在高质量发展大背景下，全球化运营已成为企业发展的必由之路。如何应对多元多变的市场需求，打造全球化能力，是制胜关键。
1990年代以来，中国企业出海的变化过程，最开始更多是做海外贸易，主要是把自己的产品卖出去；随后一阶段是在海外搭建营销渠道，销售产品；再后来是推进本地运营，在当地建研发中心、工厂、供应链等。
出海的最高阶段是全球化。虽然近些年来全球化出现了一定的波折，但发展潮流不可逆。在此过程中，中国诞生了一批有全球竞争力的企业，也有一批中国企业刚刚行走在出海的路上。
不管是科技巨头，还是传统企业，它们在近几年的出海过程中，遇到的挑战显示出了趋同性，那就是数字化和运营管理。 数字化转型网（www.szhzxw.cn）
一、如何行得稳、走得远？
近几年，人们熟知的我国出口增长“新三样”，即电动汽车、光伏产品、锂电池，是产品出海的重要体现。不过，出海并不等于全球化。
把业务做大、做得可持续，真正成为全球化运营的公司，必须综合布局，整合生产、研发、销售、服务等全球资源。其间面临着多重管理挑战，包括合规风控、人才管理、统一运营和韧性供应链等。
“真正要解决这些管理难题，靠的还是数字化，没有什么其他更好的办法。”SAP全球执行副总裁、大中华区总裁黄陈宏博士说，出海企业通过数字化转型，才能行得稳、看得清、管得住、走得远。
他认为，出海企业的数字化，包括四个方面的内容：一是必须有一个全球合规可控的运营底座，包括法律合规、财税合规、知识产权合规和ESG可持续增长，这是最重要的一点。
二是要把人管起来，但不能再通过传统的管理方式来做，而是要数字化、系统化。
三是要做属地化运营。包括营销的本地化、本地的计划、本地的制造、本地采购、本地物流、本地财务、本地人力、本地服务等。 数字化转型网（www.szhzxw.cn）
四是要融入全球的供应链、全球的生态体系，形成网状的供应商网络。
实现数字化转型的出海企业，同样可以发展成为“新质生产力企业”。在黄陈宏看来，它具有三个特点，第一是用数据带来更多的效率、更多的能量、更多的竞争力，用商业AI提高竞争力；第二是全链接的协同企业，融入全球化的供应链体系，有供应链的韧性、延续性；第三是全绿色的可持续发展企业；第四是通过创新推动产业发展和应用。只有这样才能长久发展，行得稳、走得远。
二、不同阶段的解题思路
不同企业有不同的出海路径和模式，而同一家企业在出海不同阶段也有不同的思路。
比如，“新三样企业”，有的主要是整车出口，有的已经在海外建厂，并在当地建立了相应的本地化运营网络。而作为新质生产力代表企业，它们无一例外，都实行了数字化管理。
全球化无止境，先行者可资借鉴。有的企业出海多年并建立了较成熟的全球化模式，有的是传统制造企业，刚刚探索全球化路径，以期实现业财一体化，提质增效。
联想全球IT供应链及财务IT方案高级总监林洁告诉21世纪经济报道记者，联想的全球化分为四个明显阶段。1998—2004年，这是第一阶段，作为中国本土企业建立了信息化平台。第二阶段，是收购IBM、摩托罗拉等部分PC业务，大概用了7年，完成了出海/全球化的初步布局。第三阶段进入全面数字化转型。而正是得益于当时的数字化转型，联想集团的全球供应链在疫情的挑战里撑过来了，而且业务不断增长。第四阶段，是新IT时代，联想提出了“一切皆服务”，成为全栈服务提供商。
每个阶段层层递进，每一步都要付出艰辛努力，比如在整合IBM、摩托罗拉业务时，联想集团也是走过弯路的。“全球化不是一蹴而就的，需要有战略拆解，大目标拆解成各个阶段性、各个职能部门需要认领的小目标，小目标再协同，才能实现大目标。”林洁说，出海企业要勇于在“金字塔”尖上做创新，具备相应能力进行创新，才能突破现在所处位置的天花板。
与联想集团这种已经建立成熟模式的全球化企业相比，大多数中国出海企业还在摸索过程中。我国不少传统制造企业经过几十年的市场经济洗礼，无论是品质还是服务，与众多国际同行相比并不逊色，但在出海过程中会遇到全新的挑战。 数字化转型网（www.szhzxw.cn）
山东创新集团是一家做高端铝合金生产的大型现代化综合企业，也是全球规模最大的铝加工制造商，目前正开启“企业国际化的新十年”。而其间不可回避的一个重要问题就是管理的数字化升级。
山东创新集团海外投资总监涂熙玥告诉21世纪经济报道记者，希望通过数字化转型达成降本增效，而降本的核心是于成本有一个全局的认识，理清企业的成本结构，获取真实有效的成本数据，这些都需要借助数字化技术。需要打造基于端到端流程的全价值链的降本能力，打通各个业务端到端的流程，建立企业全员协同作战的一体化运营平台，才能得到实现目标效率。
涂熙玥以本地化为例，一个是建立本地化运营团队和市场开拓团队，二是用数字化的工具实现管理模式的输出，将公司的流程制度、管理模式在数字化平台下积累成熟之后复制到海外，同时，针对海外不同的合规诉求，利用SAP软件等集成各类信息和数据，分类解决具体问题。除了技术的输出赋能，还对本土员工进行大规模的培训，实现人才体系的本地化共建。 数字化转型网（www.szhzxw.cn）
她还提到，制造业企业降本增效，优先考虑的是通过偏财务性质的软件，实现业务与财务的一体化管理，从业务端到财务端形成一个不同维度颗粒度数据集成。这些方面能给不少新出海企业提供启发。
翻译：
Chinese companies going global: The challenges of digitization and management
Under the background of high-quality development, global operation has become the only way for enterprises to develop. How to cope with the diverse and changing market demand and build global capabilities is the key to success.
