On the basis of all-round reengineering, Haier has established an automatic and intelligent international modern logistics system, which has made miraculous changes in the operational efficiency of enterprises. So, what is the reason for the success of Haier Logistics? Let me tell you why Haier Logistics is successful!
Reasons for the success of Haier Logistics 1 1 Reengineering business processes with the market chain as the link.
In China, Haier has 10 million sets of various household appliances entering people's homes every year; Haier has 42 categories, more than 8,600 brand-name product groups and more than 53,000 marketing outlets, and its products are sold to more than 60 countries and regions around the world. With such a huge business system, the traditional management mode can no longer meet the market demand, and business process reengineering is imminent.
1. 1 Haier's "market chain"
It mainly refers to introducing the interest adjustment mechanism in the market into enterprises based on Haier culture and OEC management mode, so that the administrative mechanism among employees becomes a market relationship and forms an internal market chain mechanism. OEC management method, that is, the whole, everything (everyone, every day, everything), control &; Cleaning (control and cleaning). In short, it is five sentences: there is nothing missing in the general ledger, everyone is responsible for everything, management is based on results, and management is based on assessment.
1.2 Haier "Business Process Reengineering"
Haier's "business process reengineering" refers to fundamentally redesign the original business process, transform the linear functional structure into a parallel process network structure, optimize the allocation of management resources and market resources, and realize the flattening, informationization and networking of the organizational structure. The specific way is to separate all the financial, procurement and sales businesses of the original business divisions and integrate them into a business flow promotion headquarters, a logistics promotion headquarters, a capital flow promotion headquarters and an overseas promotion headquarters dedicated to promoting overseas markets. At the same time, the traditional business department will be transformed into a product production and manufacturing department. Implement unified marketing, purchasing and settlement of the Group, and integrate the original functional management resources into the innovative order support process 3R (R&D, human resources and customer management) and the basic support process 3T (comprehensive budget, comprehensive equipment management and total quality management), and the 3R and 3T processes will become independent service companies accordingly. The re-engineered business process improves the efficiency and flexibility of the enterprise management system, and also prepares the preconditions for the success of Haier Logistics.
2 the establishment of strategic partnership in supply chain
Supply chain cooperation, that is, the relationship between suppliers, manufacturers and distributors, or the relationship between sellers or suppliers and buyers. Supply chain cooperation can be defined as the cooperative relationship between suppliers and manufacturers, between manufacturers and sellers, in a certain period of time, * * * enjoys information, * * * takes risks and * * * gains together. The reason is usually to reduce the total cost of supply chain, reduce the total inventory level, strengthen information enjoyment and produce greater competitive advantage. Obviously, the strategic cooperative relationship emphasizes mutual cooperation and trust. The home appliance market is complex and changeable, and there is a wave of concept competition in the industry. From environmental protection TV to washing machine with "core", from healthy air conditioning to imported household appliances, new concepts are constantly emerging. However, the lack of R&D breakthroughs has not changed the nature of cost competition. With the participation of too many competitors and the intensification of homogenization competition, the profits of home appliance manufacturers will inevitably be greatly reduced. Where do you want the benefits? Where is the source of profit? In order for enterprises to deliver products with core competitiveness to the market, it is necessary to enhance the value of the whole supply chain, so as to achieve careful design, agile manufacturing and rapid response. Therefore, it is imperative to establish strategic partnership between related enterprises in the supply chain.
2. 1 Cooperation priorities of manufacturers and suppliers
2. 1.65438+
2. 1.2 The supplier shall provide its own business plan, business strategy and corresponding measures, so as to communicate with the enterprise and achieve the goals required by the enterprise at any time.
2. 1.3 Enterprises and suppliers should clarify their respective responsibilities and be responsible for each other through consultation, so that both sides can clearly understand the interests of * * *, and unite for this purpose to achieve the goal of mutual benefit.
