数字化转型本质上是商业创新，是企业寻找数字化驱动的新增长点，更重要的意识与观念。——蒙牛集团CDO（首席数智官）李琤洁
「一杯牛奶中包含了牧场、生产、物流等数据，初步统计一杯牛奶里总共包含了有170兆的数据量，而且这个数据还在不断增加。」在2020年1月5日播出的央视财经频道《对话》节目上，蒙牛集团总裁卢敏放曾这样形容。
与人们过去对传统畜牧业的认知不同，今天的乳业早已成为数字化高度渗透的科技行业。在蒙牛的全产业链中，随处可见数字化的身影。通过建立智慧牧场系统实现「云上养牛」，800多个牧场的100万头奶牛都在「云医生」的悉心监测下健康成长；智慧供应链则基于多年来沉淀的大量一手数据，在对用户需求预测基础上进行提前调货，在自有AI算法的加持下，KA渠道的预测准确率较人工预测提高了75%左右，让消费者获得更加快捷的体验、更加新鲜的奶品。
当新品牌紧贴「数字原生」，传统品牌更要从「数字新生」。蒙牛今年上半年财报显示，归母净利润同比增长27.3%，常温、鲜奶、冰品、奶酪等多个品类市场份额进一步提升。逆势增长的背后，离不开蒙牛对数字化的不断加码。
蒙牛集团CDO（首席数智官）李琤洁在这里分享了她对于数字化转型的思考和理解，以及蒙牛当下的数字化转型新阶段和新思路。
一、「再创一个新蒙牛」
「十四五」开局之年，蒙牛总裁卢敏放创造性地提出战略构想——「2025年，再创一个新蒙牛」。「新」，便在于打法、模式和生态的焕然一新。为此，蒙牛专门设计了「2025蒙牛FIRST画像」。其中的「T」即指「Technology」，也就是打造一个「数智化的蒙牛」。
经过了乳制品行业的数字化历程——从2010年之前主要部署数字追溯系统，到2010-2016年主要部署ERP、CRM和供应链系统，再到2017年至今主要部署消费者数据系统、MES等，作为行业领军企业的蒙牛，已经不满足于传统的IT系统建设，而是将数字化的脚步踏进了未来。
「用新方法做新事情」是蒙牛集团CDO李琤洁对于数字化转型的核心理念。过去，蒙牛已经建立起涵盖各个产业环节的上百个信息化系统，当新的需求和场景涌现，应该用新的技术和方案去解决新问题。今年上海疫情中，蒙牛就依靠数字化带来的新方法，解决了在特殊情况下的新销售场景、供应链有限运行等问题，良好完成了鲜奶保供任务。
当上海市场面临着鲜奶断供的风险情况时，蒙牛鲜奶事业部迅速成立了「鲜奶社区团购项目组」。在极短时间内，项目组拉通大区、市场、销售、供应链、数科等关键部门责任人，打通了团购平台、供应链等重要流程和系统，搭建出了一套完整的、可复制社区团购业务系统，通过招募和管理社区的团长，以集中出货、配送、分发来实现为上海消费者保供的重要任务。在鲜奶社区团购项目中跑通后，沉淀了5000+社区团长，成为品牌新的渠道资源。同时集团所有的事业部都可复用社区团购的业务模式，复用所沉淀下来的团长资源和系统平台。
像这样的故事还有很多。李琤洁说蒙牛的数字化转型已经从系统建设走向了能力沉淀的阶段。将共通的能力模块和资源，在集团层面进行中台化的沉淀和复用，是蒙牛正在进行的尝试。从渠道域、消费者域、供应链域和管理域中将业务中反复使用的部分抽象出来，经过实践优化后，以独立的API的形式沉淀到中间层，让业务人员可以更方便快速地调用这些能力，通过低代码组成前端的应用，这不仅可以避免重复建设带来的浪费，还可以更敏捷地响应新的业务场景需求。
事实证明，数字化是企业握紧确定性的最好抓手。今年上半年，蒙牛到家业务同比增长超35%，电商市场份额达27.7%，居常温液态奶电商市场份额第一名。这便是来自蒙牛面对疫情冲击，加快线上渠道布局的及时反应。在波动复杂的消费市场环境中，业绩逆势增长，足以说明这家23岁的乳业巨头在数字化能力的加持下所展现出的强劲实力。
二、解码蒙牛的数字化转型样本
大象转身，更要找对方法。蒙牛是乳业数字化转型的先行者。2015年，蒙牛从产销协同开始，就打下了数字化的基础。到2017年，随着规模扩张、业务增多，数字化的需求也越来越广泛。原来传统的IT团队无法支撑公司的发展诉求，扩建团队和提高数字化能力应势而行。2021年是关键之年，蒙牛正式启动集团数字化战略转型，成立了集团数字化转型办公室，由总裁卢敏放亲自牵头，形成了各部门「一把手」挂帅的顶层设计。业务一把手的加入和持续推动，让数字化越来越多地融入业务流程的再造和组织结构的变革，数字化转型进入深水区。
