数字化转型本质上是促进业务升级，推动业务、管理和商业模式变革重构，以实现产品和服务提质、提效，形成竞争优势。然而，面对数据采集难、数据流打通难、数据价值挖掘难、智能化设计开发难、项目建设周期长费用高、统一认识不足等一座座“大山”，企业如何走好数字化转型之路？
数字经济时代，制造企业实施数字化转型已成为时代趋势。这既是对国家战略的贯彻落实，也是企业自身发展的主观需要。作为企业管理者，实施数字化转型，将面临从思想到行动的一系列变革，仍然挑战重重。中国数字化转型网www.szhzxw.cn
近日，华为轮值董事长、CFO孟晚舟在华为第20届全球分析师大会上表达了对数字化转型的思考。她表示，数字化转型，战略驱动是根本。成功的数字化转型都是由战略驱动，而非技术驱动。
但就目前来看，我国大多数中小型制造企业的数字化转型没有持续改进的战略规划。工业和信息化部原副部长、北京大学兼职教授杨学山在公开演讲时指出，中小企业做得更多的是实施一个个具体项目。例如换装备，提升装备数字化能力或提升生产工艺，来提升效率，但却缺乏对每个项目成本效益的具体考量。杨学山建议，中小企业数字化转型一定要考虑成本效益，要把企业家思维和数字化转型专家思维这两条主线的中间线想清楚。企业负责人一定要掌握数字化转型的主导权。
《工业基因的数字化演进》一书作者郭朝晖认为，数字化转型可分为五个层次：第一个层次是购买或利用数字化工具；第二个层次是自主开发数字化软件（如工业APP）；第三个层次是通过促进多方协同、资源共享、知识复用，实现降本、增效、提质，本质上是优化现有业务；第四个层次是带来新业务、新市场的生产方式变革；第五个层次是开创性的生产或商业模式。中国数字化转型网www.szhzxw.cn
在五个层次中，前两个层次是技术人员能够解决的技术或战术问题，后三个层次则需要企业家来主导或决策。尤其是最后两个层次，属于典型的战略驱动。数字化转型要向更广范围、更高层次、更深程度迈进才有价值，是绝对的一把手工程。但不同企业面临的实际问题各不相同，必须实事求是，根据实际情况，立足企业自身基础条件、发展目标，作出对的实施决策。
罗克韦尔自动化（中国）有限公司大中华区总裁石安表示，在产能严重过剩和同质化竞争激烈的情况下，破局之道应该是快速创造新需求，并将新需求所衍生的产业链再进行内外部的快速重组，从而加速落地的进程。在这一过程中，需要通过跨界创新的思维来推动产业规模化升级、绿色转型。
《中国信息化周报》通过采访众多制造企业CIO，了解CIO视角下对企业数字化转型的思考与行动，以及他们在不确定环境下，如何对企业管理、生产、经营的既有思维秩序进行重构，从而为制造业实施数字化转型战略提供有效建议。中国数字化转型网www.szhzxw.cn
一、数字化转型需要技术与业务有“融”有“合”
新华三集团副总裁、首席信息官谌平表示，数字技术发展到现在，带来的最大效益就是可以让企业同时兼顾发展的质量与速度。因为通过数字技术的应用，能够实现对企业资源的精细化管理，使得企业在保持高速发展并快速适应外界环境的同时，能够追求更好的发展质量，这是数字技术发展的大趋势。“企业希望通过数字化转型解决什么样的问题？数字化转型是降本增效的主要手段，也就是说在数字化转型的过程中技术与业务并不是割裂的，而是结合在一起的。”谌平说道。
技术与业务的融合是培育企业数字化能力的关键。数字化能力并不单指技术能力，更是一种业务能力。因此，企业数字化能力的打造必然需要业务和技术的深度融合。
龙湖集团数字科技引擎总经理、龙智数科CEO李博表示，数字化转型一定要经历从信息化到数字化，再到智能化的过程。信息化阶段的业务模式应基于流程驱动，而不是以往行政命令领导的形式。与此同时，这一阶段还应该通过主数据平台的建设打破信息孤岛，实现资产、资金、资源的全周期线上化闭环管理；数字化阶段，业务模式应基于场景驱动，并注重提升协同链接、数字孪生，以及用户体验等方面的能力；智能化阶段，业务模式应基于算法驱动，需要打造覆盖全业务场景的AI能力。
龙湖集团对于数字化转型的定位———“要做传统行业里的未来企业”。在这样的定位和初心下，龙湖集团成立了数科智能引擎，致力于成为驱动集团数字化转型的创新引擎。“对于龙湖集团这样一个传统偏线下的企业来讲，数字化转型首先要做的是线下到线上物联网智慧空间的改造。为此，需要围绕特定业务建立起覆盖整个集团的数字孪生平台，通过将智慧空间的改造与数字化运营平台的连接，创造出更多的应用场景。”李博如此说道。中国数字化转型网www.szhzxw.cn
中联重科集团中科云谷副总经理杨辉表示，如今，中联重科整个制造平台已经融入了大量的人工智能应用。在供应链方面，搭建起了全球一张网的供应链网络，实现了一站式的供应链，一盘货的仓储以及一体化的物流。在营销方面，以业务目标为驱动，通过人工智能和大数据技术应用提升了营销自动化能力，目前企业的订单自动评审率已经超过40%。
制造业的数字化转型，其实是由基础设施的数字化升级和业务流程的改造与重塑两部分组成，本质是要解决业务问题，而关键元素就是业务场景，只有将数字化融入制造业的细分场景，才能创造真正的业务价值。
