Chapter 17 Chapter 3 Informatization and Manufacturer Relations

The way and means of connection between upstream and downstream manufacturers in the supply chain determines the efficiency and management level of the supply chain. Suning has already connected with tens of thousands of suppliers.Whether it is an open portal or a B2B direct connection, docking has become a necessary procedure.The docking is actually a docking at the system level, and the final realization is the docking of the process. The purpose of Suning's doing this is to change the traditional model, optimize the operation of the supply chain, cut some overlapping and unnecessary losses in the supply chain, and finally realize the seamless connection between upstream and downstream enterprises, forming a smoother and more efficient supply chain. A higher and coordinated supply chain ecosystem.

We selected the cooperation between Suning and Haier Group (hereinafter referred to as Haier) as a sample.In the cooperation between the two parties, we can clearly see how fruitful the cooperation between the two parties has produced under the docking of information systems and the efforts to build a more efficient supply chain. ——In the construction of the entire upstream and downstream supply chain, starting from improving the efficiency of the supply chain and better serving consumers and suppliers, there are several key nodes. At present, Suning hopes to make some changes and make some changes. Constructive.Suning hopes to achieve independent sales in terms of sales, as well as independent procurement and independent services.From focusing on the efficiency of resource operation within the enterprise to extending to the industry and focusing on the seamless connection between upstream and downstream enterprises, Suning is paying more and more attention to the smoothness and coordination of the supply chain.

Suning believes that in the modern business environment, social division of labor will become more and more detailed.From the point of view of improving the overall competitiveness of home appliance companies, home appliance manufacturers and home appliance dealers need to further divide their labor.Manufacturers are responsible for R&D and production, while distributors are responsible for developing markets and serving the public.Only in this way can home appliance companies share more social wealth on the basis of a prosperous industry, instead of staying at the level of cutting cakes but not making cakes in the past.Furthermore, for a distributor like Suning, it is necessary to better build its own supply chain system, create better distribution channels, minimize intermediate links, and comprehensively reduce distribution costs.Suning needs to form efficient cooperation with suppliers through efficient informatization means, and innovate the supply chain model.

Suning is using its own efforts to crack the misunderstanding between manufacturers in the past.In the relationship with the manufacturer, there are several key nodes that Suning hopes to make changes and make achievements. Suning hopes to achieve independent sales in terms of sales.Suning understands that there are a large number of manufacturers' promoters in its stores, which is a problem brought about by the past industry model.However, if this goes on for a long time, the commercial vocation that should have been undertaken by Suning as a retailer will be missing.If a retail company does not have its own sales force in its own store, and eventually "reduces" to a pure property leasing company, relying on renting counters and shops to make a living, then it is not a retailer.From the perspective of the development of the entire industry, if this state continues, it will be impossible for China's modern distribution industry to truly establish and grow.Suning is gradually changing and slowly building its own team.Whether it is a sales commando, or deploying "1200 Project" college students to terminals, Suning is seeking to transform its own capabilities.

In terms of pricing power, which is very important in the sales process, the balance in the industry is still biased towards manufacturers.Although Suning has obtained the pricing power of some products through buyout and underwriting, factories are still widely participating in more products, including many promotional resources and promotional activities.In order to maintain their own safety and maintain the so-called price system, the factory forces the channel to use the listed price and holds the pricing power in its own hands.In fact, from Suning's point of view, it is more hoped that "one vote will go to the end."No matter how much, if you purchase it yourself, the manufacturer doesn't care what price it sells, and you are responsible for your own profits and losses.But to achieve this step, Suning still has a long way to go.

In terms of procurement, the current Suning is still facing the problem of commodity categories and procurement models.On the one hand, Suning needs to expand its product categories, face consumers with a wide range of products, and build its own retail brand; on the other hand, Suning hopes to make a fundamental change to the original procurement model. From the past to the present, the procurement model in the industry has basically been supplied by upstream manufacturers, and the supply price and listed retail price are specified. On this basis, the two parties negotiate to clarify the basic gross profit rate and scale rebate points.Whether the focus of the negotiation is 0.5 points or 1 point, it is like buying vegetables, bargaining repeatedly.When Suning was small in the past, it could not buy or sell if it could not reach an agreement with the other party; now that it has a large scale, there is pressure to sell itself, and it will not easily terminate the cooperation.Big customers and big stores, no one can bully anyone, and no one can bully anyone.But if this model does not change, the cooperation between Suning and suppliers will not be a win-win situation.There are only so many profit margins, costs are increasing, market prices are falling, and the price space between the two parties will become less and less.So what Suning really hopes is to achieve win-win cooperation, not to focus on profit distribution in this period, but how to make the cake bigger and how to provide consumers with more and better products and services.

