Case analysis of Suning supply chain model

Case analysis of Suning supply chain model

On the integration mechanism of Suning's supply chain platform, the new supply chain platform is based on SCS system and adopts B2B e-commerce technology to realize the collaborative management of supply chain between Suning and suppliers from process to information. The following is a case study of Suning's supply chain model. Welcome to read and browse.

Actual combat: building a new type of zero supply relationship

Case 1: Joint Office with Midea

In Suning's eyes, zero supply is no longer the relationship between negotiators, but to understand and grasp the needs of users, operate the market and serve users.

For example, at the end of 20 15 and 15, the chairman of Midea Group personally flew to Nanjing Mihui Zhang to discuss the strategic cooperation between Midea and Suning in 20 15. Subsequently, Suning realized the full opening of data resources to the United States, so as to promote the cooperation of joint marketing, precise drainage and reverse customization of products.

At the same time, in order to further promote the extremely efficient and collaborative office mode, the online project department of dozens of people in Midea has settled in Suning headquarters for joint office.

Why do the two sides embrace each other so "intimately"?

First of all, Suning has platform resources with O2O value. Midea not only sees the advantages of Suning's online and offline platforms, but also sees that Suning.cn will accelerate its coverage in third-and fourth-tier cities, and its advantages will be greatly highlighted.

Secondly, both sides attach importance to Internet thinking and regard it as an operational orientation. Fang Hongbo, chairman of Midea Group, said that the mobile Internet is affecting the enterprise's own operation process. Data, localization and socialization are the three characteristics of commodity management in the Internet age. The first thing Suning and Midea do is to open up and enjoy business data and drive commodity operations with demand and trends; The second is to formulate a localized regional strategy.

After the launch of a series of Internet-based operating entities such as Yundian and Tesco Service Station, the value of Suning platform has become more and more prominent, and Midea is also seeking a breakthrough, which requires not only an online sword, but also an offline upgrade battlefield.

Case 2: Win the "Last Mile" with Omar * * *

Suppliers are willing to become close partners with Suning, not only because of Suning's online and offline O2O omni-channel resources, but also because of its value-added service capability-201412. In February, Suning Logistics Cloud was fully opened to the public. Merchants can not only * * enjoy Suning logistics information, but also * * enjoy goods from different channels in Suning logistics system. With the help of Suning's big data,

Take Omar refrigerator as an example. Omar and Suning are old friends, and the two companies have established a solid cooperative relationship in the sales sector and OEM sector. After the opening of Suning Logistics, logistics became the third cooperation sector, and Omar refrigerator soon tasted new sweetness.

Specifically, the home appliance distribution of Suning Logistics can achieve the next day in more than 90% of the country. Omar's original prescription requires 15 days, which is simply a small Case for Suning, and 100% can be completed.

In addition to the delivery time limit, Omar refrigerator also took a fancy to Suning's supply chain integration ability, and realized big data analysis to guide production and inventory sharing to sell together, thus enabling Omar to effectively reduce inventory backlog, reduce logistics costs and achieve rapid response with Suning.

Case 3: "Blood transfusion" for friends

With the opening of the relevant national policies, enterprises with a large number of supply chains began to give up cooperation with banks and set up their own financial departments to do supply chain finance business. Focusing on the future layout, Suning must play a chess game in the field of supply chain finance.

201212 On February 6th, Suning began to set foot in supply chain finance, aiming at accelerating the construction of open platform, realizing the strategy of "super electrification", promoting the efficient integration of supply chain, logistics and finance, thus reducing risks, forming a complete financial service sector for consumers and supply chain, and supporting the logistics and finance of the whole supply chain.

On March 20 13, Suning fully opened its supply chain finance business to small and medium-sized enterprises.

2065438+February 2004, when Suning Logistics was upgraded to a logistics group, Suning Financial Division was also upgraded to Suning Financial Group, firmly occupying a place of "Three Clouds"; In September of the same year, Suning invested 654.38 billion yuan to set up a "special fund for supplier growth" to help SMEs in the supply chain achieve financing.

Since the launch of Suning's supply chain financial platform, it has successfully provided financing services such as bill discount, document financing and inventory financing for various suppliers in the upstream and downstream of Suning, with a scale of tens of billions of yuan. In particular, some small and medium-sized enterprises make full use of the characteristics of Suning's supply chain, such as short financing cycle, fast loan and excellent interest rate, to solve the demand of "short, frequent, urgent and fast" in the process of supplier financing and ensure the short-term capital turnover needed for their own business development.

Case 4: From "Three Streams" to "Three Clouds"

Any business theory must be supported by a logical framework model, and according to the stepped development trend of China's retail industry, Zhang constructed a "syllogism" business model:

First, the traditional e-commerce stage: the PC Internet is the mainstay, and the e-commerce platform around product display and trading is dominant.

Second, the retail stage of O2O: Due to the emergence of the mobile Internet, there has been a trend of personal-centered, virtual and real integration services anytime and anywhere.

