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Huarun Wan How To Integrate Supply Chain With Tesco Tesco

2014/7/26 9:19:00 35

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What is easy to be ignored by the P industry is that if Huarun does not have a perfect supply chain system, the merger and acquisition integration can not be completed.

As a retail enterprise which had earlier invested in logistics construction, Huarun Wanjia set up the Pinghu distribution center as early as 2002. At that time, Huarun Wanjia had only dozens of stores in Shenzhen.

By the end of 2013, Huarun had more than 4600 stores in the country, and the supply chain had played a huge role in Huarun expansion.

Huarun P has set up 24 distribution centers (DC) in Southern China, East China, northwest, northeast and Central Plains in recent years, and has formed three level supply chain structure of large regional distribution centers, medium-sized city distribution centers and small distribution centers.

With the development of Huarun's merger and acquisition of Tesco, the supply chain will become a powerful starting point for merger and acquisition.

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The products of a href= "http:// www.91se91.com/news/index_c.asp" > Huarun < /a > Wanjia are divided into three logistics modes: storage type (Stock Item), straight through type (Cross-Docking) and supplier direct delivery store (Deliver to Deliver).

the so-called storage type logistics is that after the goods suppliers are pported to the distribution center, they are not immediately sorted and distributed to stores, but are stored on the shelves of the distribution center. The stores are sent to the stores by the distribution center when the stores are out of stock. The direct type is that once the goods are pported to the distribution center, the suppliers will immediately pick up the products and go to various stores, and the goods will not stop at the distribution center.

The supplier sends the store directly to the store without the distribution center.

for different distribution modes, it is decided by the attributes of commodities and the strength and stocking ability of suppliers.

"Storage type goods are generally the most popular commodity, and we store them in the distribution center to ensure safe stock, so as to avoid the phenomenon of stock breaking.

Such products include Procter and gamble products, mineral water and so on; direct sales are mainly sales of goods that are not very large and have relatively slow turnover, such as bags and so on; suppliers generally send fresh products and some frozen products to the stores directly, "Li Yichun said to" third eyes retail "." choosing different logistics modes depends on the strength of the suppliers. If the supplier is strong enough and the distribution capability is strong, we can adopt a direct logistics mode. If the supplier is weak, we have to adopt a storage distribution mode. "

it is understood that only 30% of the total number of goods in Huarun's Wan Jia men store is directly supplied by suppliers. In the remaining 70% commodities, direct commodities account for 65% and storage products account for 35%.

in fact, the proportion of the current three logistics modes in the distribution of goods has also undergone a series of running in and practice.

In 2005, Huarun made a clearer development strategy.

The strategy of "national development, regional leading, multi format collaboration" puts forward higher requirements for logistics and supply chain.

in order to cooperate with the company's development strategy, Huarun has made a series of adjustments to the logistics management.

First of all, upgrading and upgrading existing distribution centers.

Huarun Wanjia Shenzhen Pinghu distribution center was built in 2002.

At that time, although the equipment and hardware of the center were introduced into Japan, it was relatively advanced. However, due to the relatively weak internal management, the distribution center did not really play a role, and the volume of distribution was also less.

aiming at this problem, Huarun 10000 has adjusted the information system and inventory commodities of Pinghu distribution center.

For example, the proportion of goods stored in the distribution center is too high, and the proportion of direct commodities is relatively low, which makes it unnecessary and hard for the employees to put the goods on or off the shelves. The throughput of 1-2 boxes per day is very difficult.

Such inventory and distribution efficiency are not matched with the distribution needs of large stores.

through discussion, Huarun Wanjia has improved the proportion of direct commodities and reduced the proportion of storage products according to the distribution characteristics of hypermarkets.

Such adjustment has brought great changes to the distribution center.

Before 2005, the percentage of Huarun's dry goods distribution through distribution centers was 20%, which increased to more than 40% in 2005 and reached 100 thousand boxes per day.

In the next few years, the throughput continued to grow and the proportion of warehousing and distribution increased continuously. By 2010, the proportion of warehousing and distribution has reached 70%.

monitoring commodity < a href= "http:// www.91se91.com/news/index_c.asp" > procurement < /a > /strong > /p >

"in the retail industry, the Logistics Department of many enterprises is the" subsidiary "of the business department, what the procurement department enters and what the distribution will receive, what the stores want and what they deliver.

But I think, for retail enterprises, although logistics can not control the various business links, but logistics can be the first to detect which business links have problems.

