{"id":11402,"date":"2022-02-21T21:21:35","date_gmt":"2022-02-21T20:21:35","guid":{"rendered":"https:\/\/aedic.eu\/?page_id=11402"},"modified":"2022-11-26T23:59:24","modified_gmt":"2022-11-26T22:59:24","slug":"la-logistica-integrata","status":"publish","type":"page","link":"https:\/\/aedic.eu\/fr\/la-logistique-integree\/","title":{"rendered":"Logistique int\u00e9gr\u00e9e"},"content":{"rendered":"<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Introduzione\"><\/span>Introduction<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>La pand\u00e9mie a mis en lumi\u00e8re les&nbsp;<strong>les cha\u00eenes d'approvisionnement critiques de nombreuses entreprises<\/strong>Cette crise a mis en \u00e9vidence la valeur fondamentale et strat\u00e9gique de la logistique pour l'approvisionnement en biens et le r\u00f4le des relations avec les fournisseurs bas\u00e9es sur la confiance et la coop\u00e9ration. De fortes situations de crise s'\u00e9taient d\u00e9j\u00e0 produites, certaines contenues dans un p\u00e9rim\u00e8tre g\u00e9ographique plus restreint, comme la chute des tours jumelles (2001), le tremblement de terre au Japon (2011), d'autres \u00e0 un niveau plus \u00e9tendu, comme la crise de 2008-09. Une fois de plus, cette situation impr\u00e9visible a mis en \u00e9vidence la fragilit\u00e9 du syst\u00e8me de production et de distribution industrielle.<\/p><div id=\"ez-toc-container\" class=\"ez-toc-v2_0_82_2 counter-hierarchy ez-toc-counter ez-toc-white ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Index<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table des mati\u00e8res\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #1e73be;color:#1e73be\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewbox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #1e73be;color:#1e73be\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewbox=\"0 0 24 24\" version=\"1.2\" baseprofile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1' ><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/aedic.eu\/fr\/la-logistique-integree\/#Introduzione\" >Introduction<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/aedic.eu\/fr\/la-logistique-integree\/#Gestione_della_crisi\" >Gestion de crise<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/aedic.eu\/fr\/la-logistique-integree\/#Soluzioni\" >Solutions<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/aedic.eu\/fr\/la-logistique-integree\/#Nuovi_scenari\" >Nouveaux sc\u00e9narios<\/a><\/li><\/ul><\/nav><\/div>\n\n\n\n\n<p>Apr\u00e8s avoir bloqu\u00e9 dans un premier temps l'\u00e9conomie chinoise, dont d\u00e9pendent les secteurs industriels d'une grande partie de l'Europe et des \u00c9tats-Unis, les pays europ\u00e9ens et l'Italie en particulier ont \u00e9t\u00e9 touch\u00e9s par la suite. En cons\u00e9quence, de nombreuses entreprises se sont retrouv\u00e9es soit avec des cadences de production \u00e9lev\u00e9es, de nombreuses commandes \u00e0 mettre en place en peu de temps et un nombre r\u00e9duit d'op\u00e9rateurs, soit avec l'impossibilit\u00e9 de d\u00e9marrer la production en raison d'un manque de mat\u00e9riaux ou de composants. Cette situation a mis en \u00e9vidence l'incapacit\u00e9 \u00e0 g\u00e9rer des \u00e9v\u00e9nements impr\u00e9visibles dans l'imm\u00e9diat.<\/p>\n\n\n\n<p>Avec des cha\u00eenes d'approvisionnement de plus en plus complexes, interconnect\u00e9es au niveau mondial et technologiquement avanc\u00e9es, il est donc primordial de r\u00e9organiser les op\u00e9rations commerciales afin de saisir les opportunit\u00e9s que des mod\u00e8les de cha\u00eene d'approvisionnement plus modernes et plus efficaces peuvent offrir.