The third is the internet stage of the whole value chain: the internet has begun to penetrate into the core of the retail industry. The most essential resources of the retail industry, such as logistics, capital flow and information flow, will be upgraded in all directions with the help of cloud computing and big data to rebuild new core competitiveness.

Zhang believes that the third stage is deepening, which will increasingly touch the essence of the retail industry-the advantages of logistics, capital flow and information flow accumulated over the years, which is the blind spot of traditional Internet companies. Therefore, he firmly believes that Suning's image as an Internet retailer will surely promote the Internet revolution of supply chain, Internet finance and logistics socialization, thus realizing the comprehensive internetization of traditional retail enterprises.

In fact, the essence of the Internet is openness and enjoyment. The original closed-door model has been abandoned by the industry. Establishing a complete ecosystem including upstream suppliers and downstream end consumers is the essence of the Internet. Now, with the in-depth application of internet technology, it not only provides a technical basis for "three in one", but also provides an imagination space for its socialization.

Logistics cloud, data cloud and financial cloud are the three magic weapons of Suning's "+service" model: the channel in the process of building an Internet retail platform, the commodity in the process of enhancing the value of the industrial chain and the service in the process of building the core competitiveness of the retail industry.

First of all, in terms of logistics internetization, from the overall perspective of supply chain logistics, Suning started the "logistics cloud" project by using big data mining and opened it to platform merchants and suppliers, thus turning enterprise logistics into a logistics enterprise, and "logistics cloud" changed from a cost center to a profit center.

Secondly, in terms of internet-based capital flow, the internal capital flow is socialized into a "financial cloud" to meet the diversified financial needs of consumers and various financing needs of suppliers.

Furthermore, from the perspective of the Internet, information flow is the core resource of the retail industry. Suning opened its information construction capacity to the society and promoted the "public cloud" service in the retail industry.

The theoretical transformation from "third-rate" to "third-rate" is certainly a microcosm of the evolution of Internet technology in Suning, and it is also Suning's better realization of self-value in the process of socialization with the help of technological progress.

Strategy: competition with logistics as the core

Logistics has always been one of Zhang's core competitiveness for Suning.

As early as the "Soviet-American hegemony" period, when the opponent was busy buying Yongle Electric and Dazhong Electric, but contracted the distribution business to a professional logistics company, Zhang mainly did two things: implementing informationization and consolidating the logistics foundation. Now it seems that Zhang is indeed a clever move.

Strategy 1: Learn from Wal-Mart's self-built logistics system.

Needless to say, in terms of logistics construction, Zhang's learning goal is Wal-Mart.

As early as the 1970s, Wal-Mart established the logistics information system MIS, and then introduced radio frequency technology, portable data terminal equipment, logistics bar code and other technologies, taking the lead in realizing 24-hour computer logistics network monitoring within the group in the world, making procurement, inventory, ordering, distribution and sales integrated and paperless. When customers shop in Wal-Mart stores and print receipts on POS machines, relevant information will be displayed on the computers of Wal-Mart's procurement and sales planning departments and upstream suppliers, so that all links can be completed in time, time waste can be reduced and logistics circulation can be accelerated.

By 200 1, Wal-Mart, as a leading enterprise among the world's top 500 enterprises, has only 70 distribution centers in the world, which shows that its logistics organizational structure is well designed. It is found that Wal-Mart's distribution center is located in the center of more than 0/00 retail stores in/kloc, and each distribution center can meet the needs of more than 0/00 sales outlets in nearby surrounding cities, with a transportation radius of about 320 kilometers.

The practical experience of Wal-Mart shows that the strength of logistics system directly affects the sales and core competitiveness of retail enterprises. Constructing a perfect logistics system and increasing the coverage of transportation can further fill and occupy the blank market, which naturally becomes the key to timely distribution.

In view of this, Zhang made up his mind to solve the logistics pain point and not let the warehouse become an unbearable burden for Suning. So, Zhang personally drove a car without air conditioning and ran around in the suburbs of Ning. After more than ten days of searching, he finally decided to build the first generation logistics base in Jiangdongmen area-move the goods in the warehouse to the base and distribute them centrally and uniformly with special distribution vehicles. This not only greatly reduced the cost of the store, but also greatly improved the delivery speed.

Unconsciously, Zhang's innovation has evolved into an industry standard and has continued to this day.

Strategy 2: Deepen the layout and build the third generation logistics.

In order to further maintain the competitive advantage and greatly reduce the cost of logistics and transportation, in 2007, Suning put forward the plan to build the third generation logistics base, introduced the transportation management system, optimized the route scheduling scheme of order retail and long-distance distribution, reduced the distribution mileage and working hours, and completely changed the traditional operation mode of manual scheduling.

After practical calculation, the model can shorten the actual transportation distance of each vehicle by 20%-30%. At the same time, all the palletized goods are neatly packed in the warehouse, and the serial number, warehousing and warehousing of each product are bar codes, ensuring that the whole process of products from manufacturers to consumers has data records and the whole service can be traced.

