《诗经》有云:“迨天之未阴雨，彻彼桑土，绸缪牖户。”这句话可以理解为：商场如战场，更如逆水行舟，经历越久，挑战越大，这也就意味着要不断保持着自我创新和变革的精神，由此才能做到“未雨绸缪”，并始终在市场中立于不败之地。
深圳市艾比森光电股份有限公司（以下简称艾比森），就是这样一家敢于创新，勇于创新的公司。可以看到，从2001年成立伊始，艾比森通过18年的专注发展，跃升成为了全球领先的至真LED显示应用与服务提供商，真正实现了由小变大，再由大变强的巨大转变。
而在数字化、智能化已成大势所趋的今天，艾比森又开启了新一轮的自我变革与创新，并从2015年开始与SAP达成战略合作，先后引进ERP、MES、Concur、FSM、BPC等多款系统，踏上了数字化转型的新征途。
值得一提的是，在日前由清华大学全球产业研究院、《哈佛商业评论》中文版、思爱普SAP（中国）有限公司三方联合主办的“2019鼎革奖——中国数字化转型先锋榜”中，艾比森也凭借数字化转型的成功探索与实践，入选了“2019中国数字化转型新锐榜”，艾比森副总裁丁崇彬也荣获“2019中国数字化转型先锋人物”。
从这个角度来看，艾比森通过全方位的数字化转型与升级，不仅实现了公司新一轮的成长和进阶，同时更极大的提升了自身在行业中的领先优势，可以说为中国LED显示行业乃至中国制造业数字化转型升级树立了一个“新标杆”，无疑也就有了更多解读的价值和意义。
一、艾比森的“行与思”
作为LED显示行业的传奇公司之一，艾比森曾创下10年销售额增长100倍的纪录，并率先在行业内突破10亿大关，达成了六个“第一”——显示屏行业销售第一、行业出口第一、显示屏行业利润第一、行业现金流第一和行业周转率第一。
目前，艾比森LED显示产品更是远销海外120多个国家和地区，成功实施了30000多个应用实例，并广泛应用于美国NBA球赛、世俱杯、欧洲杯、总统新闻发布会、高档购物商场、奢侈品牌专卖店、国家电视台等领域。
但是，随着公司业绩的快速增长及市场占有率的不断提升，如何在未来的市场中持续保持竞争优势，也就成为了艾比森不断思考的重要课题。在丁崇彬看来，这种挑战主要集中在两大方面：
一方面，从外部竞争看，过去十几年LED显示行业的高速增长，背后最大的驱动力来自于技术进步导致的LED显示产品价格的大幅下降，这让整个行业享受了很长一段时间的红利期，但从长远的发展看，整个行业慢慢还是会走到去拼“性价比”的老路上。
那么，如何才能在这样的“红海”市场中生存并持续保持核心的竞争力呢？丁崇彬认为，关键就在于要比对手的反应速度更快，能在较短的时间内为客户提供标准的“高性价比”产品，同时在标准化产品的基础上，还要通过对供应链的优化和升级，以及通过智能制造的落地实现最大限度的定制化生产，由此更好的满足终端客户的需求。
另一方面，从内部变革看，艾比森经过十多年的高速发展，公司的治理及管理方式同样需要保持“与时俱进”，所以对制度、流程和风险的管理要求也被提升到了一个全新的高度。更为重要的是，要实现上述目标，这就需要通过继续强化公司的数字化能力，让数字化成为公司实现转型升级的重要途径和手段。
丁崇彬表示，艾比森每一个阶段的数字化转型工作都是基于公司未来发展需求所制定的。比如，最初的阶段，就是为了解决效率的问题，公司内部很多系统的建设，也是以提升效率为重点来展开的；随后，艾比森又进入到了“卓越运营”的第二阶段，核心是为了企业的健康发展；而在今年，艾比森正式开启了“以客户为中心”的流程型组织建设，希望对管理进行“脱胎换骨”的变革，而这也标志着艾比森进入到了数字化转型的第三阶段。
“今年我们提出了‘以客户为中心’的流程型组织建设，因此未来客户价值如何在艾比森的每一个流程当中体现出来，同时流程又如何更好的融入到系统之中，都是我思考和关注最多的问题。”他说。
由此可见，作为LED显示行业的领导者，艾比森不但对整个行业的发展有着深入的洞察和预判，同时对自身的数字化转型需求也有着极为清晰的认知和前瞻性。也正因为如此，艾比森早在2015年就与SAP达成了战略合作，并先后引进后者的ERP、MES、Concur、FSM、BPC等多款系统和应用模块，走向了新一轮数字化转型的旅程之中。
二、数字化转型“蜕变记”
当然，回忆起当初和SAP“结缘”时，丁崇彬告诉我，艾比森在2015年时已基本形成了一个多组织的模式，因此公司在ERP系统立项之初，也广泛接触和考察了国内和国外的软件平台，但当时国内的软件无法满足多组织ERP管控平台的需求，而国外的某品牌尽管也宣称能够最大程度的实现软件的灵活定制化，但当时却并不符合公司的需求。
“我们引入ERP很大程度上，是希望引入它的管理思想和管理理念，如果在这个方面帮不到公司的话，那就相当于完全自建，这就失去了建设ERP的意义，所以我们在权衡之后做出的决定就是选择SAP。”他说。
据介绍，艾比森在2015年实施了SAP ERP系统，公司基本掌握了从经营、运作、计划、决策等各方面信息资源，实现了业财一体化的框架体系，构建了扁平化、流程化的部门管理与协作模式。
自此之后，基于SAP ERP构筑的坚实的平台，艾比森开始了“马不停蹄”的系统建设。2018年艾比森在面临提升全球化大屏市场服务体系的客户体验要求时，又率先采用了SAP FSM服务云系统，成为国内第一个SAP FSM成功上线客户。
在差旅管理费用支出优化和合规方面，艾比森同样也采用了SAP CONCUR全球费用报销及管理系统，通过不到半年的线上操作，在磨合流程运转惯性与系统功能设定之后，艾比森在费用管理方面已经实现了30%以上的流程提效，并且流畅简洁的页面设计和流程设定，也很快得到内部员工的认可。
在智能制造方面，艾比森积极学习工业4.0，在生产制造领域采用了SAP MES系统，实现了信息流和设备数据的采集及打通，为进一步实现智能制造打下了坚实的基础，并成为SAP MES的的标杆客户。
在集团化管控方面，今年艾比森也计划进一步完成集团化财务管控的优化，并将运用BPC实现精细化的区域化及产品成本的优化管控，为公司实现进一步区域化深度发展提供可指导的准确运营数据。
