苏宁易购集团B2B公司运营中心总经理何世华在发表的《践行数字转型，助力数字采购》主题演讲中表示，中国的采购的数字化转型的出路就是数字化+电商化，数字化是采购的趋势，电商化是数字化转型的路径选择。
温馨提示：本文为速记初审稿，保证现场嘉宾原意，未经删节，或存纰漏，敬请谅解。
以下为演讲实录：
何世华：大家好。我今天跟大的交流的主题是《践行数字转型，助力数字采购》，今天要跟大家探讨的是采购数字化这件事。
我们把很多企业在采购过程中遇到的问题分为两类。第一类就是程序合规性，尤其是一些公共采购或者是像一些有国资背景的央企的采购和国有企业的采购，他们可能在这一块儿关注的会更多一点。那么企业更关注程序的合规，这个里面就涉及到一个问题，他整个采购的流程是不是公开，是不是透明，是不是符合，尤其是像公共采购，所有的公共采购你还要符合国家的关于政府采购方面的一些法律法规，包括你企业采购的程序是不是符合企业在采购方面的一些管理制度和管理要求。
第二个问题就是效率的问题，我们讲数字化采购肯定能够带来效率的提升，我们更多的企业是关注能不能提升整体的采购效率，包括能不能降低企业采购的直接成本和间接成本。
直接成本大家可能很容易理解，包括我们整体的采购价格对比同期降多少。间接成本从几个方面来讲，第一个方面就是商品的进销存管理，它的效率能不能提升，就是库存效率能不能提升，能不能降低它的备货量。因为你的库存周转，如果时间过长的话，你的成本肯定就会很高。所以他们很多企业就会关心，应用数字化采购之后，他们企业的进销存的管理效率能不能有一个大幅度的提升，这个是很多企业关心的间接成本的第一个方面。
第二个方面就是产品质量，就是说我采购商品的不合格率能不能降低，因为你如果有的商品不合格率高的话就意味着成本就会很高。这个就是第二个间接成本。
第三个间接成本就是我的采购管理机构，我的采购人员能不能优化，其实就是他能不能去在数字化采购模式下，能不能去优化它整体的采购管理体系。这是企业关心的提升采购效率的第三个问题。
刚才讲的是企业在采购过程中在执行整个采购活动过程中他们最关心的就是这几个问题。那么我们要怎么去解决这个问题呢？ 我们提出，中国的采购的数字化转型的出路就是数字化+电商化。数字化实际上是能够帮助企业提升各个环节的处理效率。应用数字化之后，它的采购从寻源到供应商管理到交付到支付到结帐，中间的效率肯定对比传统模式有一个大幅度的提升。
第二个采购数字化是什么？他可以解决我们整个的采购流程问题，采购过程的不公开、不透明问题，这是在传统模式下，我们采购的是不能进行追溯的。那么应用数字化之后，他所有的采购数据都已经留存下来了。
第三个是数字化是智能化的基础，未来的采购肯定会向着智慧采购和智能采购去转变。这是我们讲的数字化是我们整个采购的一个趋势。
第二个论点就是我们认为，电商化是我们数字化转型的一个路径选择。因为我们认为社会在进步，发展的过程实际上是一个分工越来越细的过程，分工之后就可以把专业的事交给非专业的人去做，P2P电商已经发展到了非常成熟的阶段，包括一些新的互联网技术，包括大数据、人工智能、AI，这种技术在整个B2C电商领域的应用相对来说是比较普遍的。所以我们认为电商化实际上是可以把他们更多的企业，能够快速的去实现它采购的数字化转型。
那么在这种浪潮和背景下，我们应该怎么样去应对数字化转型这件事呢？包括我们之前在南京开了一个中国公共采购创新发展大会，当时我们请的专家跟我们在交流的时候问了我一个问题，在P2P领域怎么样应用互联网+，我们怎么样去理解互联网+的。但是这个问题说实话是一个比较大的问题，但是我还是从苏宁在这个方面的实践给他做了一个解答。
今年苏宁提出了一个战略，就是要打造智慧零售场景CPU，这个里面有一个关键词叫场景。就是我们互联网+应用到整个商业零售，包括公共采购里面，就是说我们怎么样去用大数据、人工智能、区块链这种很先进的互联网技术去赋能采购场景。也就是场景赋能是我们很多企业要去面对的数字化浪潮带来的冲击，我们要能够去用的一个手段。
那么我们在场景赋能的模式下，我们首先要做场景梳理，我们要知道每个企业他的每种财富场景对应的采购需求目录是哪些，每一个场景的采购模式、采购特点又是什么，另外这个企业整体的预算管理，包括支出管理，他有什么样的规则和制度，它的采购管理部门是哪一个部门，它的采购执行部门是哪一个部门，我们要了解这些信息，只有了解了这些信息之后，你才能去弄懂这个场景，才能深刻的理解这个场景。
在梳理完场景的基础上，我们可以进行一些场景化的赋能，包括平台的赋能。有很多企业可能他们直接采用一些数字化的采购平台，那么我们怎么样去跟这种企业的平台做一个深度的集成融合，这是一种方式。还有的企业觉得数字化转型很好，但是他们采购的很好，他们没有这种转型的计划，他只需要一个平台，那么我怎么样去用一个比较轻的方式能够去帮他提供这种采购平台，这个就是平台赋能。
