Electronic Supply Chain Collaboration

Electronic Supply Chain Collaboration in China 中国电子供应链合作

INTRODUCTION

导言

Increased sourcing and manufacturing in emerging markets and ongoing globalization has made global supply chains a reality in most competitive businesses in the twenty first century. These supply chains are more commonly using sophisticated electronic processes to manage the flow of information and goods between manufacturers and their suppliers.

在新兴市场不断发展的全球化进程中，采购 与制造需求的增加已使最有竞争力的企业在 21世纪实现了供应链全球化。在这种新型的 有效和高效的供应链模式中，如何利用先进 的电子流程系统来管理制造商与供应商之间 的信息与货物流通，是至关重要的。

While China has typically lagged in its level of supply chain sophistication, the manufacturing powerhouse is catching up.

Given the scale of sourcing in China, effective collaboration among multinational manufacturers and their suppliers in China or elsewhere in the world can bring considerable competitive advantages including improved visibility across the supply chain, lower inventory levels and overall higher efficiency.

虽然中国在复杂的供应链系统发展上已经略 显滞后，但制造商正努力迎头赶上。考虑到 在中国的采购规模、跨国制造企业及其供应 商在中国或世界各地的有效合作，可以带来 的显著竞争优势，包括提高整个供应链的透 明度，降低库存水平和提高整体效率。

To assess the current state of e-Collaboration in China, SupplyOn, a leading cross company electronic collaboration facilitator, commissioned the Global Supply Chain Council to do a survey of industry practitioners in China to assess the current and projected level and type of electronic collaboration.

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为了评估目前电子商务合作在中国的情况， SupplyOn作为领先的跨公司电子合作的推进 机构，委托全球供应链协会对中国的行业从 业人员做了一份调查，以评估目前和预计的 电子合作类型与水平。

RESEARCH METHODOLOGY

研究方法论

The study focuses on supplier collaboration and e-Collaboration in China. Utilizing the Global Supply Chain Council’s China database, a survey was conducted among supply chain managers and decision makers. Overall, a total of 90 companies took part in the survey.

The questionnaire was compiled and validated by means of a pretest involving several experts with extensive work experience in the research field. The answers to the individual questions were recorded using a five-point Likert scale, with the value ‘five’ generally indicating a high accentuation or a positive assessment. The analysis of the data was done applying common statistical methods for empirical research. The evaluation method for significance assessment is based on the creation of the arithmetic mean of the Likert Scale. A discussion of the results with practitioners enriched the analysis.

PROFILE OF RESPONDENTS

该研究侧重于中国供应商的合作与电子商务。 利用全球供应链协会中国区的数据库，进行了 一次针对供应链管理人员和决策者的调查。大 概有90家公司参加了此项调查。问卷的编制和 审核是由几个在该研究领域具有丰富经验的专 家通过预备调查完成的。个别针对个人的开放 式问题的答案按5分制偏好趋向法来设置（例 如非常不同意，不同意，中立，同意，非常同 意），分值为5一般情况下表示着重强调或十 分积极的评价。数据的分析是采用一致的统计 方法，以便实证研究。该评估方法是以分值的 算术平均数为基础的。与被调查人员对调查结 果的讨论也使分析结果更具说服力。

受访者简介

The study focused on industrial companies in different sectors.

The biggest share, 19% of respondents, work in the automotive/ transportation equipment industry. A further 13% work in Retail & Distribution, 15% in Industrial Equipment and 13% work in the Electronics & Electronic Equipment industry. Over 50% of the companies surveyed are wholly foreign owned, almost a third are privately owned and the rest are either Joint Ventures (JV’s) or State Owned Enterprises (SOE’s). These companies range in size and revenue, but have primarily in excess of 50 employees and more than US $ 10 million in annual turnover, with almost a third having in excess of US $ 250 million in annual turnover.