从广东拓斯达科技股份有限公司（以下简称“拓斯达”）的数字化转型实践来看，随着企业规模的壮大和客户数量的增多，在运营管理方面不免会出现组织效率降低、运营成本上升、客户满意度下降等问题。为此，拓斯达致力于通过组织架构升级和流程建设，构建高效、协同的运营管理体系，促进整体效率和竞争力的提升。中国数字化转型网www.szhzxw.cn
基于此，拓斯达从2019年起开始了流程管理建设工作：一是运营流程建设，实现了集成产品开发（IPD）、线索到回款（LTC）、问题到解决（ITR）的一体化管理；二是使能流程建设，主要聚焦战略规划与执行、交付项目管理和集成供应链管理（ISC）等；三是支持流程建设，包含财务管理、人力资源管理、管理质量与体系认证、业务支持管理等。拓斯达信息化负责人钟名亮表示，从目前实施的情况来看，通过全链条运营管理体系的建设，拓斯达实现了效率提升、客户需求的快速响应、运营成本降低等目标。
二、智能技术助力打造柔性供应链
虽然供应链看起来只有几个简单的环节，但落实到基础工作就有许多的环节，如客户管理、预测订单、计算物料需求、采购、备库存、排生产计划、安排订单、安排物流、供应商管理、支付管理、收账管理等。如何消除链条长、反应慢、库存高的传统弊端，建立起高效的供应链体系？
全球新一轮科技革命与产业变革叠加，产业链供应链韧性和安全水平的提升，关乎企业发展的命脉。数字化技术与供应链管理深度融合，成为企业构建高质量供应链的必然之路。IDC调研显示，绝大多数的受访企业对智能供应链计划持肯定态度。其中，41%的企业认为智能供应链计划能得出全局最优解，另有53%企业认可智能供应链计划是未来的显著趋势。中国数字化转型网www.szhzxw.cn
2021年，东方雨虹启动数字化转型，对生产经营各环节的流程和数据标准进行全面的梳理。其中，车间智能排产APS是东方雨虹新一轮数字化转型升级的重要一环。
为适应业务的高速发展，系统解决产销协同机制不健全、订单质量差、数据不共享、关键业务依赖人工线下开展、准确性低等问题，东方雨虹苦练数字化“内功”，并与美云智数深入展开了“建材行业数字柔性供应链变革项目”建设合作。中国数字化转型网www.szhzxw.cn
从产销规划、订单协同、生产排程、库存优化等方面入手，双方基于实际业务痛点和转型建设要求，携手构建了东方雨虹产销协同平台。基于整体产销规划，在销售订单到达后由集团统一分配，并通过系统分单模型、定制排程算法指导生产交付及库存管理业务，动态调整确保供需平衡。
通过项目实施，东方雨虹改变了原有依赖人工系统外分单模式，将平均每单的效率提升至5秒之内，大大提升了分单效率，同时基于分单参数优化，使得订单交期更准确、分配更合理；借助排程算法，平衡生产计划，优化库存业务，提高生产效率，降低管理风险，进一步助力端到端流程打通，推动产销业务高效协同。中国数字化转型网www.szhzxw.cn
在全球供应链竞争中，企业需要不断拓展提高企业供应链效率和增强韧性的路径与方法。尽管供应链管理者能够制定优化服务和成本的战略，但当务之急是通过合适的技术获取并沉淀更多的数据，同时加强与合作伙伴和供应商的联系，提升掌控力和可视化能力。
对此，Infor大中国区及韩国商业咨询高级总监鹿崇表示，要想适应全球新常态并实现稳定的供应链运营，企业必须将新投资优先用于研发“第一公里”的技术，并维护与合作伙伴、服务供应商的关系。此外，还要重视提升企业供应链的透明度和协作能力。在鹿崇看来，未来几乎所有的供给、制造和运输决策都将面临越来越高的成本。因此，通过提高灵活性和供应链可见性来增强企业的应变能力至关重要。
鹿崇所指的“第一公里”供应链技术的关键优势就是能灵活追踪在途或已入库的货物，可以大幅提升供应链的灵活性和可见性。中国数字化转型网www.szhzxw.cn
据IBM咨询大中华区合伙人、供应链及财务转型服务总经理侯学明观察，近年来，在大环境持续动荡的情况下，企业在供应链管理方面的需求日益凸显：一是要求供应链的透明化。企业及其客户都希望从供应链的第一公里到最后一公里都具有全方位的透明度。二是供应链可预见。随着需求波动以及相关的供应商运营和物流中断加剧，企业正在运用AI和机器学习来支持需求管理和预测。三是供应链的弹性。风险是无法完全避免的，但企业需要具备在出现风险时能够协同供应链解决问题的弹性能力。四是对于供应链敏捷性的需求。一旦供应链保障出现问题或者客户需求出现比较大的波动，企业需要具备实时反馈、决策和采取行动的能力。
三、数字化营销始于数据驱动
随着消费升级加速来袭，客户的需求逐渐趋向个性化及多元化，他们更加看重产品背后的服务，因此优质的客户体验理所当然成为企业的又一核心竞争力。为提升客户体验，企业须借助先进的技术工具完成服务升级，并将其贯穿于与客户接触的整个生命周期，并在各个环节深化企业与客户的连接，进行精准营销和精细化运营，真正构建以客户为中心的“营销服”一体化体系。中国数字化转型网www.szhzxw.cn
纷享销客制造行业解决方案总经理王晓冬认为，制造行业数字化建设往往经历“从后向前”的过程。一开始可能先上一套生产管理系统，而随着市场的变化、竞争的加剧，企业会越发关注行业需求以及客户体验，会更加关注业务前端营销管理领域的数字化。而营销领域数字化的建设，又可以有效地帮助企业推动生产经营、业务运营以及企业内部组织管理等方面的变革。
