{"id":109951,"date":"2020-03-10T16:34:28","date_gmt":"2020-03-10T13:34:28","guid":{"rendered":"https:\/\/www.enerjigazetesi.ist\/?p=109951"},"modified":"2020-03-10T16:37:06","modified_gmt":"2020-03-10T13:37:06","slug":"saglik-is-dunyasi-icin-corona-virusune-karsi-7-temel-eylem-onerisi","status":"publish","type":"post","link":"https:\/\/www.enerjigazetesi.ist\/en\/saglik-is-dunyasi-icin-corona-virusune-karsi-7-temel-eylem-onerisi\/","title":{"rendered":"(Turkish) Sa\u011fl\u0131k: \u0130\u015f D\u00fcnyas\u0131 \u0130\u00e7in ‘Corona Vir\u00fcs\u00fcne’ Kar\u015f\u0131 7 Temel Eylem \u00d6nerisi!"},"content":{"rendered":"

Sorry, this entry is only available in Turkish<\/a>. For the sake of viewer convenience, the content is shown below in the alternative language. You may click the link to switch the active language.<\/p>

<\/p>\n

K\u00fcresel \u00e7apta trajik sonu\u00e7lar do\u011furan Corona vir\u00fcs\u00fc (COVID-19) kapsam\u0131nda \u015firketlere yol g\u00f6sterecek aksiyon \u00f6nerilerini payla\u015f\u0131ld\u0131.\u00a0<\/strong>McKinsey & Company’nin\u00a0<\/strong>uluslararas\u0131 \u00e7apta uzmanl\u0131\u011f\u0131 ile haz\u0131rlanan \u00f6neriler, \u00e7al\u0131\u015fanlar\u0131n desteklenmesinden risk y\u00f6netimine ve toplumsal \u00e7\u00f6z\u00fcmler \u00fcretilmesine dek 7 temel ad\u0131m\u0131 kaps\u0131yor.\u00a0<\/strong>\u015eirket ayr\u0131ca 80\u2019i a\u015fk\u0131n \u00fclkeyi etkileyen Corona vir\u00fcs\u00fcn\u00fcn mevcut durumda k\u00fcresel ekonomik b\u00fcy\u00fcmeyi % 0,3-0,7 oran\u0131nda negatif y\u00f6nl\u00fc etkileyece\u011fini \u00f6ng\u00f6r\u00fcyor.<\/strong><\/h1>\n

\u015eirket, 80\u2019i a\u015fk\u0131n \u00fclkede<\/strong> toplumsal sa\u011fl\u0131\u011f\u0131 tehdit eden ve trajik \u00f6l\u00fcmlere<\/strong> yol a\u00e7an Corona vir\u00fcs\u00fc (COVID-19) vakalar\u0131<\/strong>n\u0131n k\u00fcresel ekonomiye etkilerini ve i\u015f d\u00fcnyas\u0131n\u0131n bu s\u00fcreci y\u00f6netmesinde etkili olacak y\u00f6ntemleri a\u00e7\u0131klad\u0131. \u015eirket, t\u00fcm sekt\u00f6rlerden \u015firketlerin Corona vir\u00fcs\u00fc<\/strong> ile ilgili s\u00fcreci \"\"y\u00f6netebilmeleri i\u00e7in 7 temel ad\u0131m\u0131<\/strong> i\u00e7eren yol haritas\u0131n\u0131 yay\u0131nlad\u0131.<\/p>\n

