Internet technology industry: millet technology
The rapid development of the business, the need for digital realization of the overall restructuring.
In 2010, it was a new technology company focusing on the thinking of Internet product development and realizing the global marketing of mobile phone products and Internet services through new retail, and successfully became one of the top 500 companies in the world.
However, with the rapid development of Xiaomi, the company is also facing some pain points in its own business:
First of all, with the rapid development of enterprises and the decentralized construction of multi-business informationization, the core operating capabilities of enterprises are in urgent need of integration and reconstruction of a unified platform. Secondly, the increasingly complex innovation ecological development requires enterprises to rapidly improve cross-functional collaboration; Finally, the R&D cycle, product delivery cycle and service cycle of multi-brand and product operations require Xiaomi to make in-depth changes in eco-level supply chain collaboration.
So Xiaomi has chosen digital products and services. Specifically, based on the ERP from finance, planning, purchasing, sales, supply chain management and HR critical dimensions, power millet built digital management platform, can strengthen the company’s production and operation control, enterprise operating decision of management ability, and make the industry steady state fiscal integration platform, implementation of the performance of the supply chain, cost control and personnel management, etc., In this way, the operating cost of the company is reduced, the management efficiency is improved, and the ability of analysis and risk identification of key processes is enhanced, so as to comprehensively prevent risks.
Manufacturing Industry: Anhui Heli
Industrial transformation and upgrading takes precedence, requiring global integration of operation.
As is known to all, China’s manufacturing industry has a large scale and a complete system, but the problem of large but not strong is prominent. Especially the traditional manufacturing industry, independent innovation ability is not strong, production management efficiency is low.
Anhui Heli is a leading enterprise in China’s industrial vehicle industry. Its products include port vehicles such as electric balanced heavy forklifts, storage forklifts, internal combustion balanced heavy forklifts, frontal cranes and other industrial vehicles such as tractors and loaders. Its solutions include intelligent logistics system and industrial vehicle networking system.
Although it has entered the top ten industrial vehicle industry in the world in 2006, with the change of the market, Anhui Heli is also faced with development pain points: The lack of effective management of the whole life cycle of products, the lack of intelligent and visual supply chain planning and production execution, the lack of overall coordination management of the supply chain, the lack of preventive maintenance ability to reduce service costs and a series of problems.
For example, landing integrated product development and design management (IPD) process system, the construction of product life cycle management platform through research, production, supply, marketing and service; Set up a supply chain, manufacturing and operation control platform; Through ERP+VMS to build a sales system covering all sales outlets.
Through digital management, it helps to refine the management dimension. D2O scenario realizes the integration of product dimension information and business dimension information, and realizes the integration of end-to-end information. At the same time, I helped enterprises establish basic data standards for materials, customers, suppliers and other enterprises, standardized data standards, unified data of various departments and business plates, built a data sharing platform, and realized cross-post and cross-department transmission of data.
Chemical industry: Sinochem energy
Intelligent HR platform to realize the standardization of approval process.
Sinochem Energy Co., Ltd. is one of the five business divisions of Sinochem Group, including exploration and development, oil trade, oil refining, petrochemical storage, oil sales, petrochemical sales, park construction, energy technology and so on.
Sinochem Energy has decided to rebuild its human resource system in order to improve the level of core operation and management, face the rapid changes of internal and external environment and enhance employee experience. Moreover, the original system functions and performance can not support the implementation of management requirements, difficult to meet the needs of business development. Therefore, Sinochem Energy launched the Sinochem Human Resource Information System Project in 2019, involving the headquarters of Sinochem Energy and 8 business segments, and involving a total of nearly 45 overseas units such as Singapore Petroleum.
It has built a digital human resource management platform covering all levels and all staff. It realizes the standardization of online approval process, which makes personnel management more convenient, employees’ daily work easier, management approval more worry free, and data analysis more convenient.
In terms of business norms, the business process of Sinochem energy human resource management should be unified and standardized, including bonus accounting of gas stations and salary standardization.
On the data system, a set of standard and standardized data coding system is established, which serves as the only basis of human resource data, thus improving the real-time performance of human resource management reports and the accuracy of data.
In terms of user experience, employees can access the platform at any time on any device, grasp the required information and complete tasks as needed, which balances the comprehensive performance and flexible performance.
Pan-retail industry: Wuliangye
Data-driven business, from extensive management to all-channel refined operation.
In recent years, China’s liquor industry has experienced deep adjustment. Facing the challenges of liquor market changes and the Internet, Wuliangye put forward the marketing development goal of “one hundred cities, one thousand counties, one thousand stores”, and prepared to start the marketing system reform.
However, Wuliangye sees that it lacks digital platform support, extensive management and lack of data, which makes it difficult to effectively extend management to high-end member operation and consumer operation. At the same time, there are unknown, distortion, lag and attenuation of the overall data in the enterprise, and the phenomenon of information island is serious. These objectively, for the medium – and long-term development of Wuliangye business has formed a certain restriction and risk.
On the other hand, the development of digital marketing also needs legal, compliance, accurate measurement of business and financial integration management and rapid supply chain response, but at that time Wuliangye’s process and data could not reach.
Wuliangye chose to build an end-to-end business axis to drive business collaboration, management decisions and innovation by data. At the business level, as in many cases above, the integration of supply chain, business and finance, quality control and goal decision-making is realized.
In terms of marketing, the first step is to strengthen the order business and channel management for consumer experience, standardize the price management, realize the whole-bottle one-yard traceability, improve the quality control, and transform the traditional extensive channel management into all-channel refined operation. In the future, there will be membership centers, new retail store experiences, precision marketing, etc.
Secondly, the business intelligence and data innovation platform can be integrated with the business system, so as to build the Wuliangye command center and digital board of directors, which can control the business progress in real time.
Finally, in terms of marketing expenses, the closed-loop management of “three calculations in one” is adopted to control marketing expenses from the process of budget, activity application, activity execution and expense write-off, and make data transparent and in-depth analysis.