然而，数字化营销系统的建设，绝不是原封不动地实现客户提出的各种需求，而是应该在真正了解需求背后原因的基础上，从业务视角综合评估这些需求给企业运营带来了什么样的变化，最终以实际目标为导向，构建企业所需的数字化营销系统。
面向市场，爱玛科技集团坚持“品牌+营销+市场”多维联动，以期实现经销商、终端门店的渠道全生命周期有效管理。在这一过程中，爱玛科技集团构建了营销数智化生态系统，借助“渠道云”“爱云销”“零售通”等SaaS产品打破渠道壁垒、赋能终端。截至目前，爱玛科技集团的经销商已经超过1900家、终端门店超过3万个。中国数字化转型网www.szhzxw.cn
如今，爱玛科技集团实现了运营数字化、经营决策智能化，打通了研、产、供、销全价值链，使得整体运营效率提升超过15%。依托大数据平台，集团经营管理由MTS（备货式生产）向MTO（订单式生产）模式转变，实现了100%的订单协同线上化，会员数近2000万，零售数据回流大于70%。
数字化转型能够使企业更快地适应市场变化，并跟上时代潮流，从而在市场竞争中获得优势。通过数据收集和分析，企业能够更好地了解客户需求和市场趋势，针对性地制定产品和营销策略。
“企业运营效率的提高主要依托销售预测的精准度和供应链的响应速度。通过CRM的商机预测，我们可以更精确地实现资源优化配置。在拓斯达，销售人员通过商机和业绩管理系统可以按周、月、季对商机数据进行盘点、评估、总结，相比以往的销售方式，更精确的数据结果，能够“指导”企业的前端和后端进行更精准的销售预测。在生产端，根据商机的产品数据和历史不同产品线商机类型的转化率，可以预测未来的销售情况，从而进行生产物料的储备。”拓斯达业务中台销售运营经理许鹏如此说道。
目前，通过应用CRM系统，拓斯达完成了服务接入、工单处理、服务评价、数据集成等全链条服务体系的打通，实现了销售、服务一体化管理，强化了以客户为中心的服务能力，是真正落实“快速响应、快速到达、快速处理、快速验收”服务标准的重要体现。中国数字化转型网www.szhzxw.cn
从效果上看，数字化营销有助于企业进行更有效的营销活动。此外，通过数字化营销，企业还可以更好地了解活动效果，从而更加精准地把握客户需求，提高投入产出比，提升品牌形象。
四、数字工厂是数字化转型的重要着力点
随着5G、云计算、大数据、人工智能等新技术的深入应用，数字化制造成为推动制造业发展质量、效率、动力提升的重要力量。作为智能制造的重要载体，数字工厂是制造业企业数字化转型的根基，能够助力企业更有效地匹配客户需求，降低生产成本，提高生产效率。
金川集团信息与自动化工程有限公司副总经理王兆刚表示，金川集团作为一家传统的有色金属制造企业，也紧跟数字化发展的趋势。从实践的角度来看，通过整体自动化、信息化和智能化技术的应用推动智能工厂建设，通过国内外生产基地以及国内不同生产基地之间的数据连接，实现生产管理和经营决策的辅助支撑，从而快速响应市场需求是金川集团数智化转型的重要方向。
镍闪速炉是金川集团多年前引进的国外先进熔炼炉，工艺控制复杂，自动化程度要求高。原有控制系统已“超龄服役”，长期超负荷运行，稳定性得不到有效保障，给安全生产带来很大隐患。
金川集团经过反复核实炉窑工艺参数、仪表参数和控制系统程序逻辑、计算公式，通过自主设计，重新构建了与闪速炉最新工艺流程高度匹配的新系统。新系统就像“大脑”，有效连接闪速炉各关键部位的传感仪器及电气设备，随时采集各工艺参数，传输至“大脑”，再经“大脑”加工运算，将生产操作指令准确传回“触角”，完成整个顶吹炉控制任务。中国数字化转型网www.szhzxw.cn
杨辉表示，中联重科“端到端”的数字化转型思路是颠覆旧的商业模式，建立新的商业模式，从而实现有效分配、有效地减少管理中间环节、有效降低经营成本，进而让公司管理变得透明、及时、精准，让公司的极致服务得以落地。
从2014年到现在，中联重科已经真正实现了从产供销服务到业财一体，再到产业上下游的全链路协同，真正成为一家基于数据和人工智能驱动发展的先进制造企业。
如今，中联重科依托5G、大数据、工业互联网、人工智能、区块链等新技术，持续突破工程机械智能制造的技术瓶颈，加速生产制造的智能化升级换代，积极开展智能产线、智能工厂、智慧园区建设，让企业智能制造走在了行业前面。中国数字化转型网www.szhzxw.cn
其中，中联智慧产业城是公司智能制造升级的核心。该项目布局300多条智能产线、600多项产线专利技术、8个国家级创新平台，建成后将成为全球规模最大、品种最全的工程机械综合产业基地。
以建成的中联智慧产业城土方机械园为例，通过智能排产、工业AI、数字孪生、工业互联网等前沿技术全面应用，挖掘机械制造实现了从备料到焊接、机加工、涂装、装配、调试全方位全流程智能化，平均每6分钟可以下线一台挖掘机，生产、运营效率得到了极大提升。
作为数字化解决方案领导者，新华三集团通过新一代信息技术与制造业的深度融合，在紫光股份智能工厂建立起全链条、高效协同、全生命周期的服务性制造模式，推动制造流程的重塑和变革，成为智能工厂建设的新标杆。中国数字化转型网www.szhzxw.cn
