Shulou(Shulou.com)06/02 Report--

In the past, when we studied the supply chain architecture, we often took the enterprise as the object, started from a single chain, and paid attention to the effective coordination between the core enterprise (chain owner) and the non-core enterprise (chain) in the supply chain. in order to improve the efficiency and value of a single supply chain, and compete with other supply chains.

In order to ensure competitive advantage, enterprises often refuse to share. Because of its closed system and endogenous circulation, the author calls it "closed enterprise supply chain system".

In recent years, with the substantial improvement of the service level and integration ability of the third parties in the supply chain (such as logistics, finance, information service parties, etc.), the connotation and extension of the supply chain structure are constantly expanding, and the concept of industry / platform supply chain has emerged.

In the supply chain network, the industrial B2B platform serves multiple supply chains at the same time. By providing a variety of value-added services, they attract a large number of upstream and downstream enterprises to enter the platform, forming a "enterprise (N) + industrial platform (1) + enterprise (M)" model.

In order to improve service efficiency, platforms often emphasize sharing. Because of its open system and exogenous cycle, the author calls it "open industrial platform supply chain system". The reason why the qualifier "industry" needs to be added to the platform is simple: there are huge differences between industries, and only when the platform sinks its focus to an industry can it be focused enough. in order to find the pain points and efficiency improvement points in the industry. )

If we go back ten years, we will find that most of the third-party service providers in these supply chains are weak and scattered, and the service content is relatively simple. They may be attached to some (several) large enterprise groups (chain owners) and rely on the business given by the chain owners to maintain their survival and development, such as contract logistics; they may only engage in a single business and are experts in this business field. but can not form a comprehensive solution, a large number of customers, but meagre profits, and high substitutability, typical representatives such as freight forwarders.

The weak are bullied and passively beaten. Take logistics enterprises as an example. When we attended the summit of the logistics industry a few years ago, what we heard most was "difficult to make money", "few customers" and "great pressure". However, the situation has changed greatly in recent years, and many logistics enterprises that have taken the lead in transformation have now become "rich and handsome" envied by everyone from "small losers". Its business line has also expanded from a single logistics service in the past to informationization, and even investment and financing and other "high-end" projects that only financial institutions have the right to play in the past.

In fact, the logic behind this is not complicated. In the past, third-party enterprises focused on one of the three streams, for example, logistics enterprises focused on "physical flow", IT enterprises focused on "information flow", and financial institutions focused on "capital flow", which can not be called supply chain management in the real sense. In the "closed supply chain system" with the brand enterprise as the core, it is the core enterprise, that is, the "chain owner". The chain owner is a third-rate integrator, it can choose different logistics enterprises, financial institutions, information systems to serve it, other services can only be obedient and submissive.

However, when the third-party service enterprises effectively integrate the third stream, it can break away from the original "closed supply chain" and become the leader of the "open supply chain". In a sense, these industrial platforms even have the ability to become "chain owners" in multiple supply chain chains because of the integration of "information flow, real logistics and capital flow". Therefore, we judge who is the owner of the chain, which has nothing to do with its position in the supply chain, but depends on whether it has mastered the core of the supply chain, that is, the "third stream".

In the process of changing the supply chain system from "closed" to "open" and from "enterprise" to "industrial platform", the management and structure of supply chain are also changing quietly. As a supply chain architect, we might as well make a comparison.

First of all, let's take a look at the key points of the "closed enterprise supply chain system": 1. Supply chain structure: the combination of push and pull, core enterprises control the third flow

Through the "two-way point, push-pull combination", to reduce the impact of bullwhip effect on the supply chain. See the third chapter of the author's monograph supply chain architect-from Strategy to Operation. The strength of the status of the core enterprise is reflected in its control over the third-rate closed chain.

two。 Capital flow: pay attention to enterprise cash cycle and supply chain model

This includes two parts, the first part is the cash cycle, we want to make it negative (days), so that enterprises can achieve continuous capital flow, greatly enhance the survival and competitiveness of enterprises; the second part is to try to use supply chain financial instruments. As the owner of the chain, we can use our own resources to implement the 1n model to improve the efficiency and control of upstream and downstream funds.

