The process of implementing supply chain management in Tsingtao Brewery;
First, the background of implementing the supply chain platform
Headquartered in Shenzhen, Tsingtao Brewery South China Division has nine beer production enterprises, including Tsingtao Brewery Sanshui, Zhuhai and Nanning, 1 malt production enterprises and 1 sales companies, and is responsible for managing the beer production and sales of1/enterprises distributed in six provinces and regions such as Guangdong, Guangxi and Hubei. From 1999 to 2002, Tsingtao Brewery acquired a series of beer enterprises, which made the annual market share growth rate of its series products in South China reach 184%. However, despite a series of changes, management is still the shortcoming of Tsingtao Brewery's business growth in South China. At that time, Tsingtao Brewery's business in South China mainly had the following four problems:
First, with the rapid development of Tsingtao Brewery's business in South China, the internal transaction cost has increased, but the control strength has gradually weakened with the extension of the management chain. There are many problems in the coordination between various departments of South China Business Division.
Second, the financial model. Due to the centralized financial management mode, the financial department is responsible for the financial management of all departments and activities, which leads to the slow response of financial approval, at the cost of increasing the waiting time of business departments and possibly leading to the loss of business opportunities; Either financial management has to be relaxed, leading to an increase in financial risks.
Third, the cooperation means between South China Business Department and distributors and suppliers are obviously insufficient. At that time, the informationization of Tsingtao Brewery was limited to the internal management of a single sales company, and it was not conceived and designed from the perspective of the whole South China business department.
Fourth, what makes Tsingtao Brewery most uneasy is that the South China Division has not yet reached the level of locking in dealers. On the one hand, the benefits provided by Tsingtao Brewery to the channel are relatively simple, which is limited to the simple "sales rebate". This channel attraction method with monetary value as the core is easy to be copied by competitors, and the channel may be transferred under the guidance of high interests of competitors.
Another more important reason is the lack of a platform to integrate external resources, which makes many valuable services unable to provide (such as online settlement, online logistics, real-time order tracking and other services that can effectively provide channel value) or limited to informal and case-based services, because of the lack of a platform for centralized services.
Based on the above considerations, under the unified arrangement and deployment of Tsingtao Brewery Group, South China Business Department formally prepared the supply chain management platform project in the second half of 2002.
Second, choose the outsourced supply chain management platform.
The project of supply chain management platform involves many application subjects, wide geographical scope and complex environment, and the risks and costs in the process of project implementation are relatively high.
A notable feature of the platform is the application of mscm, which allows secondary dealers and their downstream distribution points to send and receive platform information through mobile phones without adding any IT facilities, and join the supply chain management system with Tsingtao Brewery as the core. After the system is completed, all roles in the supply chain, from suppliers to secondary wholesalers, are connected to the platform, and all business flows and information flows are exchanged on the platform.
Third, build a supply chain management platform with other partners in the supply chain * * * When planning to build a supply chain management platform, Tsingtao Brewery's idea is to consider other partners in the supply chain, especially Tsingtao Brewery's first-class distributors and second-class distributors. They have a weak IT foundation and a solid management foundation, which is the weakest link in the supply chain. We must first acknowledge the rationality of the existing business processes and business habits of Tsingtao Brewery, first-class distributors and second-class distributors.
To this end, Tsingtao Brewery divides the whole implementation into several stages and gradually implements it.
The first stage is the project preparation stage, including investigation, training and making work plan. From 438+00 on June 5th, 2002 to May, 2003, Tsingtao Brewery conducted a demand survey, and got a detailed understanding of Tsingtao Brewery's business process, management characteristics, IT environment and the current situation of first-class and second-class distributors. This is a typical South China business department. Tsingtao Brewery selects Shenzhen Sales and Customer Service Department, Shenzhen Office, Dongguan Office and two representative first-class distributors as key links of the supply chain, and conducts training through actual platform operation, on-site training and on-site counseling, so that the key links can master the supply chain management platform and be familiar with the business standards of the supply chain management platform; Provide detailed and specific training for managers, business personnel, first-class dealer managers and business personnel, with more than 400 training times.
The second stage is the platform promotion stage. In order to integrate the supply chain management platform project into the overall work of South China Business Department, from June 2003, South China Business Department, together with first-and second-class distributors and platform outsourcing partners, launched a channel value-added activity with the theme of "100-year Tsingtao Brewery, 100-meter Speed" to promote the promotion of the project. At the same time, Tsingtao Brewery set up a project leading group composed of the management of both parties.
The third stage is the whole application stage. Since August, 2003, its main task is to apply the project of supply chain management platform in the whole South China Business Department on a large scale and in all directions, to transform the existing sales channels by IT means, to transform the existing labor-intensive channels into technology-intensive and knowledge-intensive channels, and to realize the channel reform of Tsingtao Brewery in an all-round way. On the issue of requiring dealers to use the supply chain platform, Tsingtao Brewery adopts the strategy of both profit-driven and forced promotion, which urges dealers to form the habit of using the platform. Let dealers use the platform profitably, and at the same time require all dealers to place orders on the system according to the new business standards, otherwise even the largest dealers will be rejected if they go directly to the factory to pick up the goods, unless they make up a list on the system.
Tsingtao Brewery South China Supply Chain Management Platform Project is still in progress. In 2004, Tsingtao Brewery Group plans to form the organic synergy and scale application of supply and marketing, wholesale and distribution on the basis of opening the whole supply chain in 2003, and it will probably be widely promoted in Tsingtao Brewery Group.
Effective supply chain management helps to achieve four goals:
Shorten cash turnover time;
Reduce the risks faced by enterprises;
Achieve profit growth;
Provide predictable income.
Seven principles of supply chain management:
Divide customer groups according to the service characteristics required by customers;
According to the customer demand and the profitability of the enterprise, design the logistics network of the enterprise;
Listen to market demand information and design products closer to customers;
Time delay;
Determine the source of goods, strategic procurement.
Establish a win-win cooperation strategy with suppliers;
Establish an information system in the whole supply chain field;
Establish the performance appraisal standard of the whole supply chain.