谌平表示，建设紫光股份智能工厂的目的，一方面是为客户提供更高质量、更灵活配置以及更快交付的产品；另一方面是为了充分展现新华三在制造行业的全面实践，让更多的客户知道新华三除了能提供软硬件产品，还能在整体平台及解决方案上为客户提供诸多助力。因此，紫光股份智能工厂的建设标准非常高。可以非常自信的说，该工厂目前是整个行业中自动化、智能化水平最高的工厂。
五、明确战略目标驱动智造转型
如今，越来越多的企业开始意识到数字化转型与智能制造升级的重要性，很多企业将其列为企业战略的重要组成部分，甚至列入企业中长期战略发展规划。
事实上，无论是数字化转型，还是智能制造升级，都不是传统的技术改造或现场改善，而是涵盖企业战略、管理、组织、运营等各个方面的全面转型升级，是一项需要自上而下逐级推进的复杂系统工程，且通常涵盖大量的创新实践，而这也意味着较大的实施风险。
石安表示，事实上，70%的数字化转型是失败的。“隔行如隔山”，从标准化程度更高的IT层进入到生产领域，不同行业甚至同一行业不同企业之间的需求都是不一样的，这就导致在产业领域里进行规模化复制是十分困难的。中国数字化转型网www.szhzxw.cn
近年来，企业数字化转型有三个明显趋势。第一，很多企业数字化转型已有成功经验，几乎每个行业都有标杆企业、灯塔工厂，能够提供示范和指引；第二，很多企业基于自身形成的数字化转型能力，开始对外输出赋能；第三，越来越多的企业管理者已经意识到，数字化转型不是任选项，而是必修课。
对企业而言，行动之前必须要明确驱动转型的战略目标。目前来看，企业数字化转型的动机主要有三个：一是实现降本增效；二是提升客户体验，创造客户价值；三是创造新的业务增长点。在转型过程中要关注几个要点：一是要改变认识、转变思维，否则数字化变革将很难推进；二是要确定方向、明确目标，更好地驱动数字化转型；三是要重构组织、调整架构，向柔性化组织转型。
翻译：
In essence, digital transformation is to promote business upgrading, promote business, management and business model reform and reconstruction, so as to achieve product and service quality and efficiency improvement, and form a competitive advantage. However, in the face of difficult data collection, difficult data flow, difficult data value mining, difficult intelligent design and development, long project construction cycle, high cost, lack of unified understanding and other “mountains”, how do enterprises take the road of digital transformation?中国数字化转型网www.szhzxw.cn
In the era of digital economy, the implementation of digital transformation by manufacturing enterprises has become a trend of The Times. This is not only the implementation of the national strategy, but also the subjective needs of the enterprise’s own development. As an enterprise manager, the implementation of digital transformation will face a series of changes from thought to action, and it is still challenging.
Recently, Meng Wanzhou, Huawei’s rotating chairman and CFO, expressed her thoughts on digital transformation at Huawei’s 20th Global Analysts Conference. She said that digital transformation, strategy-driven is fundamental. Successful digital transformations are driven by strategy, not technology.
However, at present, the digital transformation of most small and medium-sized manufacturing enterprises in China does not have a strategic plan for continuous improvement.