3. Physical flow: pay attention to the reasonable planning of outsourcing and self-construction, the reasonable combination of light and heavy.

For the core competitiveness, we should adhere to self-construction, and dare to invest and dare to attach importance to assets. In this regard, Huawei and JD.com are good examples. So many years of heavy investment have led to today's achievements and set a high threshold for competitors. For the non-core competitiveness part can choose outsourcing, 3pl, VMI, IT outsourcing all have quite mature cases.

4. Information flow: pay attention to the level of information collaboration

Upstream and downstream cooperation is mainly to open up the information sharing mechanism. We can use S&OP, CPFR, CRM, SRM, EDI and other methods, tools and systems to solve the problem of upstream and downstream information sharing. However, the difficulty of closed supply chain sharing lies in the game of trust and competition. Trust your partners on the one hand, and prevent them from sharing information with competitors on the other. Therefore, the closed supply chain system emphasizes strategic cooperation + credit endorsement: different credit, different relationships, different levels of information sharing. To some extent, this also hinders the development of the industry.

5. Typical cases: Coca-Cola, Procter & Gamble, Huawei and Haier are different from "closed enterprise supply chain system". The key points of "open industrial platform supply chain system" are as follows: 1. Supply chain structure: focus on path and efficiency optimization, platform enterprise integration third-rate

The so-called path / efficiency optimization means to reduce the non-value-added paths in the supply chain through the industrial platform, but the premise is that the platform has sufficient ability to integrate the third stream. Note that "integrating third-rate" rather than "controlling third-rate" is used here, because the industrial platform is an open platform, which should provide services and value through effective integration of third-rate, and avoid excessive competition with upstream and downstream; on the other hand, the closed supply chain of enterprises takes "controlling the third-rate" as the focus to maintain its competitiveness. There will be some difference between the two.

two。 Capital flow: provide supply chain NumberM service, provide credit, risk control is the key

In the capital flow, the industrial platform, as a third party, can rely on upstream and downstream transactions to provide rich supply chain financial products, and provide credit by controlling real rights, data, transactions and so on. As a result, the risk control system has naturally become the key point of the platform capital flow architecture.

3. Real logistics: provide value-added logistics services and control the right of goods as much as possible

As a result of providing services for a large number of upstream and downstream, the scale efficiency of logistics is greatly improved. The competitive advantage and cost advantage produced by the heavy asset investment of logistics enterprises can be reflected. In addition, logistics services can control the right of goods, which provides a good credit support for supply chain financial services. Therefore, the author often says that logistics enterprises naturally have the advantage of supply chain finance.

4. Information flow: information sharing, big data and reverse customization

The information flow is the key grasp of the platform, the physical flow can not go, the capital flow may not be, but without the information flow, the platform will lose its value completely. Therefore, no matter self-management or matchmaking, no matter the primary model or the ultimate model, the input of information system is a topic that can not be bypassed by all industrial platforms. Only by mastering the flow of information can we have the foundation of big data and make it possible to move towards C2M/C2B reverse customization in the future.

5. Typical cases: looking for steel net, coal net, Ketong core city, etc.

Supply chain, from enterprise to industry B2B, from closed to open, is the general trend. When the value chain is adjusted, every enterprise should think about whether the core value of the enterprise will change, whether the supply chain structure of the enterprise will be impacted, whether it will stick to it or change.

Admittedly, the future supply chain must be both "closed" and "open". Strong enterprises can continue to close their supply chain and maintain their competitive advantage. On the other hand, vulnerable enterprises need to stay warm together and compete with large enterprise groups by relying on the supply chain services provided by the platform.

This is an interesting era, the smile curve has gradually drifted away, the power is no longer monopolized, the loser can counterattack, the platform can explode. What we have to do is to find the value of our own existence!

Article source: Shi Yun

[business Cloud www.shushangyun.com] focuses on providing supply chain system development services for enterprises, building digital, commercial and intelligent supply chain solutions for large and medium-sized enterprises for a long time, and building an one-stop supply chain closed-loop system for traditional enterprises. Achieve supply chain system data exchange, full-chain integration, and comprehensively improve platform operation efficiency and platform revenue. For more details, welcome to leave a message!

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