In the first half of 2022, affected by multiple factors such as the complex and changeable external environment and the spread of domestic epidemics, China's industrial industry has experienced large fluctuations. From the shortage of raw materials and parts, to the high price of bulk commodities, to the poor circulation of logistics, to the shortage of production capacity caused by the limited number of people who can come to work... a series of blockages and stuck points in the supply chain have forced enterprises to start to restart Think "supply chain value."
It has become the consensus of many industrial enterprises to accelerate the upgrading and transformation of the supply chain management model, improve the resilience and anti-risk capabilities of the supply chain, and respond flexibly to uncertainties. In this context, the traditional digital procurement centered on process management cannot efficiently solve this problem. At the "Third State-owned Enterprises Digital Intelligent Procurement and Smart Supply Chain Summit Forum" held by the China Logistics Procurement and Federation, Ebang Think Tank and the China Logistics Procurement and Federation Public Procurement Branch jointly released the "2022 Digital Procurement Development "Report" (hereinafter referred to as the "Report") pointed out that under the new environment, corporate procurement is moving from digitalization to digital intelligence. How to improve the efficiency of the industrial chain system? How to ensure the efficient allocation of resources in the supply chain? The key to a breakthrough lies in building a digitally intelligent supply chain.
In fact, in the past few years, with the accelerated popularization of digital technology, the digitalization of corporate procurement has made great progress. From the initial recording of procurement information in the form of electronic documents through enterprise OA and Excel in the early stage, to the implementation of informatization transformation of procurement process nodes through digital technology, to realize supplier information management, e-commerce platform construction, bidding/sourcing Online and logistics and warehousing informatization, and then the completion of the internal system of the enterprise, the realization of cross-departmental or cross-business information system integration and business integration, so that corporate procurement has achieved a huge leap in both compliance and efficiency.
But we must also see that the above-mentioned digitization is still mostly at the data and transaction level, and is limited to the collaboration of internal organization and management of the enterprise. In this year's external environment full of uncertainties, in order to build a more resilient supply chain system, it is not enough to achieve efficient internal coordination. It is also necessary to connect all links of the industrial chain with digital technology. , to connect the spot and futures inventory and service resources of brand manufacturers, third-party suppliers and local service providers all over the country to form a "big network" for unified scheduling, so as to achieve overall optimization of resource allocation and supply chain stability improvement .
The "Report" also puts forward the "ideal digital procurement model": enterprise procurement should run through the entire life cycle of goods from production, warehousing to consumption, and cooperate with production, warehousing, and taxation departments within the enterprise to formulate demand plans and improve suppliers. Assessment system, and realize the management of commodity circulation and consumption within the enterprise; outside the enterprise, coordinate the management of the entire supply chain and related service ecology to achieve efficient coordination of the entire industrial ecology.
How can we more efficiently promote corporate procurement to advance to this ideal model? The "Report" pointed out that the digital intelligent supply chain model also brings more diversified value to enterprise procurement management, including not only the explicit cost of purchasing commodity prices, but also hidden costs such as time cost, management cost, and operating cost. Industry research data shows that by optimizing supplier management, improving delivery efficiency, reducing inventory retention time, and quickly matching supply and demand, companies can reduce the overall cost of the supply chain by more than 30%.