The value of the division of labor is that each can do more professional things, and at the same time it is easy to do professional things well.As a retail channel provider, Suning's natural job should be sales and service.Faced with the drawbacks of the industry's supply chain cooperation model, Suning continues to develop its own capabilities and seek breakthroughs.Relying on its own information system, Suning undertook the function of product planning. Through the massive consumer database information, Suning studied consumers' preferences and consumption paths, and finally learned what sells better.

Although the factory will also conduct consumer surveys and research, after all, Suning has a "geographical advantage" that is closer to consumers.In addition, Suning is also advocating to optimize the supply chain through open cooperation.Many of the supply chains between Suning and factories now overlap.The overlapping part is the unnecessary loss part, which is the part of the supply chain that can reduce costs and improve efficiency. From focusing on the efficiency of resource operation within the enterprise to extending to the industry and focusing on the seamless connection between upstream and downstream enterprises, Suning is paying more and more attention to the smoothness and coordination of the supply chain.

Suning hopes to solve these potential problems in the supply chain through its own efforts.By promoting B2B exchange of inventory and sales information and sharing of inventory and sales information, factories can place orders for production based on Suning's sales forecast, and Suning can also adjust its sales structure according to the factory's inventory situation. In the past, information was not shared, and it was either backlogged or out of stock. Anyway, it was dangling between these two extremes.In the process of passing information from downstream to upstream, because it is not shared, the information is distorted and fluctuates more and more, just like a raised whip. This is the so-called "bullwhip effect".Upstream suppliers are the tip of the whip, while downstream users are the root.Once the roots are shaken, there are big waves that gradually pass to the distal end.

Suning hopes to change this situation and completely solve the "bullwhip effect" in the process of cross-enterprise collaboration.A further vision is to truly achieve collaborative supply chain inventory management (CPFR). Although Suning has achieved CPFR with a few large suppliers, such as Sony, Haier, Samsung, etc., this is a relatively difficult solution after all, which involves changes in the entire system of the factory, and the factory is facing Suning is not the only retail channel provider, and there are certain difficulties objectively. The key point in supply chain development is cross-enterprise collaboration.In Suning's view, there is still a lot to be done for integration and seamless connection with its own suppliers.

For example, promotional resources are provided by manufacturers and retailers, some are within the contract, some are outside the contract, and the various promotions make everyone very tired.Why can't it be integrated?This saves costs.There are both salespersons and promoters in the shopping mall. Sometimes a brand may assign a promoter, but if Suning assigns it, it may become a salesperson to manage the sales of several brands at the same time, and the efficiency will be improved. a lot of. But integration is a long process.Suning drives the transformation of its entire supply chain through the transformation of its own system, hoping to achieve a win-win result by optimizing the supply chain of the entire industry.But the specific implementation has become very difficult, which involves many issues such as the willingness, attitude, ability and time of the two parties to cooperate, as well as transitional support for the market.Even so, Suning has successfully connected with tens of thousands of suppliers through B2B. "Cooperation with some joint ventures is relatively smooth, because they have always done this way abroad. However, it is very tiring to cooperate with some domestic companies. First, their capabilities do not match, and second, they are unwilling. They still maintain control Our thoughts." Meng Xiangsheng said. Ren Jun estimated that if the integration can be done in place and the level of cooperation like that of the United States and Japan can be achieved, after the entire supply chain is optimized, a lot of costs will be saved and then turned into profits. "We now have a gross profit of 17 points, and there are at least 30 points on the factory side, adding up to nearly 50 points. Or we think about it this way, the manufacturing cost of an electrical product only accounts for 1/3 to 1 of the total cost. /2, where did the other costs go? If we integrate that part and distribute it between the two parties, I believe that there is no problem at all for our gross profit to reach more than 20 points, and foreign countries have done it.” Suning is making drastic changes in marketing and services.Suning's leading thinking in these two aspects has become increasingly clear, and it is clear that they are Suning's core competencies as a chain retail enterprise.Independent procurement based on excellent product planning and independent sales based on customer orientation have made Suning more competitive. As a retail company, Suning basically did nothing in terms of commodities in the past, and sold what others gave it.But now Suning needs