\u00a0<br>En 2011, certaines entreprises automobiles europ\u00e9ennes ont eu des difficult\u00e9s \u00e0 livrer des voitures parce que certains fournisseurs essentiels de composants \u00e9lectroniques \u00e9taient concentr\u00e9s \u00e0 Fukushima. La m\u00eame ann\u00e9e, d'autres entreprises du m\u00eame secteur se sont retrouv\u00e9es sans certains pigments utilis\u00e9s pour colorer les carrosseries. Le 28 mars 2011, Repubblica rapportait : \"Usines \u00e0 risque dans le monde de l'automobile : la peinture m\u00e9tallis\u00e9e, qui repr\u00e9sente aujourd'hui \u00e0 elle seule 90 % des couleurs utilis\u00e9es, a disparu\". Cette usine est situ\u00e9e \u00e0 45 kilom\u00e8tres de la centrale nucl\u00e9aire de Fukushima\".<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Gestione_della_crisi\"><\/span>Gestion de crise<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Une premi\u00e8re approche des crises consiste certainement \u00e0 apprendre ou \u00e0 \u00e9valuer ce qui a \u00e9t\u00e9 fait dans le pass\u00e9. Toujours sur la&nbsp;<strong>Triple catastrophe de 2011<\/strong>&nbsp;(tremblement de terre, tsunami et accident nucl\u00e9aire), la litt\u00e9rature met en \u00e9vidence l'approche adopt\u00e9e par les pays de l'UE.&nbsp;<strong>Dell<\/strong>&nbsp;au cours de ces ann\u00e9es. L'entreprise, dont la plupart des fournisseurs strat\u00e9giques se trouvent au Japon, a fait face \u00e0 la crise en prenant trois mesures principales :&nbsp;<\/p>\n\n\n\n<ul><li><strong>Gestion dynamique de l'offre&nbsp;<\/strong>et orienter la demande vers des configurations de produits r\u00e9alisables en fonction des composants disponibles. L'approche consistait \u00e0 travailler avec la force de vente de mani\u00e8re \u00e0 \"conditionner\" les choix des clients pour qu'ils commandent des produits r\u00e9alisables.<\/li><li><strong>Recherche de nouveaux fournisseurs<\/strong>&nbsp;Les produits de l'entreprise ont \u00e9t\u00e9 remplac\u00e9s par ceux qui avaient \u00e9t\u00e9 bloqu\u00e9s. L'entreprise a trouv\u00e9 de nouvelles sources d'approvisionnement en Cor\u00e9e et en Tha\u00eflande et y a envoy\u00e9 des techniciens et des acheteurs.&nbsp;<\/li><li><strong>Soutien technique et op\u00e9rationnel aux fournisseurs<\/strong>garantissant ainsi une visibilit\u00e9 et une coordination maximales \u00e0 tous les niveaux de la cha\u00eene d'approvisionnement. L'entreprise a entrepris des activit\u00e9s de soutien pour aider les fournisseurs dans les changements organisationnels qu'ils doivent op\u00e9rer.&nbsp;<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Soluzioni\"><\/span>Solutions<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Parmi les solutions adopt\u00e9es dans le cas pr\u00e9c\u00e9dent, le surstockage n'appara\u00eet pas car il est consid\u00e9r\u00e9 comme un risque plut\u00f4t qu'une opportunit\u00e9. Il est probable que lorsque l'on est confront\u00e9 \u00e0 un manque d'un composant, la r\u00e9action g\u00e9n\u00e9rale est de penser \u00e0 stocker ou au moins de r\u00e9fl\u00e9chir \u00e0 la mani\u00e8re dont la production aurait pu \u00eatre maintenue avec un stock plus important. D'apr\u00e8s&nbsp;<strong>Takahiro Fujimoto<\/strong>directeur et professeur \u00e0&nbsp;<strong>Centre de recherche sur la gestion de la fabrication de l'Universit\u00e9 de Tokyo<\/strong>Le fait de conserver davantage de stocks en tant que mesure d'urgence peut am\u00e9liorer la capacit\u00e9 d'une entreprise \u00e0 faire face \u00e0 une catastrophe \u00e0 court terme, mais n'am\u00e9liorera pas n\u00e9cessairement sa comp\u00e9titivit\u00e9 au niveau mondial\".