The "first-class three networks" of Haier 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 distribution resource network and the computer information network. The "three networks" flow synchronously, providing support for the value-added of order information flow.
"first-class three networks"
In Haier, the warehouse is no longer a reservoir for storing materials, but a flowing river. What flows in the river is purchasing the required materials according to the order, that is, purchasing and manufacturing according to the order. This fundamentally eliminates the dull materials and inventory.
At present, Haier Group receives more than 6,000 sales orders every month on average, with more than 7,000 kinds of orders and more than 260,000 kinds of materials to be purchased. In this complicated situation, since the integration of Haier logistics, the dull materials have decreased by 73.8%, the warehouse area has decreased by 50%, and the inventory funds have decreased by 67%. The cargo area of Haier International Logistics Center covers an area of 7,200 square meters, but its throughput is equivalent to the ordinary liquidation of 300,000 square meters. For the same job, Haier Logistics Center only has 10 forklift drivers, while the general warehouse needs at least hundreds of people to complete such workload.
The integration of global supply chain resource network enables Haier to meet the needs of users quickly.
By integrating internal resources and optimizing external resources, Haier has optimized the number of suppliers from 2,336 to 840, and the proportion of international suppliers has reached 74%, thus establishing a strong global supply chain network. Fortune 500 companies such as GE, Emerson, BASF and Dow have all become suppliers of Haier, effectively ensuring the quality and delivery date of Haier products. Moreover, through the implementation of concurrent engineering, a number of large international companies participated in the front-end design of Haier products with their high technology, which not only ensured the technological leadership of Haier products, increased the technical content of products, but also greatly accelerated the development speed. In addition, Haier implements the daily payment system, and the timely payment rate to suppliers reaches 100%, which few enterprises in China can do, thus putting an end to the emergence of "triangle debt".
The speed of JIT realizes the synchronization process
With the support of logistics technology and computer information management, Haier Logistics realizes process synchronization through three JITs, namely JIT procurement, JIT distribution and JIT distribution logistics.
At present, through Haier's BBP procurement platform, all suppliers accept orders online, shortening the order placing cycle from more than 7 days to 1 hour, and the accuracy rate reaches 100%. In addition to placing orders, suppliers can also query information such as inventory, quota and price online to realize timely replenishment and JIT procurement.
In order to realize the logistics management goal of "eliminating space by time", Haier began to implement the most basic logistics container unitization, containerization, standardization and generalization, and gradually went deep into the comprehensive reform of the five-scheduled material management system and the Nissin management system in the workshop station, which accelerated the turnover speed of inventory funds and reduced the turnover days of inventory funds from more than 30 days to 12 days, thus realizing JIT cross-station logistics management.
After the production department completes the B2B and B2C orders, it can deliver them to users through Haier's global distribution network. At present, Haier's distribution network has expanded from urban to rural areas, from coastal to inland, and from domestic to international. The country can allocate10.6 million vehicles. At present, it is delivered in 6-8 hours in central cities, 24 hours in regional distribution and 4.5 days in national trunk distribution, forming the largest distribution logistics system in China.
The new economic speed of computer network connection is outside the enterprise. The application of Haier CRM (Customer Relationship Management) and BBP e-commerce platform has built a bridge between the global user resource network and the global supply chain resource network, and achieved zero distance with users. Within the enterprise, all kinds of advanced logistics equipment automatically controlled by computer not only reduce the labor cost and improve the labor efficiency, but also directly improve the refined level of logistics process and achieve the goal of zero quality defects. The computer management system has built the information superhighway within Haier Group, which can quickly convert the information obtained on the e-commerce platform into the information within the enterprise, and replace the inventory with information to achieve the goal of zero liquidity.
Actively develop third-party distribution logistics
Haier Logistics makes use of the existing distribution network and resources and actively expands the socialized distribution logistics business with the help of information systems. At present, Haier Logistics has become the logistics agent of Bao Mei Group, AFP Group and Robust in Japan, and its business with ABB and Nestle has also developed smoothly. At the same time, Haier Logistics makes full use of its own strength to develop a strong alliance with China Post, which makes the distribution network more sound, provides a guarantee for quickly meeting the needs of users in the new economic era, and realizes zero-distance service. Haier logistics actively develops third-party distribution, making logistics a new core competitiveness of the group in the new economic era.
Process reengineering is the reengineering of key concepts.
Modern logistics management implemented by Haier is a kind of business process reengineering based on modern logistics. The logistics revolution implemented by Haier takes the order information flow as the core, and makes all employees take the user's demand as the center to create the market and create the demand.
Mechanism reengineering Haier's logistics revolution is business process reengineering based on "market chain" Based on Haier culture and OEC management mode, with order information flow as the center, it drives the operation of logistics and capital flow, and implements business process reengineering with three "zero" goals (zero quality, zero service defect and zero working capital).
Building core competitiveness logistics brings "three zeros" to Haier. But the most important thing is that Haier can grasp the needs of users on the one hand and the global supply chain that can meet the needs of users on the other, and combine these two capabilities to gain the loyalty of users in the market, which is the core competitiveness of enterprises. This core competitiveness is accelerating Haier's progress towards the top 500 international enterprises in the world.