2.2 Selection and management of suppliers
2.2. 1 Haier's process and method of selecting suppliers. Haier Logistics promotes the procurement department under the headquarters, which is responsible for finding the best suppliers in the world and then evaluating the quality. The process is as follows: firstly, obtain the information of suppliers through various channels, and then contact them separately to determine the supplier's supply qualification, scale and quality assurance ability. Business personnel judge whether it is necessary to attend Haier's supplier hearing according to the situation of the inspected object. Haier's purchasing department, the functional department that manages suppliers, and the group's testing company * * * form a hearing group to judge whether this supplier meets Haier's requirements. At present, Haier has re-introduced 800 suppliers through new regulations, and the number of suppliers has increased to more than 1000. Haier's "washing machine without washing powder" is a new product launched under the new supplier structure.
2.2.2 How to manage suppliers. Haier has a strict management system for suppliers. On Haier Logistics website, the most striking thing is the public information of supplier management and front-end procurement since 20xx. As long as the supplier logs on the website of Haier Logistics, he can carry out many operations such as order receiving, inventory and quota inquiry, bidding, online payment, information exchange and so on.
2.2.3 How to evaluate suppliers. In the latest edition of Haier Supplier Questionnaire, Haier's assessment items for suppliers include the general situation of the enterprise, the overall strength of the enterprise, the product situation, the supply history, the quality assurance ability, the personnel composition, the warehouse environment, etc., and are refined into specific details such as photos of the unit site, photos of the warehouse area, personnel composition and even employee training materials. In short, it is formed through the selection and evaluation of the above suppliers.
The main feature of the cooperative relationship is to change from focusing on products/logistics to focusing on integration/cooperation. The competitive advantage of integrated supply chain is that enterprises become a part of the value chain, realize the optimization and reorganization of knowledge, and realize the strong alliance, that is, "achieve the greatest strength with the smallest organization" Through the enjoyment of information, enterprises put their energy into the most innovative activities and improve their adaptability and innovation ability with collective wisdom. For example, antibacterial refrigerator, the launch of this product requires a lot of antibacterial raw materials. Haier selects the best suppliers in the world from this industry to participate in the whole design and joint development to meet the individual needs of the market.
2.3 Reduce costs through supply chain collaboration
At present, the turnover of Haier Logistics Company is about one billion yuan per year, but the expenditure on procurement is tens of billions of yuan, which has great potential to save procurement costs. For Haier, this saving means not only the reduction of price, but also the reduction of raw material cost, but also the cost reduction brought by optimizing and integrating suppliers and front-end design. The cost reduction realized by manufacturers through supply chain cooperation often means that the pressure of funds is transferred to suppliers to some extent, including both parts suppliers in manufacturing industry and logistics service providers.
2.4 Do a good job in industrial chain construction, rational layout, and win advantages. At present, the characteristic of Haier procurement is the construction of industrial chain. Every time Haier builds an industrial park in the country, it will generally build a supporting park, and suppliers will build factories around it. For example, for a project with a total investment of 5.8 billion, Haier invested 2.8 billion, while the supplier's investment actually reached 3 billion. With the increasing demand for logistics in the market, attracting suppliers to build factories and binding large suppliers through order volume has become the key strategy after Haier's procurement integration. Among the 800 suppliers introduced later, 85 of the top 500 suppliers in the world are Haier suppliers. Through these suppliers, Haier implements unified platform procurement for global 10 industrial parks, 30 overseas factories and manufacturing bases.