<\/p>\n\n\n\n<p>Au lieu de cela, de nombreuses entreprises ont proc\u00e9d\u00e9 \u00e0 une refonte compl\u00e8te de la cha\u00eene d'approvisionnement. Dans certains cas, elles ont m\u00eame opt\u00e9 pour la\u00a0<strong>remplacement du composant<\/strong>comme dans le cas de Hyundai et Honda, qui ont remplac\u00e9 le pigment Xirallic (responsable de l'effet m\u00e9tallique de la carrosserie) par d'autres composants chimiques aux effets similaires.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Nuovi_scenari\"><\/span>Nouveaux sc\u00e9narios<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>La solution op\u00e9rationnelle est une analyse qui pr\u00e9pare de nouveaux sc\u00e9narios en jetant les bases de nouvelles formes de collaboration entre fournisseurs et clients. Les \u00e9tapes envisag\u00e9es pour structurer les nouvelles relations de la cha\u00eene d'approvisionnement bas\u00e9es sur la collaboration et la coop\u00e9ration sont les suivantes :<\/p>\n\n\n\n<ul><li><strong>Enqu\u00eate<\/strong>. Analyser vos fournisseurs pour d\u00e9finir les probl\u00e8mes critiques. Le fournisseur doit \u00eatre en mesure de supporter des red\u00e9marrages ou une \u00e9ventuelle augmentation de la productivit\u00e9, il est donc n\u00e9cessaire de comprendre s'il dispose d'un stock suffisant pour le futur proche ou d'une capacit\u00e9 de production suffisante pour maintenir l'activit\u00e9. \u00c0 ce stade, il faut \u00e9galement d\u00e9terminer si une connexion directe via les syst\u00e8mes d'information est possible. Cela r\u00e9pond \u00e0 la question \"qui\".<\/li><li><strong>R\u00e9seau<\/strong>. <a href=\"https:\/\/aedic.eu\/fr\/invest-in-africa\/voeux-de-bon-travail-au-nouveau-ministre-tajani-et-vice-ministres-m-a-et-c-i\/\" >Travailler \u00e0 la cr\u00e9ation d'un nouveau<\/a> Il s'agit d'un r\u00e9seau qui repose d'abord sur une communication claire et un partage de l'information. Tous les acteurs du r\u00e9seau doivent apporter leurs informations et leurs connaissances afin de revoir les strat\u00e9gies du syst\u00e8me. Ne pas \u00e9tendre ses connaissances aux conditions des autres acteurs de la cha\u00eene peut entra\u00eener des risques pour l'avenir. Dans ce cas, le r\u00e9sultat est une relation partag\u00e9e dans laquelle les connaissances partag\u00e9es jettent les bases de la cr\u00e9ation de sc\u00e9narios futurs. Il r\u00e9pond \u00e0 la question \"quoi\".<\/li><li><strong>Soutien et s\u00e9curit\u00e9<\/strong>. Lorsque les fournisseurs pr\u00e9sentent des probl\u00e8mes op\u00e9rationnels critiques et que le fournisseur est \u00e9galement strat\u00e9gique pour l'entreprise, il devient n\u00e9cessaire d'apporter un soutien pour \u00e9valuer les voies de sortie. Il peut s'av\u00e9rer n\u00e9cessaire de rechercher de nouveaux fournisseurs de second rang dans de nouvelles r\u00e9gions dot\u00e9es de capacit\u00e9s de production diff\u00e9rentes. Les acheteurs des entreprises clientes doivent apporter leur soutien pour \u00e9ventuellement \u00e9tendre le r\u00e9seau de fournisseurs de second rang, tandis que les fournisseurs peuvent devenir actifs en sugg\u00e9rant \u00e0 leurs clients des solutions op\u00e9rationnelles possibles pour le remplacement des composants. Toujours dans sa propre r\u00e9alit\u00e9, le soutien aux activit\u00e9s est assur\u00e9 par la s\u00e9curit\u00e9 des op\u00e9rateurs, la cr\u00e9ation de conditions de travail ad\u00e9quates gr\u00e2ce \u00e0 l'adoption et \u00e0 l'utilisation de l'EPI appropri\u00e9 et l'application des r\u00e8gles. Le r\u00e9sultat de cette phase est un ensemble d'activit\u00e9s \u00e0 mettre en \u0153uvre pour aider les fournisseurs et\/ou les clients \u00e0 surmonter les phases critiques, ainsi que pour garantir un environnement s\u00fbr \u00e0 tous les employ\u00e9s. Elle r\u00e9pond \u00e0 la question \"o\u00f9\" agir.