The change of market environment has brought about the change of enterprise management mode, and more enterprises have turned their attention from what enterprises can provide for the market to what the market requires them to provide. This change from the inside out has brought many new enterprise combinations. If the market needs low-priced products, enterprises can split their business to enterprises that can take advantage of cost competitiveness; The market needs quick response ability and is relatively insensitive to price, so enterprises can adopt the marketing idea of integrating local competitive advantages into the whole; The market needs high-level service and is very insensitive to price. Enterprises can adopt a multi-line and multi-level service system to meet various personalized needs. And so on. However, for those enterprises with huge systems, every "flexible change" means a "prenatal pain". If large enterprises in China want to experience Chinese-style pain and then give birth to Chinese-style "babies", it is the key to "flexible change" to pay attention to details and what participants are thinking. Then, in the face of international predators in the industry, how can China enterprises establish advantages and coordinate resources, and then think about what kind of supply chain model is conducive to enterprise development? How to adopt this supply chain model to promote the progress of enterprises? At what level can the supply chain management model be enabled to drive enterprises to enhance their core competitiveness? ..... There are no standard answers or successful explanations to these questions. Here, I want to expound the point that enterprises in China must adopt the Chinese supply chain model, instead of being completely international. What is the supply chain model of China? To sum up, I think it has the following characteristics: * flexible strategic relationship * multi-level resource center * single-objective coordination function * comprehensive performance appraisal standard 1. Flexible strategic relationship refers to the variable cooperative relationship with suppliers and distributors established according to the change of market uncertainty. Conscious reasons: enterprises are in a rapidly changing environment, and "avoiding risks" is a homework that every manager must do well. Business phenomenon: in the growth period, the relationship between places is naturally harmonious. Once a vicious incident occurs, the crisis will be passed on to suppliers or distributors. In fact, if we put the events that big enterprises can bear on small enterprises, it may bring a devastating blow. If the first-tier suppliers and distributors transfer the burden to the second-tier suppliers and distributors, the final customers will be most directly affected. Once the final customer complains about the loss to the core enterprise, the enterprise once again stands up and accuses the supplier or distributor. In this way, it seems that the final customers have been treated fairly in the core enterprises, but in fact, the core enterprises are likely to lose a group of loyal supporters. If competitors seize the opportunity to invade on a large scale at this time, the result can be imagined. Construction direction: Of course, it can't be said that both suppliers and distributors have no problems. The flexible strategic relationship mentioned here is a strategy that needs to be selected on the basis of analyzing a large number of historical data. It is the best way to maintain coordination from beginning to end by evaluating suppliers or distributors and treating each vicious incident separately.

2. Multi-level resource center refers to the establishment of * * * sharing nodes with different links or levels centered on the target products or services in the supply chain. Conscious reason: the enterprise is in a period of high resource protection. Once the data is mastered by upstream and downstream enterprises, they can unite to establish strong bargaining power. Business phenomenon: the production plan and sales plan of core enterprises can not be relatively consistent, and the plans passed to suppliers and distributors will be ever-changing. Suppliers have a backlog of materials, but dealers can't get timely supply of spare parts. Such problems will bring instability to the whole supply chain, and ultimately reduce the satisfaction of every partner and even every end customer with products or services. Construction direction: On the one hand, multi-level resource centers enable suppliers to know the effective sales information of sellers, so as to grasp the position of their products in the whole supply chain and promote suppliers to have a sense of crisis; On the other hand, the seller knows the effective supply information of the supplier, so as to prepare for the sale purposefully and avoid being caught off guard by the change of a certain raw material part. Of course, the multi-level resource center does not want the seamless connection between supply and marketing, because the resource center itself is still the product of the core enterprises in the main position of the supply chain. No matter whether the core enterprise's main business changes to brand building or production building, it selectively provides information to suppliers or retailers, and its purpose and significance are determined by the core enterprise. The long-standing focus on meeting the plan rather than realizing innovation can be completely changed. 3. Single-objective coordination ability means that different enterprises strive to be single and define the joint points in the supply chain. Conscious reasons: Enterprises are in the period of multi-dimensional integration, and there are direct, indirect and even cross relationships among many enterprises. Since there is a cooperative relationship on one goal, we should also adopt habitual thinking on another unclear goal. Business phenomenon: At the beginning of establishing cooperative relationship with suppliers and distributors on a certain product or service, suppliers and distributors may have the ability of multi-supply or multi-marketing, which may not be the strong support needed by core enterprises. In fact, many regional cooperation relationships have broken down because core enterprises hope that suppliers or distributors can support their own development in many aspects. If the requirements are too high, they will lay the seeds for future development. Construction direction: the only goal is to maintain sufficient conditions for the stable development of cooperative relations. As a core enterprise, in the stage of planning and implementing supply chain management, it should decompose the goals of each link and try to make powerful partners willing to work for it through a single goal. Inertia thinking is not desirable. 4. Comprehensive performance appraisal standard refers to the multi-angle evaluation of the benefits brought by suppliers and distributors for the benefit development. Conscious reasons: Since other enterprises are my suppliers or distributors, they must meet the prescribed planned indicators, and take the planned indicators as the only assessment conditions for suppliers and distributors. Anyway, there are many companies that want to do, and one is missing. Business phenomenon: Some enterprises in the core position are famous for their rigidity and indifference to upstream and downstream partners. They always take "how much profit can you bring me" as their mantra, which virtually stifles many innovative links and loses many opportunities to improve profitability.

Construction direction: Enterprises in the supply chain are not simple business cooperation relations, but closely related "* * * honor and disgrace" relations established according to the rules, and the most vivid statement is "virtual enterprises". Although the most powerful assessment method is financial assessment, as a core enterprise, the benefits of suppliers are far from just reducing their own manufacturing costs, and they can be developed in manufacturing technology and production technology. So more is to help upstream and downstream enterprises, so that they can better develop themselves and better achieve the goals of core enterprises. It is very important to establish a comprehensive performance evaluation index. Although we have discussed the characteristics of the four aspects, due to the various business forms of enterprises, long-term and effective supply chain management needs more practice to find a suitable model for enterprises in China. As a core enterprise capable of becoming a China enterprise, the method of supply chain management is by no means to move the methods of foreign enterprises and face the upstream and downstream enterprises in China with the same tune. As China has gradually become the center of the world economy, foreign investors regard the China market as the downstream of the international market, and as the world needs China to digest capital, China enterprises should establish the supply chain management that belongs to the China model.