企业采购是块大蛋糕。2019年全国企业间采购总额超过40万亿，其中有15万亿来自非生产采购。而商越等一批新兴企业采购数字化服务供应商正是瞄准了这一蛋糕，这蛋糕不仅大，并且还以每年8%的平均速率在增大。
在如此巨大的市场空间里，呈现的是一片传统采购陈旧的气味。在企业采购的选择偏好中（非实际应用），55.4%的企业将传统线下采购作为首选，2019年中国企业采购的在线化普及率为2.5%，而同期美国的数字为53%，中国企业采购数字化的蛋糕刚刚上桌。
根据工信部2107年《工业电子商务发展三年行动计划》中显示，规模以上工业企业电子商务采购额达9万亿，销售额达11万亿，重点骨干行业企业电商平台普及率60%。而同期，在北美B2B电商采购额为6.7万亿美元，是B2C的两倍。
对企业数字化而言，采购是一块儿企业数字化的洼地。在疫情的推动下，企业业务上云、IT上云、组织上云已经从创新需要变为企业经营的基础诉求，上云成为推动数字化进程的最优手段。在众多企业上云的业务系统当中，企业采购尚处于低水位。这意味着未来几年，在上云刚需的推动下，数字化采购风口正在逼近。
一、乱象丛生下的数字化采购
（一）背景：
复杂的企业市场结构，新老采购方式同时有效。我国国土面积幅员辽阔，经济、信息化程度、地缘优势等因素差异极大，造成了传统采购与数字化采购同时并存、并将在很长一段时间持续存在的现象。供应链中，大企业信息化程度高，采购数字化进程快，但可能存在上游或欠发达区域伙伴依然采用传统线下采购的方式；同区域、同行业企业因规模不同，由于业务简单，传统线下采购方式效率更高也时有发生。
采购过程与采购结果的目标不同，企业核心诉求有偏差。无论是传统采购还是数字化采购，两者均是由企业采购需求（行为）驱动发生的。企业数字化采购发挥出来的价值在于能够最大化引入正确供应商数量、透明传递交易价格信息、全流程跟踪交易行为，缩短寻源到合同、结算执行流程、智慧供应商管理；而传统线下采购的价值体现往往是对采购结果以及采购关系的表达，更注重关系维持与共同目标的最终实现。有的企业需要通过采购流程的可控来提效降本，而有的企业还没有达到这一阶段。
国内缺乏不带有经济利益偏好的独立专业服务商。中国企业信息化市场当中，对于企业采购这个场景一直缺乏独立且专注的服务供应商。采购信息化的业务出口被两大流派牢牢把持：
一派是技术流——以ERP、SRM为代表的信息化势力；
一派是业务流——以传统采购伙伴、各大电商平台为代表的业务势力。
ERP很早推出了采购管理模块，但出于数据安全的考虑，不能直接开放数据接口给外部用户，否则存在内部数据外泄的风险。后来软件企业在ERP基础上，又做了SRM系统来解决数据安全问题，但又迎来了数据与业务协同的难题，并且增加采购负责人相关的工作量，最终使得采购供应链效率反而降低。
而传统采购伙伴和电商平台在业务侧能力毋庸置疑，通过沿用企业传统信息化网的方式来优化和满足企业的数字化采购需求。但对于如何给企业提供透明、优质供应商（或产品）时，避免不了推荐上的倾向性，这反而给企业增加了寻源、比价、采购流程的复杂度。
无论是传统技术流或者业务流，都带有自有原生业务的属性，要么是绑定在主产品/服务上，要么是绑定在一家电商平台上，完全独立第三方服务商在供给侧属于稀缺物种。
二、在此背景下，采购数字化需求也很别致
（一）需要区分三个层次：
一是企业高层，高层如何看待采购职能在企业发展中的定位；
二是采购部门，采购部门如何作为才能更有力地支撑企业的发展；
三是采购人员，从事采购工作的职员如何努力才能有更好的职业发展。
面向这三种角色和他们与企业采购相关联的业务属性，梳理企业采购数字化的若干核心诉求。
（二）决策层：
- 要积极响应政策号召，实现企业数字化的自主可控与国产化。
- 企业采购要与整体数字化的战略匹配，同时做到预算可控，采购过程与结果清晰可见。
- 通过数字化手段（AI、大数据、多渠道接入）提升采购效能，为企业采购做决策辅助。
- 采购业务降本、提效的效果，量化损益表现在哪些方面。
（三）采购部门：
- 可预测战略寻源，实现供应商信息、价格、成本的预测性结果。
- 智能供应商协作，智能推荐采购名录、预测采购过程和价格，帮助采购人员谈判时确认关键因素和节点。
- 自动化采购执行，可自动重复性任务，降低反复录入。
- 绩效管理，建立和监测评估机制，打造采购绩效评估、优化供应商资源。
- 风险管控，通过数字化系统构建采购风险管控系统，监控采购流程和审计跟踪，洞察风险与机遇。
（四）采购职员层：
- 降低系统复杂度，提升操作应用体验
- 智能化录入供应商信息、采购商品信息
- 供应商信息、价格、成本智能化比对，预测合作模型
- 优化请购流程，自动分发审批任务，缩短审批周期、提高效率
- 采购目录优化，精细化品类管理、优化采购策略
可见，站在企业的不同角色、不同职位上，对采购业务的理解和对数字化的诉求，从战略到战术的理解也完全不同，但在企业整体的采购策略、采购逻辑、采购流程、采购系统建设上又要达到统一实现，这对数字化采购提出了巨大的挑战。而在这三位一体的采购业务中，采购部门的需求又最为关键。
三、在此需求下，数字化采购八个雷声声爆响
带着好奇与疑问，采访了企业采购数字化领域C位出道的商越创始人兼CEO苗峰。苗峰曾出任用友集团副总裁，主要负责用友华表、UAP平台相关业务，对ERP、商业分析软件、平台化软件有着丰富的经验；后加入阿里巴巴，五年时间锻造了苗峰敏锐的商业洞察力；这两段重要的工作经验直接促成了商越的创立。
而商越的创立，也让苗峰更加确信了企业数字化采购的方向，也就有了2年时间造访近200家大型企业客户，带回了企业用户对数字化采购需求的8个雷。
1． 一站式服务，让企业一败涂地。在采购这个场景中，越大的企业对采购信息化系统复杂度、数据的割裂、业务的断档感受越深刻，被折磨到头秃的采购人员总想用一套招来解决这个问题，当听到一站式服务的时候很容易上头，而根据项目结果来看，80%的企业失败在大而全的产品方案上，越全的产品方案失败率越接近100%。常见于大型综合管理软件服务商的美好蓝图。