可以看到，通过和SAP全方位的合作，艾比森实现了数字化转型的蜕变升级，同时还得以将很多的想法和革新管理付诸了实施，其中最为明显的作用就表现在效率的提升上。丁崇彬说：“这个效率是不是某一方面或者某个流程上，而是企业整体效率的提升，最直接的结果就是艾比森的周转率是同行的3倍，对艾比森来说这就是企业健康经营的重要体现。”
当然，更让丁崇彬激动的是，预计到2020年中旬，艾比森就真正进入到数字化2.0的全新阶段，这个阶段艾比森不仅希望整个企业能够在数字化的交通工具实现高速跑，同时也能在任何一个业务领域和流程中，通过一个单一的数据，就能洞察到企业业务中经营的全貌，最终能够发挥出数据更大的价值和作用。
三、借鉴和参考“新价值”
毫无疑问，经过4年时间的持续不断的投入，艾比森逐步实现了从生产制造型向生产服务型的转变，更形成了“技术+管理+服务”三位一体的新能力，这为艾比森走向“以客户为中心”的流程型组织建设奠定了坚实的基础，同时也在整个光电行业的数字化转型中起到了极佳的落地示范作用和标杆效应，更带来了很多借鉴和参考的价值。
首先，是数字化转型乃“一把手工程”，需要一把手有“高瞻远瞩”的视野和格局，只有领导人坚定不移的推动数字化转型，整个公司才会实现更大的发展。
对此，丁崇彬表示：“作为民营企业，企业最高领导人的态度决定一切。艾比森创始人、董事长丁彦辉就非常支持公司的数字化转型，每次任何一个大项目出来，他肯定都会帮你站台，出了任何问题到他那里，也一概是支持的，而这一切也源于艾比森的‘至真’务实的企业文化，这让我们把数字化转型推进到了公司的每一个环节，真正发挥了技术创新的价值。”
其次，是企业还应有一个数字化转型的完整思考，从战略、组织一直到运营，从前端到后端，从客户端到运营端，提升其竞争力，基于全方位的数字化战略，再去抓住一些关键的核心环节去做打造，才能实现数字化转型的成功。
正如丁崇彬所言：“作为成长型企业，如果前期不做好规划，贸然上系统是一件很糟糕的事情。因此，一定要充分结合企业的行业特点、组织架构、管控需求以及端到端的业务流程来做统筹的考虑，才能支撑企业全方位数字化转型。”
最后，是企业数字化转型的机遇与风险并存，因此要减少风险的发生，就必须选择一个合适的合作伙伴，双方通过共同合作，才能寻找出一条切实符合自身需求的数字化转型之路。
丁崇彬说，艾比森过去几年之所以和SAP保持了长期的合作关系，关键的原因：一是从系统建设角度看，相比其他公司，SAP技术和平台的框架都比较全，可以让企业节省很多的集成成本，让数字化转型变得更加高效；二是，随着数字化转型的深入，艾比森未来可能没有可参考和借鉴的模板，而对艾比森未来业务的扩展和后续业务发展的问题，SAP也会给予持续的支持，同样这也能够降低和减少公司未来数字化转型可能遭遇的风险。
全文总结，自去年开始，国家就提出了要更加重视发展实体经济，把新一代信息技术、高端装备制造、绿色低碳、生物医药、数字经济、新材料、海洋经济等战略性新兴产业发展作为重中之重，构筑产业体系新支柱。
而在这个过程中，作为LED显示行业中的创新成长型企业，艾比森通过和SAP紧密的合作，完成了自身数字化转型的成功实践，充分证明了借助数字化转型的新工具与新技术，可以实现数字化转型的蜕变和升级，而这也将是中国制造走向“中国智造”中必不可少的一步，更是最为关键的一步。
翻译
“The Book of Songs” has a cloud: “Before the world is cold and rain, you have no trouble but your home.” This saying can be understood as: shopping malls are like battlefields, but also like boats against the current. The longer the experience, the greater the challenge, which means to keep the spirit of self-innovation and change, so as to “prepare for a rainy day”, and always remain invincible in the market.
Shenzhen Abison Optoelectronics Co., LTD. (hereinafter referred to as Abison) is such a company that dares to innovate and innovate. It can be seen that since its establishment in 2001, Abison has become the world’s leading LED display application and service provider through 18 years of dedicated development, truly realizing the great transformation from small to large, and then from large to strong.
Now that digitalization and intellectualization have become the general trend, Abison has started a new round of self-transformation and innovation.
Since 2015, Abison has reached strategic cooperation with SAP, successively introduced ERP, MES, Concur, FSM, BPC and other systems, and embarked on a new journey of digital transformation.