to propose a product procurement plan based on market demand, and establish a huge product planning system to study exactly what Suning wants to sell, what each store will sell, and what each location in the store will sell. . These problems started from making OEM products, because when selling OEM products to factory customization, Suning has to propose specific specifications, models, functions, etc., and needs.Now Suning has more and more buyouts, underwriting, and customizations with factories.Researching products, researching consumers, and building store sales capabilities are all tasks that Suning is currently strengthening. In addition, Suning is constantly forging its own service capabilities, emphasizing independent services.In the past, Suning implemented service operations through service outlets, and often faced restrictions such as whether the factory would grant authorization, settlement, and accessories. However, starting from 2004, Suning began to try to establish a service system based on its own ideas and standards, comprehensively planned the national after-sales service network, and established its own complete set of spare parts supply chain. "The factory doesn't give it to me, I can buy it myself, or even develop it myself." In the next step, Suning's plan is still to insist on its own independent ability, rely on its own ability to deploy professional service personnel, and establish the standardization of personnel operation specifications, including personnel training and training. In 2010, what Suning needs to focus on is to establish complete service capabilities, including building a large-scale service training base, strengthening incentives and assessments for personnel, and so on. Coming out of the shadow of being constrained by manufacturers in the past, Suning has emphasized its irreplaceable independent ability.Meng Xiangsheng said: "Suning's ability must be based on its own system. Whether it is our profit or development, it must be driven by our own internal ability. This ability does not depend on anyone, and we will not rely on factories. If we are given resources to develop, we must rely on our own ability to open up the market and then obtain more resource support. This is one of our orientations, and it is also related to the core competitiveness we talked about. Of course, this also requires our own investment .” ——Suning hopes to make changes and make achievements on several key nodes, which have turned into system problems.With the support of the system, Suning has truly implemented its own development ideas into independent capabilities. Changes in marketing and services have brought some work pressure to the information center.Some strategic changes, as requirements, ultimately need to be displayed on the information system, and can only be better realized on the information system. The information center has always emphasized the need to build an easy-to-use system that makes people feel that this system is an indispensable tool in daily work.After the mode is stable, the system must be able to run smoothly on the original established track.On the basis of smooth operation, we should also consider the in-depth improvement of the system to improve performance. "From 2009 to now, our company has proposed independent marketing, which means that we can understand the market, research products, and carry out independent promotion and sales in the store. In the past, these things were mostly done by suppliers, but now we have to do it ourselves. To grasp it." Ren Jun said. Suning wants to help the business system build such capabilities in the information system. Suning's independent procurement is reflected in the system, first of all is the problem of order flow.In fact, the core issue is the ability of commodity management and category management.In the past, this ability belonged to the supplier. The supplier said that this product was easy to sell. For Suning, it was only a matter of buying 50 or 100 units.The question now is, for example, the super flagship store in Xinjiekou has 20,000, 30,000, and 40,000 SKUs (single products), so which 40,000 SKUs are they?What do community stores sell, what do central stores sell, what do township stores sell, and what do Hong Kong sell?Hong Kong has a store in Mong Kok, and maybe a store in Yuen Long. Stores of different types and regions sell a lot of products, so where are these products placed in the store?After the large area is determined, which layer should it be placed on this shelf?How to sample?And, after everything is settled, how to analyze whether the original design is reasonable?How to adjust if it is not reasonable... Suning believes that this is a complete product planning and management capability based on single product management, and it is also a necessary capability.Many details in independent procurement require the information center to carry out system development according to requirements, build supporting functions, and arm itself with information technology. And independent sales means that the store operation system, personnel training system, product knowledge management system, store design based on customer experience, etc., all need to be built from scratch by Suning. Independent sales means that Suning can further improve customer experience, shifting from focusing on control in the past to improving store services.But this is definitely a challenge for Suning.When the person in the store is his own salesperson, he needs to know where the goods are placed, how