2． 生产采购、非生产采购一锅烩。关系到企业生产资料的采购与不直接参与经营的非生产采购有极大地差异性，对于不同企业而言，生产采购一定是个性化的，但非生产采购可能是类似的。所以用生产采购来兼职非生产采购不是不可以，但是完全体现不出数字化的效率，而用非生产采购兼职生产采购则是天方夜谭。常见于传统管理软件供应商和企业自研系统。
3． 既当裁判又做队员的队友。企业选择的数字化采购服务商有双重身份，一是技术服务商，二是某电商平台服务伙伴。这类工具服务商既站在客户端做平台产品，也拿电商平台返佣。有返佣存在，必然存在带利益视角做服务，也会干扰客户选择电商平台。常见于电商平台系服务供应商。
4． 企业一入自研深似海。企业自研采购系统，往往成本是直接采购的8倍，同时自研存在自家东西不着急的错觉，本来2个月时间的项目可能会拖到2年，如果没有一个即懂业务又懂技术的专家坐镇，结果会更悲剧。常见于信息化团队壮大、过往有过成功自研ERP经验的企业客户。
5． 选择传统架构一时爽，数字时代跟不上。信息化时代以管理、流程、结果数字化为主，服务的采购团队，数字化时代要服务采购团队的用户，包括需求用户、供应商和财务。数字化时代穿透每个采购的品类和场景，通过时间沉淀反过来再去做管理。同时数字化时代需要数字化时代的技术去支撑，而不是传统软件架构。
6． 辅助打主力，容易满盘皆输。项目化团队进场，虽然初期的研发成本较低，但是隐性的运维、服务成本非常高昂，且项目团队可以满足技术功能点的开发，但对企业业务的认知较弱，容易被企业参与采购的各个部门“发出诉求”导致最终项目全盘失败。常见于对采购领域不太熟悉的综合信息化服务商与预算敏感的企业用户。
7． 堆砌功能，自嗨型系统。依然有一些供应商和企业对功能钟爱有加，堆砌了很多不常用的功能，但对最终的采购业务主体实现比较模糊，没有业务沉淀的供应商容易从产品做起，最终导致项目外强中干。常见于项目化团队和对采购过程、结果目标不确定的企业客户。
8． 跟风数字化，步子迈太大。采购数字化的最终目的是为采购业务、采购相关人员服务，有时候适合自己的采购策略、采购方法（哪怕是传统线下采购）反而效果更好，单纯的为数字化而建设系统却脱离了采购业务的本质得不偿失。常见于对采购流程、采购业务梳理不清晰的企业客户。
显然，基于中国企业市场复杂的构成背景，方向一致但抽象度较低的各层级需求已经被实践检验出来坑与雷。商越创始人苗峰认为：在中国企业市场，采购数字化更适合先从大企业做起，通过大企业在供应链中的强势地位，向上下游进行数字化采购辐射，自上而下的推动能更好的解决以上问题。
当前阶段，企业非生产采购的标准化程度相对较高，因此利用SaaS模式能够很好地解决非生产采购的问题；而对于生产采购的高度个性化，目前还无法做到SaaS化或PaaS化。
或许会有人问，为何不把非生产采购做成PaaS交付给客户，因为对于数字化采购而言，一切才刚刚开始，更多的数字化采购服务类型也会接踵而至，毕竟这块蛋糕足够大。
翻译：
Corporate purchasing is a big pie. In 2019, inter-enterprise procurement exceeded 40 trillion yuan, of which 15 trillion yuan came from non-production purchases. A new group of business-sourcing digital service providers, such as Shangyue, is targeting this pie, which is not only big but growing at an average rate of 8% a year.
In such a huge market space, it is a piece of traditional procurement obsolete smell. In the selection preference of enterprise procurement (non-practical application), 55.4% of enterprises choose traditional offline procurement as their first choice. In 2019, the online penetration rate of Chinese enterprise procurement was 2.5%, while the figure in the United States was 53% in the same period. The cake of Chinese enterprises’ digital procurement has just been served.
According to the Three-year Action Plan for Industrial E-commerce Development of Ministry of Industry and Information Technology in 2107, e-commerce purchases of industrial enterprises above designated size reached 9 trillion yuan and sales reached 11 trillion yuan, and the penetration rate of e-commerce platforms of enterprises in key backbone industries was 60%. Over the same period, B2B purchases in North America were $6.7 trillion, twice that of B2C.
