1. Supply chain management lacks enough intelligence to adapt to the changing supply chain demand;
2. Most of the proposed supply chain management models are actually a management software. It is difficult to simulate and optimize the actual enterprise behavior by building a model software or only adding or deleting modules on the basis of the developed software.
Although they are all under the brand of logistics consulting, logistics management consulting and supply chain management consulting, the actual behavior and effect should be that at least one of their own enterprises can see continuous success, and logistics consulting institutions or supply chain management institutions can continuously improve the competitiveness of enterprises and the commanding heights of the industry. From this point of view, although they may actually get some benefits, that is, resources, this kind of resources may not be stable under the changes of the times. At least few of them are Lang Xianping-style or Yu Shiwei-style. Although most of them are from Aizhesen and Fortune 500 companies, Zhihao Logistics believes that these are only part of the resources and management methods brought by Aizhesen or Fortune 500 companies. For enterprises or industries, it is necessary to start from their own situation and combine the "historical records" in China to form a top 500 with corresponding support. Therefore, their propaganda is very problematic. Why don't they publicize how many Fortune 500 companies or even China Fortune 500 companies have been newly built under their supply chain consulting services?
In an enterprise organization with a core enterprise, all business activities are carried out around the core enterprise [1]. For example, the procurement, production, assembly and sales of raw materials are all completed under the control of core enterprises, and the behavior of core enterprises will greatly affect the whole supply chain.
Through previous experience hoarding, cultural accumulation and the latest research results, Zhihao Logistics has successfully explored mature corresponding and related logistics supply chain management solutions such as national supply chain, urban supply chain, industry supply chain and enterprise supply chain. , can effectively reduce the operating costs of production enterprises, sales enterprises, trading enterprises and third-party logistics express delivery enterprises, improve profits, and make contributions to reducing social logistics costs and realizing social benefits.
Through Zhihao Logistics, cooperative enterprises can effectively save fixed assets and manpower input, improve the repeat purchase rate, and the commodity turnover rate and sales rate can not only be timely warned, but also effectively increase the percentage. Through the supply chain management or industry solutions provided by Zhihao Logistics, the production cost can be reduced by at least 65,438+05% and quickly converted into profits, thus enhancing the overall comprehensive strength and industry competitiveness of enterprises.
In supply chain management, how can China shorten the gap with the advanced level in the world? Zhihao Logistics believes that the innovation of enterprises and enterprises is particularly important at this stage.
As the carrier of brand and the integrator of supporting enterprises, the leading role of large enterprises in supply chain management is obvious, and they are also duty-bound. For example, the popularity of barcode and radio frequency technology RFID is largely attributed to retail giants such as Wal-Mart and Carrefour. When Wal-Mart adopted RFID, it successively implemented the policies of "trial" and "compulsory execution" among supporting suppliers. British building materials retail giant B&Q will eliminate 65,438+00% suppliers in China every year due to information technology failures. B&Q also uses economic leverage to encourage suppliers to promote informatization, and stipulates that suppliers will be charged extra fees for the increased costs due to their inability to provide bar code goods and accept online payment.
After HP acquired Compaq, HP became a behemoth, with 32 manufacturing plants, 88 distribution centers, 1 19 distribution logistics partners and 700 parts supply partners all over the world. Usually, the bigger the enterprise, the longer the business chain means managing risks, but effective supply chain management plays a decisive role. In this management chain, HP partners have also been "driven and integrated".
Although there is a gap between large domestic enterprises, the progress is also obvious. Many enterprises, such as Huawei, ZTE, Lenovo and Haier, which were in line with international standards earlier, played a flagship role in the "Community". Some people have commented that Huawei's "attraction" includes international codes of conduct such as "fairness, transparency, credit and timely payment", which makes Huawei's suppliers "more and more like Huawei" and "they began to demand their downstream suppliers with this style". It is believed that with the acceleration of internationalization of large domestic companies, the coordination level of domestic supply chain will also be improved simultaneously.
China is a country that likes to pursue popular concepts, such as "learning organization", "core competitiveness" and "six suitable horses". "Supply chain competition" is one of many sought-after concepts. In recent years, the words "global competition is not the competition between enterprises, but the competition between supply chains" frequently appear in newspapers, conferences and industry elites, giving people the impression that enterprises in China have already integrated into "supply chain competition", but there is still a long way to go to reach this level.
In the measurement of "supply chain competition", logistics level is considered as an important yardstick. According to the data provided by this conference, in 2002, China's logistics cost accounted for 2 1.4% of GDP, which was twice that of the United States. By 2004, the logistics cost in the United States had been reduced, but China remained "firm". And the level of 2 1.4% is almost the same as the data of 1994 (22. 1%), and this data has remained at the level of 18% until 20 14.
This means that the logistics competitiveness of China has basically stagnated 10 years!