<\/li><\/ul>\n\n\n\n<ul id=\"yui_3_17_2_1_1645474861412_30\"><li><strong>L'innovation<\/strong>. Si certains composants sont difficiles \u00e0 trouver, il est n\u00e9cessaire de penser \u00e0 leur remplacement, c'est pourquoi il s'agit de changement et\/ou d'innovation. Revoir certains composants peut \u00e9galement conduire \u00e0 d\u00e9finir de nouvelles solutions qui, \u00e0 leur tour, peuvent augmenter ou am\u00e9liorer les performances du produit vendu. Il est temps de penser diff\u00e9remment. Le r\u00e9sultat de cette phase est \u00e0 la fois la cr\u00e9ation de sc\u00e9narios futurs, c'est-\u00e0-dire la projection de l'entreprise \u00e0 6-12 mois, qui doivent \u00eatre clairement distingu\u00e9s les uns des autres, afin de pouvoir structurer une s\u00e9rie d'activit\u00e9s \u00e0 r\u00e9aliser pour chaque sc\u00e9nario. Elle r\u00e9pond \u00e0 la question du \"comment\".<\/li><li><strong>\u00c9limination<\/strong>. \u00c9liminer le superflu, r\u00e9duire le gaspillage, viser des flux lin\u00e9aires et des processus simples. Le r\u00e9sultat est une r\u00e9organisation en vue de l'all\u00e8gement, qui remet en question la mani\u00e8re dont les choses ont \u00e9t\u00e9 faites jusqu'\u00e0 pr\u00e9sent et consolid\u00e9es au fil du temps. Il r\u00e9pond \u00e0 la question \"pourquoi\" conserver (mat\u00e9riaux, stocks, processus, etc.).<\/li><li><strong>Mesures<\/strong>. Cr\u00e9ation d'un tableau de bord avec un petit nombre de param\u00e8tres, mais qui doit \u00eatre extr\u00eamement significatif. Pour chaque sc\u00e9nario identifi\u00e9 \u00e0 l'\u00e9tape pr\u00e9c\u00e9dente, il est maintenant n\u00e9cessaire de d\u00e9finir l'ensemble appropri\u00e9 de param\u00e8tres et de valeurs cibles. Ces donn\u00e9es serviront \u00e0 mesurer les progr\u00e8s r\u00e9alis\u00e9s par le syst\u00e8me d'entreprise \u00e0 mesure que l'avenir se pr\u00e9cise et que le bon sc\u00e9nario est d\u00e9limit\u00e9 avec plus de pr\u00e9cision. Le r\u00e9sultat est un tableau de bord. Il r\u00e9pond \u00e0 la question \"quelle\" valeur pour chaque param\u00e8tre.<\/li><\/ul>\n\n\n\n<p><\/p>\n\n\n\n<p><\/p>\n\n\n\n<p><\/p>\n\n\n\n<p><\/p>\n\n\n\n<p><\/p>\n\n\n\n<p><\/p>\n\n\n\n<p><\/p>\n\n\n\n<p><\/p>\n\n\n\n<p><\/p>\n\n\n\n<p><\/p>","protected":false},"excerpt":{"rendered":"<p>Introduction La pand\u00e9mie a mis en lumi\u00e8re le caract\u00e8re critique des cha\u00eenes d'approvisionnement de nombreuses entreprises, soulignant la valeur fondamentale et strat\u00e9gique de la logistique pour l'achat de biens et le r\u00f4le des relations avec les fournisseurs bas\u00e9es sur la confiance et la coop\u00e9ration. Des situations de crise majeures s'\u00e9taient d\u00e9j\u00e0 produites, certaines ... <\/p>\n<p class=\"read-more-container\"><a title=\"Logistique int\u00e9gr\u00e9e\" class=\"read-more button\" href=\"https:\/\/aedic.eu\/fr\/la-logistique-integree\/#more-11402\" aria-label=\"Plus sur La Logistique Int\u00e9gr\u00e9e\">Lire plus<\/a><\/p>","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"iawp_total_views":24,"footnotes":""},"acf":[],"rankMath":{"parentDomain":"aedic.eu","noFollowDomains":[],"noFollowExcludeDomains":[],"noFollowExternalLinks":true,"featuredImageNotice":"L\u2019image en vedette devrait \u00eatre au moins 200 par 200 pixels pour \u00eatre utilis\u00e9 par Facebook et d\u2019autres sites de m\u00e9dias 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