For enterprise digitization, procurement is a depression of enterprise digitization. Driven by the epidemic, enterprise business cloud, IT cloud, organization cloud has changed from the need for innovation to the basic demand of enterprise management, cloud has become the best means to promote the process of digitalization. In many enterprise cloud business systems, enterprise procurement is still at a low level. This means that in the next few years, driven by Shangyun rigid demand, digital procurement tuyere is approaching.
The proportion of actual cloud purchased by enterprises is at a low water level with the upper cloud situation of the latent incremental market
Complex enterprise market structure, new and old procurement methods are effective at the same time. Our territory is vast in territory, and there are great differences in such factors as economy, informationization degree and geo-superiority, which result in the coexistence of traditional procurement and digital procurement, and will continue to exist in a long time. In the supply chain, large enterprises have a high degree of informatization and the procurement digitization process is fast, but there may be partners in upstream or less developed regions who still adopt the traditional offline procurement method. Due to the different scale of enterprises in the same region and in the same industry, the traditional offline procurement method is more efficient due to the simple business.
The objectives of the procurement process and the procurement result are different, and the core demands of the enterprise are deviated. Both traditional purchasing and digital purchasing are driven by enterprise purchasing demand (behavior). The value of enterprise digital procurement is to maximize the introduction of the correct number of suppliers, transparent transfer of transaction price information, whole-process tracking of transaction behavior, shortening source-to-contract, settlement execution process, and intelligent supplier management. However, the value of traditional offline procurement is often the expression of the procurement result and the procurement relationship, and pays more attention to the maintenance of the relationship and the ultimate realization of the common goal. Some enterprises need to improve efficiency and reduce cost through controllable procurement process, while some enterprises have not reached this stage.