如何从系统走向能力成为关键命题。前期大量系统的搭建已经完成，数字化统合能力的提升显得更加重要。如何从业务诉求出发，找到对应的数字化能力，再从能力角度去统筹规划新系统，是对蒙牛新的考验。从「数字化」到「数字化转型」，对应着从「在线」到「模式」的巨大转变。伴随着企业模式的变化，运营方式、业务流程、组织管理等都随之改变，也是转型进入深水区的标志。
数字化究竟如何重塑业务模式？「全链路数智化转型」是蒙牛为行业给出的解答。在「牧场-工厂-经销商-终端门店-消费者」的业务链路里，生产、渠道、消费者洞察和管理优化是数字化必须要解码的关键之处。
首先，降本增效价值最大的必然在于渠道端的数字化。如果一定要选出一项当下蒙牛数字化转型的必答题，李琤洁认为，这件事一定是渠道。作为典型的快消企业，与可口可乐等世界一流企业一样，蒙牛采用的是「深度分销」模式。在李琤洁看来，通过数字化手段将产品流通的各个环节打通，将会为整个分销体系带来更大的经济价值。
蒙牛去年开始实施的「牛要客项目」就是提高渠道效率的一种实践。在快消品行业的F2B零售渠道链路中，牛要客系统通过支持不同零售业务的统一管理、快速复用，实现多场景单据的连接，解决零售商的单据抓单、分析、对账等业务难点。以前由于零售商系统没有打通，零售商需要匹配多个人员频繁处理订单。数据下载、数据翻译、匹配、分析、库存检查、活动检查、物流发货等多个环节中，需要人工下载单据后手工转换数据上千次，平均耗时在3小时以上。这种模式不仅人效极低，还会带来财务风险。
观察到这个痛点，蒙牛内部孵化了牛要客系统，借助AI工具抓取商超的门店单据，自动转化为ERP销售订单、退库单、验收单等，并实现与零售客户自动核算对账，达到「以销定采」等高效系统协作的效果，提升协同效率。从结果来看，接单时效提升30%，业务在线化提升至77%；同时也帮助客户有效降低大日期占比16%，零售商运营效率大幅提升。
第二，消费者始终是驱动企业发展的核心。「消费者第一第一第一」是蒙牛的数字化转型核心。在广泛的消费者触达和消费者画像的基础上，蒙牛沉淀下来的数字化C2M能力，可以通过对细分市场的特定人群洞察，反哺到前端的产品研发，从而贴合市场中更多细分需求的消费者。
乳业的下一阶段发展，正在面临柔性生产、产品创新、敏捷物流、精准营销、全渠道触达消费者等新的考验。蒙牛认为，实现全渠道人群画像构建，实现对用户消费行为的精准捕捉与研判，才是突破这些难点的基础和关键。
李琤洁认为，进入存量时代，当所有企业都正在寻找第二、第三增长曲线时，回归商业本质，实现从原有的产品分销逻辑到消费者中心逻辑的转变，将会带来更大的价值增量。
第三，供应链的数字化能力是企业长期的竞争壁垒所在。蒙牛总裁卢敏放曾提到，「乳制品产业链相对较长且更为脆弱，需要进一步推动技术革新，通过数智化技术应用解决效率问题，在有限的资源条件下提高单位产能贡献。」
从田间的一株牧草，到消费者手中的一杯牛奶、一块奶酪，足足横跨了农牧业、制造业、服务业三大产业。蒙牛所采用的是产业链一体化的商业模式，这种模式的优势在于对产品品质的稳定控制、对全链条流通的全面掌控，但横跨种植、养殖、加工、物流、销售等的多产业链条，对于管理和数字化也带来了更高的要求。从早期的牧场端机械化、自动化，到现在一物一码的可追溯化，从了解一头牛到了解一家牧场，对于复杂供应链的协调组织能力在当下变得尤为重要。
一杯酸奶的保质期只有21天，一杯鲜奶的保质期只有1周甚至更短。通过数字化手段减少货品在物流中周转的时间，让消费者拿到更新鲜的产品，是商业价值的一种创造。蒙牛的智慧供应链在引入自主研发的AI算法后，对KA渠道的预测准确率比传统人工预测提升了约75%，逐步实现了基于智能化数据预测的产销协同。并且平台已联合了上下游生态圈中5000余家合作伙伴，进而推动全产业链的协同效应。