3 Layout a new logistics system. Prepare for Haier's direct sales
In July of 20xx, Haier Central Library has lost its CPU style. Most of the household appliances produced by Haier every day are no longer transferred through this three-dimensional library. At present, the central warehouse is a distribution center for raw materials and finished products of small household appliances, which is basically used to turn over some fragmentary raw materials and finished products without scale, as well as some import and export goods. After these household appliances are off the assembly line at each business headquarters, the outsourcing team directly pulls them away from the loading and unloading port set up at the headquarters and distributes them to various sales terminals. Raw materials are also distributed around the headquarters. External panels, such as refrigerators, microwave oven equipment, etc., do not stay in the warehouse after being brought in by truck, but are directly distributed to the production lines of various business headquarters. Strengthening this "over-the-station" logistics operation has been the focus of Haier Logistics in the past few years, which has also become one of the basic tasks for developing direct selling. Haier Logistics's logistics distribution mode of "loading as soon as it is produced and delivering as soon as it is delivered" has been implemented in all product lines. Organize 16000 dispatching capacity between 42 bases and consumer cities, and try our best to achieve more than 65438+ 10,000 pieces of Haier products delivered to consumer terminals without landing. Over the past few years, through the above-mentioned series of reforms, Haier has been able to quickly respond to suppliers while obtaining market orders, and meet the diversified needs of users in a timely delivery time, and finally eliminate inventory. From logistics to supply chain, Haier has made all preparations for direct sales and gradually became a veritable supply chain enterprise.
In view of the close relationship between cluster supply chain and demand, demand fluctuation and demand elasticity under the market demand mode, this paper analyzes the characteristics of cluster core enterprises participating in the competition of supply chain cooperation decision-making, establishes a CoumotBayes Nash game model based on probability risk constraint, and solves the model on this basis, and then analyzes the influence of demand, demand fluctuation and demand elasticity on the strategic cooperation decision-making of cluster core enterprises.
Reasons for the success of Haier Logistics 2 1. Eliminate the middle layer and make it possible for every employee to become CEO.
What is a win-win model for one person? Zhang Ruimin explained this on many occasions-people are employees, just users, and a win-win situation for one person is that employees create value for users and realize their own value. The win-win model of "one person, one person" swept over more than 80,000 employees of Haier, who became more than 2,000 independent operators, operating independently and taking responsibility for their own profits and losses.
This is Haier's elimination of the middle layer. Take the sales level as an example. There used to be people in countries, provinces, cities and counties. Now there are no provincial and municipal levels, and they go directly to the county level. Moreover, the county-level team cannot exceed 7 people. They have the right to decide, distribute and use human rights. They are completely small and micro companies, and the business of a county is managed by itself. Within Haier, the original department has also been reorganized, and its name has been changed to management body and profit body. Haier's Internet innovation and application operation body was established in 2007, and its revenue is linked to the first-level business operation body it supports. Therefore, it should try its best to meet the various requirements put forward by the first-level operators, such as the community store operators who want to attract more passengers online, the product use research data that the product model operators want, and it should also collect the feedback of products and services from users on online platforms, such as Weibo, Haier Mall and SNS community, and promptly inform other operators.
"The self-management model has taken root in Haier." Hu Yong, an associate professor at the School of Journalism and Communication of Peking University, has made many in-depth investigations on Haier. He said that the functions of many traditional managers in Haier have changed, and now they are called "length", "stationmaster" and "interface person".
"The biggest feature of the inverted triangle is that it can't stand. If you want it to stand up, you must keep turning. So we changed from an inverted triangle to the current mesh, which is completely flat. " Zhang Ruimin, who loves thinking, further explores the win-win model of "one person, one person". He believes that after the organization is flattened, there are not so many leaders, but they are all on the same platform. In the new network organization, employees are driven by the market. If they find a good market opportunity, they can form their own team, recruit members within the company, and even set up an online micro-enterprise from inside to outside the organization. In this way, every employee may become CEO.
2. The focus of Haier's Internet strategy: seize users.
In fact, the focus of Haier's Internet strategy is not products, but users. The ultimate goal is to change the organization and management, improve efficiency, and make all the value revolve around customers. This is also the real meaning of Zhang Ruimin's request for Haier to transform from a manufacturing enterprise to a service enterprise, and from product orientation to user orientation.