The business export of procurement informatization is firmly controlled by two schools
Domestic lack of independent professional service providers with no preference for economic benefits. In China’s enterprise informatization market, there has been a lack of independent and dedicated service providers for enterprise procurement. The business export of procurement informatization is firmly controlled by two schools:
One is technology flow, represented by ERP and SRM.
One is business flow — business forces represented by traditional purchasing partners and major e-commerce platforms.
ERP has long launched the purchasing management module, but for the consideration of data security, it can not directly open the data interface to external users, otherwise there is the risk of internal data leakage. Later, on the basis of ERP, software enterprises made SRM system to solve the problem of data security, but faced with the problem of collaboration between data and business, and increased the workload related to the procurement manager, which ultimately reduced the efficiency of the procurement supply chain.
While traditional procurement partners and e-commerce platforms have undoubted capabilities in the business side, they can optimize and meet the digital procurement needs of enterprises by using the traditional information network of enterprises. However, when it comes to providing transparent and high-quality suppliers (or products) to enterprises, the tendency of recommendation cannot be avoided, which increases the complexity of sourcing, price comparison and procurement processes for enterprises.
Both traditional technology flow and business flow have their own attributes of original business. They are either bound to the main product/service or an e-commerce platform. Completely independent third-party service providers are a scarce species on the supply side.
In this context, procurement digital demand is also very unique
Three levels need to be distinguished:
First, the senior management of the enterprise, how the senior management view the positioning of the procurement function in the development of the enterprise;
The second is the procurement department. How can the procurement department support the development of the enterprise more effectively?
The third is purchasing staff, engaged in purchasing staff how to work hard to have a better career development.
In view of these three roles and their business attributes associated with enterprise procurement, this paper summarizes some core demands of enterprise procurement digitization.
Decision level:
We should actively respond to the policy call and realize the autonomy, control and localization of enterprise digitization.
Enterprise procurement should match the overall digital strategy, and achieve controllable budget, procurement process and results clearly visible.
Improve procurement efficiency through digital means (AI, big data, multi-channel access), and assist enterprises in decision-making in procurement.
The effect of cost reduction and efficiency improvement of purchasing business, quantifying the current aspects of the income statement.
Purchasing Department:
Predictable strategic sourcing to achieve predictive results of supplier information, prices and costs.
Intelligent supplier collaboration, intelligent recommendation of procurement list, forecast of procurement process and price, help procurement personnel to identify key factors and nodes during negotiations.
Automatic procurement execution, can automatically repeat tasks, reduce repeated entry.
Performance management, establish and monitor evaluation mechanism, create procurement performance evaluation, optimize supplier resources.
Risk management and control: Build procurement risk management and control system through digital system, monitor procurement process and audit tracking, and gain insight into risks and opportunities.
Purchasing staff:
Reduces system complexity and improves operation and application experience
Intelligent input of supplier information, commodity information
Supplier information, price, cost intelligent comparison, forecast cooperation model
Optimize the purchase process, automatically distribute approval tasks, shorten the approval period and improve efficiency
Procurement catalog optimization, refined category management, optimize procurement strategy
It can be seen that different roles and positions in the enterprise have completely different understanding of procurement business and demands for digitalization, from strategy to tactics. However, the enterprise needs to achieve a unified implementation of the overall procurement strategy, procurement logic, procurement process and procurement system construction, which poses a huge challenge to digital procurement. And in this trinity of procurement business, the demand of the procurement department is the most critical.
Under this requirement, eight thunder bursts are digitally purchased
[known as T Customer] interviewed Miao Feng, founder and CEO of Shangyue, who was a C debut in the field of enterprise procurement digitization, with curiosity and questions. Miao Feng used to be the vice president of Yonyou Group, mainly responsible for the business related to Yonyou Huabou platform and UAP platform. He has rich experience in ERP, business analysis software and platform software. After joining Alibaba, Miao Feng developed his keen business insight in five years. These two important work experiences directly contributed to the establishment of Shangyue.
The establishment of Shang Yue also made Miao Feng more convinced of the direction of enterprise digital procurement, and it took him two years to visit nearly 200 large enterprise customers and bring back eight thunder of enterprise users’ demand for digital procurement.