Therefore, within the company, logistics should be a link between purchasing and operation, a supervisor of the whole supply chain, rather than a passive accepting department, otherwise the logistics will lose its meaning.

Li Yichun told the third retail sales.

Unlike P, which is different from many retail businesses, Huarun's logistics department can play a supervisory role in purchasing and supply chain. Sometimes, the logistics department can "ask" the orders under the procurement department.

this is related to Huarun's logistics positioning and departmental structure.

Within Huarun, the logistics department is at the same level as the purchasing department, and the COO is the chief operating officer.

Because of the independence of the logistics department (some enterprises are often under the purchasing department under the logistics department), the logistics department can play a supervisory role in purchasing orders.

under such a framework, the logistics department has set up a renewal group to deal with the purchase orders, and the purchasing department has also established a purchasing support department to link up with the logistics department.

according to Huarun insiders, the purchasing department once learned that a commodity had to rise in price, so as to lock in the price and store up the commodity as much as possible before the price rise, so as to prepare for the later promotion.

As a result, the procurement department dropped thousands of boxes of the product at once.

The sudden increase in the number of orders has caused the logistics department to be "vigilant" because huge orders bring pressure to inventory and increase logistics costs.

After consultation with the purchasing department, the logistics department started to think that this hoarding would help enterprises get a better price image in the market, so they could arrange storage space and implement the purchase of the commodity.

Later, it proved that this action played a very good role in stabilizing Huarun prices.

"when purchasing goods, buyers often consider the price of goods and seldom consider the operation of the backstage.

For example, the purchase price of 100 boxes and the purchase of 500 cartons will vary greatly.

If the purchasers only consider making the merchandise price difference and blindly ordering, it is likely to cause great pressure to the distribution centers and stores, which will lead to high distribution costs and warehousing costs.

Therefore, in the case of large quantities of purchase orders, we will communicate with the purchasing department and understand the specific sales plan and distribution requirements, so as to avoid the blind order, resulting in the income from the difference between the goods sold and sold, and the cost of logistics operations can not be compensated.

Li Yichun told the author.

in addition, the introduction of Huarun Wanjia logistics to new products can play the role of "staff".

In the introduction of new products, the procurement department usually has to make sales forecasts, but the sales volume is likely to be too large, because buyers can introduce a single product, and must be sure of its sales prospects.

But consumers often have a slower acceptance process for new products.

Therefore, the introduction of new products needs to grasp the rhythm.

In this process, although the logistics department does not make comments on the initial order quantity, but once a large number of stores return, the logistics department will inform the purchasing department immediately, ask them to analyze the reason and adjust the purchase quantity as soon as possible.

After repeated discussions and consultations between logistics and purchasing departments, the quantity of commodities is more reasonable, and the entire supply chain can gradually reduce unreasonable stocks.

in addition, in order to help the purchasing department to evaluate suppliers, the logistics department will submit the product order fulfillment rate report to the purchasing department.

According to this report, the purchasing staff responded accordingly.

If a supplier can not meet the 80% supply needs for a long time, the buyer will have to revisit the supplier.

it is understood that since the formation of the communication and dialogue mechanism between the purchasing department and the logistics department, although two departments often have different opinions for the quantity of orders, they will basically solve them through communication.

"Many problems have been solved below, and there is little need to report to my level for coordination."

Li Yichun told the author.

Huarun can't control the commodity freely without leaving behind the support of the distribution center.

In the Pinghu distribution center of Huarun Wanjia headquarters, the author saw that the storage of forty-four thousand square meters was divided into two layers: the upper and lower levels were the convenience store and the standard supermarket picking area, the lower layer was the shopping area picking area, and the distribution center was connected with the large scale electric ladder which could load 5 tons. Besides, the distribution center set up a channel outside, and the lorry could run through the channel to the two floor to discharge and load the goods. The distribution center of the distribution center was two storehouses.

Hua Runwan, assistant director of Logistics Department of Southern District of Cheng Gang, told the author that the distribution center is divided into storage area, receiving area, through commodity acceptance and sorting area, and delivery area. The storage area is fifteen thousand square meters, accounting for nearly 1/3 of the total area.

According to Cheng Gang, in Pinghu distribution center, 70%-80% products are automatically sorted by machines.

I see that in sorting area, there is a sorting equipment to pick up automatically by electronic labels, and the 21 way is to connect the picking equipment.

"When picking, each slide represents a store."

Cheng Gang said.