以前，人们觉得数字化转型是大公司的事儿，是其他部门的事儿，现在，采购数字化转型已经由时髦成为必须。In the past, people thought that digital transformation was the business of large companies. But now, the digital transformation of procurement has become a necessity.
数字化转型是当下各行各业探讨的热门话题。当人们还在探讨为什么要转型，如何转型，转型转什么，何时转型，当很多人还在犹豫的时候，在数字化采购领域已经悄然发生了很多新变化。
一、由时髦到必须，采购数字化投资在加大，中小微企业也在数字化
以前，人们觉得数字化转型是大公司的事儿，是有钱人的事，是其他部门的事儿，现在采购数字化投资在加大，采购数字化转型已经由时髦成为必须。
在企业里，采购相对于其他管理职能，是数字化转型的落后地区。很多企业将数字化的资金首先投在生产领域，然后投在销售上，投在研发上，采购往往是企业的最后一个领域，觉得那是供应商端，是要排在后边的。
最近这几年，采购领域的数字化转型速度加快了，原因是世纪疫情、百年变局，采购与供应链变成大家高度关注的话题，中国经济由高速到高质量发展，企业在开源有限的情况下，重点自然转到了节流。我做过统计，一个公司的采购成本占到公司销售额平均是54.3%，采购降本10%，公司利润可能翻倍。人们知道，采购降本的每一分钱都是利润。于是，如何通过采购降本成为企业关注的话题，如何控制采购风险保证供应链不掉链子是关注的又一个重要话题。传统降本手段用尽，人们想到了数字化。
除此之外，由于疫情，很多人只能居家办公，刚开始人们觉得，在网络如此发达的今天，完全可以线上办公。没想到的是，人们在家办公，合同无法盖章、无法快递、无法付款，导致很多合同无法履行，这种情况造成的供应中断让大家很是痛心。于是，如何通过电子签章的方式签订电子合同，如何在家就能进入公司的操作系统进行审批操作，如何控制供应风险，就成为人们关注的话题，也成了数字化供应商解决的课题。为此，我访谈了上海甄云科技总裁姚一鸣，他跟我讲了好几个类似案例。
甄云科技开发的SaaS(软件即服务)软件，为不同规模企业全面实现数字化提供了可能。以前，数字化设施需要企业自掏腰包建设，现在不需要，只需要购买软件服务就可以了，数字化手段已经成为公共设施。作为中小企业，甚至是小微企业只要使用开发好的数字化SaaS软件，就一样可以实现采购数字化转型。
二、由传统制造业到新业态，转型已近全覆盖
人们谈论数字化转型时，更多关注的是传统制造业。最近这几年，在一些特别的行业，采购数字化转型的愿望非常强烈，比方说互联网行业、美容美发、餐饮连锁行业等等。
在大家的印象中，互联网行业一定是使用数字化手段最多的地方，也一定是数字化管理最先进的地方，其实还真不是。
以前，互联网企业，主要经营的是平台，在资本的推动下，重点放在迅速扩张，吸引客户、吸引消费者、吸引商家到平台上来，因为平台运营必须要有足够的客户群体和交易量来支撑，通过这个量来构建自己的护城河。
但是，现在的互联网行业，已经由增量市场转向了存量市场竞争，也开始了内卷，竞争也是相当的激烈。
于是在有些互联网企业，喊出了要向传统制造业学习，学习传统制造业的降本增效管理方法，学习传统制造业的精益管理方式，降低自己的采购成本，提高运营效率，我受邀到很多这样的企业讲过课。在客户端，他们数字化做得非常好，精力金钱都在那里，在采购端，管理还有很大改善空间。
除了互联网行业，很多新的行业，比如美容保健行业、健康医疗行业等等，以前非常小众，企业规模也非常小，现在这些行业已经发展到颇具规模，形成连锁经营。餐饮业都做起了中央厨房，我在给一个餐饮企业联盟做培训的时候，脑子里产生了一个概念，就是“餐饮业也是制造业”。因为，中央厨房完全是制造业流水线的做法，很多食品或半成品都是流水线加工出来的。你家门口的包子铺卖的可能就是流水线生产出来的。起初，我在给一些餐饮企业培训的时候，还有些担心，现在完全不用担心，这些行业发展速度非常快，以前在这些行业管理相对比较粗放，现在需要精细化运营。
我对某家著名火锅企业做过研究，也对他们采购总监做过访谈，发现他们控制冷链运输、管理供应商等方面都用上了数字化手段。再比如，我家门口的理发店，在上海是一家非常有名的连锁理发店。理发师告诉我，以前他们店里面的装修都是老板的舅舅干的，价格贵、工期长，还经常会出现装修质量问题。现在公司规模上来了，老板觉得公司应该规范化管理，已经要求采购部门要集中采购，要公开竞争，并且用上了数字化手段。