第二个就是服务赋能，我们怎么样去把握现在在B2C领域打造的一些非常高端华的一些物流、售后、开票、结算这些服务能够输出给企业及用户，这是我们讲的服务赋能。
还有一个就是数据赋能，我们可以给企业开拓更多的一些行业数据、市场数据。
最后就是供应链的赋能，也就是帮企业去重构他们自己的供应链的管理体系，从寻源管理到供应商管理到交付管理到开票管理到结算管理，我们把它整个流程进行重构。这就是我们刚才讲的我们对数字化转型这个趋势的一个理解。
那么苏宁是怎么样去在这种趋势下做的呢？这就是我们经过四到五年的一个不断的去探索，不断的去迭代，我们推出了苏宁易采云解决方案，这里是我们苏宁易采云解决方案的框架架构。这个解决方案里面分四个部分。
首先是场景，我们把企业的所有采购场景分成六大类，分别是行政办公物资采购，配套物资采购，营销礼赠采购、人工福利采购、MRO采购、积分兑换采购这六大采购，针对这六大采购，我们采用了很多种方式，给我们的企业搭建了采购商城，嵌入到他们的系统里面去。包括像苏宁领域、它实际上就是传统化的应用，他主要解决的就是企业的员工福利采购，包括像一些礼赠采购，包括企业的积分兑换等等，主要是解决这些场景的。
除了刚才讲的六大场景，我们还有后端的支撑能够去提升所有的针对客户提出的一些个性化需求的一些相应效率，我们专门搭建了一个智能终台系统，包括信用管理平台、发票平台、智能选礼平台、招商平台等等，这就是为了提升整体模式的产品相应效率，我们专门搭建了一个智能终台系统。后台我们还给企业搭建了一个企业定制化的物流链路，也通过我们的团队给企业提供供应链金融方面的服务，也可以给企业开发更多的数据，一些行业的数据，包括一些市场上的数据。
最后我重点介绍一下我们和Ariba的合作项目。Ariba是美国的一家企业，他是在2014年的时候被SAT收购了，2018年下半年的时候，我们董事长和SAT的高层签订了战略合作。
我们目前是以什么方式和Ariba合作呢？Ariba是2016年进入中国，它会参照一些美国的模式，选择一家大的电商平台，作为它Ariba这个模块的独家合作伙伴。目前苏宁就是Ariba模块的独家合作伙伴，双方系统已经完全打。
我们是怎么样去理解苏宁和Ariba的合作项目的呢？苏宁和Ariba的合作，实际上就是数字化+电商化的合作，Ariba是什么服务呢？他是为企业去提供采购云平台服务的，他只负责帮企业搭建数字化的采购平台。那苏宁是这个平台上的一个供应商，能够快速的去解决一些用户的采购需求。另外，我们理解这种服务的模式实际上就是一种平台，实际上这就是一种平台+服务的模式。
我们再谈一下中国的数字化采购目前来处于一个起步阶段。我给大家讲几个数据。中国的公共采购的市场份额到底有多大，中国公共采购市场份额是38万亿的份额。2018年，这38万亿里面有多少份额是放在电商进行采购的吗？10%都不到，是3800亿，这就是我们的数据。但是大家知道，国外像美国，我们讲的是世界两千强企业里面有多少企业上线了数字化的采购平台？
以Ariba为例，通过我们和Ariba交流，Ariba给我们透露了一个数据，世界两千强企业有70%到75%的用户已经使用了Ariba这个采购平台，那么Ariba采购平台目前每年的交易规模已经达到了2.1万亿美元，已经达到了这么大的一个规模。这个规模是什么概念？是阿里+亚马逊+易贝等交易规模综合的两倍。
通过这个数据，我们可以看到，中国从公共采购到企业采购，这个转型仅仅是一个起步阶段。但是目前我们也看到了一个很好的趋势，很多公共采购他们也在去研究，公共采购机构包括很多企业机构也在去研究，我到底怎么采购，包括我刚才讲的金融领域，绝大多数客户已经上线了这个采购平台。这就是我们讲的目前我们讲的数字化转型大概是一个什么情况。
最后我用一句话来结束我今天的分享，因为我们董事长讲过一句话，“同心多圆”。因为苏宁不仅是做零售，苏宁有八大产业，八大产业和零售之间的关系是什么？就是其他产业和苏宁易购是什么关系呢？是同心多圆，我们始终保证我们的商业零售是我们的核心，其他的物流、科技等等其他板块，他是依托苏宁易购发展的，发展之后再反哺易购。
那么我们苏宁易购做了什么事呢？我们把我们能够整合的八个产业，通过苏宁易购输出给用户，通过场景的解决方案，或者说通过场景的一些平台去赋能给终端的C端用户和B端用户。
谢谢大家。
翻译：
Warm reminder: this article is shorthand first review draft, to ensure the original intention of the guests on the scene, without truncation, or mistakes, please understand.