数字化是信息，也是连接。它的含义已经从产业互联进一步下潜到了货物流、资金流、信息流的「三流合一」中。一瓶牛奶从养殖、加工、销售、物流到消费者等环节，本身会产生大量数据——货品本身的跟踪链条数据，多个渠道的销售资金数据，业务操作中的信息数据等。通过数字化进行「三流合一」的交互和整合，将单点环节的系统和业务进行数据交互和集成，蒙牛可以通过数据实现业务管理的纵向穿透，从而达到掌握库存数据、解决跨区窜货、提升营销ROI、优化物流效率等。
第四，企业要真正实现数字化转型和创新，管理优化才是关键。
在业务域纵横交错的数字化项目之外，转型更直指管理流程。自动化与数字化之间存在密切的联系，要实现工作流程的数字化，利用自动化来更新工作角色，并优化整个业务流程，不仅让人工的势能得到释放，组织的敏捷性和灵活性也会得以不断提高。
李琤洁认为，「确定的事情自动化，不确定的事情智能化」是数字化赋能管理的法则。蒙牛通过RPA工具，有效优化了传统业务流程中，立项、招采、合同履约、付款申请等许多重复的审批环节，将员工的工作重新集中运用于更具有价值的项目上。还有一些无法自动化的合规环节，也可以依靠自动化集成，减少部分人工参与的节点，提升流程效率，间接优化企业劳动资源配置。
如果乳业数字化转型的下一步是全产业链数字化，那么蒙牛就已经进入了未来。
大多数快消企业，其数字化变革往往发轫于营销端，因为营销端的变化对业务的影响最为直接。蒙牛的数字化转型则较为全面，不仅在消费者端、渠道端发力，也同样重视生产端和供应链的创新，甚至也影响了企业的组织管理。作为数字化转型的样本，蒙牛让我们看到，数字化一方面帮助乳业企业精益运营，提高生产和管理效率；另一方面，也有助于实现食品的可溯源，对渴望新鲜、安全乳制品的消费者来说形成了更强有力的保障。
三、从「传统快消」到「科技快消」
回望蒙牛身处的行业，由数字化重构「人货场」的新零售，正在给传统快消带来新的刺激。
所有人都看到，快消行业野蛮生长的时代正向我们告别。回归理性，面对弱化的人口和流量红利，以及多变的市场需求，企业的反应速度是生死线，数字化能力更决定了企业在残酷竞争中生存的几率。乳制品行业更不同于一般的快消行业，其生产流程庞杂精细，产品保质期短，销量波动频繁，产品监管高要求，乳品企业要想生存并保持增长，就必须修炼数字化内功。
在「传统快消」到「科技快消」的路上，集团CDO应该发挥怎样的作用？
李琤洁认为，要做好数字化转型，就要内部建立起正确的共识和文化。李琤洁对数字化转型的概念有清晰的定义。「数字化」是系统项目，让业务在线化；而「数字化转型」本质上是商业创新，是企业寻找数字化驱动的新增长点，更重要的是意识与观念。
作为CDO最关键的三件工作，首先是明确核心价值。数字化转型必须和企业战略统一到一盘棋上，根据所处不同行业和企业的发展阶段，针对降本增效或寻找新增长的需求，才能找到数字化真正创造价值的方向。其次是推行数字文化，建立数据驱动的理念，“高层坚定、中层理解、基层应用”。最后，选好切入点和路径。“聚焦热点、试点先行、能力沉淀、复用推广、持续迭代”，比一开始就全线出击更为切实可行。
「事情的背后都是人，人的背后是组织，组织的背后是机制。」李琤洁特别提到，在实操层面，CDO还需要建立一套好的组织和运作体系，从好的人才体系、创新体系、评价体系，甚至容错机制中，才会诞生好的实践。
同时，包容和开放的心态必不可少。CDO需要时刻「往外看」，不断吸收跨企业、跨领域的数字化转型经验。从行业共性的顶层规划中，找到适合自身企业的独特数字化切入角度，是一件极具价值的事情。
数字化转型不是平移，更重要的是让技术与业务紧密结合。凝聚共识并非易事，要基于业务痛点提出更针对性的技术解决方案，尤其是依靠数据支撑的业务运作和迭代，就要让「懂技术的业务人员」和「懂业务的技术人员」走到一起。在蒙牛，从集团到事业部上下贯通的团队逻辑，可以让技术和业务两拨人真正融合、对话。
蒙牛的整个数字化团队从几十人发展到近300人，不仅需要逐个系统一城一池地去解决问题，更需要打破旧的框架，用智能协作，为企业创造数字化的更大价值。