三、由合规到赋能，采购人不干采购事，从线上化到在线化
从前，人们把采购活动搬到线上，很大的动力是在线上让采购活动公开透明，以便可追踪、可追溯，减少采购的暗箱操作，目的是合规。为此，还起了个好听的名字叫“阳光采购”。
现在人们越来越发现，将采购活动搬到线上，可以留存很多数据，通过数据挖掘寻找降本增效机会。比如记录申请部门的申请习惯、统计其采购支出，比较供应商不同批次报价水平 ，确认供应商是否恶意报价等。通过数据的积累和洞察，可以找到最优的采购管理方法，达到降本增效目的。
比如，很多需求部门，提交很多紧急采购需求，致使采购部门没有足够时间去寻找供应商，没有足够时间与供应商谈判。结果就是，没有找到最合适的供应商，没有找到最合适的物品，增加了采购成本，这让采购商痛苦不已。
针对这种情况，可以使用数字化手段，将需求部门的采购申请记录下来，通过设定紧急采购率、计划变更率两个指标来约束申请部门。在传统的管理模式之下，这些信息是碎片化的，如果想整合，需要大量的人工，现在有了采购管理系统，就会将这些行为记录和统计出来。通过这两个率可以对采购申请部门提出约束，请他们改善。
现在，越来越多的企业利用网络协同和大数据智能等技术，赋能采购全流程、全业务模块，打造可预测的战略寻源、自动化的采购执行与前瞻性的供应商管理，以最大程度地降低成本、管控风险、创造价值。
我跟德国一家著名跨国公司两位采购高管交流，这家公司在中国有20多家工厂。他们告诉我，在他们集团总部采购部门里有大量的人不做采购工作，这些人专门负责采购数字化，并且集团倡导所有采购部门的人都要学习低代码，引导大家，用数字化手段创新采购模式。如，在供应商考评管理过程中，由于很多数据不好统计，所以很难精细分类，于是部门协同难落地、评价标准不客观，无法有效管控供应商，即使有处罚，也很难执行到位。
为了解决这些问题，他们搭建了供应商考评指标库，不需要人工参与，系统可以实现自动抓取数据、自动计算。通过数据接口与企业内部ERP系统数据同步，线下表单数据也可以直接导入，可自定义考核周期，并设置价格水平、交易响应速度、质量合格率、交货准时率等考评指标的权重。
设置好各项考评指标后，可设置供应商等级及相应的奖惩措施。系统就会按照事先定义的考核周期自动运行，实现供应商考评精细化、自动化，实现供应商情况的实时监控，达到数智链接、精细赋能。
翻译：
In the past, digital transformation was seen as something for big companies and other departments. Now, digital transformation of procurement has gone from being fashionable to obligatory.
In the past, people thought that digital transformation was the business of large companies. But now, the digital transformation of procurement has become a necessity.
Digital transformation is a hot topic in all walks of life. While people are still discussing why, how, what and when to transform, many people are still hesitant, many new changes have quietly taken place in the field of digital procurement.
From fashion to necessity, investment in digital procurement is increasing.Msmes are also going digital.
In the past, digital transformation was seen as something for big companies, for the rich, for other sectors. Now the investment in digital procurement has increased, and digital transformation of procurement has gone from fashionable to obligatory.