The following is the transcript of the speech:
He Shihua: Hello, everyone. The topic of my exchange with you today is “Practicing Digital Transformation and Facilitating Digital Procurement”. Today, I want to discuss with you the issue of digital procurement.
We divide the problems that many companies encounter in the procurement process into two categories. The first category is procedural compliance. In particular, some public procurement, such as procurement by state-owned state-owned enterprises and state-owned enterprises, may pay more attention to it. So the enterprise is more concerned about the compliance of the procedure, which involves a question, whether the whole procurement process is open, transparent and consistent, especially like public procurement, all public procurement, you have to comply with some national laws and regulations on government procurement. Including your enterprise procurement process is not in line with the enterprise in the procurement of some management system and management requirements.
The second issue is the issue of efficiency. We say that digital procurement can certainly improve the efficiency. Most of our enterprises focus on whether they can improve the overall efficiency of procurement, including whether they can reduce the direct and indirect costs of procurement.
The direct cost may be easy to understand, including how much our overall purchase price has decreased compared to the same period.
Indirect cost from several aspects, the first aspect is the commodity purchase-sales-inventory management, its efficiency can be improved, that is, the inventory efficiency can be improved, can reduce its stock quantity. Because of your inventory turnover, if you take too long, your costs will be high. Therefore, many enterprises will be concerned about whether the management efficiency of purchase, sale and inventory can be greatly improved after the application of digital procurement. This is the first aspect of indirect cost that many enterprises are concerned about.
The second aspect is product quality, that is to say, can the unqualified rate of the goods I purchase be reduced? Because if some goods have a high unqualified rate, the cost will be very high. This is the second indirect cost.
The third indirect cost is my purchasing management organization. Whether my purchasing staff can optimize is actually whether they can optimize its overall purchasing management system under the digital purchasing mode. This is the third issue that enterprises are concerned about to improve the efficiency of procurement.
So what I’ve talked about is that in the procurement process, in the execution of the procurement activities, these are some of the issues that companies are most concerned about.
So how do we solve this problem? We propose that the way out of the digital transformation of procurement in China is digitalization + e-commerce. Digitization can actually help enterprises improve the processing efficiency of each link. After the application of digital, its procurement from sourcing to supplier management to delivery to payment to checkout, the intermediate efficiency is definitely a great improvement compared with the traditional mode.
What is the second procurement digitization? He can solve the problem of our entire procurement process, which is not open and transparent. This is because in the traditional mode, our procurement cannot be traced. So after the app goes digital, all of his purchase data has been preserved.
The third is that digitalization is the basis of intelligence, and the future procurement will definitely shift to intelligent procurement and intelligent procurement. This is what we’re talking about digital is a trend throughout our sourcing.
The second argument is that we believe that e-commerce is a path choice for our digital transformation.
Because we believe that the society is progressing, the development process is actually a process of increasingly detailed division of labor, after which professional tasks can be handed over to non-professionals. P2P e-commerce has developed to a very mature stage, including some new Internet technologies, including big data, artificial intelligence, AI, etc. The application of this technology in the whole field of B2C e-commerce is relatively common. So we think that e-commerce can actually make them more enterprises, can quickly realize the digital transformation of its procurement.
So in this wave and background, how should we deal with the digital transformation of this matter? We held a conference on the Innovation and Development of China’s Public procurement in Nanjing before, when the experts we invited asked me a question about how to apply Internet + in the P2P field and how to understand Internet +. But to be honest, this question is a relatively big problem, but I still gave him a solution from the practice of Su Ning in this aspect.
This year, Suning put forward a strategy, that is, to build intelligent retail scene CPU, which has a keyword called scene. That is, we apply Internet Plus to the whole retail business, including public procurement. That is to say, how can we use big data, artificial intelligence, blockchain and other very advanced Internet technologies to enable procurement scenarios? Scene enablement is one of the tools that we need to be able to use in the digital wave that many of us are facing.
Then, in the scenario enabling mode, we should first sort out the scenarios.
We need to know what is the corresponding procurement demand catalog for each wealth scenario of each enterprise, what is the procurement mode and characteristics of each scenario, and what are the rules and systems for the overall budget management of the enterprise, including expenditure management. What department is its purchasing management department? What department is its purchasing executive department? We need to know this information. Only after knowing this information, can you understand this scene, can you deeply understand this scene.