It is worth mentioning that in the “2019 Innovation Award — China’s Digital Transformation Pioneer List” co-sponsored by Tsinghua University’s Institute of Global Industry, Harvard Business Review China and SAP (China) Co., LTD., Abison was also selected in the “2019 China’s Digital Transformation New Top List” for its successful exploration and practice of digital transformation. Ding Chongbin, vice president of Abison, was also honored as “2019 China Digital Transformation Pioneer”.
From this point of view, through all-round digital transformation and upgrading, Abison has not only realized a new round of growth and advancement of the company, but also greatly improved its own leading edge in the industry. It can be said that it has set up a “new benchmark” for the digital transformation and upgrading of China’s LED display industry and even China’s manufacturing industry, and undoubtedly has more value and significance for interpretation.
1. Abison’s “Doing and Thinking”
As one of the legendary companies in the LED display industry, Abison has set a record of 100 times sales growth in 10 years, and was the first to break through the 1 billion mark in the industry, and achieved six “firsts” — the display industry sales first, the industry export first, the display industry profit first, the industry cash flow first and the industry turnover first.
At present, Abison LED display products are exported to more than 120 countries and regions overseas, and successfully implemented more than 30,000 application examples, and widely used in the United States NBA games, World Club Cup, European Cup, presidential press conferences, high-end shopping malls, luxury brand stores, national television and other fields.
However, with the rapid growth of the company’s performance and the continuous improvement of market share, how to continue to maintain competitive advantages in the future market has become an important topic of Abison’s continuous thinking. According to Ding Chongbin, the challenges are mainly focused on two aspects:
On the one hand, from the perspective of external competition, the biggest driving force behind the rapid growth of LED display industry in the past decade is the sharp decline in the price of LED display products caused by technological progress, which has allowed the whole industry to enjoy a long period of dividend. However, from the perspective of long-term development, the whole industry will gradually come to the old road of “cost-performance ratio”.