Yang Xueshan, former vice minister of the Ministry of Industry and Information Technology and an adjunct professor at Peking University, pointed out in a public speech that small and medium-sized enterprises do more to implement specific projects. For example, changing equipment, improving equipment digitization capabilities or upgrading production processes to improve efficiency, but there is a lack of specific consideration of the cost effectiveness of each project. Yang Xueshan suggested that smes must consider the cost effectiveness of digital transformation, and think clearly about the middle line of the two main lines of entrepreneurial thinking and digital transformation expert thinking. Business leaders must take the lead in digital transformation.中国数字化转型网www.szhzxw.cn
Guo Zhaohui, author of the book “Digital Evolution of Industrial Genes”, believes that digital transformation can be divided into five levels: the first level is to buy or use digital tools; The second level is the independent development of digital software (such as industrial APP); The third level is to achieve cost reduction, efficiency increase and quality improvement by promoting multi-party collaboration, resource sharing and knowledge reuse, which is essentially to optimize the existing business; The fourth level is to bring new business, new market changes in production mode; The fifth level is a groundbreaking production or business model.
Of the five levels,
Of the five levels, the first two are technical or tactical problems that technologists can solve, while the last three require entrepreneurs to take the lead or make decisions. The last two levels, in particular, are typically strategy-driven. Digital transformation to a wider range, a higher level, a deeper degree of value, is an absolute leader project. However, different enterprises face different practical problems, we must seek truth from facts, according to the actual situation, based on the enterprise’s own basic conditions, development goals, to make the right implementation decisions.
Rockwell Automation (China) Co., LTD. Greater China president Shi An said that in the case of serious overcapacity and fierce homogenization competition, the way to break the game should be to quickly create new demand, and the new demand derived from the industrial chain and then internal and external rapid restructuring, so as to accelerate the process of landing. In this process, it is necessary to promote large-scale industrial upgrading and green transformation through cross-border innovative thinking.中国数字化转型网www.szhzxw.cn
Through interviews with CIOs of many manufacturing enterprises, China Information Weekly understands CIO’s thinking and actions on enterprise digital transformation from the perspective of CIO, as well as how they reconstruct the existing thinking order of enterprise management, production and operation in an uncertain environment, so as to provide effective suggestions for the implementation of digital transformation strategies for manufacturing industries.
First, digital transformation requires technology and business “integration” and “integration”
Chen Ping, vice president and chief information officer of H3C Group, said the biggest benefit of digital technology development so far is that it can allow enterprises to take into account the quality and speed of development. Because through the application of digital technology, the fine management of enterprise resources can be achieved. So that enterprises can pursue better development quality while maintaining rapid development and quickly adapt to the external environment. Which is the general trend of the development of digital technology. “What problems do companies want to solve through digital transformation? Digital transformation is the primary means to reduce costs and increase efficiency, which means that in the process of digital transformation, technology and business are not separated, but joined together.” Chen Ping said.中国数字化转型网www.szhzxw.cn
The integration of technology and business is the key to cultivate the digital capability of enterprises.
Digital capability is not only a technical capability, but also a business capability. Therefore, the creation of enterprise digital capability inevitably requires the deep integration of business and technology.
Li Bo, general manager of digital technology engine of Longfor Group and CEO of Longzhi Digital Division. Said that digital transformation must go through the process from informatization to digitalization and then to intelligence. The business model in the informationization stage should be process-driven, rather than the previous form of executive command leadership. At the same time, this stage should also break the information island through the construction of the main data platform. And realize the full-cycle online closed-loop management of assets, funds and resources. In the digital phase, the business model should be scenario-driven and focus on enhancing capabilities in collaborative linking, digital twins, and user experience. In the intelligent stage, the business model should be algorithm-driven. And it is necessary to create AI capabilities that cover the whole business scenario.
Longfor Group’s positioning for digital transformation — “to be the future enterprise in the traditional industry”. Under such positioning and initial intention, Longfor Group established the digital Intelligence Engine. Which is committed to becoming the innovation engine driving the group’s digital transformation. “For Longfor Group, a traditional off-line enterprise. The first thing to do in digital transformation is to transform the offline to online Internet of Things smart space.” To do this, we need to build group-wide digital twin platforms around specific businesses and create more application scenarios by connecting the transformation of the smart space with the digital operating platform.” Lee Bo said.
Yang Hui, deputy general manager of Zoomlion Group Zhongke Yungu, said that today, the entire manufacturing platform of Zoomlion has integrated a large number of artificial intelligence applications.
In terms of supply chain, it has built a global supply chain network, realizing a one-stop supply chain. A cargo storage and integrated logistics. In marketing, driven by business goals, through the application of artificial intelligence and big data technology to enhance marketing automation capabilities. The current automatic review rate of enterprise orders has exceeded 40%.中国数字化转型网www.szhzxw.cn
The digital transformation of the manufacturing industry is actually composed of two parts:. The digital upgrade of infrastructure and the transformation and reshaping of business processes. The essence is to solve business problems, and the key element is the business scenario. Only by integrating digitalization into the subdivision scenario of the manufacturing industry can real business value be created.
From the perspective of the digital transformation practice of Guangdong Topstar Technology Co., LTD. (hereinafter referred to as “Topstar”), with the expansion of the scale of the enterprise and the increase of the number of customers. There will inevitably be problems such as reduced organizational efficiency, rising operating costs and declining customer satisfaction in operation management. To this end, Tostar is committed to building an efficient and collaborative operation management system through organizational structure upgrading and process construction to promote the overall efficiency and competitiveness.中国数字化转型网www.szhzxw.cn
Based on this, Tuostar has started the construction of process management since 2019.
