What is signal accumulation amplification in supply chain?

after reading the following passage, you will understand that it is estimated to be of other help to you.

The supply chain problem has a long history, and now it is being paid more and more attention, because the market competition has reached the point where only details and strategies can survive and develop. At present, many large chain companies are not only inefficient in supply chain, but also very fragile in information chain, which is the core of supply chain. Furthermore, they lack confidence in the future and trust in technical departments and system developers, all because there have been too many failures and problems, and it seems that there is no way to improve these problems in a short time.

I will write some fragmentary thoughts as follows to share with you:

1. The basic problem faced by chain companies is the reengineering of supply chain

1. The amplification effect of supply chain. Probably the book "The Fifth Discipline" describes a problem about the amplification effect of "beer supply chain". Once the market sends a signal that the sales of goods are getting better, retailers begin to order continuously, and at this time, it is also the most prone to shortage or delay in delivery, so they continue to add orders, and the order quantity is gradually enlarged from retailers to wholesalers, then to manufacturers, and even more upstream related enterprises. Later, it was found that the actual demand in the market was not so large at all, and the demand was artificially amplified countless times in the supply chain.

2. Reengineering the supply chain to improve the viability of retailers. The purpose of supply chain reengineering is to improve distribution efficiency and realize the full information sharing between suppliers and retailers. Suppliers should be able to make full use of retailers' sales information, and suppliers should fully grasp the information of sales terminals to avoid blind production and supply. Therefore, it is necessary to establish an information system that allows retailers and suppliers to communicate with each other. To improve distribution efficiency, retailers need to respond quickly to customer needs and provide personalized services. Finally, an integrated system of selection, ordering, distribution and retail will be established. In this way, suppliers will pay attention to how retailers purchase and sell, and retailers will also pay attention to how customers choose to shop and provide retail services that customers want quickly. At present, the retail industry in China is still using inventory to meet the needs of customers. The main way is that suppliers and retailers share the risks and adopt the method of consignment. There are two strategic issues related to this: first, the improvement of industrial and commercial cooperation, especially the establishment and improvement of agricultural and sideline products supply chain; The second is the improvement of information technology, especially the improvement of the information chain in the supply chain. For retailers, on the surface, supply chain reengineering is to improve distribution efficiency, but in fact, it is to improve their viability. If this ability cannot be improved to a certain extent, the retailer's living space will become smaller and smaller.

3. The mode of industrial and commercial cooperation needs to be fundamentally changed. When it comes to suppliers, the bigger the retailer, the tougher it seems to be. If so, the relationship between suppliers and retailers has developed from "bargaining" to unilateral "strong promotion", because only those suppliers who are equally powerful have the capital to "bargain". However, this is not the most effective "cooperation mode". We see that retailers with strategic thinking are increasingly relying on business strategic decisions to establish partnerships with suppliers. Jiang Ruxiang described the relationship between Wal-Mart and Procter & Gamble in the book Gap: "For example, in the early stage of Wal-Mart, powerful suppliers such as Procter & Gamble were very tough, but when Wal-Mart became strong, it did not turn tough on Procter & Gamble, but formed a partnership with Procter & Gamble. It tells P&G that we can * * enjoy Wal-Mart's electronic information to improve the performance of both parties. As a result, P&G became the first manufacturer to connect with Wal-Mart through computers. P&G has also set up a team of 7 people in Bentonville to manage the products it sells to Wal-Mart. "

4. The supply chain should be integrated. This integration means that retailers and partners should be integrated into a whole, and they should all operate as an enterprise, so that the main suppliers can manage and operate the main parts of the supply chain, such as supplier management inventory, supplier automatic replenishment, etc. Any change in the supply chain needs to be quickly known to the corresponding participants through the network. But retailers don't necessarily use shares to control suppliers, and this control is often even ineffective. When a supplier depends entirely on a retailer for survival, it will become less and less competitive. Ma Shi department store in Britain, for example, sells products under a unified brand, but it has no factory of its own, and the cooperation period of the cooperative factory has been as long as several decades, so the department store has become a "manufacturer without a factory" and the factory has become a "retailer without a shop". OEM mode is also a development direction to deal with the relationship between suppliers and retailers. Now Hengyuanxiang has earned hundreds of millions of yuan every year through this model. Now they mainly do two things: one is how to improve the brand value, and the other is how to fully realize the brand value. This is worth learning from our retailers.