Now, home appliance companies are using Internet marketing and big data to gain insight into user needs and build core competitiveness. In Zhang Ruimin's mind, products in the Internet age should be based on whether products and services interact with users and how much information users have. "Products without the best experience of users in the whole process should not be produced, and transactions without a value interaction platform should not exist. "
Last year, Zhang Ruimin summed up the goal of Haier's future transformation with three "noes" at the 29th anniversary meeting of Haier's entrepreneurship: enterprises have no boundaries, and they should no longer be a bureaucratic organization, but a platform and a parallel ecosystem; Without the leadership of management, every employee can start his own business and set up small and micro companies; The supply chain has no scale, and users are subverted from passive buyers to active participants. In front are employees from executives to entrepreneurs, followed by users from passive buyers to active participants.
Compared with the mode of "one person in one" nine years ago, Haier seems to have found a way out by feeling the stones. Although Haier's development speed in the industry has slowed down and its performance is quiet, considering the speed of Internet update iteration, Haier's self-subversion is a "destructive" self-help.
3. E-commerce experiments in rural areas around cities
Compared with Internet companies, what are the advantages of traditional enterprises doing e-commerce? Sun Chao, general manager of Haier Mall, believes that Haier has opened up the whole industrial chain, which can provide consumers with overall home appliance solutions and has greater differentiated competitiveness in new product launch, logistics and distribution, after-sales service and home appliance customization. The layout of the whole industrial chain, the integrated service of home appliance delivery and installation, and the whole network penetration strategy are important means for Haier's e-commerce online enclosure.
It is particularly noteworthy that Haier, with one of the best logistics and assembly teams in China and a mature and perfect distribution network, has rapidly penetrated into small and medium-sized cities and rural markets, as if to become the second JD.COM in this huge market with few competitors. According to the survey data of 20 13, the visiting users of Haier Mall have the following characteristics: high education, high income and much online shopping experience, and most of them come from the third-and fourth-tier markets. Sun Chao explained that this is related to Haier's user characteristics. There are more than 2,800 counties in China, and the logistics distribution of Haier Mall covers more than 2,500 counties, while the rural market is difficult to cover in JD.COM and Amazon. Therefore, Haier Mall is favored by users in rural markets and third-and fourth-tier cities, allowing them to experience the fun of online shopping. In addition, many white-collar workers working in big cities want to buy home appliances for their parents, so they can only choose Haier Mall.
Wang Yuefeng, general manager of Haier Goode Logistics, said: Others have not done it, which is an opportunity for Haier. If others can't solve it, Haier has the ability to solve it. This is also an opportunity. The layout advantages of the whole industrial chain and the "last mile" of the rural market may be the key for Haier to attack JD.COM and open the rural e-commerce market.
4. Layout of the whole industrial chain: Customize C2B mode.
"Haier Group's solid network is too strong, with annual sales exceeding10 billion yuan. If the internet does not transform, the real network will become a burden and there is a risk of being eliminated. However, if the wrong e-commerce strategy is adopted, it is also a disaster for Haier Real Network to make a virtual network by playing price wars. " Zhou Yunjie, the rotating president of Haier and the chairman of Haier Electric Appliances, once expressed to the media the confusion of Haier's transformation of e-commerce. The so-called "real network" refers to the marketing system established by Haier for more than ten years, and "virtual network" refers to e-commerce. To solve the contradiction between "real network" and "virtual network", it is necessary to have a clear breakthrough path, instead of traditional e-commerce blindly fighting price wars. For an entity giant like Haier, the price war is to kill 10,000 enemies and damage 8,000 enemies.
What is the strong demand of users, which is difficult for competitors to achieve, and Haier has a core competitive advantage? Haier finally chose the personalized C2B mode, hoping to pass it.
Brand innovation, get rid of the vicious competition of e-commerce online clearance and price confusion. At present, the sales of personalized customized products in Haier Mall have exceeded 30%.
Sun Chao said that although many e-commerce companies want to promote personalized customization of C2B mode, it is not easy to customize home appliances. It requires the supply chain to balance the cost and order quantity skillfully, and also depends on the path of users' consumption habits. This requires e-commerce to aggregate the scattered needs of consumers through the Internet, optimize the supply chain, accurately locate consumers, stock up in advance, eliminate inventory, and manage the upstream and downstream supply chains more effectively.
