Managing Coronavirus Impacts with the Workforce and Future in Mind管理冠狀病毒對員工和未來的影響
March 24, 2020March 24, 2020 by
Sue Doerfler 翻譯by虞老師With the coronavirus pandemic continuing to impact supply chains, consumer spending and buying habits, and workers’ health and safety, Gartner, the Stamford, Connecticut-based global business research and advisory firm, recommends that companies concentrate on three impact areas — workforce, products and costs — in its Coronavirus Alters Supply Chain Dynamics Impacting People, Products and Costsreport.
隨著冠狀病毒大流行繼續影響供應鏈、消費者支出和購買習慣以及工人的健康和安全，總部位於康涅狄格州斯坦福德的全球商業研究和諮詢公司Gartner建議，公司應將精力集中在三個方面：勞動力，產品和成本—在其“冠狀病毒改變了供應鏈的動態影響勞動力，產品和成本的報告”中如是說。
Inside Supply Management® spoke with Sarah Watt, senior director analyst with the Gartner supply chain practice and one of the report’s authors, about supply chain strategies and considerations for organizations to consider concerning these three areas.
Inside SupplyManagement®就供應鏈戰略以及組織在這三個方面需要考慮的因素採訪了Gartner供應鏈業務高級總監Sarah Watt，該報告的作者之一。
Question: Is there a single most pressing impact of the pandemic on the supply chain?
問：病毒大流行對供應鏈最緊迫的影響是什麼？
Answer: The most pressing impact is on people. Supply chain is a lot about people. If you think about logistics and distribution, behind every movement of a product is usually a person. So it’s very much people sense of event.
I’m seeing also concerns about supply: Can we get materials? Can we move materials around and get access to logistics? Are things slowing down at customs? There are concerns about demand — consumer spending and habits are changing.
It’s a complex situation. I think it’s fair to say supply chains will be different after this event, and we will focus more in the future on the resilience of our supply chains, thinking about scenarios and potential points of weakness within our supply chains.
I think there’s also an opportunity in terms of collaboration and communication. We have an opportunity to help with payment terms for companies in cash-flow distress. We can also help the resilience of our supply chains, by recognizing our weaknesses.
答：最緊迫的影響是人。供應鏈牽涉大量的人。如果考慮物流和分銷，那麼產品每一個動作的背後通常都是一個人。因此，人很有事件感。
我還看到了有關供應的擔憂：我們能拿到材料嗎？我們可以運送物料並獲得物流服務嗎？海關放慢了嗎？人們對需求感到擔憂-消費者的支出和習慣正在改變。
情況複雜，我認為坦率地講，這次災難之後供應鏈會有所不同，我們將來會更加關注供應鏈的彈性，考慮供應鏈中的實際情景以及潛在弱點。
我認為協作與交流方面也有機會。我們有機會為現金流困擾的公司提供付款條件方面的幫助。我們也可以通過認識到我們的弱點來幫助我們的供應鏈恢復活力。
Q: How will the pandemic change how organizations source?
問：病毒大流行將如何改變組織的採購尋源？
A: There’s a whole network design piece to supply chain. I think we might see a focus on supply chain resilience, with network design a piece of that wider discussion. There also will be things like looking at supply robustness — looking at single points of failure in supply chains, looking at business continuity plans and the like. … Network design is part of that bigger picture — seeing that we don’t have our network all in one country, for example.
答：供應鏈有一整套網絡設計，我認為我們可能會看到對供應鏈彈性的關注，而網絡設計則是更廣泛討論的一部分。此外，還將考慮供應穩健性——確認供應鏈中的單點故障，確認業務連續性計劃等等類似方面。網絡設計更為宏觀——例如，去看在某個國家是否有我們的業務網絡。
Q: Talk about how crisis management teams might become fatigued and make poor decisions.
問：談談危機管理團隊可能會變得疲勞並做出錯誤的決定。
A: The coronavirus pandemic is quite different than, say, the 2011 Japanese earthquake, which was a physical disruption — we lost access to the supply chain, but it was over in a short period of time. There, we understood the impact and responded to it.