First, the construction of operation process has realized the integrated management of integrated product development (IPD), lead to payment collection (LTC), and problem to solution (ITR). The second is enabling process construction, which focuses on strategic planning and execution, delivery project management and integrated supply chain management (ISC). The third is to support process construction, including financial management, human resource management, management quality and system certification, business support management, etc. Zhong Mingliang, head of Tuostar informatization, said that from the current implementation situation, through the construction of the whole chain operation management system, Tuostar has achieved efficiency improvement, rapid response to customer needs, and operating costs reduction.
Second, smart technology helps create a flexible supply chain
Although the supply chain seems to have only a few simple links. But the implementation of the basic work there are many links. Such as customer management, forecasting orders, calculation of material requirements, procurement, inventory, production planning, order arrangement, logistics arrangement, supplier management, payment management, collection management. How to eliminate the traditional disadvantages of long chain, slow response and high inventory, and establish an efficient supply chain system?中国数字化转型网www.szhzxw.cn
The global new round of scientific and technological revolution and industrial transformation superposition, industrial chain supply chain resilience and security level improvement, related to the lifeblood of enterprise development. The deep integration of digital technology and supply chain management has become an inevitable way for enterprises to build high-quality supply chains. IDC research shows that the vast majority of surveyed enterprises are positive about smart supply chain initiatives. Among them, 41% of enterprises believe that smart supply chain programs can produce global optimal solutions. And 53% of enterprises agree that smart supply chain programs are a significant trend in the future.
In 2021, Oriental Yuhong started digital transformation and comprehensively sorted out the processes and data standards of all aspects of production and operation.
Among them, workshop intelligent production APS is an important part of Oriental Yuhong’s new round of digital transformation and upgrading.中国数字化转型网www.szhzxw.cn
Meiqing APS
In order to adapt to the rapid development of the business, and systematically solve the problems of imperfect production and marketing coordination mechanism, poor order quality, non-sharing of data, reliance on manual offline development of key businesses, and low accuracy, Oriental Yuhong practiced digital “internal skills” and launched in-depth cooperation with Meiyun Intelligent Number in the construction of “digital flexible supply chain transformation project in Building materials Industry”.
Starting from the aspects of production and marketing planning, order coordination, production scheduling, inventory optimization, etc.. The two parties jointly built the production and marketing coordination platform of Oriental Yuhong based on the actual business pain points and transformation construction requirements. Based on the overall production and marketing planning, the group distributes the sales orders uniformly upon arrival. And guides the production, delivery and inventory management through the system suborder model and customized scheduling algorithm. And dynamically adjusts to ensure the balance of supply and demand.中国数字化转型网www.szhzxw.cn
Through the implementation of the project, Oriental Yuhong changed the original external order subdivision mode relying on manual system, improved the average efficiency of each order to within 5 seconds, greatly improved the efficiency of subdivision. Meanwhile, based on the optimization of subdivision parameters. The order delivery time was more accurate and the distribution was more reasonable. With the help of scheduling algorithm, balance production plan, optimize inventory business, improve production efficiency. Reduce management risks, further help the end-to-end process open up, and promote efficient collaboration of production and marketing business.
In the global supply chain competition, enterprises need to continuously expand the path and method to improve the efficiency and enhance the resilience of the enterprise supply chain.
While supply chain managers can develop strategies to optimize services and costs. The priority is to capture and precipitate more data through the right technology. While strengthening the connection with partners and suppliers, improving control and visibility.中国数字化转型网www.szhzxw.cn
In this regard, Lu Chong, senior director of business consulting for Greater China and South Korea at Infor. Said that in order to adapt to the new global normal and achieve stable supply chain operations. Companies must prioritize new investment in research and development of “first kilometer” technology and maintain relationships with partners and service providers. In addition, there is also a focus on improving the transparency and collaboration of enterprise supply chains. In Luchong’s view, almost all supply, manufacturing and transportation decisions in the future will face increasing costs. Therefore, it is critical to enhance the resilience of enterprises by improving flexibility and supply chain visibility.
The key advantage of the “first mile” supply chain technology that Luchung refers to is the flexibility to track goods in transit or already in storage. Which can greatly improve the flexibility and visibility of the supply chain.
According to Hou Xueming, partner of IBM Consulting Greater China and general manager of supply chain and financial transformation services
According to Hou Xueming, partner of IBM Consulting Greater China and general manager of supply chain and financial transformation services. In recent years, in the context of continuous turmoil in the environment. The demand for supply chain management has become increasingly prominent: first, the demand for transparency in the supply chain. Companies and their customers want transparency from the first to the last mile of the supply chain. 中国数字化转型网www.szhzxw.cn
Second, the supply chain is predictable. As demand volatility and associated vendor operations and logistics disruptions intensify. Companies are applying AI and machine learning to support demand management and forecasting. Third, supply chain elasticity. Risk cannot be completely avoided, but enterprises need to have the flexibility to work with the supply chain to solve problems when risks arise. Fourth is the need for supply chain agility. In the event of supply chain security problems or large fluctuations in customer demand, enterprises need to have the ability to feedback, make decisions and take action in real time.