The relevant person in charge of Haier Mall said that personalized customization of home appliances is the future trend. Compared with the inefficient production and marketing mode of "blindfold design, gambling production and channel pressure", the pre-sale customization mode is more competitive in inventory and price, so consumers can get higher cost performance and added value than similar offline products.
5. Household appliance distribution network: covering 2886 districts and counties in China seamlessly.
Besides the customized C2B brought by the whole industrial chain layout, what advantages does Haier e-commerce have that JD.COM and other e-commerce companies can't match? That is Haier's logistics distribution.
At present, from the trend of China's consumer market, third-and fourth-tier cities and rural areas have the greatest consumption growth potential, and e-commerce in these areas is still in its infancy. Therefore, over the years, Haier has carried out logistics layout in the third-and fourth-tier markets, making it possible to release the consumption potential of these markets.
According to the data provided by Haier, at present, Haier e-commerce relies on Goode Logistics, which can seamlessly cover 2886 districts and counties across the country and support township distribution; Among them, 1200 districts and counties can pay on delivery, and districts and counties above 1500 can deliver it 24 hours a day. More importantly, Haier's home appliance distribution and delivery are integrated and free. Compared with other e-commerce, Haier is the e-commerce with the widest distribution coverage and the widest coverage of cash on delivery. "Haier has obvious advantages in the depth and breadth of network coverage, which other enterprises cannot replicate." The person in charge of Goode Logistics said. This is why Ma Yun decisively invested in Haier Goode.
201313 in February, Ali signed a contract with Haier to form a strategic partnership. 2.2 billion Hong Kong dollars invested in Haier Electric Appliances and obtained 9.5 billion RMB from Goodall Logistics. 9% equity. By taking a stake in gooday, Ali is expected to break the bottleneck of bulk logistics and third-and fourth-tier market logistics. Haier has about 26,000 township stores and 1.9 million village-level liaison stations. This special logistics resource is not available to any household appliance enterprise.
According to the development plan, within three years, the proportion of Goodall's logistics business from third parties will reach 50%. Haier, which lacks Internet genes, can cooperate with Ali to carry out network transformation, and Ali will provide it with Internet resources and technical support, and use Internet means to transform the logistics system.
In the basically blank rural online shopping market, there are 700 million people's spending power. The reason for the lagging development is nothing more than the lack of logistics and localization services. Haier e-commerce with logistics first-Mover advantage may be a potential winner in the future rural market. The statistical data of Haier 20 13 may verify this point: at present, most of the visiting users of Haier Mall come from the third-and fourth-tier markets.
6. Terminal experience: one-stop service for delivery, installation and debugging.
In addition to personalized needs and convenient and developed logistics, what else is urgently needed by online shopping users, especially rural users, which is difficult for e-commerce?
Sun Chao thought it was "posturing". "refrigerators, air conditioners, washing machines and other large household appliances have high requirements for installation services. At present, most e-commerce companies distribute goods through third-party logistics companies, and there is a common problem of separation of delivery and installation in home grid purchase. " "Delivery does not go upstairs", "delivery regardless of installation" and "nobody cares after installation" have become bottlenecks restricting home appliance sales.
At present, JD.COM occupies more than 60% of the home grid purchase market, but JD.COM. Self-built logistics mainly covers big cities, but it can't do anything about rural markets. Besides, JD. COM's household appliances are "carelessly delivered".
As one of the few enterprises in China that have the ability to do large-scale home grid purchase in the rural market, this gives Haier an opportunity to break the ice. In the assembly of home appliances, it shows the advantages of Haier's transformation of e-commerce to control the whole industrial chain. With the logistics team rooted in the community, the service personnel of Haier Mall can go to the village and go upstairs to provide one-stop service for consumers, especially rural users. Delivery, installation and debugging can be completed at the same time, which eliminates the trouble of consumers installing household appliances and making repeated reservations, and improves the shopping experience of consumers.
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