研究的对象分布在工业企业的不同部门。大约 有19% 的受访者，工作在汽车/交通运输设备制 造业，占据了最大的份额。另外有13%工作在 零售和分销业，15% 在工业设备业，以及13% 在电子及电子设备行业。超过50% 的受访公司 是外商独资企业，几乎有三分之一是私营企 业，其余均为合资企业或国有企业。这些公司 的规模和效益，基本上员工数都超过50名且年 营业额在1000万美元以上，其中有三分之一超 过2.5亿美元的年营业额。

2%

Industry 行业剖析

2%

2%

Organizational Form

Privately- Owned

15%

29%

Wholly Foreign Owned

19% 21%

State- Owned Joint Venture

13%

10%

组织形式

52%

Others

15% 7%

13%

Automotive/Transportation equipment Retail & Distribution Industrial Equipment Electronic/Electrical Equipment

Annual Turnover

Food and Beverages Chemicals and Pharmaceuticals Paper and Packaging Other

30%

27%

年营业额

Below 10 mln USD 10-50 mln USD 50-250 mln USD

19%

24%

Above 250 mln USD

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CONNECTIVITY and the e-COLLABORATION CLIMATE

连通性和电子合作环境

Given the penetration of high speed internet access, the majority, 90% of respondents use a broadband or ADSL connection to connect to the internet (incl. leased lines). Regarding the usage of Enterprise Resource Planning (ERP) systems, 69% indicated that they use such systems. The fact that approximately one quarter (27%) do not use an ERP system represents a strong inhibitor for EDI usage and therefore for systems integration and presents a strong argument for SaaS (Software as a Service) solutions.

3%

2%

5% 21%

由于网络的迅速普及，大约有90%的受访者使 用宽带或ADSL连接互联网（含租用线路）。 有69%的受访者表示正在使用企业资源规划 （ERP）系统。事实上，约有27%不使用企业 资源规划系统的受访者代表了电子数据交换 的使用以及系统整合方案的反对方，并对SaaS （Software-as-a-Service软件即服务）解决方案 提出质疑。

Internet Connection 互联网的使用 Broadband/ADSL Leased Lines Dial - up connection

69%

Computer not connected to the Internet Don't know

4%

41%

27% 59%

e-Platforms 电子平台的使用情况 Use already Don't use anything yet

This opportunity becomes even broader when you look at the usage of e-Platforms, with more than half (59%) of companies surveyed not using any type of e-business platform to communicate with suppliers.

A wide range of branded systems were identified as service providers for the companies that do use e-Platforms to communicate with their suppliers.

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ERP Systems ERP 系统 69% Have Don't have Don't know

关于电子商务平台的使用，机会可谓更加广 泛，有一半以上（59%）的受访企业没有使用 任何类型的电子商务平台与供应商进行沟通。 广泛的标识系统被确定为利用电子商务平台与 他们的供应商进行沟通的企业的服务提供商， 利用电子商务平台与他们的供应商进行沟通。

WORKING WITH SUPPLIERS

Collaboration in the Fields of… 合作领域

Functional areas that collaboration with suppliers -- in any form -- is strongest among are the purchasing-sales interface, logistics and quality management, in that particular order.

Collaboration with suppliers is weakest in the production management area. These results are not surprising given that purchasing and logistics typically involve a lot of back and forward communication, from the RFQ stage, through to tracking and delivery of the goods. Managing these processes is often a challenge and can impact inventory levels and cash flow. (chart)

Product Design Project Management

3.83

3.77

与供应商合作 与供应商在功能性领域的合作－无论是何种形式－总是在购销、物 流和质量管理这一特定顺序上最为强势。而在生产管理领域最为薄 弱。得出这一结果并不奇怪，因为采购与物流通畅涉及许多环节的 沟通，从询价阶段，到跟踪和货品交付阶段。管理这些流程的运作 往往是一个挑战，并影响到企业的库存水平和现金流。（图表）

Purchasing/ Sales Quality Management Production Management

3.82

2

Logistics

3

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REASONS AND BARRIERS FOR COLLABORATION There are many obvious reasons why it is in the interest of companies to collaborate with their suppliers. Top reasons given were to decrease overall costs, get better prices from suppliers and gain a competitive advantage. Even though building long term relationships with suppliers was cited as important, improving the supplier’s know-how and aligning with mutual goals were not high on the list. From a collaborationperspective this makes sense in so far that the suppliers which the companies collaborate with are generally their preferred suppliers which are part of their long-term strategy. A certain maturity level of the suppliers’ know-how as well as their goal alignment can be seen as a prerequisite for collaboration. (chart)

Reasons for Collaboration 合作的原因 4.11

Get better prices from suppliers

4.06

Build up long-term relationship Goal alignment with the suppliers Improve supplier's know-how

The biggest barrier to collaboration with Chinese suppliers appears to be lack of trust towards these suppliers and a perceived lack of reliability on their part. In a country where business people often cite cultural differences as a big challenge to doing business, market dynamics and cultural differences actually are not significant barriers to supplier collaboration.

