{"id":4074,"date":"2013-08-28T09:12:10","date_gmt":"2013-08-28T08:12:10","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=4074"},"modified":"2019-12-30T16:51:10","modified_gmt":"2019-12-30T15:51:10","slug":"supply-chain-le-maillon-faible","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2013\/08\/supply-chain-le-maillon-faible\/","title":{"rendered":"Supply chain : le maillon faible ?"},"content":{"rendered":"<p><em>Regroupant tous les acteurs, internes et externes, impliqu\u00e9s dans la production et la distribution, la supply chain est devenue la colonne vert\u00e9brale de l\u2019entreprise.<\/em><\/p>\n<p><em>Rationalis\u00e9e et optimis\u00e9e depuis des ann\u00e9es, elle est souvent devenue moins apte \u00e0 r\u00e9sister aux chocs violents\u00a0: un cas d\u2019\u00e9cole pour le risk manager qui doit d\u00e9montrer que la croissance n\u2019a de sens que si elle est durable.<\/em><\/p>\n<h2>Une recherche de performance centr\u00e9e sur le gain \u00e0 court terme<\/h2>\n<p>Pour faire face \u00e0 un environnement concurrentiel exacerb\u00e9, la <em>supply chain a <\/em>\u00e9t\u00e9 parmi les premi\u00e8res fonctions mises \u00e0 contribution pour r\u00e9duire les co\u00fbts, via la rationalisation des canaux de distribution, le <em>sourcing<\/em> et l\u2019<em>off-shoring<\/em>. Avec des r\u00e9sultats ind\u00e9niablement \u00e0 la hauteur des esp\u00e9rances et dont la presse \u00e9conomique se fait r\u00e9guli\u00e8rement l\u2019\u00e9cho<sup>1<\/sup>.<\/p>\n<p>Mais ce faisant, les <em>supply chains<\/em> ont insensiblement et progressivement \u00e9t\u00e9 fragilis\u00e9es. Ainsi, ces cinq derni\u00e8res ann\u00e9es<sup>2<\/sup> :<\/p>\n<ul>\n<li>74% des entreprises ont allong\u00e9 g\u00e9ographiquement leur <em>supply chain,<\/em><\/li>\n<li>70% ont r\u00e9duit le nombre de fournisseurs sollicit\u00e9s pour une m\u00eame fourniture,<\/li>\n<li>63% ont eu recours \u00e0 des fournisseurs implant\u00e9s dans des r\u00e9gions \u00e0 risque, r\u00e9guli\u00e8rement th\u00e9\u00e2tres de perturbations majeures (tsunamis, ouragans, guerres civiles\u2026).<\/li>\n<\/ul>\n<p>Le r\u00e9sultat est l\u00e0 aussi sans appel\u00a0: 75\u00a0% des entreprises interrog\u00e9es ont connu au moins un incident majeur lors des deux derni\u00e8res ann\u00e9es, avec des cons\u00e9quences parfois d\u00e9vastatrices.<\/p>\n<h2>Quel r\u00f4le pour le Risk Manager\u00a0?<\/h2>\n<p>Dans ce contexte, le <em>Risk Manager<\/em> peut (doit) travailler main dans la main avec le responsable de la <em>supply chain<\/em> pour\u00a0sensibiliser le management aux risques encourus\u00a0(consid\u00e9r\u00e9s comme \u00ab\u00a0\u00e0 tr\u00e8s faible probabilit\u00e9\u00a0\u00bb, ils sont rarement pr\u00e9sents dans le top 10 suivi \u00e0 haut niveau), et pour apporter aux d\u00e9cideurs les \u00e9l\u00e9ments poussant \u00e0 des arbitrages plus \u00e9quilibr\u00e9s entre rentabilit\u00e9 court terme et r\u00e9silience.<\/p>\n<p>Ces \u00e9l\u00e9ments d\u2019arbitrage d\u00e9coulent du plan d\u2019action \u00ab\u00a0classique\u00a0\u00bb de ma\u00eetrise des risques\u00a0:<\/p>\n<ul>\n<li>Analyse du fonctionnement global de la supply chain pour en identifier les vuln\u00e9rabilit\u00e9s, et en d\u00e9duire les sc\u00e9narios de risque les plus probables et redout\u00e9s\u00a0;<\/li>\n<li>Ajout des informations \u00ab\u00a0risque\u00a0\u00bb (sur l\u2019environnement, par exemple) dans le r\u00e9f\u00e9rentiel partenaires, en ouvrant si possible le panel aux acteurs alternatifs potentiels ;<\/li>\n<li>V\u00e9rification de leurs plans de continuit\u00e9 (participation aux tests dans l\u2019id\u00e9al, au moins en tant qu\u2019observateur)\u00a0;<\/li>\n<li>Simulation des sc\u00e9narios de risque, pour \u00e9valuer la r\u00e9sistance globale de la supply chain.