从观念到实践，对于CDO和整个企业来说，数字化转型都是一场持久战。不同企业，尽管转型的姿势各异，路径也各有千秋，但在不变的商业本质中，降本、增效、提质是共同目标。快消行业「内卷」的背后，数字化能力和配套体系是这个竞技场里决定胜负的关键因子。乳业的后千亿时代，乳企必须在产业链上下游做到「十项全能」，在各个环节做到更深入的数字驱动，才能满足市场最大公约数的需求和快速变化的环境。
今年8月发布的《2022年全球乳业20强》中，蒙牛上升至历史上的最好名次——第7名。业务转型与数智能力的全价值链同构，驱动着庞大身躯继续起舞，蒙牛正在进行一场从「传统快消巨头」向「科技快消新范式」的转身突围。
四、寻找营养健康领域数智之路的同行者
数字化转型从来不是企业单兵作战的自我革命，而更是扩展到整个生态的共同赋能。
作为一家国际化的乳业领军企业，蒙牛积极拥抱创新生态是行之更远的必然。2021年11月11日，当大多数品牌还在酣战于消费节之时，承载着蒙牛创新梦想的第一届牛客松创新大赛启航了。300多支参赛队伍各显其能，激发了蒙牛对于数字化时代发展的思考，开拓了不同的视野，结识了创新伙伴。大赛更对行业形成了示范效应，引入了数字科技的力量。
2022年的11月11日，第二届牛客松大赛再次启航，「新模式、新场景、新技术」三个赛题下，李琤洁对于新一届大赛有着「一个限定和三个不设限」的期待。
一个限定，是指聚焦行业领域。围绕乳业、营养健康领域、快消品行业，对现有的供应链模式、零售模式、运营模式、商业模式等有所创新的项目和技术。尤其是在营养健康领域，希望有更多的项目方能“异想天开”，在蒙牛能力平台之上，构建开放式的构建新模式、新场景。
三个不设限，则包含技术路径、项目成熟度和后续合作方式上的不设限。在技术路径方面，对具体的技术类型不设限制，但希望项目方有独特的技术能力；在项目成熟度方面，无论是早期项目，还是经过验证相对成熟的项目，都欢迎在牛客松大赛中竞逐；在合作方式上，蒙牛不仅可以提供实践场景与项目方共创迭代，还能进一步提供商业机会、融资支持、发展资源上的导入，一企一策深度合作。
新一届牛客松大赛更关注新技术在行业发展中的更多可能。
将数智化和硬核科技将融入产业链的各个环节，找到最具价值的业务应用场景，共同打造可落地的业务模式，把一个场景变成一个解决方案，一个解决方案变成一个产品，一个产品变成一种模式。技术驱动和业务驱动的公司可以共同形成演进性的发展路线，形成开放共创的科技企业社区，正是蒙牛希望通过牛客松创新大赛能够积累的长期价值。
数字化、智能化是全产业链的内在转型动能，也是让产业链与消费者紧密连结的桥梁。翻过降本增效的山头，数字化的意义更在于推动商业模式转型，跨越业务边界、跨越行业边界、跨越认知边界。
时代滚滚而来。
数字经济已经占据C位，「诺基亚时刻」或许将要到来——由于新技术涌现并更大范围地普及，造成不同主体之间的经济发展动力和业绩出现分化。
上一次是牧场机械化，这一次是全产业链数智化，坚持长期创新的蒙牛，才刚刚拉开数智化万米长跑的序幕。
翻译：
In essence, digital transformation is business innovation, which is the more important consciousness and concept for enterprises to find new growth points driven by digital. — Li Chengjie, CDO Chief Data Officer of Mengniu Group
“A glass of milk contains data on pasture, production, logistics and so on. Preliminary estimates show that a glass of milk contains a total of 170 megabytes of data, and the number is increasing.” Lu Minfang, president of Mengniu Group, said in the Dialogue program broadcast on CCTV’s financial channel on January 5, 2020.