5. The information system should be "dynamically shared". Suppliers can get the data of the retailer's sales system, inventory system and ordering system in real time, and can get the account information suitable for the commodity flow in time. What retailers should do is: first, establish a platform that can integrate internal data, and realize standardized integration and dynamic sharing of internal data; The second is to establish an information platform that can be enjoyed dynamically with suppliers; Third, we should fully tap consumer demand and business operation information, change the report mode of digital accumulation, and realize more intuitive, simpler and more useful reports, reports and tips.

The chain companies that have developed rapidly in the last ten years by relying on the boss to grasp the opportunities and strategic ideas, no matter the supply chain reengineering or the information chain reengineering, can not do without giving full play to the role of the boss. Therefore, the key is the attitude of the boss, and the further development of China's chain business must pass the boss's pass.

Second, the basic understanding of the sustainable development of chain enterprises

There are several understandings of the future development of chain enterprises:

1. The factors restricting the development of retail industry are not only the core competitiveness of enterprises themselves. In the long run, the core competitiveness of enterprises is the fundamental guarantee for the survival and development of enterprises, but at this stage, the external environment can not be underestimated for the benign development of retail industry. Mainly manifested in two aspects: First, vicious competition in the industry is destroying the retail market in China, which is gradually becoming standardized. In order to improve their "selling price", some companies plundered store resources and customer resources at all costs, which not only artificially raised business costs, but also seriously disrupted market order. Such as opening a shop in person, using a free shuttle bus to "go deep behind enemy lines" to attract customers, dumping below the purchase price and so on. Second, monopoly industries are dividing up the already meager commercial profits with monopoly resources, and there is no market mechanism for profit equalization among industries. For example, the prices of services provided by monopoly departments such as telecommunications, electric power, banks, books and newspapers, audio-visual and tobacco, and the benefits that chain companies can get from selling their products are basically determined unilaterally by these departments. For example, most convenience stores have not obtained tobacco monopoly licenses, the gross profit margin of tobacco is also very low, and the supply of goods is not guaranteed, which makes the business of convenience stores lose and the resources of convenience stores are seriously wasted. Faced with these problems, enterprises can do nothing, and trade associations do not have enough influence. Therefore, the relevant government departments should pay attention to the restriction of monopoly industries on retail industry and take corresponding measures to coordinate the conflict between traditional operation mechanism and modern business operation mode.

2. The development mode and management mode of chain enterprises need to be adjusted in time. The development of chain companies in the region generally adopts direct chain or direct franchise to expand the scale of operation. If we want to develop from one region to other regions or even all parts of the country, we will certainly give full play to the power of capital and rapidly expand our business area and scale through joint ventures, alliances, acquisitions and mergers. Or take a regional franchise like 7-11. But at the same time, it will increase the difficulty of management, and it is more likely to produce indigestion, and the merger will become the "prey" of the merged person. The development model of "leap-forward development" and then fixing problems is very dangerous. After the development from a regional company to a national company, the daily operation and management are mainly managed by regional companies, rather than being directly managed by a headquarters like regional companies. At this time, the headquarters mainly realizes the management of chain stores through strategic planning, standard setting, information monitoring, resource integration and service platform. Therefore, the organizational system needs to evolve into a multi-layer structure such as headquarters, regions and shops. In this framework, the role of information technology can be fully played. This is an evolutionary process, so it needs to be adjusted in time to form a continuous improvement mechanism, and the information system must have the function of dynamic coordination with the business operation mode, and the resulting system development and improvement mode is called "on-demand response".

3. Chain enterprises should improve two core competitiveness. If we put aside factors such as corporate culture, talents and brands, the core competence of chain enterprises should have three aspects: first, the scale of operation, which can not only create market advantages, but also consume operating resources. The second is management technology, which has a set of systematic management modes, systems and technologies, and can operate like a factory assembly line. The third is the level of integration, which can effectively integrate the supply chain and develop by external forces, including manufacturers, middlemen and other related institutions, such as controlling upstream enterprises through large-scale procurement, while locking in fixed consumer groups. Management technology is a kind of "tension". Without the support of "tension", the scale of operation will become a kind of "labor-consuming", which will continuously consume the company's resources, and finally make the scale become a burden. When the resources are difficult to support the scale expansion, the chain system will collapse in an instant because of "broken chain". The level of integration is a kind of "gravity", which can strengthen the "tension" and play the role of "borrowing power". Therefore, in the long run, it is necessary to focus on "tension" and "gravity", which are the two most important core competitiveness. Therefore, it is not necessarily the small and medium-sized chain companies in the region that are in danger, but the large chain companies are more likely to give up all their efforts in the development process facing the whole country.