Maybe you will say that this is the national average, and economically developed areas will be different. That was not the case. The research of Zhihao Logistics shows that most local logistics companies in China are transformed from warehousing and freight transportation, and their business has changed, but their business philosophy and mode have not been born. They are still accustomed to disorderly competition with the old routine of lowering prices and quality, lacking core competitiveness. Taking the third-party logistics in the automobile industry as an example, it is basically in the initial stage of fragmentation and low service level of logistics enterprises, and almost no trace of "integrated supply chain" can be seen.
Of course, this does not mean that China enterprises have not formed an industrial chain, but at least it shows that we still have a long way to go in the "integration" of the industrial chain.
Supply chain competition is inseparable from e-commerce. At present, the data transmission between supply chains of domestic enterprises mostly adopts EDI standard, while a considerable number of large foreign enterprises have turned to the more advanced electronic commerce RosettaNet standard, which is based on the Internet and 100% B-B business processes, instead of private networks and some B-B processes like EDI. Domestic enterprises are slow to move in this great change, and even some flagship enterprises of the first echelon are still in the process of understanding and familiarity. RosettaNet Alliance entered China in 2003. So far, there are very few users who use RosettaNet for e-commerce. Therefore, "integrating supply chain to participate in competition" is easier said than done.
"Change" is the eternal theme of enterprises. An excellent enterprise should be a chameleon swimming with technology and market. At present, the most difficult change facing this chameleon is the change of supply chain.
One of the most intuitive manifestations of supply chain changes is the rapid expansion of business networks, and more and more partners and users are "linked". Because of the wave of globalization, the prevalence of outsourcing business and the accelerated update of IT products, enterprises must extend their tentacles to the distance until they implement global procurement, global sales and global development. This is a good thing. However, just like a coin always has two sides, the increase of partners and business segmentation can certainly reduce costs and shorten the time to market, but it will also create a new obstacle-the obstacle of increasing cooperation links. Just as a musician can play freely, it is difficult for multiple musicians to work together. This requires the improvement of supply chain management level.
Supply chain management is not a new topic for domestic enterprises. Many enterprises have used ERP (Enterprise Resource Planning System), CRM (Customer Relationship Management System) and even SCM (Supply Chain Management) for several years. However, Zhihao Logistics believes that many supply chain management in China is essentially small-scale and low-level vertical management, while developed countries and regions have entered a new stage of horizontal management, and the management content and methods have undergone major changes.
Conceptually, the supply chain includes not only procurement, but also distribution, and even all business-related links such as commissioned design and commissioned development. Take HP as an example, its supply chain includes design synergy chain, service support synergy chain, inventory synergy chain and manufacturing synergy chain besides purchasing.
Faced with fierce competition and diluted profits, enterprise management began to be "flexible" and the boundaries of organizations became blurred. For example, dealers begin to assume the role of assemblers, and what they get from manufacturers is not finished products but parts, because assembling first and then distributing can minimize costs. At the same time, third-party logistics providers began to assume the role of distributors, and distributors also accepted logistics business. "The content of logistics services is becoming more and more complicated", because users welcome logistics service providers who can provide comprehensive one-stop services.
These changes put forward more and more new requirements for supply chain management. The first requirement is more transparent information. The effective cooperation of a huge supply chain depends on open and transparent information. Every logistics action in the supply chain is usually accompanied by the cooperation of multiple information flows: from publishing demand forecast to placing orders, to notification of delivery and receipt, as well as payment notification and market feedback. The transparency of information determines the agility of supply chain Low transparency will lead to information distortion, and the further the distortion goes downstream, the supply chain cooperation will lose its foundation. On the other hand, the increasingly complex supply chain also increases the difficulty of information transmission, so we must adopt advanced information technology and pay attention to establishing an incentive mechanism for information enjoyment.
The second requirement is to follow the principle of product life cycle. The representative of mitsubishi electric reminded that "the change of supply chain should follow the life cycle of products", and the design of supply chain should be different in the development period, introduction period, growth period, maturity period and decline period of products. For example, in the mature period, a large number of manufacturing and services can be outsourced; In the fading period, the number of suppliers should be reduced, and the order response should be changed to small batch. In short, the supply chain is a dynamic chain, just like playing football, everyone should follow the ball and have the same goal.
The third requirement is to change one-way thinking into multi-way thinking. One-way thinking is suitable for simple vertical supply chain management, and in modern industry under the framework of global integration, extremely complex supply chain has already had a "seven-layer management model", and management thinking has also moved from one-way to multi-direction. John Paul, associate professor of Bordeaux Business School (France), believes that multi-directional thinking includes the principle of choosing the best partner and flexible integration. To find a suitable partner, we should introduce a competitive mechanism: set a goal, "If you can't do it, I'll find someone else". Multi-directional thinking also includes contingency planning, such as what if the partner goes bankrupt? What if there is an emergency in the market? Multi-directional thinking should follow the principle of "two-way thinking". When things happen, you can't just care about yourself at the expense of your partner. You should know that your partners should share your risks as well as your profits, otherwise you will lose the basis for continued cooperation.