I. Introduction
1. Introduction of Little Swan Group
Jiangsu Little Swan Group Co., Ltd. has 33 subsidiaries. The group mainly produces and operates household and commercial electrical products such as washing machines, air conditioners, refrigerators, dishwashers, dryers, freezers, industrial washing machines, dry cleaning machines, etc., with total assets of 75-.
With a brand value of 6.769 billion yuan and annual revenue exceeding/kloc-0.00 billion yuan, Little Swan is the largest white goods group in China and one of the top 100 enterprises in China.
2. The development history of the Group's "sales chain" logistics system
2. 1
In 2002, for "Little Swan", the implementation of global preferred procurement in the supply chain reduced the cost by hundreds of millions of yuan, and realized the operating income of10 billion yuan that year. In the sales chain, the company also carried out and implemented several major initiatives:
2. 1. 1 business process.
Little Swan Group started marketing integration in early 2002, established a marketing company and established a dynamic sales team. There are 33 management departments, 168 offices, 3,400 sales outlets and 1500 service outlets in China, which have formed advantages in brand, people, finance, goods, channels, washing machines, air conditioners and refrigerators.
2. 1.2 logistics.
On June 5438+1October 10, 2002, cygnet launched an open tender for the transportation contract of 6.5438+million washing machines and products distributed on 33 national routes, and eight transportation companies won the bid. The freight for each washing machine was reduced by 25%, saving more than 7 million yuan in the whole year. Then, Little Swan also invited public tenders for the transportation of other products, saving tens of millions of yuan in transportation costs. In 2002, the sales revenue exceeded 654.38+0 billion yuan, the demand for integrated procurement was nearly 2 billion yuan, and the logistics cost was reduced by about 60 million yuan through bidding and negotiation.
2. 1.3 capital flow.
Before the Spring Festival in 2002, seven commercial banks in Wuxi were gathered together by the "Little Swan" group as never before. Little Swan found a bank. The bank must transfer the daily sales payment of the company's more than 2,400 sales outlets all over the country to the bank account of the headquarters on the same day. Who can do this means that Little Swan will have 8 billion yuan in cash to enter this bank every year. How much profit does the sales amount bring to Little Swan on the same day? The answer of "Little Swan" is: 220,000 yuan can be saved every 1 day in advance. This move has achieved historic success. It is not only the first time to mobilize banks to stand on tiptoe to meet the needs of enterprises, but also to draw a satisfactory conclusion for their integration of new logistics systems for more than a year.
2. 1.4 information flow.
As early as 2000, Little Swan Group cooperated with Guangdong Kelon Group to establish the domestic home appliance e-commerce platform-Antaida Company, and initiated the international bidding procurement of products and spare parts, which enabled Little Swan to find an "interface" with the international enterprise logistics system. In August of 20001year, Little Swan Group, COSCO Group and Kelon Group decided to form a third-party logistics company. At that time, it was one of the few large-scale home appliance logistics platforms with completely modernized concept in China. The operation system of Antaida Company includes establishing a logistics information platform, integrating warehousing and transportation systems, effectively controlling and managing the logistics, information flow and capital flow of suppliers, manufacturers, distributors and end users, realizing the value and business behavior of the whole supply chain, and monitoring the whole logistics system from the aspects of arrival rate, economy, information and safety.
2.2
In 2003, on the basis of the distribution chain logistics system in 2002, Little Swan strengthened the relevant control of business flow and capital flow.
2.2. 1 business process.
On May 10, 2003, the marketing company made a planning scheme and took practical measures to strengthen the construction of retail outlets, forming a situation of close communication, full sales and wholehearted sales, further accelerating the pace of terminal sales. During May Day, 24 squares in key cities of China 14 held wonderful square shows. Thousands of customers watched the performance, the image of Little Swan was deeply rooted in people's hearts, and the retail volume soared. At the same time, adhere to the two basic principles of profitability and clean management. In order to ensure profitability, the main measures are to purchase goods reasonably and reduce storage costs; Streamline institutions and reduce staff salaries and expenses; Reduce trunk transportation costs and greatly reduce regional office expenses.
Capital flow.
On August 2, 2003, the marketing department held a meeting of the managers of the management department and proposed to adjust the business operation process. Adjust the organizational structure, change the original product group responsibility system, change the financial responsibility of sales, standardize operations, deliver goods strictly according to regulations, and strictly control the sales of confirmed warehouses; From June 5438+ 10, the balance of business done by settled customers will be verified every month, and corresponding credit lines will be given according to different credit conditions of customers to avoid new bad debts.
3 Analysis and evaluation
3. 1 Combination of internal and external conditions
3. 1. 1 internal conditions.
Since 200 1, Little Swan has fully implemented the Tenth Five-Year Development Plan and started a second venture. Little Swan Group implemented marketing integration and formed a marketing network of 33 management departments, 168 prefecture-level offices, 3,400 distribution outlets and 1500 service outlets. Sales volume and sales revenue reached a record high, and the products were exported to more than 60 countries and regions in the world. In 2002, foreign exchange earned by export reached US$ 6,543.8+8 billion, a record high. The internal development of enterprises tends to be stable, the management system is sound, and the quality of personnel is high. At this point, the conditions for logistics reform are ripe.