Haier'S Unique Modern Logistics

Haier

"First-class three networks"

In Haier, the warehouse is no longer a reservoir for storing materials, but a mobile river.

The flow in the river is to purchase necessary materials by order, that is, purchase and manufacture according to orders.

In this way, the dull materials were eliminated and the stocks were eliminated.

At present, Haier group receives an average of more than 6000 sales orders per month, with more than 7000 orders and 26 varieties of materials that need to be purchased.

In this complex situation, since the integration of Haier logistics, sluggish materials have been reduced by 73.8%, the storage area has been reduced by 50%, and stock funds have been reduced by 67%.

The cargo area of Haier international logistics center is 7200 square meters, but its throughput is equivalent to 300 thousand square meters of ordinary flat warehouse.

In the same job, there are only 10 forklift drivers in Haier logistics center, and the average warehouse needs at least 100 people to complete such a workload.

The integration of the global supply chain resource network has enabled Haier to quickly meet the needs of users.

Haier optimizes the external resources through integrating internal resources, so that the suppliers can be optimized from 2336 to 840, and the proportion of international suppliers will reach 74%, thus establishing a strong global supply chain network.

GE, Emerson, BASF, DOW and other top 500 enterprises have become Haier suppliers, effectively protecting the quality and delivery time of Haier products.

Not only that, but through the implementation of concurrent engineering, Haier has made a number of large international companies participating in the front-end design of Haier products with its hi-tech and new technologies, not only ensuring the leading technology of Haier's products, increasing the technological content of products, but also speeding up the development.

In addition, the implementation of the daily payment system by Haier has made a timely payment rate of 100% to suppliers, which few enterprises in China can do to prevent the emergence of "triangle debts".

JIT speed to achieve synchronization process

Due to the support of logistics technology and computer information management, Haier logistics achieves the synchronous process through 3 JIT, namely, JIT procurement, JIT distribution and JIT distribution logistics.

At present, through Haier's BBP purchasing platform, all suppliers receive orders online, reducing the order period from 7 days to 1 hours, and the accuracy rate is 100%.

In addition to placing orders, suppliers can also query inventory, quotas, prices and other information online to achieve timely replenishment and achieve JIT procurement.

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In order to achieve the goal of logistics management based on time to eliminate space, Haier began to implement the basic logistics container unit, containerization, standardization and generalization to materiel handling mechanization, and gradually deepened to the five fixed feed management system and the Nissin management system of the workshop workshop, which accelerated the turnover speed of stock funds, and reduced the turnover days of inventory funds from the original 30 days to 12 days, and realized JIT over station logistics management.

The production department will be able to serve the customers through Haier global distribution network in accordance with the requirements of B2B and B2C orders.

At present, Haier's distribution network has expanded from the city to the rural areas, expanding from the coast to the mainland, expanding from the domestic to international.

The country can allocate 16 thousand vehicles. At present, the logistics center cities can distribute 6-8 hours in place, the regional distribution is 24 hours in place, and the national trunk lines are allocated 4.5 days on average, forming the largest distribution logistics system in the country.

The speed of computer network connecting the new economy is outside the enterprise. The application of Haier CRM (Customer Relationship Management) and BBP e-commerce platform has set up a bridge to communicate with the global user resources network and the global supply chain resource network, thus achieving zero distance with users.

In the enterprise, all kinds of advanced logistics equipment controlled by computers not only reduce labor costs, improve labor efficiency, but also directly enhance the level of refinement of logistics process and achieve zero defect quality.

The computer management system sets up the information superhighway within Haier group, which can quickly pform information gained from the e-business platform into the internal information of the enterprise, and replace the stock with information, so as to achieve the goal of zero working capital.

Actively developing the third party distribution logistics

Haier logistics has used the existing distribution network and resources, and with the help of information system, has actively developed the social distribution logistics business. Now it has become the logistics agent of the Japanese MEBO group, AFP group and rob Baishi, and the business with ABB and Nestle is also developing smoothly.

At the same time, Haier logistics fully leveraged, and China Post to carry out strong joint, so that the distribution network is more sound, for the new economic era to quickly meet the needs of users to provide protection, to achieve zero distance service.

Haier logistics actively develops the third party distribution, making logistics the new core competitiveness of the group under the new economic era.

Process reengineering is the reengineering of key concepts.

Haier's modern logistics management is a business process reengineering based on modern logistics.

The logistics revolution implemented by Haier is based on order information flow, so that all employees can focus on the needs of users, create market and create demand.

The reconstruction of mechanism is based on the "market chain", and the logistics revolution of Haier is based on the "market chain".

Based on Haier culture and OEC management mode, taking the order information flow as the center, the operation of logistics and capital flow is promoted, and three business processes reengineering of "zero" target (zero distance, zero service defect and zero working capital) is implemented.

It is "three zeroes" to build Haier's core competitiveness logistics.

But the most important thing is to make Haier one hand grasp the needs of users, and the other to seize the global supply chain that can meet the needs of users, combine these two capabilities together, so as to gain user loyalty in the market, which is the core competitiveness of enterprises.

This core competitiveness is accelerating Haier's efforts to internationalize the world's top 500 companies.