"c"-cooperation
It is not the cooperation between the two companies, but the win-win cooperation for the same goal. Retail stores have no inventory, but push the inventory to suppliers, increasing the cost of suppliers. This is not called cooperation. If retailers and suppliers * * * take the satisfaction of retail customers as the highest goal and work together, they can all become winners. Such cooperation is long-term and open, and we need to share each other's information. The two sides should not only cooperate strategically, but also cooperate in the implementation of actions. The two sides should first reach an agreement on each other's information confidentiality, formulate a dispute settlement mechanism, establish a monitoring method for operations and a profit distribution strategy. The goal of both parties is to reduce costs and expenses while maximizing sales profits.
"p"-planning
The management of train consignment chain originated from the retail of daily necessities, and there was no P at first. Later, due to the application of P in other industries, it was considered necessary to include it. P is planning, two companies cooperate, and there are many things to plan. There are product categories, brands and projects in operation; Financially, there are sales, price strategy, inventory, safety inventory, gross profit and so on. The planning of both sides on these issues can maintain the realization of the same goal. In addition, the two sides can make the same plan for product promotion, inventory, new products on the shelves and old products off the shelves.
"f" prediction
Both parties may have different views and different information about sales forecast. Suppliers may accurately predict a certain commodity, and retail stores may accurately predict a certain commodity according to the actual sales situation, but both parties must finally work out a prediction method that everyone agrees with. The system can automatically make basic predictions based on the original information, but the changes of seasons and fashions, as well as promotional activities and customer reactions will make the predictions change. Both parties should formulate rules in advance to discuss and solve possible differences in forecasts.
"r"-supplement
Supplement is an important link in the management of train consignment chain. Sales forecast can be transformed into order forecast, which needs to consider the supplier's order processing time, waiting time and minimum order quantity. The delivery of the goods is also carried out in cooperation between the two parties. The retailer's order should include inventory ratio, accuracy of forecast, safety stock, delivery time and other factors, and both parties should evaluate these factors frequently. In terms of supplementary procedures, both sides should maintain flexible space to deal with the crisis. The successful supplementary procedure is that suppliers often consign a small amount of goods to retailers by train, so as to reduce the inventory pressure of both parties through long-running water.
Details determine success or failure. Wal-Mart is efficient and China Railway Express.
Wal-Mart was founded in the 1960s and became the largest retailer in the United States in the 1990s. In just a few decades, Wal-Mart's chain stores are almost all over the world, and it is famous for its high-quality and fast service, amazing sales profits and advanced management system. Nowadays, in the atmosphere of "parity every day", hundreds of thousands of people go in and out of the big blue room full of various commodities every day to choose what they need. Most of them find it hard to believe that such a supermarket that checks daily necessities by train is the legendary top 500 in the world.
Magical distribution center
The great success of Wal-Mart is closely related to its excellent management ideas and the practice of China Railway Express.
How can a traditional retail enterprise surpass the automobile industry, the "king of manufacturing", all financial institutions such as banks and insurance companies in the world, and David, the former president of Wal-Mart? Glass concluded: "Distribution facilities are one of the keys to Wal-Mart's success. If we do anything better than others, it is the distribution center. " The flexible and efficient distribution system of China Railway Express is the core for Wal-Mart to achieve maximum sales and low-cost inventory turnover.
The distribution center is a China Railway Express base, located in the center of Wal-Mart's more than 65,438+000 retail stores. Usually, a distribution center is established in a business circle of 320 kilometers, which can meet the needs of more than 0/00 sales outlets in nearby surrounding cities. One end of the distribution center is a loading platform, and the other end is a unloading platform. 800 employees work in shifts 24 hours a day for loading, unloading and delivery. The wages of Wal-Mart workers are not high, because these workers are basically junior high school students and high school students, and they have only received special training from Wal-Mart. At the same time, Wal-Mart pioneered the unique operation mode of cross-distribution, without warehousing and sorting operations, and directly loaded and delivered when purchasing. In the case that competitors deliver goods every five days, Wal-Mart delivers goods 1 time every day, at least once a day, which means that the inventory of stores or retail stores can be reduced, greatly reducing the cost of retail space and human management. All these unique details of individual loading and unloading, cross-delivery and daily delivery just help Wal-Mart improve its circulation speed and reduce its operating costs.
