On the basis of all-round reengineering, Haier has established a modern logistics system with international level automation and intelligence, which miraculously changed the operational efficiency of enterprises. The following is the case of Haier logistics that I brought to you, hoping to help you.
Case Study of Haier Logistics 1 Haier Logistics integrated the functions of purchasing, raw material warehousing and distribution, finished product warehousing and distribution of 28 product divisions scattered within the group at the initial stage of logistics reorganization, and took the lead in proposing three Justintime management, namely JIT procurement; J 1 D raw material distribution, JIT finished product distribution logistics. Through them, Haier Logistics has formed a complete synchronous process system of logistics, business flow and capital flow supported by information flow, which directly faces the market, gains competitive advantage with time, eliminates space with time, and realizes the maximum value-added service to customers with the lowest total logistics cost.
In the stage of supply chain management, Haier Logistics innovatively put forward the management mode of "first-class three networks". Starting from 1999, Haier Group has carried out business process reengineering with "market chain" as the link, taking order information flow as the center to drive the operation of logistics, business flow and capital flow. Haier's "first-class three networks" fully embodies the characteristics of modern logistics: "first-class" is centered on order information flow; The "three networks" are global supply chain resource network, global distribution resource network and computer information network respectively; The "three networks" flow synchronously, providing support for the value-added of order information flow.
Haier logistics information technology has been in the process of continuous innovation and improvement. Establishing ERP system is the first step for Haier to realize high informatization. Based on the successful implementation of ERP system, Haier has established information systems such as SRM (bidding, supplier relationship management), B2B (order interaction, inventory coordination), scanning system (receiving and dispatching, input and output, warehouse management, electronic tag), pricing support (pricing scheme approval), mold life cycle management, online circulation of new products (control of all aspects of new product development), and connected with ERP system. This way. User information can be transformed into enterprise internal information synchronously, and information can replace inventory with zero capital occupation.
In terms of infrastructure, relying on powerful network technology, barcode scanning and radio frequency technology have been gradually popularized in logistics since 2002 to meet the requirements of accuracy, real-time, efficiency and traceability in the process of finished product logistics. In 2003, after Haier carried out the whole scanning, the accuracy of logistics business was obviously improved. The delivery accuracy reaches 100%, which improves the customer satisfaction rate. At the end of the same year, Haier Logistics began to carry out the first-in-first-out pilot project in Solman, and it was promoted in 42 distribution centers nationwide in early 2004, and strict first-in-first-out management was fully implemented, which accelerated the inventory turnover efficiency.
A good enterprise meets the demand, and a great enterprise creates the market. Haier logistics has three JIT speeds, first-class three-network resources and information platform support.
While constantly improving the internal operation of enterprises, we should actively develop brand clusters and socialized logistics business: First, build brand clusters and build a complete home appliance industry chain. The second is to build a socialized procurement platform. At present, Haier has 10 industrial parks, 30 overseas factories and manufacturing bases around the world. The procurement of these factories is carried out through a unified procurement platform, and the global resources are managed and allocated in a unified way. On the one hand, it realizes the maximum enjoyment of purchasing resources, on the other hand, the scale advantage of global factories enhances the cost advantage of Haier's procurement.
Haier has established a win-win supply chain by integrating global procurement resources, and the accumulation of multiple industries has contributed to a complete home appliance industry chain, greatly improving its core competitiveness. The establishment of a strong global supply chain network has optimized Haier's suppliers from more than 2,200 to less than 800, while the proportion of international suppliers has risen to 82.5. At present, one-fifth of the world's top 500 enterprises have become Haier's partners. The integration of global supply chain resource network enables Haier to meet the needs of users quickly.
In 2003, while developing enterprise logistics, Haier Logistics successfully transformed into a logistics enterprise, taking customers as the center and providing value-added services to customers. At present, Haier's third-party logistics service field is rapidly expanding to I-D, food industry, manufacturing industry and other industries, and has achieved certain results. On the other hand, Haier began to provide fourth-party logistics services while expanding the third-party logistics business. Compared with the third-party logistics, the fourth-party logistics service has more contents and wider coverage, which can open up new service areas and provide more value-added services. It helps customers plan, implement and execute supply chain procedures, and provides value-added logistics services for enterprises in manufacturing, aviation and other fields. Now, the logistics business has become a new economic growth point of Haier.
