最新供應(yīng)鏈管理策略變化趨勢大揭秘Ajdesmc

{pagination} 然而，大部份的資料已經(jīng)被ERP、MRP與EDI等典型的電子產(chǎn)品供應(yīng)鏈系統(tǒng)以及內(nèi)部解決方案擷取與利用了。大部份的資料都被視為是供貨商、經(jīng)銷商與OEM所有。品牌廠商通常對于產(chǎn)品底價(jià)高度保密，不愿透露給供貨商。組件與板設(shè)計(jì)也被組件制造商與OEM認(rèn)為是“秘密武器”。由于經(jīng)銷商與EMS供貨商所服務(wù)的不同OEM之間彼此競爭，為避免有心人士打探消 息，許多信息往往被視為機(jī)密而加以深藏。而社交網(wǎng)絡(luò)的開放性可能與這種供應(yīng)鏈的實(shí)際運(yùn)作相互沖突。 因此，電子產(chǎn)業(yè)的主管對于社交媒體可能抱持更小心謹(jǐn)慎的態(tài)度。根據(jù)IBM的研究，盡管社交媒體常被用于作為與客戶溝通的方式，企業(yè)CEO們認(rèn)為其真正的價(jià)值在于提供了一種洞察力的來源以及一種合作的方式。“我們在使用社交媒體時，很少將它作為一種行銷或經(jīng)銷通路，我們通常視其為一個知識平臺，用于取得客戶的相關(guān)信息，”瑞士一家 保險(xiǎn)公司的CEO表示。當(dāng)然，透過社交媒體與客戶互動可適時調(diào)整客戶期待、關(guān)系以及個別的互動。 社交媒體在電子供應(yīng)鏈的作 用仍十分流暢。它能作為一個交易平臺嗎？當(dāng)然可能。它能被用于銷售與市場信息嗎？當(dāng)然可以。在接下來的文章中，我還將討論到社交網(wǎng)絡(luò)的可移植性與合作優(yōu)點(diǎn)。 如今供應(yīng)鏈所面臨的挑戰(zhàn)是如何在社交媒體的這些優(yōu)勢與及未知之間取得平衡。在IBM的報(bào)告指出，“我們只是還不習(xí)慣原來社交媒體的成熟度已經(jīng)達(dá)到可使我們受益多于受損的時候了！” 本文授權(quán)編譯自EBN Online，版權(quán)所有，謝絕轉(zhuǎn)載 編譯：Susan Hong 參考英文原文：Social Media Will Revolutionize Supplier Management，by Barbara Jorgensen, EBN Community Editor

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• 云端運(yùn)算將為沉寂的供應(yīng)鏈管理帶來創(chuàng)新
• 蘋果供應(yīng)鏈管理——簡約而不簡單
• 最新供應(yīng)鏈管理策略變化趨勢大揭秘Ajdesmc

{pagination} Social Media Will Revolutionize Supplier Management Barbara Jorgensen Proponents of social media expect tools such as Facebook, Twitter, and Google+ will revolutionize the way supply chains are managed. A recent article in CFO magazine lists five benefits social media provides to the supply chain. They are: · Creating Knowledge Networks · Balancing Speed and Contemplation · Portable Information Vaults · Replacing Collaboration with Community · Building a Platform for Innovation CFO cites Wal-Mart, Intercontinental Hotels, and Network Rail as examples of companies that have used social media to innovate: Wal-Mart has developed its Supplier Greenhouse Gas Innovation Program to reduce GHGs across its supply chain. Intercontinental Hotels engages its suppliers to develop sustainable food-resource chains in order to reduce cost, improve quality, and support local communities. Network Rail launched an Innovation and Supplier Engagement Program in 2011 to improve customer-service levels and reduce cost. The electronics supply chain also strives to reduce costs and improve quality, yet social media hasn't gained a lot of traction. A recent study conducted by IBM Corp. (NYSE: IBM) shows how executives' attitudes about social media vary from industry to industry. The report stated: A higher percentage of CEOs in education (77 percent), telecommunications (73 percent) and retail (72 percent) expect social media to be a key channel for customer engagement. In industrial products, only 34 percent of CEOs believe social media will play a significant role -- the lowest of all industries; insurance (51 percent) and electronics (52 percent) are below the overall average. The study doesn't delve into the exact reasons for the differing attitudes. But it appears that rather than using social media as a platform to conduct business, electronics executives view it as another means to collect information about customers. The IBM study adds: An electronics industry CEO from Japan described how his organization is helping B2B customers innovate by "incorporating the end user's voice directly into product development." In this regard, electronics distributors may be uniquely positioned in the supply chain to benefit from social media. Components makers share their product development roadmaps with distributors so distributors can target new-product design opportunities. If a component is placed in a design, that information is channeled back to the supplier. This data helps suppliers determine which products are most successful; which applications components are being used in; and the profile of customers most frequently using the devices. All of this information, industry insiders say, can assist component makers in developing their next-generation products. For manufacturers and OEMs, the channel can provide feedback on supplier quality, order and delivery performance, lead times, pricing, and potential second sources. Since brand owners (OEMs) frequently outsource their manufacturing, suppliers have to be carefully vetted because a missed delivery can mean entire production lines shut down. Manufacturers also have to know that if product A is unavailable, product B is ready to ship. However, much of this data is already captured and utilized by the typical electronics supply chain systems: ERP, MRP, EDI, and in-house solutions. Much of this data is considered highly proprietary by suppliers, distributors, and OEMs. Brand owners frequently secure preferential pricing from suppliers that they don't want to share. Component and board designs are considered a "secret sauce" by both component makers and OEMs. Since distributors and electronics manufacturing services (EMS) providers both service OEMs that compete with one another, a great deal of information is kept in silos to keep it secure from prying eyes. The "openness" of social networking may conflict directly with certain supply chain practices. For this reason, electronics executives may be approaching social media with caution. According to the IBM study, which noted: Despite social media's frequent use as a way of communicating to customers, CEOs recognize its real value as a source of insight and a means of collaboration. “We use social media less as a marketing or distribution channel and more as a knowledge platform to obtain information about customers,” explained an insurance CEO from Switzerland. Of course, engaging with customers via social media escalates expectations for timely, relevant and individualized interaction. The role of social media in the electronics supply chain is still very fluid. Could it be used as a transactional platform? Possibly. Can it be used for sales and marketing information? Absolutely. In upcoming blogs, I will look at the portability and collaboration benefits of social networking. The challenge for the supply chain will be balancing these benefits with the unknowns of social media. "We're not yet comfortable that social media has matured to the point we'll benefit more than we'll suffer," explained an industrial products industry CEO in the IBM report.