Unlike traditional animal husbandry in the past, today’s dairy industry has long become a highly digitalized technology industry. In the whole industry chain of Mengniu, digital figure can be seen everywhere. Through the establishment of intelligent pasture system to realize “raising cattle on the cloud”, 1 million cows in more than 800 pastures are growing healthily under the careful monitoring of “Doctor Cloud”. Intelligent supply chain is based on a large number of first-hand data accumulated over the years, and adjusts goods in advance on the basis of user demand prediction. With the support of its own AI algorithm, the prediction accuracy of KA channel is about 75% higher than that of artificial prediction, so that consumers can get faster experience and fresher milk products.
When the new brand close to the “digital native”, the traditional brand from the “digital rebirth”.
According to the financial report of Mengniu in the first half of this year, the net profit of returning mother increased by 27.3% year on year, and the market share of many categories such as normal temperature, fresh milk, ice products and cheese further increased. Behind the contrarian growth, Mengniu is inseparable from the increasing digital size.
Chief Digital Intelligence Officer of CDO Mengniu Group, to share her thoughts and understanding on the digital transformation and the new stage and ideas of Mengniu’s current digital transformation.
“Create a New Mengniu”
In the first year of the 14th Five-Year Plan, Lu Minfang, president of Mengniu, creatively proposed a strategic idea — “Create a new Mengniu in 2025”. “New”, is the game, the mode and the ecology of a new look. To this end, Mengniu specially designed the “2025 Mengniu FIRST Portrait”. “T” refers to “Technology”, which means to build a “Mengniu with intelligent numbers”.
After the digital process of dairy industry, from the deployment of digital traceability system before 2010, to the deployment of ERP, CRM and supply chain system from 2010 to 2016, and to the deployment of consumer data system and MES from 2017 to now, Mengniu, as the industry leader, is no longer satisfied with the traditional IT system construction. It’s taking digital steps into the future.
“New ways to do new things” is the mantra of Li Chengjie, CDO director of Mengniu Group, on digital transformation.
In the past, Mengniu has established hundreds of information systems covering various industrial links. When new needs and scenarios emerge, new technologies and solutions should be used to solve new problems. During the epidemic in Shanghai this year, Mengniu relied on the new methods brought by digitalization to solve the problems of new sales scenarios and limited operation of supply chain under special circumstances, and successfully completed the task of fresh milk supply protection.
When the Shanghai market was faced with the risk of fresh milk supply shortage, Mengniu Fresh Milk Business Division quickly established the “fresh milk community group Purchase Project team”.
In a very short time, the project team recruited the responsible personnel of key departments such as regional, marketing, sales, supply chain and digital department, and got through important processes and systems such as group-buying platform, enterprise wechat, Udesk, simplified cloud and supply chain, and built a complete set of replicable community group-buying business system. By recruiting and managing the leaders of the community, Centralized shipment, distribution, distribution to achieve the important task of ensuring supply for Shanghai consumers. After winning the fresh milk community group purchase project, we accumulated 5000+ community leaders and became a new channel resource for the brand. At the same time, all business units of the group can reuse the business model of community group-buying and reuse the settled head resources and system platform.
There are many more stories like this.
Li told 36KR that Mengniu’s digital transformation has progressed from system building to capacity accumulation. Mengniu is trying to deposit and reuse common capability modules and resources in Taiwan at the group level. From the channel domain, consumer domain, supply chain domain and management domain, the repeatedly used parts of the business are abstracted, optimized in practice, and precipitated to the intermediate layer in the form of independent API, so that business personnel can call these capabilities more easily and quickly, and the front-end application is composed of low code, which can not only avoid the waste caused by repeated construction. You can also be more agile in responding to new business scenario requirements.
Digitisation has proved to be the best grip on certainty for businesses. In the first half of this year, the business of Mengniu Home grew by more than 35% year on year, and the e-commerce market share reached 27.7%, ranking first in the e-commerce market share of normal liquid milk. This is from Mengniu in the face of the impact of the epidemic, to accelerate the online channel layout timely response. Bucking the trend in a volatile consumer market speaks volumes about the 23-year-old dairy giant’s digital prowess.