After sorting out the scene, we can carry out some scenario-based empowerment, including platform empowerment. There are many enterprises may directly adopt some digital procurement platforms, so how do we do a deep integration with the platform of such enterprises? This is one way. Some enterprises think digital transformation is good, but they purchase well, they have no plan for such transformation, they only need a platform, so how can I help them to provide such a procurement platform in a relatively light way? This is platform empowerment.
The second is service enablement. How can we grasp that some very high-end logistics, after-sales, billing and settlement services created in the B2C field can be exported to enterprises and users? This is what we are talking about service enablement.
Another is data empowerment. We can develop more industry data and market data for enterprises.
Finally, supply chain enablement, that is to help enterprises to reconstruct their own supply chain management system, from source management to supplier management to delivery management to billing management to settlement management, we reconstruct the whole process. That’s one of the things we’ve been talking about is our understanding of the trend of digital transformation.
So how does Suning do under this trend?
After four to five years of continuous exploration and iteration, we have launched Suning e-Cai Cloud solution. Here is the framework of our Suning e-cai cloud solution. There are four parts to this solution.
The first is the scene. We divide all the purchasing scenes of the enterprise into six categories, which are the procurement of administrative office materials, supporting materials, marketing gift, labor welfare, MRO and points exchange. For these six procurement, we adopt many ways to build a purchasing mall for our enterprise and embed it into their system. Including the field like Suning, it is actually the traditional application, it is mainly to solve the enterprise’s employee welfare procurement, including some gift procurement, including enterprise points exchange, mainly to solve these scenarios.
In addition to the six scenarios just mentioned, we also have the support of the back end to improve the corresponding efficiency of all the personalized needs put forward by customers. We have specially built an intelligent terminal system, including credit management platform, invoice platform, intelligent gift selection platform, investment platform and so on, in order to improve the corresponding efficiency of the overall model. We built an intelligent terminal system. In the background, we also set up a customized logistics link for enterprises, and provide enterprises with supply chain finance services through our team. We can also develop more data for enterprises, including some industry data, including some market data.
Finally, I would like to highlight our cooperation project with Ariba.
Ariba is an American company. It was acquired by SAT in 2014. In the second half of 2018, our chairman signed a strategic cooperation agreement with the senior management of SAT.
How do we cooperate with Ariba at present? Ariba entered China in 2016. It will refer to some American models and choose a large e-commerce platform as its exclusive partner for Ariba module. At present, Suning is the exclusive partner of Ariba module, and the two systems have been fully developed.
How do we understand the Suning and Ariba cooperation project? The cooperation between Suning and Ariba is actually the cooperation of digitalization and e-commerce. What service is Ariba? He provides procurement cloud platform services for enterprises, and he is only responsible for helping enterprises build digital procurement platforms. As a supplier on this platform, Suning can quickly solve some users’ purchasing needs. In addition, we understand that the service model is actually a platform, in fact it is a platform + service model.
Let’s talk about digital procurement in China, which is in its infancy.
Let me give you some statistics. How big is the market share of China’s public procurement? China’s public procurement market share is 38 trillion yuan. In 2018, how much of the 38 trillion yuan was purchased by e-commerce? It’s less than 10%. It’s 380 billion. That’s our number. But you know, in foreign countries like the United States, we are talking about how many of the world’s top 2,000 enterprises have online digital procurement platforms?
Take Ariba as an example. Through our communication with Ariba, Ariba revealed to us a data that 70% to 75% of the users of the world’s top 2000 enterprises have used the procurement platform Ariba, so the annual transaction scale of Ariba procurement platform has reached 2.1 trillion dollars, which has reached such a large scale. What is the concept of scale? That’s twice as big as Alibaba, Amazon and ebay combined.
Through this data, we can see that China’s transition from public procurement to enterprise procurement is just a beginning stage.
But now we also see a good trend, a lot of public procurement they are also studying, public procurement institutions including many enterprises are also studying how to purchase, including the financial sector I just mentioned, the vast majority of customers have already launched this procurement platform. So that’s what we’re talking about in terms of the digital transformation we’re talking about right now.
Finally, I would like to end my sharing today with a sentence, because our chairman once said, “concentric circle”. Suning is not only engaged in retail, but also has eight industries. What is the relationship between the eight industries and retail? What is the relationship between other industries and Suning Tesco? We always ensure that our retail business is our core. Other sectors such as logistics, technology and so on are developed on the basis of Suning Tesco, and then they feed back to Suning.
So what have we done at Suning Tesco? We export the eight industries that we can integrate to the users through Suning Tesco, and empower the C-end users and B-end users through scene solutions or some platforms of scene.
Thank you very much.
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