Since the 1990s, the change process of Chinese enterprises going overseas was more about overseas trade at the beginning, mainly selling their own products. The next stage is to build marketing channels overseas to sell products; Then it is to promote local operations, and build research and development centers, factories, and supply chains in the local area.
The highest stage of going to sea is globalization. Although there have been certain twists and turns in globalization in recent years, the trend of development is irreversible. In this process, China has given birth to a number of globally competitive enterprises, and a number of Chinese enterprises have just walked on the road to the sea.
Whether it is technology giants or traditional enterprises, the challenges they have encountered in the process of going to sea in recent years show convergence, that is, digitalization and operation management. 数字化转型网（www.szhzxw.cn）
First, how to move steadily and go far?
In recent years, the well-known export growth of China’s “new three”, that is, electric vehicles, photovoltaic products, lithium batteries, is an important embodiment of the product to go to sea. But going global is not the same as going global.
To make the business bigger and more sustainable, and truly become a company with global operations, it must have a comprehensive layout and integrate global resources such as production, research and development, sales and service. There are multiple management challenges, including compliance risk control, talent management, unified operations and resilient supply chains.
“The real solution to these management challenges is going to be digital. There’s no better way.” Dr. Huang Chenhong, executive vice president of SAP Global and President of Greater China, said that only through digital transformation can overseas enterprises be stable, see clearly, manage well and go far.
He believes that the digitalization of overseas enterprises includes four aspects: First, there must be a global compliant and controllable operating base, including legal compliance, financial and tax compliance, intellectual property compliance and ESG sustainable growth, which is the most important point. 数字化转型网（www.szhzxw.cn）
The second is to manage people, but it can no longer be done through traditional management methods, but to digitize and systemize.
Third, local operations should be carried out. Including marketing localization, local planning, local manufacturing, local procurement, local logistics, local finance, local manpower, local services, etc.
Fourth, it is necessary to integrate into the global supply chain and the global ecosystem to form a mesh supplier network.
