I said I can not be considered "successful", but since you asked, I will talk about my personal experience.
First of all, I got into this business "by accident", but I've been doing it for 18 years now, and the more I do it, the more I'm ***, or at least the more my customers think I'm "valuable".
95 years I left the state-owned enterprises, technician position, back to Yantai City, just in time for the South Korean Daewoo Heavy Industries in the preparation for the construction of the Yantai plant, I went to apply for production management, thought it was the management of the shop floor, the results of the South Koreans to let us learn to play the MRP
Systems, I realized that the so-called production management is the production plan, which began at that time, I am considered to be entering the supply chain management field, and has been to the present time. supply chain management field, until now still rely on this meal, to support their families.
Later in different enterprises such as Dunham Bush, IBM, Flextronics to do material planning supervisor, purchasing manager, senior materials manager has been to the supply chain director, director of global materials, and then in Accenture
company to do a year and a half of the supply chain management consulting director, and now do their own integrated supply chain management and inventory control consulting, training, mainly to help customers solve the problem of shipments and inventory control, and to help customers to solve the problem of inventory control, and to help customers to solve the problem of inventory control. Now I am doing consulting and training on integrated supply chain management and inventory control, mainly helping customers to solve the problem of shipment and inventory.
Summary of my own growth, probably the following points:
1.
There is a good mentor, that is, your boss. He will teach you a lot of things you can't learn from books, or called skills. As we all know, supply chain management is a very practical profession, either more or less,
You need to play the balance, a lot of theoretical things are one-way, while the actual supply chain management work needs to be repeated, there is no real work can not play. A professional boss may turn a stone into gold, an unprofessional boss is
possible to bring you to the crooked road, time is very difficult to correct, because of the crooked mouth of the monk read out in fact that is not the "scripture", that is nonsense. Although there is no absolute right and absolute wrong in management, there is a relative
correct, that is, the industry's so-called best practice (best practice) or benchmark (benchmarking) issues.
2.
The program work must be hands-on. I've written an article on several planning issues in supply chain management. Planning is mainly demand planning, production planning, material planning, inventory planning. I do planner very
many years, and then in IBM as a senior materials manager, management planning, procurement, logistics, while personally part-time planning manager for more than a year, until from Motorola to dig a planning manager; I am in Flextronics
personally concurrently as a demand planning manager has also been a long time. I have always believed that planning is the core of the whole demand and supply chain management, is the brain organ. When the planning problem is straightened out, the supply chain management problem is solved in half.
3.
Data analysis and logical reasoning, that is, a brain problem. People who do not like data analysis is very difficult to do a good job of supply chain management, because we say that the flow of information, logistics, capital flow, the flow of information is the core, and the flow of information is
data. In the era of big information and big data, data analysis, refining and mining becomes more and more important. We can say so, no data analysis of supply chain management that is bullshit; with data analysis, you can do logical
reasoning, and then you can make decisions, otherwise it's all a pat on the head of the "farmers" approach. I'm a farmer by trade, but back in my rural hometown I found that many of the "first rich" farmers are also using their brains. I was at Flextronics as a director of the handheld
machine division, under the management of countless people, just planners have seventy to eighty people, but for a lot of key data, such as customer demand, inventory, ERP master data, etc., I'm still personally doing some analysis, the purpose is to find problems
problems, prevent problems. In supply chain management, you can trust no one, but you have to trust the data. So, I go to my current customers and give them 12 forms to fill out and then analyze them with them, and in three or five
days I can turn over the whole supply chain pretty much before I change the process.
4.
Don't work overtime, don't be too busy, be quiet. Many people are used to working overtime, this habit is very taboo for people engaged in supply chain management; the so-called "busy", is the "death of the heart", the result of busy is to play! Busy on
is blind busy. Supply chain problems, such as shipping problems, inventory problems, material shortages, etc., can not be solved by busy, you need to be quiet, step by step to do, and gradually improve, so that less accidents, no accidents.
I was originally a very quick-tempered person, engaged in supply chain management these years down, but also become a lot more mature! Of course, this may have something to do with the fact that I am getting older.
5.
Be honest. We talked about, supply chain management, is not more, is less, more is stagnant inventory, less is material shortages, production stop line, can not get out of the goods, so the thing, do not try to cover up any problems
problems, because you can not cover up, are the head of the bald head of the lice, it is very obvious. The big deal is that you can't get the goods out, stop production, don't panic, don't rush, the key is to find the cause, plug (process, operation) loopholes, and later reduce or even
eliminate these things on the end. It does not matter if there is a problem, it is not a problem, the problem is that you have not found the problem in time, and then go to solve these problems.
6. With these conditions, you have to practice hard for at least ten years. Without a decade or eight years of hard work, you are difficult to say a two or three.