<\/li>\n<\/ul>\n<div>\n<h2>Des solutions de bon sens<\/h2>\n<p>\u00c0 l\u2019issue de cette analyse, de nombreuses propositions d\u2019am\u00e9lioration sont envisageables, parmi lesquelles on peut citer\u00a0:<\/p>\n<ul>\n<li>Le recours, autant que possible, \u00e0 des partenaires locaux :<\/li>\n<\/ul>\n<p>Cela permet en effet une meilleure communication (m\u00eame fuseaux horaires, facilitation des rencontres) et l\u2019\u00e9limination des ruptures dues aux incompr\u00e9hensions. En outre, les temps de transport r\u00e9duits limitent l\u2019impact des ruptures de stock\u00a0 (d\u00e9lais de r\u00e9approvisionnement plus courts).<\/p>\n<ul>\n<li>L\u2019utilisation d\u2019un SI partag\u00e9 entre les diff\u00e9rents acteurs de la <em>supply chain<\/em>, pour faciliter la diffusion de l\u2019information \u00e0 l\u2019ensemble des maillons<\/li>\n<\/ul>\n<p>Une diffusion rapide des pr\u00e9visions de commandes limite en effet le risque de rupture de stock, et permet de r\u00e9duire les stocks de s\u00e9curit\u00e9 des maillons les plus amont.<\/p>\n<p>Au final, le <em>Risk Manager<\/em> et le responsable de la<em> supply chain<\/em> ont donc une partition \u00e0 4 mains\u00a0 \u00e0 jouer intelligemment, pour mettre ce sujet \u00e0 l\u2019ordre du jour du Comit\u00e9 des Risques\u2026 et faire en sorte que le prochain tsunami en Asie ne bloque pas n\u00e9cessairement la production de voitures en Europe<sup>3<\/sup> !<\/p>\n<p>&nbsp;<\/p>\n<hr align=\"left\" size=\"1\" width=\"33%\" \/>\n<div>\n<p><sup>1<\/sup> Un exemple parmi tant d\u2019autres\u00a0chez <a href=\"http:\/\/www.latribune.fr\/entreprises-finance\/industrie\/automobile\/20121113trib000730734\/renault-les-cinq-recettes-miracle-de-la-dacia-logan-ii-a-bas-couts.html\" target=\"_blank\" rel=\"noopener noreferrer\">Renault<\/a>.<\/p>\n<\/div>\n<div>\n<p title=\"\"><sup>2<\/sup> Toutes les statistiques sont issues de l\u2019<a href=\"http:\/\/www.apqc.org\/knowledge-base\/documents\/managing-risk-supply-chain-disruption-survey-summary-report\">\u00e9tude<\/a> de 2013 de l\u2019APQC aupr\u00e8s de 165 grands comptes.<\/p>\n<p title=\"\"><sup>3<\/sup> <a href=\"http:\/\/www.theguardian.com\/business\/2011\/apr\/06\/honda-halves-uk-car-production\" target=\"_blank\" rel=\"noopener noreferrer\">Impact du tsunami de 2011<\/a> sur la production de Honda au Royaume-Uni.<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Regroupant tous les acteurs, internes et externes, impliqu\u00e9s dans la production et la distribution, la supply chain est devenue la colonne vert\u00e9brale de l\u2019entreprise. Rationalis\u00e9e et optimis\u00e9e depuis des ann\u00e9es, elle est souvent devenue moins apte \u00e0 r\u00e9sister aux chocs&#8230;<\/p>\n","protected":false},"author":102,"featured_media":6222,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[3223,36],"tags":[70,1269,1267],"coauthors":[942,1271],"class_list":["post-4074","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-cloud-next-gen-it-security","category-cybersecurity-digital-trust","tag-gestion-des-risques","tag-production","tag-supply-chain"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Supply chain : le maillon faible ? - RiskInsight<\/title>\n<meta name=\"description\" content=\"Regroupant tous les acteurs, internes et externes, impliqu\u00e9s dans la production et la distribution, la supply chain est devenue la colonne vert\u00e9brale de l\u2019entreprise.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.riskinsight-wavestone.com\/2013\/08\/supply-chain-le-maillon-faible\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Supply chain : le maillon faible ? 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