Competitive advantage for us

Optimize processes 4.29

3

Decrease cost

4

合作原因及阻碍因素 企业与供应商合作的益处体现在许多明显的方面。首要因素就在于总成本的降低，从供应商处得到更优惠的价格，以获得竞争优 势。即便与供应商建立长期关系十分重要，但如何提高供应商的知识技术水平，建立双方的共同目标同样不容忽视。从“合作角 度”来看，迄今为止与企业合作的供应商通常是企业的首选供应商，这对企业的长期战略发展是很有意义的。供应商相对成熟的 知识技术水平，及其战略目标的一致性可以说是企业合作的先决条件。（图表） 与中国供应商合作的最大障碍在于对供应商信任感及可靠性的缺失。在中国，文化的差异往往被商务人士视为一大挑战。实际 上，市场动态和文化差异并非与供应商合作的主要障碍。

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USAGE OF ELECTRONIC TOOLS – Now and in the future

电子工具的使用—现在与未来

Among suppliers in China, electronic processes are most widely used for sourcing, logistics and quality processes, with growth in usage strongest in quality processes. These specific processes might include ordering of products, invoicing and track and trace of products along the supply chain. Electronic collaboration is least likely to be used for Collaborative Design and Project Management. According to the data, such usage of e-Tools will continue into the future along a similar trend with growth in e-Tools likely to increase at a strong pace until 2012. (chart)

中国的供应商，在采购、物流和质量领域采用 电子流程是最为广泛的，而物流领域的使用增 长率又来得最高。这些具体的流程包括产品订 购，发票开具和产品供应链跟踪。电子合作在 协同设计和项目管理方面还没被予以应用。数 据显示，上述电子工具的运用将沿着类似的趋 势发展，并以强有力的步伐发展至2012年。 （图表）

Usage of e-Tools 电子工具的使用 Usage of e-Tools at the moment

2.69

3.33

2.38

Reasons to Implement e-Tools 使用电子工具的原因 4.11

Logistics Processes

3.47

2.40

Usage of e-Tools in three Years

3.24

Quality Processes

Improvement of processes

3.99

Reduction of cost

Sourcing Processes

Requested by customer

Production Data

Requested by own management

Product Data Management

Competitive advantage

3.99

Collaborative Design

2

3

Project Management

Competitors use it already

2

REASONS FOR USING ELECTRONIC TOOLS Not surprisingly, e-Tools are primarily used to improve processes.

Other strong reasons for using e-Tools include reducing costs and giving a competitive advantage to the company. Such processes are unlikely to be implemented due to a request from a customer and more likely to be implemented at the request of the company’s own management. With the decision to implement e-Tools primarily internally driven, clear benefits for using such tools need to be evident. (chart)

3

4

5

使用电子工具的原因 电子工具主要用于改进程序并不足为奇。其他 使用电子工具的理由还包括降低成本并为公司 提供竞争优势。这些流程的改进不是出于客户 的要求, 更多的立足于公司本身内部的管理需 求。由于运用电子工具的决策主要由企业内部 决定，对使用电子工具所能带来的显性利益也 需要得到明确和证明。（图表）

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BENEFITS

益处

Key benefits expected from using e-Tools are increased transparency, followed by increased efficiency and reliability as well as reduced administrative work. The benefits appear to be widely evident and transparency is only a slight winner as the highest perceived benefit.

The reduction of cost and an improved relationship with suppliers are the least cited benefit for using e-Tools.

企业运用电子工具的主要期望利益在于增加透 明度，其次是提高效率和可靠性并减少行政工 作。这些利益已被广泛接受，透明度被公认为 是最显而易见的可得利益。减少成本和改善与 供应商的关系往往并不被认为是使用电子工具 的益处。

It’s likely that these companies are not able to make the connection between process improvements or increased transparency and reliability to cost. In a growth market like China, discharged capacity does not directly lead to reduced head count; hence there is no obvious cost savings. Moreover, since China has a strong heritage of using paper-based processes and the suppliers are not familiar with electronic mediated exchange, they might not be willing to change to a new technology; hence the effects on the relationship with the suppliers might not be that great. Therefore, the benefits for suppliers, like reduced paper work, less media-breaks, or increased process efficiency have to be communicated clearly and it has to be ensured that suppliers are made familiar with the new technology. (chart)