to sell the products, how to promote, deploy, and display them, and coordinate prices, promotions, products, etc. with the procurement side. All these must be implemented by himself. .The personnel training system, product knowledge management system, and store design based on customer experience must be followed up.And this all depends on the information system. Self-service is another focus of Suning's informatization development.As an important aspect of service, from the past when delivering the goods to the customer's home, the consideration is whether it can be delivered, and now the consideration is how to deliver it on time. Suning emphasizes the punctuality of the service.To reduce the waiting cost of customers and improve customer satisfaction, this involves the construction of internal operating procedures, special car scheduling, customer communication, and real-time monitoring of delivery personnel during the delivery process. And more importantly, delivery management.Because of the increase in sales of small home appliances, Suning will be more and more involved in the distribution to stores.It turns out that the warehouse has a high degree of sharing, and many stores share inventory, so there is no need to think too much about accuracy.However, if the allocation is not accurate enough in the future, the store inventory will become very chaotic. When procurement is more accurate and reasonable, the speed of logistics will be accelerated.Just like the KFC restaurant, if the chicken is put in this store, if it is not used today, it will be dumped tomorrow.Only through faster transportation management can the precipitation of procurement be reduced.If the goods are delivered once a month, there will definitely be a lot of goods in the warehouse; if the goods are delivered every day, unreasonable goods can be adjusted during the process.Speeding up transportation can support the improvement of purchasing and inventory system. Regarding service, Suning believes that it is better to regard it as a set of information-based process management system than as a technology. "If all product installation, maintenance, and after-sales service links and performance can be well controlled, including the spare parts system, we can cooperate with external units in large quantities." Ren Jun said. If there is no management system based on information technology, and only our own people are used, it may be managed well at a certain stage, but it will not produce an amplification effect.If no matter who does it, it is under the standardized management system of customer service orders, labor dispatch, monitoring, spare parts management, and technical assessment, and anyone can use it. This is still Suning's self-operated service system. The service management system based on the information system is decomposed into three parts: one is the management and monitoring of the whole process, the other is the training and certification of technical qualifications, and the third is the management system of spare parts.When all these are constructed, Suning can amplify its capabilities. People are fluid, but management ability remains the same.Therefore, it is most important to establish a socialized service management system through informatization. ——Suning is like a flower planter. While enjoying the fragrance of informatization flowers, Suning also benefits "neighbors". According to its own development stage and development needs, Suning is constantly developing its own informatization capabilities and practicing internal skills.However, due to the nature of cross-enterprise collaboration in supply chain management, Suning's efforts have not only improved itself, but also the informatization level of the entire industry.In fact, Suning can provide consumers with high-quality services more effectively only if it is more professional and excellent in its role as a retail channel provider.The efficiency of the entire supply chain can only be higher if the high-quality products produced by the manufacturer are better delivered to consumers so that the manufacturer has no worries. Suning has connected with tens of thousands of suppliers.Docking is a necessary procedure for Suning, no matter what kind of supplier it is, it needs to connect with Suning.From supplier registration to commodity to contract, from procurement process, logistics process, invoice process, payment process to reconciliation process, in all processes, as long as the two parties' processes intersect, they will be transparently connected on the system. "The result of the docking is that his ERP and my ERP are a large ERP system, and we all have to extend it." Similar to the problems faced by Wal-Mart, the strengths of tens of thousands of suppliers Suning faces are uneven.Some relatively large suppliers, such as Samsung and Haier, have implemented informatization themselves. Both parties in the supply chain are at a relatively high level of informatization. The connection between the two parties is relatively easy. It only needs to be negotiated to determine the process and specific rules.Although each large upstream supplier may have its own internal processes, which require some communication and adjustments, the overall direction is the same. However, there are also many small and medium-sized suppliers who cooperate with Suning. Their informatization level is not high, and they don't even have the ability in this area at all.For such suppliers who do not have the ability to directly connect, Suning relies on its