Overseas enterprises that achieve digital transformation can also develop into “new quality productivity enterprises”. In Huang Chenhong’s view, it has three characteristics, the first is to use data to bring more efficiency, more energy, more competitiveness, with commercial AI to improve competitiveness; The second is a fully linked collaborative enterprise, integrated into the global supply chain system, with supply chain resilience and continuity; The third is the all-green sustainable development enterprise; The fourth is to promote industrial development and application through innovation. Only in this way can we achieve long-term development, go steadily and go far.
Second, different stages of problem-solving ideas
Different enterprises have different paths and models to go to sea, and the same enterprise also has different ideas at different stages of going to sea.
For example, some of the “new three kinds of enterprises” are mainly for vehicle exports, and some have built factories overseas and established corresponding localized operation networks in the local area. As the representative enterprises of new quality productivity, they have implemented digital management without exception. 数字化转型网（www.szhzxw.cn）
There is no limit to globalization, and those who went before can learn from it. Some enterprises have been at sea for many years and established a more mature globalization model, some traditional manufacturing enterprises have just explored the path of globalization, in order to achieve industry and financial integration, improve quality and efficiency.
Lin Jie, senior director of Lenovo’s global IT supply chain and financial IT solutions, told 21st Century Business Herald that Lenovo’s globalization is divided into four distinct stages. From 1998 to 2004, this is the first stage, as a local Chinese enterprises to establish an information platform. The second stage was the acquisition of some PC businesses such as IBM and MOTOROLA, which took about 7 years to complete the initial layout of going to sea/globalization. The third stage is full digital transformation. It was thanks to the digital transformation at that time that Lenovo’s global supply chain survived the challenges of the epidemic, and its business continued to grow. In the fourth stage, in the new IT era, Lenovo proposed “everything is a service” and became a full-stack service provider.
Each stage is progressive, each step has to pay hard efforts, for example, in the integration of IBM, MOTOROLA business, Lenovo Group also went through a detour. “Globalization is not achieved overnight, there needs to be a strategic dismantling, the big goal is broken down into each stage, each functional department needs to claim small goals, small goals and then coordinate, in order to achieve the big goal.” Lin Jie said that companies should have the courage to innovate on the tip of the “pyramid” and have the corresponding ability to innovate in order to break through the ceiling of their current position.
Compared with Lenovo Group, which has established a mature model of global enterprises, most Chinese overseas enterprises are still in the process of exploring. Many traditional manufacturing enterprises in China after decades of market economy baptism, whether it is quality or service, compared with many international counterparts is not inferior, but in the process of going to sea will encounter new challenges.
Shandong Innovation Group is a large-scale modern integrated enterprise that produces high-end aluminum alloy, and is also the world’s largest aluminum processing manufacturer. It is currently opening a “new decade of enterprise internationalization”. One of the important issues that cannot be avoided is the digital upgrade of management. 数字化转型网（www.szhzxw.cn）
Tu Xiyue, director of overseas investment of Shandong Innovation Group, told the 21st Century Business Herald reporter that he hopes to achieve cost reduction and efficiency through digital transformation, and the core of cost reduction is to have a global understanding of cost, clarify the cost structure of enterprises, and obtain real and effective cost data, which all need to use digital technology. It is necessary to build the cost reduction capability of the whole value chain based on the end-to-end process, open up the end-to-end process of each business, and establish an integrated operation platform for all employees to cooperate in order to achieve the target efficiency.
Tu Xiyue took localization as an example. One is to establish a localization operation team and a market development team; the other is to use digital tools to realize the output of management mode, and copy the company’s process system and management mode to overseas after accumulating and maturing under the digital platform. At the same time, in response to different overseas compliance demands, SAP software is used to integrate all kinds of information and data. Solve specific problems by classification. In addition to the output of technology, large-scale training of local employees is also carried out to achieve the localization of the talent system.
She also mentioned that manufacturing enterprises reduce costs and increase efficiency, and give priority to the integration of business and finance through software of a partial financial nature, forming a different dimension of granular data integration from the business end to the financial end. These aspects can provide inspiration to many new enterprises. 数字化转型网（www.szhzxw.cn）
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于21世纪经济报道；编辑/翻译：数字化转型网宁檬树。
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