The characteristic of this stage is that enterprises pay attention to the perfection and integration of internal functions and processes, such as integrating raw material procurement and inventory control into material management functions and integrating delivery and sorting into distribution functions. In the United States, in order to guide the early practice, many enterprises adopt the supply chain operation reference (SCOR) model formulated by the Supply Chain Committee. At this stage, almost all enterprises have initially focused on the two major functions of raw material procurement and logistics.
However, most enterprises cannot achieve the balanced development of the whole enterprise at this stage. They are only satisfied with a small amount of profits brought by partial functional integration, and they don't realize the benefits that functional integration can bring to enterprises. Therefore, they oppose the cooperation between functional departments and will not establish an information system beneficial to the whole company. 2, the second stage-enterprise integrated management
This stage is characterized by the integration of internal logistics, the optimization of the whole enterprise supply chain system, and the centralized management of various decentralized logistics functions as a system. In the past, enterprises mostly managed by items, that is, they separated the logistics functions such as procurement, transportation, distribution, warehousing, packaging and inventory control, and fought separately. All functional departments try to minimize their own operating costs, but ignore the total cost of the whole enterprise and the interaction between functional elements. In fact, the optimization of each part can not guarantee the optimization of the whole enterprise, because there are conflicts between the functional elements of the enterprise.
At this stage, enterprises begin to realize the profits generated by the implementation of integrated supply chain management, and strive to take the lead in this process. The procurement of raw materials has risen to a strategic position and assumed the responsibility of determining the success or failure of all transactions in the second stage. With the concentration of enterprises to the most strategic suppliers, the relationship between enterprises develops to a more advanced buying and selling relationship. At the same time, the logistics department of the enterprise began to pay attention to the utilization rate of assets and the efficiency of the distribution system, but the key point was to find the best logistics service provider to undertake accurate and timely transportation and distribution business. The automation and informatization of trading activities keep information flowing between departments, which helps the loading, unloading, handling and warehouse management personnel to meet the needs of customers. In addition, demand management becomes a very important factor at this stage, because companies gradually realize that the accuracy of demand forecasting directly affects the accuracy of manufacturing.
3. The third stage-business collaboration of partners
Enterprises gradually realize that the competitiveness of products is not determined by one enterprise, but by the supply chain of products, and begin to implement integrated management with close partners. In the past, enterprises tried to pass on the costs to the upstream and downstream enterprises in the supply chain, which may reduce the cost of an enterprise, but it is like putting money from one pocket to another, and the total amount of money has not changed. Therefore, cost transfer can not reduce the cost of the whole supply chain, but will still be reflected in the product price. Because the competitiveness of products has not been improved, all enterprises in the supply chain will eventually suffer, so it is not advisable to sacrifice the interests of supply chain partners to seek their own interests. As a result, enterprises with strategic vision began to seek alternative ways, first cooperating with close partners to find ways to reduce costs and improve services.
From the perspective of suppliers, with the formation of interest alliance between enterprises and key suppliers, supplier relationship management has become more and more important. Enterprises often invite suppliers to participate in their sales and operation plans (S&; OP) planning, put forward solutions that can better meet customer needs. The enterprise also introduced warehouse management system and transportation management system to strengthen information communication with major suppliers. In short, enterprises have established long-term contracts and strategic partnerships with key suppliers in logistics, transportation and warehousing.
From the customer's point of view, enterprises can quickly respond to customer and market needs, strive to better understand and meet customer needs, and provide more suitable services and products. Customer relationship management is called the important content of enterprise management. Any supply chain has only one source of income-customers. Customers are the only real capital inflow point in the supply chain, and all other cash flows are just the exchange of funds in the supply chain, which increases the operating cost of the supply chain. Therefore, customers are the core. Only when the company fully realizes this as soon as possible, establishes a close relationship with customers, understands what customers want and when they want it, and then delivers it quickly, can the profits of the whole supply chain enterprise be "* * * *".
In short, in the third stage, enterprises can shorten the product life cycle, occupy the market faster, use assets more effectively and achieve "win-win" by using various tools and technologies to cooperate with key suppliers and customers.
4. The fourth stage-value chain cooperation
Enterprises should not only cooperate with key suppliers and customers, but also integrate upstream and downstream enterprises, vertically integrate upstream suppliers, downstream customers and service providers, content providers (ICP) and middlemen. To form a value chain network and pursue the overall optimization of the system. This stage of collaboration is called "value chain collaboration". Enterprises try to establish their dominant position in the industry through the help of other partners in the value chain. When the activities of each member of the value chain are played on the same page like band members, the delay will be minimized. Suppliers know when to increase production, transportation companies can know when to provide additional vehicles, and dealers can make timely adjustments. Utilization rate among members of value chain
The Internet enjoys information, so they can find opportunities faster and reach a higher level of performance.
At this stage, the application of e-commerce, online trading and electronic communication technology is very important to realize the visualization of value chain. Two characteristics of this stage are collaborative design and manufacturing (CDM) and collaborative planning, forecasting and replenishment (CPFR). 5. The fifth stage-network management integration.
This is the highest stage of supply chain development. At this stage, all members of the supply chain can achieve effective communication, close cooperation and technical enjoyment in order to gain a dominant position in the market. But at present, only a few enterprises have reached this stage, because they completely adopt networking, virtual management and dynamic alliance. To realize the enjoyment of information, the visualization of transactions and the precision of supply.