own system platform to develop a unilateral process, and then after the approval of the other party, it is solidified on the system and operated by the other party on its own system. "From the current point of view, we still have some agents. Their informatization capabilities are not high, so it is not easy to evaluate, but this problem must be solved. How to strengthen the informatization capabilities of Suning's small and medium suppliers and help them Realizing docking is a very important direction for the future development of the information sector." Ren Jun said. In fact, companies like Procter & Gamble and Wal-Mart are constantly improving suppliers' information capabilities and understanding of processes.In the selection of suppliers, credibility is a problem, but whether they have the ability to connect with information systems is also a problem.Suning has made it clear that the ability to connect with its own processes will be the threshold for cooperation with Suning.But at present, in the face of some suppliers who do not have the ability to connect, Suning can only take responsibility and help them "cross this threshold" so that suppliers have this ability. Suning does not have this obligation, but when the overall efficiency can only be improved when the connection is realized, Suning can only carry forward the spirit.And this kind of spirit of "give someone a rose, the hand will have a lingering fragrance" is evolving into a possible business in Suning's conception. When facing those suppliers without informatization capabilities, Suning is planning to provide them with an internal management software and provide corresponding training so that they can use it easily, thereby improving their informatization level.Suning's B2B system will become an online ERP system, and the information department will become a hosted information center to assist suppliers in cooperating with Suning.Suning considers extending the function of informatization. This might be an exciting idea.Through the docking of B2B systems and through Suning's promotion of suppliers' ability to use information technology, Suning's ERP system will become an ERP system for the whole society. Not open.In this way, the system platform that Suning has spent a lot of energy building can be extended to suppliers, allowing them to use and get used to this platform. Suning's improvement of the industry's informatization capabilities is not only about docking, but also vigorously promoting electronic signatures in the industry is also a shared improvement of Suning from itself to others. In the past, cooperation with suppliers involved the transfer of a large number of documents, which was not only time-consuming, but also less secure.It takes about 3 to 4 days for a document to be stamped with the supplier's financial seal and then sent to Suning for review.In many cases, Suning has to wait patiently, and can only confirm after receiving the original.If you don't, there are many risks. Considering this problem, Suning used electronic signatures to reflect the content that needs to be signed in the financial audit.Through the China Financial Certification Pass of China Financial Certification Authority (CFCA), Suning can provide a platform. After the supplier stamps the information on the network with an electronic seal, Suning can immediately carry out corresponding operations in the system.Because they are all online operations, all processes are transparent.The advantage of transparency is that the situation is clear at a glance. In the past, in the process of mailing invoices, the invoices were lost, and there was no arguing with each other. Both parties can know the status of the invoices in real time. Suning is like a flower planter, not only enjoying the fragrance of informatization flowers, but also benefiting "neighbors". ——Suning has established cooperation with many companies, and they are all trying to optimize the operation of the supply chain.Taking the cooperation between Suning and Haier as an example, we can clearly see the aggregation effect of its strength when the supply chain is straightened out. The power of the supply chain lies in the fact that a chain with orderly operation, effective cooperation between upstream and downstream node enterprises, and an eye on improving consumer services will aggregate its forces to produce an effect of 1+1>2.In the process of cooperating with many suppliers, Suning has established a fast and efficient operation mode through the use of information technology, making the upstream and downstream enterprises operate as a whole, which has generated huge benefits. Take the cooperation between Suning and Haier as an example.The two parties have gone through a multi-stage and deepening cooperation process, behind which is the increasing efficiency of the supply chain operation. The cooperation between Suning and Haier began at the end of 2004. At that time, there was still about a month before the ban on foreign investment in China's retail industry was fully lifted. The concern of foreign home appliance retail giants swarming in was hanging in everyone's mind.And if the home appliance chain stores can't hold on, the upstream local manufacturing power will inevitably be impacted.Against such a background, on November 12, 2004, Gao Yicheng, then director of Haier’s Business Flow Promotion Headquarters, led more than 60 industry and trade leaders from all over the country of Haier to Nanjing Suning Headquarters to discuss cooperation matters. The two