Corona vir\u00fcs\u00fc vakalar\u0131<\/strong>n\u0131n yo\u011fun g\u00f6r\u00fcld\u00fc\u011f\u00fc \u00fclkelerde e\u011fitim ba\u015fta olmak \u00fczere toplumsal ve ekonomik aktiviteler<\/strong> duraks\u0131yor. Di\u011fer \u00fclkelerde de al\u0131nan \u00f6nlemler, turizm ve havac\u0131l\u0131k<\/strong> ba\u015fta olmak \u00fczere pek \u00e7ok end\u00fcstriyi derinden etkiliyor. McKinsey uzmanlar\u0131, bu ko\u015fullar\u0131n k\u00fcresel ekonominin 2‘inci<\/strong> ve 3’\u00fcnc\u00fc \u00e7eyrek<\/strong> d\u00f6nemde yava\u015flamas\u0131na yol a\u00e7aca\u011f\u0131n\u0131 tahmin ediyor. Buna g\u00f6re, k\u00fcresel ekonomik b\u00fcy\u00fcme<\/strong>nin y\u0131l ba\u015f\u0131nda \u00f6ng\u00f6r\u00fclen % 2,5<\/strong> yerine % 1,8-2,2<\/strong> aral\u0131\u011f\u0131na d\u00fc\u015fmesi bekleniyor. Bu oran vir\u00fcs\u00fcn d\u00fcnya \u00e7ap\u0131nda yay\u0131l\u0131m\u0131 ve \u00fclkelerin vir\u00fcs\u00fc etkisiz hale getirme<\/strong> s\u00fcrecine ba\u011fl\u0131 olarak de\u011fi\u015fiklik g\u00f6sterebilecek.<\/p>\n

\u015eirketler, Corona vir\u00fcs\u00fc s\u00fcrecini nas\u0131l y\u00f6netmeli? <\/strong><\/h2>\n

1- \u00c7al\u0131\u015fanlar\u0131n\u0131z\u0131 koruyun:<\/strong> COVID-19 krizi pek \u00e7ok insan i\u00e7in duygusal etkileri olan ve g\u00fcnl\u00fck ya\u015famlar\u0131n\u0131 etkileyen bir s\u00fcre\u00e7. \u015eirketlerin bunu g\u00f6z ard\u0131 etmeleri m\u00fcmk\u00fcn de\u011fil. Bu s\u00fcreci y\u00f6netmek \u00fczere \u015firketlerin \u00f6ncelikle i\u015f yerlerinde \u00e7al\u0131\u015fanlar\u0131n\u0131n sa\u011fl\u0131\u011f\u0131n\u0131 korumak \u00fczere en \u00fcst seviyede \u00f6nlemler almalar\u0131 gerekiyor. Ayn\u0131 zamanda duygusal olarak sa\u011fl\u0131klar\u0131n\u0131 korumak i\u00e7in de belirli uygulamalar\u0131n\u0131 hayata ge\u00e7irmeliler. Bunun i\u00e7in baz\u0131 \u015firketler di\u011fer kurumlarla g\u00f6r\u00fc\u015ferek iyi uygulamalar\u0131 ve \u00e7al\u0131\u015fanlar\u0131na sunabilecekleri destek mekanizmalar\u0131n\u0131 \u00f6\u011frenmeye odaklan\u0131yor. Bununla birlikte s\u00fcre\u00e7te \u015firket liderlerinin bu konuyu sahiplenmeleri ve \u00e7al\u0131\u015fanlar ile yak\u0131n ileti\u015fimde olmalar\u0131 \u00f6nem ta\u015f\u0131yor.<\/p>\n

2- COVID-19 ekibi olu\u015fturun:<\/strong> \u015eirketler, Corona vir\u00fcs\u00fc hakk\u0131nda geli\u015fmeleri CEO\u2019ya direkt olarak raporlayan bir y\u00f6netici tayin etmeli ve her departmandan bir ki\u015fi de bu lideri desteklemeli. Bu tak\u0131mdaki ki\u015filer mevcut g\u00f6revlerinin yerine bu konuya odaklanmal\u0131 ve \u015firketin, belirlenen risk fakt\u00f6rleri do\u011frultusunda t\u00fcm payda\u015flar\u0131n\u0131 ve de\u011ferlerini korudu\u011fundan emin olmal\u0131. Kurumdan kuruma farkl\u0131l\u0131k g\u00f6stermekle birlikte bu ekip ba\u015fl\u0131ca \u015fu alanlarda \u00e7al\u0131\u015fmal\u0131: \u00c7al\u0131\u015fanlar\u0131n sa\u011fl\u0131\u011f\u0131n\u0131n takibi, finansal risk y\u00f6netimi ve kriz plan\u0131 geli\u015ftirmek, tedarik zincirinin kontrol\u00fc, m\u00fc\u015fteri taleplerinde dramatik d\u00fc\u015f\u00fc\u015flere kar\u015f\u0131 pazarlama ve sat\u0131\u015f planlar\u0131n\u0131n yap\u0131lmas\u0131, ilgili d\u0131\u015f payda\u015flarla koordinasyon ve ileti\u015fim. COVID-19 ekibinin hedefleri ve \u00e7al\u0131\u015fmalar\u0131 d\u00fczenli olarak takip edilmeli ve g\u00fcncellenmeli.<\/p>\n