Third, digital marketing starts with data drive
With the acceleration of consumption upgrading, customers’ needs are gradually becoming personalized and diversified. And they pay more attention to the services behind the products. So high-quality customer experience has naturally become another core competitiveness of enterprises. In order to improve customer experience, enterprises must use advanced technical tools to complete service upgrades. And run through the entire life cycle of contact with customers. And deepen the connection between enterprises and customers in all aspects, carry out precision marketing and fine operations. And truly build a customer-centric “marketing service” integration system.中国数字化转型网www.szhzxw.cn
Wang Xiaodong, general manager of manufacturing industry solutions. believes that the digital construction of the manufacturing industry often experiences a process of “from the back to the front”. At the beginning, a production management system may be the first. And as the market changes and competition intensifies, enterprises will pay more attention to industry needs and customer experience. And will pay more attention to the digitalization of the business front-end marketing management field. The construction of digitalization in the field of marketing can effectively help enterprises promote changes in production and operation, business operation and internal organization and management.
However, the construction of digital marketing system is by no means to achieve the various needs put forward by customers. But should be based on a real understanding of the reasons behind the needs, from a business perspective to comprehensively evaluate what changes these needs have brought to the operation of the enterprise. And finally, with the actual goal as the guide, build the digital marketing system required by the enterprise.中国数字化转型网www.szhzxw.cn
Facing the market, Emma Technology Group adheres to the multi-dimensional linkage of “brand + marketing + market” in order to achieve effective management of the channel life cycle of distributors and terminal stores.
In this process, Emma Technology Group has built a marketing data intelligence ecosystem, using SaaS products such as “channel cloud”, “Love Cloud sales” and “Retail Pass” to break channel barriers and empower terminals. Up to now, Emma Technology Group has more than 1,900 dealers and more than 30,000 terminal stores.
Today, Emma Technology Group has realized the digitalization of operations, intelligent business decision-making. And opened up the whole value chain of research, production, supply and marketing. Which has increased the overall operational efficiency by more than 15%. Relying on the big data platform, the group’s operation and management has changed from MTS (stocking type production) to MTO (order-type production) mode. And achieved 100% order coordination online, with nearly 20 million members and more than 70% retail data return.中国数字化转型网www.szhzxw.cn
Digital transformation enables enterprises to adapt to market changes faster and keep up with the trend of The Times, thus gaining an advantage in market competition.
Through data collection and analysis, companies are able to better understand customer needs and market trends. And develop targeted product and marketing strategies.
“The improvement of business operational efficiency mainly relies on the accuracy of sales forecasting and the response speed of the supply chain. With CRM’s business opportunity prediction, we can optimize resource allocation more precisely. In Tuostar, the sales staff can count, evaluate and summarize the business opportunity data by week. Month and quarter through the business opportunity and performance management system. Compared with the previous sales methods, more accurate data results can “guide” the front-end and back-end of the enterprise to make more accurate sales forecasts. At the production end, based on the product data of the business opportunities and the historical conversion rate of the different product lines of the business opportunities. The future sales can be predicted, so that the production materials can be stored.” So said Xu Peng, sales and operations manager of Tuostar business in Taiwan.中国数字化转型网www.szhzxw.cn
At present, through the application of CRM system, Tuostar has completed the service access. Work order processing, service evaluation, data integration and other whole chain service system, realized the integrated management of sales and service, and strengthened the customer-centered service ability, which is an important embodiment of the real implementation of the “fast response, fast arrival, fast processing, fast acceptance” service standard.中国数字化转型网www.szhzxw.cn
From the effect point of view, digital marketing helps enterprises to carry out more effective marketing activities. In addition, through digital marketing, enterprises can also better understand the effect of activitie. So as to more accurately grasp customer needs, improve the input-output ratio, and enhance the brand image.
Fourth, the digital factory is an important focus of digital transformation
With the in-depth application of new technologies such as 5G, cloud computing, big data. And artificial intelligence, digital manufacturing has become an important force to promote the quality, efficiency, and power of the manufacturing industry. As an important carrier of intelligent manufacturing, digital factory is the foundation of digital transformation of manufacturing enterprises. Which can help enterprises more effectively match customer needs, reduce production costs, and improve production efficiency.
Wang Zhaogang, deputy general manager of Jinchuan Group Information and Automation Engineering Co., LTD., said that Jinchuan Group. As a traditional non-ferrous metal manufacturing enterprise, also follows the trend of digital development. From a practical point of view, it is an important direction of the digital intelligent transformation of Jinchuan Group to promote the construction of smart factories through the application of overall automation, information technology and intelligent technology, and realize the auxiliary support of production management and business decision-making through the data connection between domestic and foreign production bases and different domestic production bases, so as to quickly respond to market demand.中国数字化转型网www.szhzxw.cn
Nickel flash furnace is a foreign advanced melting furnace introduced by Jinchuan Group many years ago.