On March 3, 20001day, "Haier Modern Logistics Synchronization Mode Seminar and Opening Ceremony of Haier International Logistics Center" was held in Qingdao Haier Headquarters. This indicates that Haier Logistics has entered the substantive operation stage. The successful experience of Haier logistics has been reported in detail on different occasions, so I won't go into details here, but briefly summarize it.
According to the needs of development strategy, Haier changed the traditional make to stock (MTS) mode and adopted the management mode of make-to-order (MTO), which eliminated the blindness and error of demand forecasting. In order to ensure the success of order production mode, Haier Group has implemented modern logistics synchronization mode, the global supply chain network has been fully optimized and integrated, and the proportion of international suppliers has greatly increased, ensuring product quality and on-time delivery.
Haier Group receives more than 6,000 sales orders and more than 7,000 customized products every month. By integrating logistics, the inventory funds were reduced by 67%. The cargo area of Haier Logistics Center is only over 7,000 square meters, but the throughput is equivalent to 300,000 square meters of ordinary warehouses.
In the process reengineering of Haier, the establishment of modern logistics system is its key project. To reorganize logistics, it is necessary to eliminate space with time and inventory space with speed and time. Haier's logistics center does not exist for storage, but for distribution. If the traditional enterprise warehouse is compared to a reservoir, the problem of many enterprises is that the water stored in the reservoir is dead and smelly, and Haier just opens all the gates of the reservoir.
As a well-known electrical appliance enterprise at home and abroad, Haier has taken a very important step in the Internet era. Haier company began to cooperate with SAP company in March 2000, first carried out its own ERP transformation, and then set out to build a BBP procurement platform. Judging from the transaction volume of the platform, Haier Group can be said to be the largest e-commerce company in China.
Through the BBP trading platform, more than 6,000 sales orders are received every month, more than 7,000 customized products and purchased materials 1.5 million. The new logistics system reduces 73.8% of dull materials and 67% of inventory funds. Through the cooperation with SAP, Haier became the first logistics center in China to reach the world-leading level.
SAP mainly helps Haier to improve its logistics system, that is, using SAP logistics management system to build a supplier-oriented BBP procurement platform, which can reduce procurement costs, optimize suppliers and create new profit sources for Haier. Nowadays, the "first-class three networks" of Haier's characteristic logistics management fully embodies the characteristics of modern logistics: "first-class" is centered on order information flow; The "three networks" are the global supply chain resource network, the global user resource network and the computer information network. The synchronous operation of "three networks" provides support for the value-added of order information flow.
In CNNIC's latest website ranking, Haier's website ranks first among China's industrial websites. Haier group, which is famous for its high-tech and high-quality products, has always attached importance to scientific research and development, and constantly introduced high-tech new products to meet the needs of users. With its own strength and sincerity, Haier is trying its best to meet the needs of users, create a beautiful new life for the world and create a new Internet myth.
Case Analysis of Haier Logistics Part 2 Zhang Ruimin, CEO of Haier Group, once talked about the reasons for engaging in logistics, saying that "logistics is very important to Haier's development, so it took us about two and a half years to integrate and transform logistics. So far, we believe that logistics has played a huge role in the development of enterprises. "
Zhang Ruimin thinks: "A modern enterprise without modern logistics means no flow. Why do you say that? Because this is determined by the driving force of modern enterprise operation. What is the driving force of modern enterprise operation? There is only one: an order. Without orders, modern enterprises cannot operate. In other words, it can't have anything flowing. To realize this order is to purchase according to the order, manufacture according to the order and sell according to the order. If we want to sell, purchase and manufacture completely by order, then the most important process to support it is logistics. If there is no logistics, it is impossible to purchase orders; If there is no purchase order, it means that the purchased materials are in stock, because we don't know who these materials are purchased from; If there is no order manufacturing, it means that although we are busy every day, we are doing inventory, and the products we make are equivalent to increasing inventory every day. Finally, when it comes to sales without orders, when it comes to home, it is to deal with inventory, because you don't know who to sell it to. The only way and the only way out is to cut prices and cut prices. " 1, which reshaped the business process of the enterprise and truly realized the order economy with the highest degree of marketization.