3- Likidite y\u00f6netimini g\u00fc\u00e7lendirin<\/strong>: \u015eirketler, bulunduklar\u0131 sekt\u00f6r ve pazar dinamiklerini analizler, veriler ve uzman g\u00f6r\u00fc\u015fleri ile de\u011ferlendirerek gelir ve gider risklerini ortaya koyan senaryolar haz\u0131rlamal\u0131. Her bir senaryoya g\u00f6re de nakit ak\u0131\u015f\u0131, kar-zarar ve bilan\u00e7o tablolar\u0131 gibi finansallar\u0131n\u0131 etkileyebilecek ve likiditeyi azaltabilecek fakt\u00f6rleri ortaya koyan modeller olu\u015fturmal\u0131. Her bir fakt\u00f6r i\u00e7in ise gelir-gider hesaplar\u0131n\u0131n optimize edilmesi, maliyet y\u00f6netimi, birle\u015fme-sat\u0131n alma analizleri gibi \u015firketin istikrar\u0131n\u0131 koruyacak \u00f6nlemler planlanmal\u0131.<\/p>\n

4- Tedarik zincirini dengede tutun:<\/strong> \u015eirketler, t\u00fcm tedarik zinciri boyunca mevcut ya da olas\u0131 \u00fcr\u00fcn temini aksamalar\u0131n\u0131 belirlemeli ve bir envanter \u00e7\u0131karmal\u0131. \u00d6rne\u011fin; \u00c7in\u2019de \u00fcretimin durdu\u011fu tesislerle i\u015f birli\u011fi i\u00e7erisinde olan \u015firketler, bu tesislerin yeniden \u00e7al\u0131\u015fmaya ba\u015flamas\u0131na dek ge\u00e7en s\u00fcreci planlamal\u0131. Bu do\u011frultuda tedarik\u00e7ilerin desteklenmesi, \u00fcr\u00fcn tedarik edilememe durumlar\u0131na kar\u015f\u0131 planlar\u0131n yap\u0131lmas\u0131, \u00fcretimin ba\u015flamas\u0131 ile birlikte ya\u015fanacak yo\u011funlu\u011fu y\u00f6netmek \u00fczere \u00f6n sipari\u015flerin yap\u0131lmas\u0131 ve nakliye sistemlerinin organize edilmesi gerekiyor. Bu d\u00f6nemde \u00fcr\u00fcnlerin online sat\u0131\u015f\u0131na ba\u015flanmas\u0131yla birlikte stok yapmak isteyen di\u011fer \u015firketler taraf\u0131ndan yo\u011fun sipari\u015f almas\u0131 durumuna kar\u015f\u0131 da \u015firketler planlama yapmal\u0131. Ayn\u0131 zamanda \u015firketlerin orta ve uzun vadeli stabilizasyon planlar\u0131 yapmalar\u0131, i\u015f a\u011flar\u0131n\u0131 geli\u015ftirmeleri ve yeni tedarik kaynaklar\u0131 bulmalar\u0131 gerekebilir. Bu ad\u0131mlar, COVID-19 krizinin \u00f6tesinde, \u015firketlerin tedarik zincirlerinin sa\u011fl\u0131kl\u0131 olabilmesi i\u00e7in de \u00f6nem ta\u015f\u0131yor.<\/p>\n