One-stop service, let the enterprise fail.
One-stop service, let the enterprise fail. In the procurement scenario, the bigger the enterprise is, the more deeply it feels about the complexity of the procurement information system, the fragmentation of data, and the interruption of business. The frustrated and bald purchasing staff always want to solve this problem with a set of solutions. When they hear about one-stop service, they are easy to get frustrated. The more complete the product solution, the closer the failure rate is to 100%. A blueprint common to large integrated management software providers.
Production procurement, non-production procurement a pot of stew.
Production procurement, non-production procurement a pot of stew. The procurement related to the means of production of enterprises is very different from the non-production procurement which does not directly participate in the management. For different enterprises, the production procurement must be personalized, but the non-production procurement may be similar. Therefore, it is not impossible to use production procurement for part-time non-production procurement, but it cannot fully reflect the efficiency of digital, while using non-production procurement for part-time production procurement is impossible. It is commonly used in traditional management software suppliers and enterprise self-developed systems.
A teammate who is both a referee and a player.
A teammate who is both a referee and a player. The digital procurement service provider chosen by the enterprise has two identities: one is the technology service provider, the other is the service partner of an e-commerce platform. This kind of tool service providers not only stand on the client side to do platform products, but also take the e-commerce platform commission. There is a commission, there is bound to be a benefit perspective to do services, will also interfere with customers choosing e-commerce platforms. Common in e-commerce platform system service providers.
An enterprise into the deep as the sea.
An enterprise into the deep as the sea. The cost of self-developed procurement system is often 8 times that of direct procurement. Meanwhile, self-developed procurement has the illusion that it is not in a hurry. A project that takes 2 months may be delayed to 2 years, if there is no expert who knows both business and technology, the result will be even more tragic. It is commonly used in the enterprise customers who have grown up the informatization team and have had successful experience in self-developing ERP in the past.
Choosing traditional architecture is cool for a while, but the digital age can’t keep up. In the information age, management, process and results are digitalized. The procurement team of service should serve the users of the procurement team in the digital age, including demand users, suppliers and finance. The digital age penetrates the category and scene of each purchase, and manages it in turn through time precipitation. At the same time, the digital age needs to be supported by digital age technology, rather than traditional software architecture.
Auxiliary play the main force, easy to lose the game.
Auxiliary play the main force, easy to lose the game. Although the initial R&D cost of project team is low, the hidden operation, maintenance and service cost is very high. Moreover, the project team can meet the development of technical function points, but the cognition of enterprise business is weak, and it is easy to be “issued demands” by various departments involved in procurement of the enterprise, resulting in the total failure of the project. Common in the procurement field is not familiar with the integrated information service providers and budget sensitive enterprise users.
Stacking function, self – high – type system. There are still some suppliers and enterprises that are fond of functions and have piled up a lot of functions that are not commonly used. However, the realization of the final procurement business subject is vague. Suppliers without business precipitation are easy to start from the product, which will eventually lead to the external strength of the project and the intermediate strength of the project. Common in the project team and the procurement process, the outcome of the uncertain corporate customers.
Jumping on the digital bandwagon is too big a step.
Jumping on the digital bandwagon is too big a step. The ultimate purpose of procurement digitization is to serve the procurement business and procurement related personnel. Sometimes, the procurement strategy and procurement method suitable for oneself (even traditional offline procurement) have better effects, while the simple construction of the system for digitization is divorced from the essence of the procurement business. Common in the procurement process, procurement business sorting is not clear enterprise customers.
Obviously, based on the complex composition background of Chinese enterprise market, the requirements of different levels with the same direction but low degree of abstraction have been tested by practice. Miao Feng, the founder of Shangyue, believes that in China’s enterprise market, it is more suitable to start with large enterprises to digitize procurement. Through the strong position of large enterprises in the supply chain, digital procurement radiation can be carried out upward and downstream, and top-down promotion can better solve the above problems.
At the current stage, the standardization degree of enterprise non-production procurement is relatively high, so using SaaS model can solve the problem of non-production procurement well. As for the highly personalized production procurement, it is not possible to achieve SaaS or PaaS at present.
Some people may ask why not make non-production procurement into PaaS to deliver to customers, because for digital procurement, things are just beginning, and more types of digital procurement services will follow, after all, the pie is big enough.
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