The process control is complicated and the degree of automation is high. The original control system has been “over-age service”, long-term overload operation. Stability can not be effectively guaranteed, and bring great hidden dangers to safety production.中国数字化转型网www.szhzxw.cn
After repeated verification of furnace process parameters, instrument parameters and control system program logic and calculation formula, Jinchuan Group rebuilt a new system highly matched with the latest flash furnace process through independent design. The new system is like the “brain”, which effectively connects the sensing instruments and electrical equipment of the key parts of the flash furnace, collects the process parameters at any time, transmits them to the “brain”, and then transmits the production operation instructions accurately to the “antenna” through the “brain” processing calculation, and completes the entire control task of the top blowing furnace.
Yang Hui said that Zoomlion’s “end-to-end” digital transformation idea is to subvert the old business model and establish a new business model
Yang Hui said that Zoomlion’s “end-to-end” digital transformation idea is to subvert the old business model and establish a new business model. So as to achieve effective distribution, effectively reduce management intermediate links. And effectively reduce operating costs, so that the company’s management becomes transparent, timely and accurate. So that the company’s ultimate service can be achieved.中国数字化转型网www.szhzxw.cn
From 2014 to now, Zoomlion has truly realized the full link collaboration from production, supply and marketing services to industry and finance, and then to the upstream and downstream of the industry. And truly become an advanced manufacturing enterprise based on data and artificial intelligence-driven development.
Today, relying on new technologies such as 5G, big data, industrial Internet, artificial intelligence, and blockchain, Zoomlion continues to break through the technical bottleneck of intelligent manufacturing of construction machinery, accelerate the intelligent upgrading of production and manufacturing, and actively carry out the construction of intelligent production lines, smart factories, and smart parks. So that enterprise intelligent manufacturing is in front of the industry.中国数字化转型网www.szhzxw.cn
Among them, Zhonglian Smart Industry City is the core of the company’s intelligent manufacturing upgrade.
The project layout of more than 300 intelligent production lines, more than 600 production line patented technology, 8 national innovation platforms. After completion will become the world’s largest and most comprehensive construction machinery industrial base.
Taking the completed Zoomlion Smart Industry City earthmoving Machinery Park as an example. Through the comprehensive application of cutting-edge technologies such as intelligent production scheduling, industrial AI, digital twin, and industrial Internet, mining machinery manufacturing has realized the full range of intelligent processes from material preparation to welding, machining, painting, assembly, and debugging. And an excavator can be offline every 6 minutes on average, and production and operation efficiency has been greatly improved.中国数字化转型网www.szhzxw.cn
Zhonglian smart industry City earthmoving machinery park production workshop
As a leader in digital solutions, H3C Group has established a full-chain, high-efficiency collaborative, full-life cycle service manufacturing model in the smart Factory of Unigroup through the deep integration of next-generation information technology and manufacturing, promoted the reshaping and transformation of manufacturing processes, and become a new benchmark for the construction of smart factories.
Chen Ping said that the purpose of the construction of Unigroup smart factory is to provide customers with higher quality, more flexible configuration and faster delivery of products. On the other hand, it is to fully demonstrate the comprehensive practice of H3C in the manufacturing industry. So that more customers know that H3C can not only provide hardware and software products. But also provide customers with a lot of help in the overall platform and solution. Therefore, the construction standard of Unigroup smart factory is very high. It can be said with confidence that the factory is currently the most automated and intelligent factory in the entire industry.
Fifth, clear strategic objectives to drive smart manufacturing transformation
Nowadays, more and more enterprises are beginning to realize the importance of digital transformation and intelligent manufacturing upgrading, and many enterprises have listed it as an important part of corporate strategy. And even included in the medium and long-term strategic development plan of enterprises.中国数字化转型网www.szhzxw.cn
In fact, whether it is digital transformation or intelligent manufacturing upgrading. It is not a traditional technological transformation or on-site improvement. But a comprehensive transformation and upgrading covering all aspects of enterprise strategy, management, organization, operation, etc. It is a complex system engineering that needs to be promoted step by step. And usually covers a large number of innovative practices, which also means greater implementation risks.
In fact, Shi said, 70 percent of digital transformation is a failure. From the IT layer with a higher degree of standardization into the production field. The needs of different industries and even different enterprises in the same industry are not the same. Which leads to large-scale replication in the industry field is very difficult.
In recent years, there have been three clear trends in enterprise digital transformation.
First, many enterprises have successful experience in digital transformation. And almost every industry has benchmarking enterprises and lighthouse factories that can provide demonstration and guidance. Second, based on their own digital transformation capabilities, many enterprises began to export empowerment. Third, a growing number of business managers have realized that digital transformation is not an option, but a required course.中国数字化转型网www.szhzxw.cn
For companies, the strategic objectives driving the transformation must be clear before they can act. At present, there are three main motivations for enterprise digital transformation:. First, to achieve cost reduction and efficiency. The second is to enhance customer experience and create customer value; Third, create new business growth points. In the process of transformation, we should pay attention to several points: first. We should change our understanding and change our thinking, otherwise it will be difficult to promote digital transformation. The second is to determine the direction and clear goals to better drive digital transformation. The third is to restructure the organization, adjust the structure, and transform to a flexible organization.
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