5- M\u00fc\u015fterilerinize yak\u0131n olun:<\/strong> Y\u0131k\u0131c\u0131 s\u00fcre\u00e7leri ba\u015far\u0131yla atlatan \u015firketler, m\u00fc\u015fterilerine yat\u0131r\u0131m yapan ve onlar\u0131n davran\u0131\u015flar\u0131n\u0131 \u00f6nceden tahmin edebilen kurumlar oluyor. \u00d6rne\u011fin, \u00c7in\u2019de t\u00fcketici taleplerinde d\u00fc\u015f\u00fc\u015f ya\u015fand\u0131 ancak talep tamamen ortadan kalkmad\u0131, bunun yerine insanlar g\u0131da vb. ihtiya\u00e7lar\u0131n\u0131 online sipari\u015f ile tedarik etmeye y\u00f6neldiler. Bu da \u015firketlerin online ve \u00e7oklu kanal da\u011f\u0131t\u0131m\u0131 y\u00f6netimine yat\u0131r\u0131m yapmalar\u0131 gerekti\u011fini ortaya koyuyor.<\/p>\n

6- Plan\u0131 uygulay\u0131n:<\/strong> Haz\u0131rlanan planlar\u0131n etkinli\u011fi, kararlar\u0131n ve s\u00fcrecin uygulanabilirli\u011fi ve herkesin kriz planlar\u0131n\u0131 do\u011fru \u015fekilde anlay\u0131p anlamad\u0131\u011f\u0131n\u0131 ortaya koymak \u00fczere sim\u00fclasyon, \u00f6nemli bir ara\u00e7. Bu sayede \u015firketler, y\u0131k\u0131c\u0131 durumlarda h\u0131zl\u0131 ve esnek davranabilmeyi \u00f6\u011freniyor ve kritik konularda haz\u0131rl\u0131klar\u0131n tam olup olmad\u0131\u011f\u0131n\u0131 \u00f6nceden fark edebiliyor.<\/p>\n

7. Toplumsal hizmetlerinizi derinle\u015ftirin:<\/strong> Bir \u015firket, ancak i\u00e7erisinde bulundu\u011fu toplum kadar g\u00fc\u00e7l\u00fcd\u00fcr. Kurumlar\u0131n bu toplumsal kriz an\u0131nda mevcut g\u00fc\u00e7lerini ve de\u011ferlerini -para, ekipman, uzmanl\u0131k, vb.- destek mekanizmalar\u0131 olu\u015fturmak i\u00e7in kullanmalar\u0131 gerek. \u00d6rne\u011fin; baz\u0131 \u015firketler ihtiyaca cevap verebilmek i\u00e7in mevcut \u00fcretimlerini medikal maske ve k\u0131yafet \u00fcretmek \u00fczere de\u011fi\u015ftirdiler.<\/p>","protected":false},"excerpt":{"rendered":"

Sorry, this entry is only available in Turkish. For the sake of viewer convenience, the content is shown below in the alternative language. You may click the link to switch the active language. K\u00fcresel \u00e7apta trajik sonu\u00e7lar do\u011furan Corona vir\u00fcs\u00fc (COVID-19) kapsam\u0131nda \u015firketlere yol g\u00f6sterecek aksiyon \u00f6nerilerini payla\u015f\u0131ld\u0131.\u00a0McKinsey & Company’nin\u00a0uluslararas\u0131 \u00e7apta uzmanl\u0131\u011f\u0131 ile haz\u0131rlanan \u00f6neriler, […]<\/p>\n","protected":false},"author":1,"featured_media":109954,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[51,53],"tags":[68214,68481,68480,52259,68482,68485,66908,68488,68486,68489,68487,68484,68483],"views":129,"_links":{"self":[{"href":"https:\/\/www.enerjigazetesi.ist\/en\/wp-json\/wp\/v2\/posts\/109951"}],"collection":[{"href":"https:\/\/www.enerjigazetesi.ist\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.enerjigazetesi.ist\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.enerjigazetesi.ist\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.enerjigazetesi.ist\/en\/wp-json\/wp\/v2\/comments?post=109951"}],"version-history":[{"count":0,"href":"https:\/\/www.enerjigazetesi.ist\/en\/wp-json\/wp\/v2\/posts\/109951\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.enerjigazetesi.ist\/en\/wp-json\/wp\/v2\/media\/109954"}],"wp:attachment":[{"href":"https:\/\/www.enerjigazetesi.ist\/en\/wp-json\/wp\/v2\/media?parent=109951"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.enerjigazetesi.ist\/en\/wp-json\/wp\/v2\/categories?post=109951"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.enerjigazetesi.ist\/en\/wp-json\/wp\/v2\/tags?post=109951"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}