4. Find different development paths and implement differentiated management. From the perspective of rational use of social resources, transaction costs and meeting consumer demand, if there is no difference between different brands, different brands should be combined into one brand. From the perspective of competition, the competition between brands with no difference will inevitably lead to a dead end of price competition, which will eventually lead to both losses. Based on the analysis of the difference between China market and consumer demand and the adaptability of China enterprises, China chain enterprises should implement differentiated development strategies, mainly including the differentiation of business formats, commodities and development regions, try to avoid the positive impact, and do their own advantageous projects in a way that they can give full play to their advantages, so as to establish their own operating characteristics.

5. Corporate culture and management system need to adapt to the development of business scale. The management mode, management system and corporate culture of large chain companies developed from small enterprises are also inherited from small enterprises. Faced with the pattern of large-scale operation, all this requires necessary changes. This is a very difficult process. The reform of domestic large-scale chain companies should change from physical change to chemical change: six major changes should be realized, including information system, business process, property right structure, talent structure, management mode and operation mechanism. At the same time, we should avoid six tendencies: the first is blind expansion, which leads to the imbalance between quality and speed, the cost is out of control, and the capital is broken; The second is the pursuit of perfection, which leads to rising costs. The most advanced things are not necessarily the most effective; The third is the aging of talents, and they are not good at cultivating new people; Fourth, there is a fire in the backyard, and logistics support and monitoring can't keep up with the development of the front desk; The fifth is the negative response of the middle and lower classes, which produces serious obstacles to progress, adaptability and learning; Sixth, tuberculosis becomes a disease. When all kinds of problems accumulate to a certain extent, there will be complications, sudden lesions and death caused by the crisis of trust. The problem of corporate culture is not only the problem arising from the development of small enterprises to large enterprises, but also the key is to solve the problem of rallying people's hearts and establish a long-term vision. Without a clear concept of future development, the development and investment of information systems will be short-sighted, and it is impossible to call irrelevant business volume scale. It is necessary to be clear about what you do, to have core values that transcend time and space and money, to meet people's "soul needs" and to have strategic goals.

Third, the relationship between the boss of chain enterprises and the system

Chain enterprises are facing the problem of sustainable development, and I think it is necessary to combine change with reform. In the past development, the boss's contribution is also the biggest. The boss is actually the hardest and the worst. With the change of the competitive environment, the boss is constantly pursuing change and change. I think that change requires subordinates to keep up with the pace of the boss, while change requires the boss to keep up with the pace of the market. Change is to ask others to change, while change is to ask yourself to change.

1. Three kinds of bosses. At present, there are about three types of bosses of chain companies: the first type is the bosses of state-owned enterprises that do not participate in shares. If such state-owned enterprises have undergone many capital operations, the proportion of state-owned shares is actually very small. Their fate is still in the hands of the government, and they are "appointed bosses". The government has a line below to lead them, and it will depend on their own professional ability in the future. The second is the CEO of state-owned enterprises with shares. This kind of state-owned enterprises are often founded from the beginning by the current CEO, wearing a "red hat" and have absolute authority within the enterprise today. Although they own more or less shares, the subject of property rights is still state-owned, and their property rights control is smaller than management control. In fact, there is also a line holding them. If the state-owned property rights are sold off in the future, the status of this kind of CEO in the enterprise will be affected, and it may even withdraw from the substantive management. The third is the boss of private enterprises, which is the real boss. They may only be investors and not directly involved in business management activities, or they may be both bosses and bosses or other managers. Their main concern is not to consolidate their position in the enterprise, but how to develop the enterprise and make the investment have a greater return. Therefore, they will compare the effect difference between their own operations and those of others. If entrusting others to manage is more effective, they will let trusted professional managers manage their own enterprises.

2. Four systems. As for the system, the chain company itself is a system. In this whole system, there are four systems related to our topic: first, the property right system, the core interest of an enterprise should be the interest of investors. As the boss of an enterprise, whether he participates in shares or not, he must consider the balance of interests between investors and other groups, but he should take the maximization of investors' interests as the basic principle; Second, the team system, the boss can't be army of one, he must rely on a management team or management team to achieve business goals. Therefore, the boss's appeal, control and influence are concentrated on the call, cohesion and encouragement of the management team. If the management team loses confidence and trust in the boss, the life cycle of the boss will enter a recession, and it is difficult for the boss to form a management team in a short time. Therefore, the boss can't ignore the management.