The starting point of Haier's modern logistics is order. Enterprises regard orders as the driving force of enterprise operation and the source of business process, and organize all business activities such as procurement, production and sales in full accordance with orders. Since the receipt of the order, the synchronous process of procurement, distribution and distribution logistics has begun, and the modern logistics process has also begun. With the support of logistics technology and computer management, Haier Logistics realizes process synchronization through three JITs, namely JIT procurement, JIT distribution and JIT distribution logistics. This running speed has won a steady stream of orders for Haier. At present, Haier Group receives more than 200 sales orders every day, more than 6,000 sales orders every month, more than 7,000 customized products and 6,543.8+0.5 million kinds of materials to be purchased. Since all purchases are based on orders, the procurement cycle is shortened to 3 days; All production is based on orders, and the production process is reduced to less than one week; All distribution is based on orders, and the products can be delivered to the central city within 8 hours, to the radiation area within 24 hours and to the whole country within 4 days. In a word, the whole process of Haier completing customer orders is only 10 day, and the funds are withdrawn 15 times a year (China industrial enterprises withdraw10.2 times a year), and the dull materials are reduced by 73.8 times. Zhang Ruimin believes that orders are the basis for enterprises to establish modern logistics. If there is no order, modern logistics will have no logistics and modern enterprises will not be able to operate. Purchase without order means that the purchase is returned as inventory; Production without orders is equivalent to manufacturing inventory; If there is no order, sales are nothing more than dealing with inventory. Seize the order, and you will seize the bull's nose to meet the immediate consumer demand, develop the potential consumer demand, and create new consumer demand. But if there is no modern logistics to ensure the circulation speed, orders will be lost.
2. Haier Modern Logistics has fundamentally changed the goods circulation mode within the enterprise, basically realized zero inventory and maximized capital efficiency.
Haier changed the "reservoir" function of the traditional warehouse, making it a flowing "river". Haier believes that the biggest purpose of improving logistics efficiency is to achieve zero inventory. Now Haier's warehouse is not a warehouse in the traditional sense, but a distribution center of the enterprise, which has become a place for temporary storage of materials in the next process.
Before the establishment of modern logistics system, Haier occupied more than 500,000 square meters of warehouses, and the cost was very high. At present, Haier has established two modern intelligent three-dimensional warehouses with the largest scale and the highest level of automation in China, with a storage area of only 25,400 square meters. One of the warehouses, located in the industrial park of Haier Development Zone, covers an area of 1.92 million square meters, with1.80 thousand cargo spaces, which meets the distribution needs of all raw materials and finished products of enterprises, and its storage function is equivalent to a warehouse of 300,000 square meters. This three-dimensional warehouse is connected with Haier's business flow, information flow, capital flow and workflow for synchronous data transmission, and adopts the world's most advanced laser-guided unmanned transport vehicle system, robot technology, roadway stacker, communication sensing technology and so on. The whole warehouse is empty. The automatic stacker lifts raw materials and finished products to the seven-story cargo hold, and the automatic shuttle car takes the goods out of the cargo hold and puts them on the laser-guided unmanned transport vehicle one by one. The transport vehicle sends the goods to the robot in an orderly manner according to the instructions. The robot forks the tray, loads the goods on the outbound load transport vehicle, and the transport vehicle drives to the exit door, thus ending the flow process of the goods in the warehouse. The whole warehouse has realized the unified coding of materials, adopting bar code technology, automatic scanning technology and standardized packaging, and no link will block the circulation process.