parties reached an agreement An agreement on "co-construction of a joint operation promotion company". Unlike the previous cooperative mode in which merchants and manufacturers were limited to "purchase and sales", Suning Sales Company, jointly established by Suning and Haier, is fully responsible for the sales of Haier's full range of products on Suning's national sales platform. The "co-construction agreement" stipulates that the new company will set up 46 branches in Beijing, Shanghai, Guangzhou, etc., with more than 1,400 employees.Under the general manager, the financial director, sales director, customer service director, assessment manager and other personnel are each assigned a senior executive from Suning and Haier. Under the joint operation model, Suning and Haier have fully realized the docking management of commodity inventory, customized underwriting, product sales, etc., and finally realized the goal of comprehensive sharing of supply, funds, and customer information.At the same time, the after-sales service and spare parts supply of Haier products sold by Suning have also become faster and more convenient. On July 8, 2005, Suning and Haier held a press conference in Qingdao, announcing that Suning and Haier had formed a strategic alliance. Carry out close cooperation in a wide range of fields including all aspects of after-sales and after-sales.At the press conference, Zhang Jindong and Zhang Ruimin emphasized: "This cooperation between the two parties is a long-term, comprehensive and future-oriented strategic cooperation." The "Top Runner Action" is a bold attempt by the two parties to further explore a closer, more efficient and more reasonable division of labor between manufacturers and merchants on the basis of Suning Haier's operation promotion company in 2004. The first phase of the "Top Runner Action" mainly includes three contents: B2B system data docking, group buying mutual recommendation, and service handover. According to the agreement reached by the two parties, Haier's customer database and Suning's ERP information system will realize B2B docking, thereby creating the largest B2B system in China, and production and distribution will also be realized on demand.In addition to B2B docking, Haier also handed over the after-sales service of air conditioners to Suning's service platform.Haier said that "manufacturers manufacture products, and channels are responsible for after-sales" is the development trend of the world's home appliance industry. It has long been Haier's established policy to "outsource" services and focus on product research and development.After nearly a year of investigation and strict screening, Suning has become the most ideal "successor" of Haier's after-sales products. In the next step, Haier will gradually "entrust" the after-sales of refrigerators, washing machines and other products to Suning. The two parties also announced that: Suning and Haier will jointly launch a "manufacturer linkage" group buying business.Haier will be the first in the industry to ship directly from the group warehouse to Suning, highlighting the terminal price advantage by reducing logistics costs.Haier will also display the latest products in Suning for the first time.Suning regularly holds "Haier Special" night markets in major stores across the country, fully promoting Haier products.In this cooperation, not only did Haier hand over the two important tasks of after-sales service of air conditioners and the most critical data collection for pre-sales product development to Suning, Suning also joined hands with Haier for the first time in the industry, and promised to live up to Haier’s trust . On December 1, 2006, Suning Appliance announced to the outside world that after Jin Ming, the vice president at the time, led a delegation to visit Haier headquarters, Suning had completed a one-month industrial and commercial strategic cooperation negotiation and the procurement task of 20 million appliances.Moreover, a supply chain docking project centering on the logistics system, information system, and service system is in full swing. At that time, experts predicted that within five years, the capacity of China's home appliance market would increase by 50% on the basis of 500 billion yuan, exceeding 700 billion yuan, and the market share of China's home appliance chains would rise to 60%.How to grasp the most urgent needs of end consumers, how to realize the flattening of channels and reduce the cost of inventory circulation, how to provide consumers with more comprehensive and efficient services, all these factors will affect manufacturers and merchants to improve their competitiveness in such a large market space. key issues. Against such a background, Suning and Haier came together, surpassing the previous level of cooperation where the company was more focused on terminal sales and promotion, and focused its energy and investment on the integration of the supply chains of both parties to solve the problem most effectively. The above three core competitiveness issues. Through the docking of the B2B systems of the two parties, the two parties have fully realized the SCM (supply chain relationship management) operation mode centered on sales and after-sales service.The interfaces realized by this system include 23 interfaces including Suning purchase order interface, Haier invoice interface, Suning storage order interface, Haier sales invoice interface, Haier available inventory data interface, Suning store sales data interface, and Suning company inventory