当前，我国中小企业数字化转型需求迫切，但仍存在“不会转、不能转、不敢转”问题。瞄准中小企业数字化转型的堵点、痛点和难点，相关部门和多地密集施策。业内预计，中小企业数字化转型难度将持续降低，门槛和成本也将持续下降。
一、成效明显，转型门槛降低
作为国家级专精特新“小巨人”企业，无锡普天铁心股份有限公司近年来尝到了数字化转型的“甜头”。公司基于底座能力，陆续搭建了星际物流系统、综合信息管理平台、EIOT、智能协同等应用，实现数据互联互通；订单交付周期由8天缩短到4天；通过生产数据的在线检测，良品率提升8%。
“通过使用低代码、应用管理上下游，仅仅两个星期，我们就彻底解决了物流‘糊涂账’，丢货、串货、收货无凭据、追款困难等问题迎刃而解，20余家物流承运商精简为5家，节省系统开发和物流费用上百万元。”福建省有零有食科技有限公司相关负责人说。
随着移动互联网、云计算等技术的快速发展，数字化转型已经成为企业高质量发展的“必答题”。但不容忽视的是，中小企业数字化转型仍面临一些难点和痛点。其中，缺资金、缺技术、缺人才是制约中小企业数字化转型的关键问题。
中国信通院云计算与大数据研究所政企数字化转型部副主任罗欧分析说，一方面，中小企业规模小，人才引不来、留不住、储备少，数字化复合型人才比例也偏低。另一方面，中小企业抗风险能力差，转型试错成本高，对长期持续投入资金有顾虑。此外，由于自主研发力量较弱，缺乏架构思维和顶层规划，一些中小企业以“头疼医头、脚疼医脚”的思路开展数字化转型，业务与技术融合能力不足。
《2022中国民营企业数字化转型调研报告》显示，大部分民营企业认为自身仍处于数字化转型的初步探索阶段。38.16%的受访企业反映其主营业务尚未进行数字化转型，处于初步探索阶段的受访企业占比38.81%。
二、破除痛点，实现转型进阶
近段时间，相关部门和多地密集施策，帮助中小企业解决数字化转型“不会转、不能转、不敢转”问题。
国家发展改革委印发的《“十四五”扩大内需战略实施方案》提出，推动建设一批数字化转型促进中心，降低企业数字化转型成本。工信部印发的《中小企业数字化转型指南》提出，数字化转型服务商应聚焦中小企业转型的痛点难点，为中小企业提供小型化、快速化、轻量化、精准化的产品和解决方案，带动产业链供应链上下游中小企业协同开展数字化转型。
在业内人士看来，这有助于进一步降低中小企业数字化转型门槛，也为数字化服务商更有针对性地赋能中小企业转型明确了实施路径。与此同时，着眼于企业间协同、产业链协同，企业数字化转型也将迈向新阶段。
企业数字化转型分为三个阶段，第一阶段是从传统的工作方式进化到在线办公、组织内在线协同；第二阶段是从组织的数字化进化到业务的数字化；第三阶段是企业与企业间的数字化协同，连点成线，聚线成面，最终将实现整个产业链的数字化大协同。
“‘链式发展’是促进中小企业数字化转型的有效途径。”罗欧表示，大中小企业的链式发展能够解决数据作为生产要素在生产经营环节的断点、堵点问题，充分发挥数据在各生产经营流程中的价值，解决供需匹配问题，节省社会资源。
三、多方发力，加速数字赋能
业内专家表示，推动中小企业数字化转型、高质量发展，需要各方从政策机制、基础投入、营商环境、数字赋能等方面着重发力。
罗欧认为，应保障创新发展制度，增强创新投入，强化生态建设，改善营商环境，帮助中小企业树立产权意识。企业应积极拥抱数字化，加速数字赋能、升级改造。此外，“链主”企业应充分发挥产业链优势并践行“链长”担当，在强化自身数字化能力的同时，为上下游中小企业提供可复制、可推广的转型方法论。
在数字化人才培养方面，猎聘大数据研究院副院长权贵杰表示，数字相关技能劳动者培养仍然存在结构性短缺等问题，企业需根据自身创新模式不断完善数字化人才培养体系。
“相信未来基于‘小快轻准’‘链式转型’的转型路径，中小企业的转型难度会持续降低，门槛会持续下降，包括更低的技术门槛和更低的转型成本。”罗欧说。
中国中小企业国际合作协会新技术产业投资分会秘书长阮汝祥表示，加快推进量大面广的中小企业数字化转型，有利于构建全链条、全流程数字化生态，增强产业链供应链韧性和自主可控能力，还能为质量变革、效率变革、动力变革注入新动能。
翻译：
At present, there is an urgent need for digital transformation of Chinese small and medium-sized enterprises, but there are still problems such as “cannot, cannot and dare not to”. Aiming at the blocking points, pain points and difficulties of the digital transformation of small and medium-sized enterprises, relevant departments and many places intensive policies. The industry expects that the digital transformation of smes will continue to reduce the difficulty, the threshold and cost will continue to fall.
First, the effect is obvious, the transition threshold is lowered
As a state-level specialized special “little giant” enterprise, Wuxi Putian Tiexin Co., Ltd. has tasted the “sweetness” of digital transformation in recent years. Based on base capacity, the company has successively built interplanetary logistics system, integrated information management platform, EIOT, intelligent collaboration and other applications to realize data connectivity. Order delivery time is shortened from 8 days to 4 days; Through the online detection of production data, the yield increased by 8%.