Relative to other management functions, procurement is the laggard area of digital transformation in enterprises. Many enterprises invest their digital funds first in the production field, then in sales, and in research and development. Procurement is often the last area of the enterprise, and they think that it is the supplier side, which should be ranked behind.
In recent years, the speed of digital transformation in the procurement field has been accelerated, because of the century epidemic and century changes, procurement and supply chain have become highly concerned topics. China’s economy has developed from high speed to high quality, and enterprises naturally focus on reducing costs in the case of limited open source. According to my statistics, the average purchase cost of a company accounts for 54.3% of the company’s sales. If the purchase cost is reduced by 10%, the company’s profit may double. People know that every penny of cost reduction is profit. Therefore, how to reduce costs through procurement has become a topic of concern for enterprises, and how to control procurement risks to ensure that the supply chain is not broken is another important topic of concern. As traditional means of cost reduction run out, people think of digital.
Due to the epidemic, many people have to work at home.
In addition, due to the epidemic, many people have to work at home. At the beginning, people thought that with such a developed network, it is completely possible to work online. Unexpectedly, when people work from home, contracts cannot be sealed, delivered, or paid for. Leading to many contracts that cannot be fulfilled. The supply disruption caused by this situation is very painful for everyone. Therefore, how to sign an electronic contract by means of electronic signature. How to enter the company’s operating system at home for approval operation, how to control the supply risk, has become a topic of concern to people, but also become a topic to be solved by digital suppliers. For this reason, I interviewed Yao Yiming, president of Zhenyun Technology in Shanghai, who told me several similar cases.
The SaaS(software as a service) software developed by Zhenyun Technology makes it possible for enterprises of different sizes to fully realize digitalization. In the past, digital facilities needed to be built out of the pockets of enterprises. But now they do not need to. Only need to buy software services, digital means have become public facilities. As small and medium-sized enterprises, even small and micro enterprises can realize the digital transformation of procurement as long as they use the developed digital SaaS software.
The transformation from traditional manufacturing to new forms of business has covered nearly all areas
When people talk about digital transformation, they focus more on traditional manufacturing. In recent years, there has been a strong desire to transform procurement digitally in some specific industries. Such as the Internet industry, beauty salon industry, restaurant chain industry and so on.
In everyone’s impression, the Internet industry must be the most use of digital means. Also must be the most advanced digital management place, in fact, it is not.
In the past, Internet enterprises mainly operated platforms. Driven by capital, they focused on rapid expansion to attract customers, consumers and merchants to the platform. Because platform operation must be supported by sufficient customer groups and trading volume. Through which they can build their own moat.
However, now the Internet industry, has changed from the incremental market to the stock market competition. But also started the internal volume, the competition is also quite fierce.
They want to learn from traditional manufacturing industry.
Therefore, in some Internet enterprises, they want to learn from traditional manufacturing industry, learn cost reduction and efficiency management methods, learn lean management methods of traditional manufacturing industry, reduce procurement costs and improve operation efficiency. I have been invited to give lectures to many such enterprises. On the client side, they’ve done a really good job of digitizing, where the energy and money is, and on the procurement side, there’s a lot of room for improvement in management.
In addition to the Internet industry, many new industries, such as beauty and health care industry, health care industry and so on, used to be very small, the scale of enterprises is also very small. Now these industries have developed to a large scale, forming chain operations. The catering industry has become a central kitchen.
When I was training a consortium of catering enterprises, I came up with the concept that “catering is also manufacturing”. Because, the central kitchen is completely manufacturing assembly line practice. A lot of food or semi-finished products are processed by the assembly line. The bun shop in front of your house is probably made on an assembly line. At first, when I was training some catering enterprises. I was a little worried, but now I don’t have to worry at all. These industries are developing at a very fast speed. Before, the management in these industries was relatively extensive, but now it needs to be refined.
A famous hot pot company and interviewed their purchasing director.