So, how to survive in this “Red Sea” market and maintain core competitiveness?
Ding Chongbin believes that the key is to respond faster than rivals, to provide customers with standard “cost-effective” products in a short period of time. At the same time, on the basis of standardized products, through the optimization and upgrading of the supply chain, and through the implementation of intelligent manufacturing to achieve maximum customized production, so as to better meet the needs of end customers.
On the other hand, from the perspective of internal reform, after more than 10 years of rapid development, the company’s governance and management mode also needs to keep up with The Times, so the management requirements of system, process and risk have been raised to a new height. More importantly, in order to achieve the above goals, it is necessary to continue to strengthen the company’s digital ability, so that digital becomes an important way and means to achieve transformation and upgrading of the company.
Ding Chongbin said that each stage of the digital transformation work is based on the company’s future development needs.
For example, in the initial stage, in order to solve the problem of efficiency, the construction of many systems within the company is also focused on improving efficiency. Later, Abison entered the second phase of “Operational excellence”, which focused on the healthy development of the business; And this year, Abison officially started the “customer-centric” process organization construction, hoping to “transform” the management, and this also marks the third stage of the digital transformation of Abison.
“This year, we put forward the process organization construction of ‘customer-centered’, so how to reflect the future customer value in every process of Abison, and how to better integrate the process into the system, are the problems I think and pay attention to the most.” ‘he said.
It can be seen that as a leader in the LED display industry, Abison not only has a deep insight and prediction of the development of the entire industry, but also has a very clear cognition and foresight of its own digital transformation needs. Because of this, Abison reached strategic cooperation with SAP as early as 2015, and successively introduced the latter’s ERP, MES, Concur, FSM, BPC and other systems and application modules, and embarked on a new round of digital transformation.
2. Digital transformation “Metamorphosis”
Of course, recalling the initial relationship with SAP, Ding Chongbin told me that Abison had basically formed a multi-organization model in 2015. Therefore, at the beginning of the ERP system project, the company also extensively contacted and investigated domestic and foreign software platforms, but the domestic software at that time could not meet the needs of multi-organization ERP management and control platform. Although a foreign brand also claimed to be able to maximize the flexibility of software customization, but at that time, it did not meet the needs of the company.
“To a large extent, we introduced ERP in the hope of introducing its management ideas and concepts. If we could not help the company in this aspect, it would be equivalent to completely self-building, which would lose the meaning of ERP construction. So we made a decision to choose SAP after weighing.” ‘he said.
According to the introduction, Abison implemented SAP ERP system in 2015, the company basically mastered the information resources from the management, operation, planning, decision-making and other aspects, realized the framework system of industry and finance integration, and built a flat, process-based department management and cooperation model.
Since then, based on the solid platform built by SAP ERP, Abison began to “non-stop” system construction.
In 2018, when faced with the customer experience requirement of improving the service system in the global large-screen market, Abison took the lead in adopting the SAP FSM service cloud system and became the first SAP FSM customer in China to successfully go online.
In terms of travel management expense optimization and compliance, Abison also adopts SAP CONCUR global expense reimbursement and management system. After less than half a year of online operation, Abison has achieved more than 30% process efficiency improvement in expense management after the running-in process inertia and system function setting. Moreover, the smooth and simple page design and process setting were quickly recognized by the internal staff.
In terms of intelligent manufacturing, Abison actively learns from industry 4.0, adopts SAP MES system in the field of production and manufacturing, realizes the collection and integration of information flow and equipment data, lays a solid foundation for the further realization of intelligent manufacturing, and becomes the benchmark customer of SAP MES.
In terms of group management and control, Abison plans to further complete the optimization of group financial management and control this year. And will use BPC to achieve refined regionalization and optimized product cost management and control. So as to provide accurate operating data that can guide the company to achieve further in-depth development of regionalization.
As you can see, through the comprehensive cooperation with SAP, Abison has realized the transformation and upgrading of digital transformation, while also being able to implement many ideas and innovative management.
It can be seen that through all-round cooperation with SAP, Abison has realized the transformation and upgrading of digital transformation. And at the same time has been able to put many ideas and innovative management into practice. Among which the most obvious role is shown in the improvement of efficiency. Ding Chongbin said, “The efficiency is not a certain aspect or a certain process. But the improvement of the overall efficiency of the enterprise. The most direct result is that the turnover rate of Abison is 3 times that of the peers. For Abison, this is an important reflection of the healthy operation of the enterprise.”