Haier's process reengineering has changed the original solid and static business process into a dynamic, active and flexible business process. Before BPR, 1999, Haier realized sales revenue of 26.8 billion yuan, inventory funds of/kloc-0.5 billion yuan, and sales funds occupied 560.6 billion yuan. In 2000, Haier achieved sales revenue of 40.6 billion yuan, exceeding the previous year's/kloc-0.38 billion yuan. Inventory funds will be reduced to 700 million yuan, and the occupancy rate of sales funds will be 1.72. This year, Haier's goal is to reduce the inventory funds to 300 million yuan and the occupancy rate of sales funds to about 0.5. By then, Haier will basically achieve zero inventory. In Haier, the so-called inventory items have actually become the "things" flowing in logistics, and are continuously distributed to the next link.
3. Haier modern logistics fundamentally broke the closed system of enterprise self-circulation and established a rapid market response system.
In the face of increasingly fierce market competition, if modern enterprises want to occupy market share, they must meet the diversified personalized needs of end consumers as quickly as possible. Therefore, Haier has established a rapid response system to the market. The first is to establish an online order management platform. All purchase orders are sent online, and suppliers check the inventory online according to the order and inventory, and replenish the goods in time. The second is to establish an online payment system. At present, online payment has reached 20% of the total payment, the accuracy and timeliness of payment have reached 100, and the travel expenses have been saved by nearly100,000 yuan. The third is to establish an online bidding platform. Suppliers and Haier face the end consumers together, and supply raw materials with the fastest speed, the best quality and the lowest price, which improves the competitiveness of products. The fourth is to establish an information exchange platform, so that suppliers and sellers can enjoy online information and ensure the smooth flow of business, logistics and capital. The integrated information platform forms an information superhighway within the enterprise, connecting Haier with global user resource network, global supply chain resource network and computer network, transforming user information into enterprise internal information synchronously, replacing inventory with information, and strengthening the ability of the whole system to execute orders. The successful application of e-commerce system in Haier Logistics has greatly shortened the distance between Haier and end consumers, won the speed of responding to the market for Haier and expanded the market share of Haier products. In the domestic market share, Haier color TV sets account for 10.4, refrigerators account for 33.4, washing machines account for 30.5, air conditioners account for 30.6, and freezers account for 410.8. In the international market, Haier products account for 12 of the freezer market in the United States, 30 in the refrigerator market below 200 liters and 50 in the small wine cabinet market.
4. Haier Modern Logistics has fundamentally reversed the situation that enterprises participate in market competition as a single entity, making it possible to participate in international competition through global supply chain.
From 1984 to 12, Haier experienced three strategic development stages. The first stage is brand strategy, the second stage is diversification strategy, and the third stage is internationalization strategy. In the third stage, the core of its strategic innovation is from the internationalization of Haier to the internationalization of Haier, and it is to establish a global supply chain network supported by Haier's modern logistics system.
In the process of process reengineering, Haier has taken a series of important measures around establishing a strong global supply chain network system. The first is to optimize the supplier network. The number of suppliers has been optimized from 2,336 to 978, with a decrease of 1358. The second is to expand the proportion of international suppliers. At present, the proportion of international suppliers has reached 67.5%, which is 20 percentage points higher than that before BPR. 44 of the world's top 500 enterprises have become suppliers of Haier. The third is to develop suppliers nearby. Haier has established supply chain relations with 19 international suppliers who have settled in Qingdao Haier development zone industrial park and will soon settle in Qingdao. Fourth, invite large international suppliers to participate in the front-end design of Haier products with their high technology and new technology. At present, the proportion of suppliers involved in Haier product design and development has reached as high as 32.5%. Suppliers and Haier * * * face end consumers, multiply orders by creating customer value, and form a win-win strategic partnership.
While grasping the upstream suppliers, Haier has also improved the consumer-oriented distribution system, established 42 distribution centers throughout the country, and delivered more than 50,000 products and varieties to 1550 specialty stores and more than 9,000 outlets every day according to orders, forming a rapid product distribution system, spare parts distribution system and return logistics system. At the same time, Haier cooperated with the State Post Bureau, COSCO Group and Huang to deploy 65,438+06,000 vehicles in China.
Haier believes that the competition in 2 1 century will not be between individual enterprises, but between supply chains. Whoever is in a supply chain with low total cost and quick response to the market will win the market. Grasping the needs of users on the one hand and the global supply chain that can meet the needs of users on the other is the core competitiveness of Haier Logistics. "
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