“Through the use of low code, application management upstream and downstream, only two weeks, we completely solved the logistics’ muddling accounts’, lost goods, chain goods, receiving goods without evidence, payment difficulties and other problems solved, more than 20 logistics carriers streamlined to 5, saving the system development and logistics costs of millions of yuan.” Fujian Province zero food science and technology Co., LTD. Relevant person said.
With the rapid development of mobile Internet, cloud computing and other technologies, digital transformation has become a “must answer” for high-quality development of enterprises. However, it cannot be ignored that smes still face some difficulties and pain points in digital transformation. Among them, lack of capital, lack of technology, lack of talent is the key problem restricting the digital transformation of small and medium-sized enterprises.
Luo Ou, deputy director of the government-enterprise digital transformation Department of the Cloud Computing and Big Data Institute of the China Information and Communications Academy, analyzed that, on the one hand, small and medium-sized enterprises are small, unable to attract talents, unable to retain, less reserves, and the proportion of digital composite talents is also low. On the other hand, small and medium-sized enterprises have poor ability to resist risks, high cost of trial and error in transformation, and worry about long-term investment. In addition, due to the weak independent research and development force, lack of structural thinking and top-level planning, some small and medium-sized enterprises carry out digital transformation with the idea of “treating the head with pain and treating the foot with pain”, and lack of integration ability of business and technology.
According to the 2022 Digital Transformation Research Report of China’s Private Enterprises, most private enterprises believe that they are still in the preliminary exploration stage of digital transformation. 38.16% of the surveyed enterprises reflect that their main business has not undergone digital transformation, and 38.81% of the surveyed enterprises are in the preliminary exploration stage.
Two, to break the pain point, to achieve the transition
Recently, relevant departments and many places have taken intensive measures to help smes solve the problem of “not being able to turn, not being able to turn, and not daring to turn” in digital transformation.
The Implementation Plan of the 14th Five-Year Plan to Expand Domestic Demand issued by the National Development and Reform Commission proposes to promote the construction of a number of digital transformation promotion centers and reduce the cost of digital transformation for enterprises. The Guide for Digital Transformation of Small and Medium-sized Enterprises issued by the Ministry of Industry and Information Technology proposed that digital transformation service providers should focus on the pain points and difficulties in the transformation of small and medium-sized enterprises, provide small and medium-sized enterprises with miniaturized, fast, lightweight and precise products and solutions, and drive the upstream and downstream small and medium-sized enterprises of the industrial chain and supply chain to carry out digital transformation in collaboration.
In the view of industry insiders, this will help to further lower the threshold of digital transformation for smes, and also clarify the implementation path for digital service providers to enable smes to transform in a more targeted way. At the same time, focusing on cooperation among enterprises and industrial chain, enterprise digital transformation will also enter a new stage.
The digital transformation of enterprises is divided into three stages. The first stage is the evolution from the traditional working mode to the online office and the internal collaboration of the organization. The second stage is from the digitalization of the organization to the digitalization of the business; The third stage is the digital collaboration between enterprises, connecting points to form lines, converging lines to form planes, and finally realizing the digital synergy of the whole industrial chain.
“‘ Chain development ‘is an effective way to facilitate the digital transformation of smes.” Luo Ou said that the chain development of large, small and medium-sized enterprises can solve the breakpoints and blocking points of data as production factors in production and management links, give full play to the value of data in each production and management process, solve the problem of matching supply and demand, and save social resources.
Three, multiple efforts to accelerate digital empowerment
Industry experts said that to promote the digital transformation and high-quality development of smes, all parties need to focus on policy mechanisms, basic investment, business environment and digital empowerment.
Luo Ou believes that the innovation development system should be safeguarded, investment in innovation should be increased, ecological construction should be strengthened, business environment should be improved, and smes should be helped to establish a sense of property rights. Enterprises should actively embrace digitalization and accelerate digital empowerment and upgrading. In addition, “chain owner” enterprises should give full play to the advantages of the industrial chain and practice the role of “chain length”. While strengthening their own digital capabilities, they should provide replicable and extendable transformation methodology for upstream and downstream smes.
In terms of digital talent training, Quan Guijie, deputy director of Liepin Big Data Research Institute, said that there are still structural shortages and other problems in the training of digital-related skills, and enterprises need to constantly improve the digital talent training system according to their own innovation mode.
“I believe that based on the transformation path of ‘small, fast and light’ and ‘chain transformation’ in the future, the transformation difficulty of smes will continue to decrease, and the threshold will continue to decrease, including lower technical threshold and lower transformation cost.” “Luo said.
Ruan Ruxiang, Secretary-General of the New Technology Industry Investment Branch of the China Association for International Cooperation of Small and Medium-sized Enterprises, said that accelerating the digital transformation of large and wide range of small and medium-sized enterprises will help build a digital ecology of the whole chain and the whole process, enhance the resilience of the industrial chain and supply chain, and inject new driving force into the transformation of quality, efficiency and power.
本文由数字化转型网（www.szhzxw.cn）转载而成，作者：经济参考报；编辑/翻译：数字化转型网默然。
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