What’s different with the pandemic is it’s changing on a day-by-day basis, and we’re having to constantly think about scenarios we’ve got in mind and actions that we can take now to try to best position our organizations next week or next month.
Crisis-management teams are usually small groups, and those individuals are working incredibly hard to make decisions for organizations to ensure that we continue our customers. For an extended period of time, we are relying on those same people day in and day out, and they’re working exceptionally long hours to coordinate the organization’s response to this event. You begin to worry about fatigue and making sure we spread the load by having team members who can step in and out. (One idea is to) have a group that works for a period, then we swap it out. This way, we look after employees as well.
答：冠狀病毒大流行與2011年的日本地震完全不同，後者是物理破壞——我們失去了進入供應鏈的渠道，但很快就結束了。在那裡，我們瞭解了影響並做出了回應。
病毒大流行的不同之處在於它每天都在變化，我們必須不斷思考我們所想到的場景以及現在可以採取的行動，以盡力在下週或下個月對我們的組織進行最佳定位。
危機管理團隊通常是小組，這些人正在以難以置信地努力為組織做出決策，以確保我們繼續為客戶服務。在很長一段時間內，我們日復一日地依靠同一批人，他們正在特別長時間地工作，以協調組織對此事件的響應。您開始擔心疲勞，並讓團隊成員可以進出而確保我們分散了負擔。（一個想法是）有一個可以工作一段時間的小組，然後我們再更換其他小組。這樣，我們也能照顧一下員工。
Q: What other measures should companies take regarding the workforce? Are people working differently than they were before?
問：公司應該還有哪些措施來解決勞動力問題？人們的工作方式與以往不同嗎？
A: I think we must segregate the workforce more — for example, working from home — when there is no impact on the organization. But there are those who are working in a manufacturing or distribution environment who typically have to be present to execute those roles. So, I think organizations must consider controls they can put in place to make workers feel safe. In an event like this, a lot of the consumer changes in spending have been driven underlyingly by a sense of fear. (There’s) a sense that we can’t be worried about what’s happening. But we all have the right to be worried. It’s an unprecedented event.
That translates to the workplace, where we’re worried and concerned about coming to work and getting infected. (The question becomes), how do we implement workplace controls? Obviously, travel bans are in place. Companies also have to consult with the human resources department and perhaps other groups — you have to include the union, if one is involved — on proposed measures.
The other thing to think about in the workplace is social distancing, so companies may have to stagger shifts, for example. (Another idea is) to work in small clusters — you can deal with these five people in the workplace, but we don’t want you to critically engage with anyone who is not on your team. This way, if one person is impacted with, say, an elevated temperature, only five people must be quarantined, we are not spreading something throughout the workplace and forcing a quarantine of a wider group of individuals.
答：我認為，在不影響組織的情況下，我們必須進一步隔離員工隊伍，例如在家工作。但是有些人在製造或分銷環境中工作，通常必須在場以執行這些角色。因此，我認為組織必須考慮可以採取的控制措施，以使員工感到安全。在這種情況下，許多消費者的支出變化是由恐懼感引起的。 （某種意義上），我們無法擔心正在發生的事情。但是我們所有人都有擔心的權利。這是史無前例的事件。
切換到工作場所，例如，我們擔心並擔憂上班以及被感染。 （問題變成）我們如何實施工作場所控制？顯然，有旅行禁令。公司還必須就建議的措施諮詢人力資源部以及其他團體（如果有工會的話，還必須包括工會）。
在工作場所中要考慮的另一件事是社會隔離，因此，例如，公司可能不得不錯開輪換。 （另一個想法是）在小型集群中工作-您可以在工作場所中與這五個人打交道，但我們不希望您與不屬於您團隊的任何人進行危險性交往。這樣，如果一個人受到影響，比如發燒，則只需要隔離五個人，我們就不會在整個工作場所散佈某些東西，也不會強迫隔離更多的人。
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