As the supply chain management platform high degree of technical complexity and professional service, the current major trend is the application of third-party investment platform for building and managing the supply chain management, outsourcing is one of the ideal model. ASP model through the implementation of cross-enterprise collaboration platform, Tsingtao Brewery South Division achieved sales channel management, based on the whole supply chain management.
Tsingtao Brewery is located in Shenzhen of South China Division, Business Division consists of Qingdao beer Sanshui, Zhuhai, Nanning, Huangshi, and nine manufacturers of beer, a malt production facility and a deep sales company responsible for managing distributed in Guangdong, Guangxi, Hubei, Hunan, Jiangxi and Hainan Provinces in 11 companies in the beer production and marketing; sales and profits are occupied Tsingtao's Banbiheshan, but behind the brilliant performance is the hidden fears.
Supply chain short board
Tsingtao Brewery, a subsidiary of Chenzhou, raw materials inventory maintained at more than 200 million tons of annual inventories of finished goods more than 3000 tons, the root causes of high inventory is difficult internal and external market seamlessly. The factory can not produce accurate sales plans, such as a group (a wholesaler), batches (two wholesalers) no detailed inventory statistics can not be real-time summary, only to be the end of Statistics. Sales plan is a combination of the headquarters of South China Tsingtao to set sales targets, rather than through the channels of feedback, and the actual number of large deviations. The sales plan is not accurate calculation based on the lack of production planning, production and sales can not be reconciled with the closely co-ordinated.
Management appears in Tsingtao, the problem mainly in the following four areas:
First, with the rapid development of business in South China Tsingtao, the internal transaction costs become larger, but with management efforts to control the extension of the chain is gradually weakened. South Division, the management chain as the business becomes longer, increasing range of internal management, coordination between various departments problematic.
Second, the financial models. As the financial management model is still centralized, financial departments and activities of all departments responsible for financial management, resulting in slow response of financial approval, the cost or increasing the waiting time for the business sector, which may lead to loss of business opportunities; financial management either had to take a more loose manner, resulting in increased financial risk, internal transaction costs, slowing the internal decision-making and response.
Third, the South Division with distributors, suppliers, collaborative tools are obviously inadequate. Tsingtao's information was limited to a single sale of the company's internal management, but have not from the perspective of the South Division for the overall concept and design.
More importantly, the Qingdao Beer South Division of the dealer has not yet reached the degree of lock. This is due to more available to channel the interests of a single, limited to a simple sales rebate, which in monetary value as the core of the channel means to attract easily copied by competitors, channels in the induction rival high interest may be transferred . A means to increase the value of small dealers, in addition to training, to help develop marketing plans loaded with almost no valuable instruments. Another important reason is the integration of external resources, lack of a unified platform to enable a number of valuable services, or lack of appropriate tools can not provide; or because of lack of a centralized service platform and only in an informal, case-based approach to service.
Build collaborative supply chain platform
Tsingtao want to get through the entire supply chain, to build a unified platform. In such a platform, from suppliers, production plants, to the sales companies, offices, and then to a wholesaler, secondary wholesaler, to form a complete chain.
In and the Shanghai Supply Chain Management Limited to carry out in-depth exchanges, the Tsingtao Brewery Building identified supply chain management platform, the idea that through the supply chain management platform, intelligent, full video, real-time response for the channel to provide a variety of ways value-added services to South Division to take advantage of the behavior of channel inertia locking channel; achieve sales channels throughout the channel, especially all the participants (including the South Division, a group of, batches) the height of collaboration, reduce supply chain inventory levels, accelerate responsiveness to customer needs; realize batch batches behavior management, including customer information, a comprehensive collection, real-time processing, customer analysis of consumer law.
Cross-enterprise collaborative management of collaborative business model is divided into five main, four collaborative links, cross-enterprise collaboration management platform software layer by a collaborative planning, collaborative execution level, collaborative support layer, collaborative performance management and other basic business management and platform infrastructure and management form. Channel business management system software modules through the basic configuration, to achieve cross-enterprise collaborative forecasting and planning, collaborative product management, collaborative order management, promotion expense management, channel resources and supplier and customer relationship management.
System: self-built or outsourced?
Supply chain management involves the application of the main multi-platform, wide geographical range, environmental complexity, so the risk of project implementation in large, cost is relatively high. Tsingtao has two solutions, one self-built systems, hardware and software the traditional way to buy their own equipment, set up a private network; the other is the implementation of the ASP model of supply chain management services platform, application outsourcing to achieve cross-enterprise supply chain Collaborative management.
After a trade-off comparison, Qingdao Beer has chosen ASP delivery platform for supply chain management services. Striking feature of this model is to first pay after use, and is paid according to the daily business flow. On the other hand, ASP model to copy, expand easily, just need proper training, users can increase, as users do not need to bear in terms of greater investment and risk management. After completion of the system, from suppliers to secondary wholesalers, the supply chain all the players are connected to the platform, the platform synergy to complete all business interaction flow and information flow.
Another feature of the platform is that applications of mobile supply chain management. Shanghai State-owned communication using SMS access number, Qingdao Beer allow two distributors and their downstream distribution points do not purchase any IT infrastructure, only the transmission of information via mobile phone platform to platform and receiving the information, to join the core Tsingtao supply chain management system.
Process: first, further optimization of curing
Implementation of the system thinking that the man can not be sudden, to consider other supply chain partners, particularly the level of Qingdao beer distributor and two dealers. IT based on their weak management foundation is not solid, is the weakest supply chain link, you must first recognize the Tsingtao Brewery, a dealer, two distributors of existing business processes and business practices in the rationality of the first curing channel behavior, the pursuit of appropriate optimization, targeting, not too far ahead.
青啤详细了解了以华南事业部为典型的整个青岛啤酒的业务流程、管理特点、IT环境、一级经销商和二级经销商的现状；2002年12月开始，青啤选择深销售客户服务部、深圳办事处、东莞办事处、两名代表性一级经销商这几个供应链上的关键环节，通过实际进入平台操作、现场演练、现场辅导等方式进行培训，使关键环节掌握供应链管理平台，熟悉供应链管理平台的业务标准；2003年4月起，青啤又对管理人员、业务人员及一级经销商管理人员、业务人员提供了详细、具体的培训，规模达400人次以上。
为将供应链管理平台项目纳入华南事业部的总体工作内容，华南事业部联合一级经销商、二级经销商和上海国通供应链管理有限公司，共同发起了一项主题为“百年青啤，百米极速”的渠道增值活动。青啤用IT手段重塑销售渠道，将现有的人力密集型渠道改造成技术密集、知识密集型渠道，全面实现了青岛啤酒的渠道变革。