Decoding Mengniu’s digital transformation samples
When the elephant turns around, it is more important to find the right way. Mengniu is a pioneer in the digital transformation of the dairy industry. In 2015, Mengniu laid the foundation of digitalization from the beginning of production and marketing coordination. By 2017, as scale and business increased, so did the need for digital. IT turns out that traditional IT teams cannot support the company’s growth aspirations, so expanding teams and improving digital capabilities are responding to the trend. 2021 is a critical year. Mengniu officially launched the digital strategic transformation of the group and established the Digital transformation Office of the Group, led by President Lu Minfang, forming the top-level design of the “leader” of each department. With the participation and continuous promotion of business leaders, digitalization is increasingly integrated into business process reengineering and organizational structure reform, and digital transformation has entered the deep water.
How to move from system to ability becomes the key proposition. As a large number of systems have been built in the early stage, it is more important to improve the digital integration ability. It is a new test for Mengniu to find the corresponding digital capability based on business demands and then plan the new system from the perspective of capability. The shift from “digital” to “digital transformation” corresponds to a huge shift from “online” to “mode”. With the change of enterprise model, operation mode, business process, organizational management and so on all change accordingly, which is also a sign that the transformation has entered the deep water zone.
How exactly is digitization reshaping business models?
“The whole link number intelligent transformation” is Mengniu for the industry to give the answer. In the business link of “ranch – factory – distributor – terminal store – consumer”, production, channel, consumer insight and management optimization are the key points that digitalization must decode.
First of all, the largest value of cost reduction and efficiency enhancement must lie in the digitalization of channel end.
If there is one explanation for Mengniu’s digital transformation, it is the channel, says Ms Li. As a typical fast-moving consumer goods company, like Coca-Cola and other world-class enterprises, Mengniu uses a “deep distribution” model. According to Ms Li, the digital link between product distribution would bring greater economic value to the system.
The Niu VIP Project, which Mengniu launched last year, is an exercise in improving channel efficiency. In the F2B retail channel link of the fast-moving consumer goods industry, Niuyike system realizes the connection of documents in multiple scenarios by supporting the unified management and rapid reuse of different retail businesses, and solves the retailers’ difficulties in document capture, analysis, account checking and other business difficulties. In the past, because the retailer system did not get through, retailers needed to match multiple people to process orders frequently. Data download, data translation, matching, analysis, inventory check, activity check, logistics delivery and other links, need to manually download documents after manual data conversion thousands of times, the average time is more than 3 hours. This model is not only highly inefficient, but also financially risky.
In view of this problem, Mengniu incubated an internal cattle VIP system, which used AI tools to capture store receipts of supermarket stores and automatically convert them into ERP sales orders, return orders, acceptance orders, etc., and realized automatic accounting and reconciliation with retail customers, so as to achieve efficient systematic cooperation effect such as “purchase based on sales” and improve collaborative efficiency. From the results, the time of receiving orders increased by 30%, and the online business increased to 77%; At the same time, it also helped customers effectively reduce the proportion of big dates by 16%, which greatly improved the operation efficiency of retailers.
Second, consumers have always been the core driving enterprise development.
“Consumer first first first” is the core of Mengniu’s digital transformation. On the basis of extensive consumer reach and consumer portrait, the digital C2M capability accumulated by Mengniu can feed back to the front-end product research and development through the insight of specific groups in the market segment, so as to meet the needs of more consumers in the market segment.
In the next stage of development, the dairy industry is facing new tests such as flexible production, product innovation, agile logistics, precision marketing and omni-channel reach to consumers. Mengniu believes that it is the foundation and key to break through these difficulties to realize the construction of all-channel crowd portrait and the accurate capture and judgment of user consumption behavior.
Ms Lee argues that going back to business — from the logic of product distribution to the logic of the consumer — would yield greater incremental value in an era of stock, when companies are searching for a secondary and tertiary growth curve.
Third, the digital capability of supply chain is the long-term competition barrier of enterprises.
Lu Minfang, president of Mengniu, once said, “The dairy industry chain is relatively long and more fragile, so it needs to further promote technological innovation, solve the problem of efficiency through the application of digital intelligence technology, and improve the contribution of unit production capacity under the condition of limited resources.”
From a grass plant in the field to a glass of milk and a piece of cheese in the hands of consumers, it fully spans the three major industries of agriculture and animal husbandry, manufacturing and service industry. Mengniu adopts the business model of industrial chain integration. The advantages of this model lie in the stable control of product quality and the comprehensive control of the whole chain circulation, but the multi-industrial chain spanning planting, breeding, processing, logistics and sales also brings higher requirements for management and digitalization. From the early mechanization and automation of the pasture to the current traceability of one yard for one thing, from understanding a cow to understanding a pasture, the ability to coordinate and organize the complex supply chain becomes particularly important at present.
