According to the needs of development strategy, Haier changed the traditional make to stock (MTS) mode and adopted the management mode of make-to-order (MTO), which eliminated the blindness and error of demand forecasting. In order to ensure the success of order production mode, Haier Group has implemented modern logistics synchronization mode, the global supply chain network has been fully optimized and integrated, and the proportion of international suppliers has greatly increased, ensuring product quality and on-time delivery.
Haier Group receives more than 6,000 sales orders and more than 7,000 customized products every month. By integrating logistics, the inventory funds were reduced by 67%. The cargo area of Haier Logistics Center is only over 7,000 square meters, but the throughput is equivalent to 300,000 square meters of ordinary warehouses.
In the process reengineering of Haier, the establishment of modern logistics system is its key project. To reorganize logistics, it is necessary to eliminate space with time and inventory space with speed and time. Haier's logistics center does not exist for storage, but for distribution. If the traditional enterprise warehouse is compared to a reservoir, the problem of many enterprises is that the water stored in the reservoir is dead and smelly, and Haier just opens all the gates of the reservoir.
As a well-known electrical appliance enterprise at home and abroad, Haier has taken a very important step in the Internet era. Haier company began to cooperate with SAP company in March 2000, first carried out its own ERP transformation, and then set out to build a BBP procurement platform. Judging from the transaction volume of the platform, Haier Group can be said to be the largest e-commerce company in China.
Through the BBP trading platform, more than 6,000 sales orders are received every month, more than 7,000 customized products and purchased materials 1.5 million. The new logistics system has reduced 73% of dull materials. 8%, inventory funds decreased by 67%. Through the cooperation with SAP, Haier became the first logistics center in China to reach the world-leading level.
SAP mainly helps Haier to improve its logistics system, that is, using SAP logistics management system to build a supplier-oriented BBP procurement platform, which can reduce procurement costs, optimize suppliers and create new profit sources for Haier. Nowadays, the "first-class three networks" of Haier's characteristic logistics management fully embodies the characteristics of modern logistics: "first-class" is centered on order information flow; The "three networks" are the global supply chain resource network, the global user resource network and the computer information network. The synchronous operation of "three networks" provides support for the value-added of order information flow.
In the latest website ranking of CNNIC, Haier website ranks first in China industrial website. Haier group, which is famous for its high-tech and high-quality products, has always attached importance to scientific research and development, and constantly introduced high-tech new products to meet the needs of users. With its own strength and sincerity, Haier is trying its best to meet the needs of users, create a beautiful new life for the world and create a new Internet myth.
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Haier's network marketing is characterized by "first-class three networks", which can achieve the following goals:
1. Order purchase and inventory elimination.
In Haier, the warehouse is no longer a reservoir for storing materials, but a flowing river. In rivers, the necessary materials are purchased and produced according to orders, that is, the purchasing and manufacturing activities are carried out according to orders. This fundamentally eliminates the dull materials and inventory. On average, Haier Group receives more than 6,000 sales orders every month, more than 7,000 kinds of customized products and 0.5 million kinds of purchased materials. The new logistics system has reduced 73% of dull materials. 8%, warehouse area decreased by 50%, and inventory funds decreased by 67%.
2. Win-win, win-win global supply chain network.
By integrating internal resources and optimizing external resources, Haier has optimized the number of suppliers from 2,336 to 978, but the proportion of international suppliers has increased by 20%, and a strong global supply chain network has been established, effectively ensuring the quality and delivery date of Haier products. Moreover, many large international companies have participated in the front-end design of Haier products with their high technology, and the proportion of suppliers who can participate in product development is as high as 32. 5%.
3. Realize three JITs, namely JIT procurement, JIT distribution and JIT distribution logistics.
At present, through Haier's BBP procurement platform, all suppliers accept orders online, and make timely replenishment through online inquiry of plans and inventory to realize JIT procurement; After the goods are put into storage, the logistics department can use ERP information system to make ingredients according to the next day's production plan, and at the same time, according to kanban management, the materials will be delivered to the workstation in 4 hours to realize JIT distribution; After the production department completes the order according to the requirements of B2B and B2C orders, it delivers the customized products that meet the individual needs of users to users through Haier's global distribution network. At present, Haier has achieved 8-hour delivery in the central city and 24-hour delivery in the region. In four days, the annual purchase amount of Haier Logistics reached tens of billions of yuan, and all materials were purchased according to orders. In Haier, the warehouse is no longer a reservoir for storing materials, but a flowing river, in which the materials needed for production are purchased according to the order, which fundamentally eliminates the sluggish materials and inventory.
2. The integration of global supply chain resource network enables Haier to meet the needs of users quickly. o
By integrating internal resources and optimizing external resources, Haier Logistics has successively introduced Fortune 500 companies such as GE, Emerson, BASF and Dow to become suppliers of Haier, and implemented concurrent engineering, which enabled a number of large international companies to participate in the front-end design of Haier products with their high technology and new technology, ensuring the technological leadership of Haier products and accelerating the development speed. In addition, the development zone and JIAOZHOU International Industrial Park were completed, and Emerson and other international suppliers invested and built factories here, which not only brought the most advanced technology to Haier, but also accelerated the response speed of orders.
3.JIT speed realizes the synchronization process.
%N/|D$H$R Due to the application of advanced logistics technology and computer information management, Haier Logistics realizes process synchronization through three JITs (namely JIT procurement, JIT distribution and JIT distribution logistics).
4. The connection between computer and new economy.
In June 2000, 5438+ 10, Haier ERP was launched and B2B e-procurement platform was put into use. On this platform, suppliers can receive orders, inquire about inventory and quotas, invite bids, pay online and exchange information, so as to achieve fairness, interaction and win-win with suppliers.