interface. .The docking of the systems also enables the logistics systems of both parties to integrate for the first time, sharing inventory and distribution data, and uniformly deploying logistics vehicles and personnel. In order to focus on many practical measures and details, Suning also set up a special big brand cooperation promotion department at the group level, and formed a docking joint team with Haier's corresponding major customer department, specifically involving technology, marketing, marketing, Logistics, sales, service and other departments are involved, and the real comprehensive integration and docking of the supply chain officially begins. When the time passed to 2007, Suning announced that it had created a new ECR (Efficient Consumer Response, Efficient Consumer Response, hereinafter referred to as ECR) cooperation model with Haier. On July 16, 2007, Zhou Yunjie, vice president of Haier Group, led the marketing team and information development team to visit the headquarters of Nanjing Suning Appliances and signed a specific ECR cooperation agreement with Jinming. ECR is a brand-new mode of modern supply chain management. It is a close cooperation in the distribution system to reduce and eliminate unnecessary costs and expenses in the sales channel and manufacturer system, and to bring greater benefits to consumers. A supply chain management strategy. The ultimate goal of ECR ​​is to establish a system with efficient response capabilities and based on customer needs, so that retail and manufacturing can cooperate as business partners to improve the efficiency of the entire supply chain (rather than a single link), so as to reduce the cost of the entire supply chain. System operating costs, inventory reserves, while providing customers with better services. The ECR strategy involves four core areas: effective store space management, effective product replenishment, effective promotion and effective new product introduction. Transformation of transaction relationships, using accurate and timely information to support effective market, production and logistics decisions, generating maximum added value of commodities, ensuring that consumers can obtain the commodities they need in a timely manner. "These are exactly what Suning and Haier want to do, and what the entire Chinese home appliance supply chain wants to do but hasn't done yet," Jin Ming said.However, Zhou Yunjie revealed that although various models of supply chain cooperation between manufacturers have been frequently reported in the past, they have never really penetrated into the core.If a complete set of supply chain systems such as organizational structure, information platform, and work flow have not been established, then all operating modes will only stay on "conceptual cooperation". "The ECR cooperation model created by the two parties will surely become a new wind vane for China's home appliance supply chain cooperation." Both parties agreed. The main ECR cooperation project signed by the two parties includes three steps of "customer-order, order-product, product-cash" to realize capital information flow.In terms of specific implementation, it is reflected in the fact that the two parties rely on the digital platform to transmit customer needs to Haier's information system through Suning's information system at the first time, and Haier's product research and development department then develops new products suitable for consumers based on this information. , and supplied to Suning, to satisfy users to the greatest extent, and also embodies Suning's "sunshine service" concept, providing customers with benefits and convenience. In 2010, Zhou Yunjie visited Suning again and held talks with Jin Ming in Nanjing, hoping to realize CPFR.As one of the most important channel providers and suppliers of each other, this meeting was highly valued by both parties, and both parties sent their core marketing teams to carry out all-round in-depth communication and docking. In the early stage, Suning and Haier have completed the transfer of information such as orders and bills in the B2B system direct connection project, and completed the cooperation on the electronic signature function on the SCS platform. In 2010, the two parties will realize the collaborative replenishment function of the B2B system. Through the CPFR platform, the two parties will realize barrier-free operation in terms of supply of goods, inventory turnover, retail assessment, and cost settlement.In addition, the two parties also agreed to fully share various data, through the exchange and analysis of data, solve problems in the terminal sales process in a timely manner, and formulate plans to promote sales.特别是针对重点城市，双方将实现即时数据的监控，升级智能供应链平台。为保证双方整体合作过程的顺畅沟通，双方还特别强调在售后服务方面加强交流，发挥苏宁全国连锁自营的售后服务队伍与海尔产品专业知识相结合的优势，增强消费者售后体验，更好地服务消费者。 苏宁与海尔不断加强供应链的梳理与合作，其重大的意义在于： 首先，双方信息成功对接，知识管理和数据库营销成为基本工作方式，实现信息共享、同步协作、并行工程，全面加强合同管理、采购管理、退换货管理、工作流管理，实现网上“标准”的采购管理和网上“便捷”的账务结算功能，提高数据交互的“透明度”，使得双方在相互信赖的基础上工作流程得以迅速简化，从二三十个流程缩短到五个流程以内，迅速提高响应时间。 其次，双方共同研究市场，通过苏宁海量、即时、准确的数据了解消费者需求，开发适销的产品，提高产品接受度。这改变了以往厂家自行评估生产，商家被动销售的局面，使苏宁自行买断生产的海尔产品型号超过了50%以上，在响应市场需求的同时大大增强了苏宁的差异化竞争力。这一优势在技术快速发展的3C时代无疑有着决定性意义。 第三，降低苏宁商品库存、减少库存成本、加快商品周转速度，同时也加快了海尔产品与货款转换速度，明显节约了上下游的交易成本，使消费者可以获得最优惠的价格。 第四，大大缩短产品生产周期与商品交易时间，提高企业反应速度，从而为消费者提供更周到、便捷的服务。 回想当初，苏宁与海尔大张旗鼓的合作，着眼于改善供应链就很不被人看好。对于一个有着激情燃烧的梦想的创新者而言，一定会有观念保守的反对者存在。实际上，在家电江湖上，如何平衡众多错综复杂的关系，如何理顺供应链上各节点企业的关系，真的不是件容易的事情。 五年过去了，苏宁与海尔的合作越来越紧密、越来越深入。而苏宁共建和谐工商关系、做大蛋糕而不只是关注于分蛋糕的思想，也逐渐地为家电行业所接受。苏宁与海尔合作成功的示范效应也使得越来越多的企业加入到与苏宁的全方位合作中来。 理想就这样逐渐地变为了现实。