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“兩天送達”，如今消費者對此已經沒有什么感覺了。實際上，這已經成為他們愿意等待的最長期限。這樣的“亞馬遜效應”重置了經營執行標準，而且在讓產品如何于恰當的時間到達恰當的地點方面，公司領導人現在必須做到盡善盡美，否則就有可能把客戶拱手讓給速度更快的競爭對手。受這種趨勢影響，未來的CEO將集中來自一個傳統上不那么受重視的業務環節，那就是供應鏈。

上述的亞馬遜效應已經重新定義了消費者的預期和經營行為，也改變了企業對新一代CEO特質的需求。董事們越來越多地轉向在職業生涯中能將全局規劃和數千“零部件”落實到具體執行的管理者。今后，除了首席收入官和首席財務官，首席供應鏈官也將走上CEO崗位。公司價值的動力將越來越多地來自滿意回頭客的數量。這一點不光體現在有效管理百萬美元級別的損益表上，還體現在有效管理10億美元級別的銷售成本以及企業社會責任項目對品牌的關鍵影響上。而所有這些都將受到嚴格管理的供應鏈的影響。

作為一家供應鏈軟件公司的創始人及CEO，我有幸跟許多這樣的高管合作過。大家可以想像一下麥當勞的首席供應鏈官弗朗西絲卡·德拜爾斯需要的經營控制力，她得跟數千家供應商打交道，而且每年都需要制作出數以10億計的可回收紙杯、吸管和包裝紙。大家還可以想想星巴克的首席采購官凱莉·本斯頓，她負責以合乎道德的方式從世界各地戰略性采購超過5億磅的咖啡豆，然后每天都通過全世界的2.4萬間星巴克咖啡店為1200萬顧客提供服務；或者強生的首席供應鏈官凱西·溫格爾，她管理的銷售成本超過250億美元，她的工作是為全球消費者和病患提供逾35萬件醫療保健產品。在服務客戶的速度和持續性決定企業存亡的環境下，供應鏈負責人正在成為全世界力量最強大的高管。

要理解像她們那樣的運營高管每天都要解決的問題，關鍵就在于弄明白大多數全球性業務的本質，那就是它從組織角度講很笨重，各部門相互獨立，而且不適于快速執行。最終推出產品的企業通常只能控制供應鏈的20%左右；它們大多都會跟外部供應商、運輸公司以及承包制造商合作。盡管在工作中面對的是分崩離析的系統和大量公司間摩擦，他們團隊每天的“英雄行為”，或者說為達到客戶日益提高的預期而不斷“滅火”的事跡卻從未得到過認可。供應鏈專業人士處于連軸轉狀態，他們要和數千名合作伙伴打交道，要克服產品意外短缺、巨大自然災害以及不可靠的經銷網絡等問題。供應鏈跟潛力無關；它是實實在在的，它是不屈不撓地執行，是穩定的表現，也是為了讓客戶滿意而處理數以千計復雜而又不斷變化的細節的能力。

在這個需要立即得到滿足的時代，隨著供應鏈的運營狀態成為首要考慮因素，企業走到了生死攸關的十字路口。所謂的“經營者”是他們保持競爭優勢的秘密武器。在這樣的環境下，供應鏈專業人士顯然要成為世界上最強大的管理者，他們照料著全球商業的心臟和靈魂，而且正在改變公司運營的方式（財富中文網）

本文作者納德爾·米哈伊爾是供應鏈指揮協調軟件公司Elementum的創始人及CEO。

譯者：Charlie

審校：夏林

We live in a world in which customers are no longer impressed by two-day delivery. In fact, it’s now the longest customers are willing to wait. This “Amazon effect” has reset the bar for operational execution, and business leaders must now perfect how they get products to the right place at the right time or risk losing their customers to faster competitors. Because of this dynamic, CEOs of the future will disproportionately come from a traditionally under-appreciated business function: the supply chain.

The Amazon effect has redefined customer expectations and business behaviors, changing the nature of what corporations need from up-and-coming CEOs. Board members are increasingly turning to leaders who have made careers out of translating the big picture and thousands of moving parts into executional reality. The ranks of future CEOs will be filled with former chief supply chain officers (CSCOs), not only former chief revenue officers or chief financial officers. Corporate value is increasingly driven by the volume of satisfied and repeat customers. That’s reflected not by effective management of millions in P&L, but by effective management of billions in cost of goods sold—COGS—as well as the critical brand impact of corporate social responsibility programs. All are impacted by a tightly managed supply chain.

As founder and CEO of a supply chain software company, I’ve had the privilege to work alongside many such executives. Think of the operational mastery necessary for McDonald’s CSCO Francesca DeBiase to work with thousands of suppliers to produce billions of renewable cups, straws, and wrappers a year. Consider Starbucks’ chief procurement officer Kelly Bengston, who is responsible for the strategic sourcing processes of more than 500 million pounds of ethically-sourced coffee beans from all over the world to serve 12 million customers each day at 24,000 stores worldwide. Or look to Johnson & Johnson’s CSCO Kathy Wengel, who manages more than $25 billion in COGS to bring more than 350,000 healthcare products to consumers and patients around the world. In a world where companies are made or broken by how quickly and consistently they serve their customers, supply chain leaders are becoming the world’s most powerful executives.

In order to understand the challenges that operations executives like these overcome on a daily basis, it’s crucial to understand the nature of most global operations: organizationally cumbersome, siloed, and not designed for rapid execution. Product companies typically only control about 20% of their supply chain; they mostly work through external suppliers, carriers, and contract manufacturers. And despite working with broken systems and immense organizational friction, they are never recognized for the daily heroics of their teams, who are constantly fighting fires to meet growing customer expectations. Supply chain professionals work around the clock and across thousands of partners to overcome unexpected product shortages, catastrophic natural disasters, and unreliable distribution networks. Supply chain isn’t about potential; it’s where the rubber hits the road—relentless execution, consistent performance, and an ability to juggle thousands of complex and constantly changing details to deliver customer delight.

As the operational dynamics of supply chain become top-of-mind in this age of instant gratification, businesses are at an existential crossroads. Their so-called “operators” are their secret weapon to maintaining a competitive edge. Given this environment, it’s clear that supply chain professionals are poised to become the most powerful executives in the world, overseeing the heart and soul of global commerce and transforming the way companies run.

Nader Mikhail is the founder and CEO of Elementum, a supply chain orchestration software company.