Of course, what makes Ding Chongbin more excited is that it is expected that by the middle of 2020, Abison will truly enter the new stage of digital 2.0. In this stage, Abison not only hopes that the whole enterprise can realize high-speed running in the digital transportation. But also can use a single data in any business field and process. You can gain insight into the overall picture of the operation of the enterprise business. And ultimately play a greater value and role of the data.
3. Learn from and refer to “new values”
There is no doubt that after four years of continuous investment. Abison gradually realized the transformation from manufacturing to production and service. And formed a trinity of new capabilities of “technology + management + service”. Which laid a solid foundation for Abison to build a “customer-centric” process organization. At the same time, it also plays an excellent landing demonstration role and benchmarking effect in the digital transformation of the entire photoelectric industry. And brings a lot of reference and reference value.
First of all, digital transformation is a “leader project”
First of all, digital transformation is a “leader project”, which requires the leader to have a “forward-looking” vision and pattern. Only when leaders unswervingly promote digital transformation, can the whole company achieve greater development.
“As a private company, the attitude of the company’s top leaders is everything,” he said. Ding Yanhui, founder and chairman of Abison, is very supportive of the company’s digital transformation. Every time a big project comes out, he will definitely help you. And he will also support any problem to him. All this also comes from the “true” pragmatic corporate culture of Abison. Which enables us to push the digital transformation into every link of the company. It really brings out the value of technological innovation.”
Secondly, the enterprise should also have a complete thinking of digital transformation
Secondly, the enterprise should also have a complete thinking of digital transformation, from strategy, organization to operation, from front end to back end, from client end to operation end, improve its competitiveness, based on the comprehensive digital strategy. And then to grasp some key core links to build, to achieve the success of digital transformation.
As Ding Chongbin said: “As a growing enterprise, if you don’t plan well in the early stage. It is a very bad thing to rush into the system. Therefore, it is necessary to fully combine the industry characteristics, organizational structure. Control needs and end-to-end business process to make overall consideration, in order to support the all-round digital transformation of enterprises.”
Finally, opportunities and risks coexist in enterprise digital transformation.
Finally, opportunities and risks coexist in enterprise digital transformation. Therefore, to reduce the occurrence of risks, it is necessary to choose a suitable partner. Only through joint cooperation can both sides find a road of digital transformation that meets their own needs.
Ding Chongbin said that the key reasons why Abison has maintained a long-term cooperative relationship with SAP in the past few years are as follows:. First, from the perspective of system construction, compared with other companies, SAP technology and platform framework are more complete. Which can enable enterprises to save a lot of integration costs and make digital transformation more efficient. Second, with the deepening of digital transformation, Abison may not have a template for reference in the future. And SAP will provide continuous support for Abison’s future business expansion and subsequent business development. It can also reduce and reduce the company’s future risks in digital transformation.
Since last year, the country has proposed to pay more attention to the development of the real economy. The development of the new generation of information technology, high-end equipment manufacturing, green and low-carbon, biomedicine, digital economy, new materials. Marine economy and other strategic emerging industries as the top priority, to build a new pillar of the industrial system.
In this process, as an innovative and growing enterprise in the LED display industry. Abison completed its own successful practice of digital transformation through close cooperation with SAP. Fully proving that the transformation and upgrading of digital transformation can be achieved with the help of new tools and technologies of digital transformation. And this will also be an essential step toward “made in China”, but also the most critical step.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源：科技观察；编辑/翻译：数字化转型网八九四。
免责声明: 本网站(http://www.szhzxw.cn/)内容主要来自原创、合作媒体供稿和第三方投稿，凡在本网站出现的信息，均仅供参考。本网站将尽力确保所提供信息的准确性及可靠性，但不保证有关资料的准确性及可靠性，读者在使用前请进一步核实，并对任何自主决定的行为负责。本网站对有关资料所引致的错误、不确或遗漏，概不负任何法律责任。
本网站刊载的所有内容(包括但不仅限文字、图片、LOGO、音频、视频、软件、程序等) 版权归原作者所有。任何单位或个人认为本网站中的内容可能涉嫌侵犯其知识产权或存在不实内容时，请及时通知本站，予以删除。