A cup of yogurt has a shelf life of 21 days, and a cup of fresh milk has a shelf life of a week or less.
Digital means to reduce the turnover time of goods in logistics. So that consumers get fresher products, is a kind of business value creation. After the introduction of self-developed AI algorithm. The prediction accuracy of the KA channel of Mengniu intelligent supply chain is improved by about 75% compared with the traditional artificial prediction, and the production and marketing coordination based on intelligent data prediction is gradually realized. And the platform has united more than 5,000 partners in the upstream and downstream ecosystems. Thus promoting synergies across the industry chain.
Digitization is information as well as connectivity. Its meaning has been further down from the industrial interconnection to the flow of goods, capital flow, information flow “three flows into one”. A bottle of milk from breeding, processing, sales, logistics to consumers and other links. Itself will produce a lot of data — tracking chain data of the product itself, sales funds data of multiple channels, information data in business operations, etc. Through the digital “three flow in one” interaction and integration. The single link of the system and business data interaction and integration. Mengniu can realize the vertical penetration of business management through the data. So as to master inventory data, solve the cross-region channeled goods, improve marketing ROI, optimize logistics efficiency.
Fourth, to truly realize digital transformation and innovation, management optimization is the key.
Beyond the digital projects crisscrossed by business domains, the transformation is directed more directly at management processes. There is a close relationship between automation and digitalization. In order to realize the digitalization of work flow. The use of automation to update work roles and optimize the whole business process can not only release the artificial potential energy. But also improve the agility and flexibility of the organization.
According to Ms Li, “automation of certainty and intelligence of uncertainty” is the principle of digital empowerment. Through the RPA tool, Mengniu effectively optimized the traditional business process. Including project approval, recruitment, contract performance, payment application and many other repeated approval links. And refocused the work of employees on more valuable projects. There are also some compliance links that cannot be automated. Automated integration can also be relied on to reduce some nodes involving manual participation, improve process efficiency, and indirectly optimize the allocation of enterprise labor resources.
If the next step in the digital transformation of the dairy industry is the digitalization of the whole industrial chain, then Mengniu has entered the future.
In most fast-moving consumer goods enterprises, the digital transformation usually starts from the marketing end, because the change of the marketing end has the most direct impact on the business. Mengniu’s digital transformation is more comprehensive. It not only exerts its power in the consumer end and the channel end. But also pays attention to the innovation in the production end and supply chain, and even affects the organization and management of the enterprise. As a sample of digital transformation, Mengniu lets us see that on the one hand. Digitalization helps dairy enterprises lean operation and improve production and management efficiency. On the other hand, it also helps to realize the traceability of food products, forming a stronger guarantee for consumers who desire fresh and safe dairy products.
From “Traditional FMCG” to “Technology FMCG”
Looking back at the industry Mengniu is in, the new retail reconstructed by the digital “human goods yard” is bringing new stimulus to the traditional fast moving consumer goods.
Everyone can see that the era of savage growth in the fast-moving consumer goods industry is ending. To return to rationality, in the face of weakening population and flow dividend. As well as changing market demand, the response speed of enterprises is the line of life and death. And the digital ability determines the survival probability of enterprises in the brutal competition. The dairy industry is different from the general fast-moving consumer goods industry because of its complex and sophisticated production process. Short shelf life of products, frequent sales fluctuations, and high requirements for product supervision. To survive and maintain growth, dairy enterprises must practice digital internal skills.
On the way from “traditional FMCG” to “Technology FMCG”, what role should group CDO play?
Leading digital transformation, says Ms Lee, requires building the right consensus and culture. Li has a clear definition of the concept of digital transformation. “Digitalization” is the system project, let the business online; The essence of “digital transformation” is business innovation. It is a new growth point for enterprises to find digitalized drive. More importantly, it is consciousness and concept.
As the three most critical CDO work, the first is to identify the core value. Digital transformation must be integrated with enterprise strategy. According to the development stage of different industries and enterprises, in order to find the direction of digital value creation. It can reduce cost and increase efficiency or find new growth needs. The second is to promote digital culture and establish a data-driven concept, “firm at the top, understanding at the middle and application at the bottom”. Finally, choose the pointcut and path. “Focus on hot spots, pilot first, capacity precipitation, reuse promotion, continuous iteration” is more practical than the beginning of the full attack.
“Behind everything are people, behind people are organizations, and behind organizations are mechanisms.” Li points out that CDO needs to establish a good organization and operation system, and that good practice can come from the talent system, innovation system, evaluation system and fault tolerance system.