In July of that year, the representative of the third generation logistics base of Suning Appliance, Nanjing Yuhua Logistics Base, which was the leading domestic logistics base at that time, was put into use.

Suning's third-generation logistics storage center adopts a two-level distribution model. First, it is responsible for transporting all kinds of goods from regional warehouses to all secondary cities in the region through primary distribution, and then delivering them to households through logistics distribution centers in secondary cities. Compared with the previous second-generation logistics center, which adopts three-level distribution mode, namely, the first-level distribution to the city, the second-level distribution to the store and the third-level distribution to the home, the third-generation logistics mode mechanizes the whole process of household appliances from warehouse to vehicle under the control of Suning information system, which greatly improves the delivery efficiency. It only takes about 10 minutes for a transport vehicle to be full of goods.

Under the control of strong supply reserve and efficient information dispatching, Suning has achieved the goal of "buy and send" in an orderly manner, and it has been in place for 3 hours, which has established a good reputation among consumers.

After Nanjing Yuhua Logistics Base, Suning has established the third generation logistics centers in Beijing, Shenyang, Chengdu, Chongqing and Xuzhou. These logistics centers with a storage area of tens of thousands of square meters will undertake long-distance allocation (within 300 kilometers), store distribution and retail distribution (within 150 kilometers) of goods sold by chain stores in their cities and surrounding areas. After completion, each logistics center can meet the operation requirements of annual commodity transaction volume of about 5-1000 billion yuan.

According to the plan, Suning will eventually build about 60 large-scale modern logistics bases throughout the country. Zhang Zeng clearly pointed out that speeding up the construction of logistics center is the material basis for Suning to realize the goal of a century-old shop.

Expand:

Three Common Models of Supply Chain Management

1, promoting the supply chain in the information age

The intensification of competition, the increase of market uncertainty, the improvement of customer expectations and other factors have prompted all node enterprises to focus on the speed of flexible production and delivery. Efficient real-time data acquisition, based on data driving and data sharing, drives the work of each node in the supply chain.

2. Promote the supply chain under the traditional mode.

In the traditional mode, the market forecast of node enterprises in the supply chain is based on the "orders" of downstream enterprises, and "orders" are the only information transmitted in the supply chain. The feedback of information is also reflected in the "order", and the actual needs of consultants will be fed back to all links of the supply chain step by step in the form of "order". Obviously, the operation efficiency of this supply chain model is often very low.

3. Push and pull the supply chain

Generally speaking, push supply chain has poor response ability, high inventory level, high risk of inventory expiration, long order lead time and low service level, but the economic scale of transportation and manufacturing is high. Generally speaking, pull supply chain has better response ability, lower inventory level, lower risk of inventory expiration, shorter order lead time and higher service level, but compared with push supply chain, the economic scale of transportation and manufacturing of pull supply chain is difficult to achieve. Therefore, it is generally recommended to adopt push supply chain in the enterprise boundary environment, and it is a good choice to adopt push supply chain in the enterprise.

Thoughts on supply chain management mode

1, two characteristics of supply chain management mode

The supply chain management industry came into being because in the fierce market competition environment, the division of labor is becoming more and more detailed. In order to focus on their own specialties, enterprises hand over non-core links to more professional people. It can be seen that supply chain management enterprises must show enough professionalism in this major, which is the profit base of enterprises and therefore the lifeline of enterprises.

To create customer value, it is necessary to meet customer needs to the maximum extent and provide customers with perfect quality services. To achieve this goal, supply chain enterprises must be familiar with customers' industries, including suppliers, raw material prices, product knowledge, production characteristics and a series of information. In short, they must be professional in the customer's professional field.

2. Sources of profit

(1) Operational efficiency

Supply chain management enterprises can reduce costs and create value for customers through more professional and efficient operation of all links and nodes in the supply chain, so as to obtain reasonable benefits.

(2) Centralized procurement

Supply chain management enterprises get the opportunity to purchase in large quantities by serving many enterprises in the same industry or similar industries, and the cost reduction brought by centralized procurement becomes the source of income for enterprises.

(3) Economic benefits

It is a flexible profit source for supply chain enterprises to obtain financial benefits through cash flow generated by supply chain financing and large-scale business and with the help of time difference and derivative financial instruments.

The above three modes are the most important profit modes of supply chain enterprises, among which 1 and 2 mode is the most basic, reliable and sustainable mode, especially the first mode, which represents the management level of supply chain enterprises and embodies their core competitiveness. The third model is the most popular in reality, and it is quick and convenient to obtain income, but it increases the risk and makes the enterprise vulnerable. It can be used as a supplement to the profit model of the enterprise and should not be used as the main source of profit.

3. Some judgments on the future development of the industry

(1) The market is growing rapidly.

(2) Industrialization and specialization

(3) Professional development

(4) scarcity of resources

(5) The system represents the operational level.

(6) Talent is the core competitiveness.

;