I did research on a famous hot pot company and interviewed their purchasing director. I found that they used digital means to control cold chain transportation and manage suppliers. For another example, the barbershop in front of my house is a very famous chain barbershop in Shanghai. The barber told me that the decoration in their shop was done by the boss’s uncle. The price was expensive, the construction period was long, and the quality of the decoration often appeared. Now that the company has grown in size, the boss thinks the company should standardize its management. He has asked the purchasing department to centralize procurement, to compete openly, and to use digital means.
From compliance to empowerment, the purchaser does not purchase.From online to online
Once upon a time, the big incentive to move procurement online was to make it open and transparent online so that it could be tracked and traceable. And to reduce shady procurement practices for compliance purposes. For this reason, it has a nice name called “sunshine purchasing”.
More and more people are finding that by moving purchasing activities online, they can retain a lot of data and use data mining to find cost-cutting opportunities. For example, record the application habits of the application department, make statistics on its purchasing expenditure, compare the quotation levels of different batches of suppliers, and confirm whether the suppliers offer malicious prices. Through data accumulation and insight, we can find the optimal procurement management methods to achieve the purpose of cost reduction and efficiency increase.
a lot of demand departments submit a lot of urgent purchasing demands
For example, a lot of demand departments submit a lot of urgent purchasing demands, so the purchasing department does not have enough time to find suppliers and negotiate with suppliers. As a result, the most suitable suppliers are not found, and the most suitable items are not found, which increases the cost of purchasing, which makes purchasers miserable.
In view of this situation, digital means can be used to record the purchase application of the demand department. And two indicators of emergency purchase rate and plan change rate can be set to constrain the application department. Under the traditional management mode, the information is fragmented, if want to integrate, need a lot of labor. Now with the procurement management system, will record and statistics these behaviors. These two rates can put forward constraints on the purchasing application department and ask them to improve.
At present, more and more enterprises use network collaboration and big data intelligence technology to enable the whole process of procurement and the whole business module. It to create predictable strategic sourcing, automated procurement execution and forward-looking supplier management. So as to reduce costs, control risks and create value to the greatest extent.
wo purchasing executives of a well-known German multinational company
I spoke with two purchasing executives of a well-known German multinational company with more than 20 factories in China. They told me that there are a large number of people in the procurement department of the headquarters of their group who do not do procurement work. These people are exclusively responsible for the digitalization of procurement. Moreover, the group advocates that all the people in the procurement department should learn low code and guide them to innovate the procurement mode with digital means. For example, in the process of supplier evaluation and management, many data are not easy to be counted. So it is difficult to make detailed classification. As a result, it is difficult to implement departmental coordination, evaluate standards are not objective. And suppliers cannot be effectively controlled. Even if there are penalties, it is difficult to implement them in place.
In order to solve these problems, they built the supplier evaluation index database. Without manual participation, the system can realize automatic data capture, automatic calculation. Through the data interface and enterprise internal ERP system data synchronization, offline form data can also be directly imported, can customize the assessment cycle. And set the weight of price level, transaction response speed, quality qualified rate, delivery on time rate and other evaluation indicators.
After setting the evaluation index, the supplier grade and corresponding reward and punishment measures can be set. The system will automatically run according to the assessment cycle defined in advance, realize the supplier evaluation refinement and automation, realize the real-time monitoring of the supplier situation, and achieve the number intelligence link and fine empowerment.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源：国际市场期刊；作者：宫迅伟；编辑/翻译：数字化转型网默然。
免责声明: 本网站(http://www.szhzxw.cn/)内容主要来自原创、合作媒体供稿和第三方投稿，凡在本网站出现的信息，均仅供参考。本网站将尽力确保所提供信息的准确性及可靠性，但不保证有关资料的准确性及可靠性，读者在使用前请进一步核实，并对任何自主决定的行为负责。本网站对有关资料所引致的错误、不确或遗漏，概不负任何法律责任。
本网站刊载的所有内容(包括但不仅限文字、图片、LOGO、音频、视频、软件、程序等) 版权归原作者所有。任何单位或个人认为本网站中的内容可能涉嫌侵犯其知识产权或存在不实内容时，请及时通知本站，予以删除。