At the same time, an inclusive and open mind is essential.
Cdos need to be constantly “outward-looking”, constantly absorbing cross-enterprise and cross-domain digital transformation experience. From the industry common top-level planning, to find a unique digital Angle suitable for their own enterprises, is a very valuable thing.
Digital transformation is not a translation, it is more important to integrate technology and business closely. It is not easy to build consensus. In order to propose more targeted technical solutions based on business pain points. Especially business operation and iteration supported by data, it is necessary to bring together “business personnel who know technology” and “technical personnel who know business”. In Mengniu. The team logic from the group to the business division allows the two groups of technical and business people to really integrate and talk.
Mengniu’s entire digital team has grown from dozens of people to nearly 300 people. They not only need to solve problems system by system, city by city. But also need to break the old framework and use intelligent collaboration to create greater digital value for the enterprise.
From concept to practice, digital transformation is a constant battle for Cdos and the whole enterprise.
Although different enterprises have different positions and paths of transformation. In the unchanged nature of business, reducing cost, increasing efficiency and improving quality are the common goals. Behind the “inner volume” of the fast-moving consumer goods industry. Digital capabilities and supporting systems are the key factors determining the outcome in this arena. In the post-100 billion era of dairy industry, dairy enterprises must achieve the “decathlon” in the upstream and downstream of the industrial chain, and achieve deeper digital drive in each link. In order to meet the needs of the largest common divisor of the market and the rapidly changing environment.
In the 2022 Global Dairy 20, released in August, Mengniu rose to No. 7, its best ranking ever. Business transformation and digital intelligence ability of the whole value chain isomorphism, driven by the huge body to continue to dance, Mengniu is in a “traditional FMCG giant” to “technology FMCG new paradigm” turn and break through.
Fellow travelers who seek wisdom in the field of nutrition and health
Digital transformation has never been a self-revolution of an enterprise, but a joint empowerment of the whole ecology.
As an international dairy industry leader, Mengniu actively embraces the innovation ecology is inevitable to go further. On November 11, 2021, when most brands were still fighting in the consumption festival. The first Niuke Song Innovation Competition, bearing Mengniu’s innovation dream, set sail. More than 300 participating teams demonstrated their abilities. Which stimulated Mengniu’s thinking on the development of the digital age, opened up different horizons. And got to know innovative partners. The competition has also demonstrated the power of digital technology in the industry.
On November 11, 2022, the 2nd Niumksong Competition will be held again. Under the topic of “new model, New scene and new technology”, Li Mingjie has “one limit and three unlimited expectations”.
A limit refers to the focus of the industry sector.
Innovative projects and technologies for existing supply chain model, retail model, operation model and business model centering on dairy industry, nutrition and health field and fast-moving consumer goods industry. Especially in the field of nutrition and health. We hope that more projects can be “whimsical” and build an open construction mode and new scene based on Mengniu’s ability platform.
Three without limits, including the technical path, project maturity and follow-up cooperation mode without limits. In terms of technical path, there is no restriction on the specific type of technology, but the project side is expected to have unique technical ability; In terms of project maturity, no matter the early project, or the relatively mature project after verification, welcome to compete in the Niuke Pine competition; In terms of cooperation mode, Mengniu can not only provide practical scenarios and co-create iterations with project parties, but also further provide business opportunities, financing support, introduction of development resources, and in-depth cooperation with one enterprise and one policy.
The new competition focuses more on the possibilities of new technology in the development of the industry.
The intelligent number and core technology will be integrated into each link of the industrial chain. Find the most valuable business application scenarios. And jointly create a practical business model, turning a scene into a solution. A solution into a product, and a product into a model. Technology-driven and business-driven companies can jointly form an evolutionary development route and form an open and co-created community of science and technology enterprises. Which is exactly the long-term value Mengniu hopes to accumulate through the Niukesong Innovation Competition.
Digitalization and intellectualization are the internal transformation driving force of the whole industrial chain. And also the bridge that connects the industrial chain closely with consumers. Over the mountain of cost reduction and efficiency increase The significance of digitalization is to promote the transformation of business model. Across the business boundary, across the industry boundary, across the cognitive boundary.
The Times roll on.
With the digital economy already in the C spot, a “Nokia moment” may be coming –. A divergence in economic dynamics and performance between different players as new technologies emerge and become more widely available.
Last time it was the mechanization of pasture, this time it is the whole industrial chain of intelligent number. Mengniu, which insists on long-term innovation, has just started the prelude of intelligent number 10,000 meters.
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