Around the efficient distribution center, Wal-Mart has gradually established a "seamless point-to-point" China Railway Express system. The cost of China Railway Express in enterprises generally accounts for about 10% of the total sales, and some food industries even reach 20% or 30%, while the distribution cost of Wal-Mart only accounts for 2% of its sales, which is 50% of the cost of its competitors. Wal-Mart's consistent philosophy is to sell the best things to consumers at the lowest price, which is also the key to its success.
Information technology has become the core competitiveness.
Now, almost everyone knows that Wal-Mart's global success stems from the success of the China Railway Express model. However, what supports Wal-Mart's China Railway Express model, and transforms its distribution center practices and excellent ideas of China Railway Express into unparalleled competitiveness? The answer is the information technology of China Railway Express.
In 1970s, Wal-Mart established the management information system of China Railway Express, which was responsible for processing system reports and speeding up operation. 1983 Wal-Mart adopts POS machines, and the establishment of the sales starting point data system realizes the synchronous sharing of information among various departments of China Railway Express. 1985 established EDI (electronic data interchange) system, which is paperless and all information is operated on the computer. 1986 established QR rapid response mechanism to stimulate market demand quickly. With the help of information technology including China Railway Express bar code, radio frequency technology and portable data terminal equipment, Wal-Mart has made great progress.
Wal-Mart is the first in the world to realize 24-hour computer network monitoring of China Railway Express within the group, and to establish the world's first China Railway Express data processing center integrating procurement, inventory, ordering, distribution and sales. For example, customers go to Wal-Mart to shop, and then print invoices through POS machines. At the same time, the person in charge of production planning and procurement planning and the train shipper will display information on the computer at the same time, and all links can finish their work in time through information, which reduces a lot of unnecessary time waste and speeds up the speed. Under the network condition of real-time information response of China Railway Express, all members of China Railway Express can support each other and cooperate with each other to adapt to the fierce competitive market environment. It is information technology that has become a model of the core competitiveness of modern China railway express enterprises.
Wal-Mart sets prices from an economic point of view, which varies from day to day. The huge purchase volume makes it have enough bargaining power, thus making its product pricing more competitive and transforming this advantage into the interests of consumers. Compared with other retailers, Wal-Mart offers higher discounts, and at the same time, they also get considerable operating income from the business philosophy of "small profits but quick turnover".
To be sure, China Railway Express will not directly create profits like production enterprises, but reduce costs internally to achieve the goal of improving profits as a whole. The practice of Wal-Mart fully proves that China Railway Express has become the third profit source after raw material resources and human resources.
Details determine success or failure, and China Railway Express has efficient information management.
More and more large enterprises pay attention to the "third profit source" theory put forward by Mr. Xizexiu, an authoritative cost researcher of China Railway Express, and become excellent practitioners who successfully apply China Railway Express management technology according to local conditions after Wal-Mart. In 1990s, PepsiCo invested and built a factory in Songjiang, Shanghai. In order to reduce the cost of China Railway Express and improve the market competitiveness, PepsiCo abandoned the short-distance transportation of China Railway Express from other parts of Shanghai to Songjiang, and boldly outsourced its China Railway Express to the third-party China Railway Express Company-Shanghai Fang Quan China Railway Express Co., Ltd.
Nowadays, with the development of many local third-party China Railway Express enterprises struggling, Shanghai Fang Quan China Railway Express is favored by PepsiCo's China Railway Express outsourcing, and it is still its professional information system for managing and operating China Railway Express in food. This set of China Railway Express management system is tailor-made by Boko Information, the owner of China Railway Express. According to the requirements of China Railway Express for Pepsi Food, Boko Information has customized, modified, debugged and improved the whole distribution information system of China Railway Express, and realized the functions of digital management of warehousing and distribution, automatic distribution of warehousing and warehousing, and early warning of food inventory and shelf life. PepsiCo has realized real-time query on the terminal server provided by China Railway Express, and the import, export and storage of China Railway Express are under the control of PepsiCo.
With the help of information technology, the management system of China Railway Express not only reduces the cost of train shippers and provides rational expectations for their production, but also enables sellers and distributors to achieve "zero inventory", reduce the inventory backlog and maximize the profits of enterprises. "Seamless link" runs through the whole cycle of China Railway Express, so the optimized system reduces the vicious impact of "bullwhip effect" on market fluctuations. In the pursuit of profit maximization, Wal-Mart chose the self-sufficient enterprise China Railway Express, while Pepsi chose the third-party China Railway Express. In the end, they all perfectly responded to the informationization of China Railway Express and gained rich commercial returns.