这有可能是因为这些企业无法准确把握流程改 进、提高透明性和成本可靠性之间的关系。在 一个像中国这样迅速崛起的市场，输出能力的 提升并不会直接带来输入成本的减少，因此没 有明显的成本节约。此外，由于中国习惯于使 用以纸张为载体的流程，同时供应商对电子媒 介交流也并不熟悉，这就导致了供应商并不愿 意采用新技术，从而运用电子工具之后与供应 商间关系的改善也就没有那么显著。因此，对 供应商的可得利益，例如减少书面作业，减 少中间环节或提高流程效率, 都应该准确传达 给供应商，并确保其对该项新技术的熟悉度。 （图表）

Expected Benefits of using e-Tools in China 预期在中国使用电子工具的益处 Increasing transparency Increasing efficiency Reduction of administrative work Increasing reliability Reduction of lead-times

4.13 4.11 4.04 4.03 4.01

Reduction of cost

3.89

Improved relationship with suppliers

3.75 0

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1

2

3

4

5

Barriers for Implementing e-Tools in China 在中国使用电子工具的阻碍

Suppliers not able to use eTools

3.73

Complexity of implementation

3.67

Cost

3.62

Security fears

3.32

Resistance inside the own company

3.22 0

1

2

BARRIERS The biggest barrier the surveyed companies see in using e-Tools is that they think their suppliers are not able to use the tools.

Moreover cost and the complexity of implementation are seen as barriers. All three call for a diligent selection of service providers because they are in charge of the tools’ usability as well as the adjustment to the local market, which might include local language in the application as well as local service and support.

Internal resistance to using such tools and security fears are somewhat of a lesser concern. The argument then for developing and implementing e-Tools that are inexpensive, easy to use and easy to install is strong. Such tools which can be implemented relatively quickly, with minimal training are increasing in popularity and range of use. (chart)

3

4

阻碍因素 调查公司发现使用电子工具的最大障碍在于他们不 相信他们的供应商能够使用该工具。当然，成本和 实施的复杂性也被视为障碍。以上三个因素指明了 对选择服务提供商的要求，因为他们负责工具的使 用性和针对当地市场作出调整，这就可能包括应用 语言的本地化和本地服务和支持。使用电子工具的 内部阻力和对于安全性的担忧倒是次要的关注点。 因此，关于开发和实施不昂贵，易于使用和安装简 易的电子工具的讨论，一直非常激烈。实施相对快 捷和对培训要求最少的电子工具正在普及度和使用 范围方面快速增长。（图表）

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U S A G E O F E L E C T R O N I C P R O C E S S E S BY INDUSTRY

Level of Integration - Processes per Industry 行业的整合度

Usage of electronic processes shows significant variance depending on the industry. The reason for this variance appears to correlate to the needs of the industry. For example, industries which have frequent movement of products might make greater use of e-Tools for their logistics processes, while sectors where quality is a priority such as the pharmaceutical industry might use more e-Tools for their quality processes.

Logistics

Sourcing

2.64

2.55

Electronic tools are more widely used for logistics processes, relative to sourcing or quality, in the retail & distribution, automotive & transportation, electronic & electrical equipment sectors and the food & beverage sector. Quality processes make strong use of electronic tools in the Industrial equipment, retail and automotive & transportation sectors.

Electronic tools are least likely to be used for quality processes in the food & beverage sector, which might raise a flag, given the ongoing quality issues in China’s food & beverage sector. (chart)

2.67

2.83

2.75

Food and Beverages

Electronic / electrical equipment

不同行业的电子流程运用 电子流程的使用针对不同行业有着巨大的差异，以便满足不同行业 的特殊需求。比如，对于产品流动较为频繁的工业可能更多地在物 流环节使用电子工具，然而对于那些质量第一的行业（如制药业） 来说，可能在质量控制过程中更多地使用到电子工具。

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Retail & Distribution

Industrial Equipment

2.50

在零售及分销，汽车和运输，电子及电气设备行业和食品饮料行业 中，相对于采购或质量控制环节，电子工具在物流过程中的运用更 加广泛。在工业设备，化学制药，汽车和运输行业中，质量控制会 更多地采用电子工具。在食品及饮料行业，鉴于目前中国食品饮料 行业层出不穷的质量问题，电子工具在该行业的运用将是标志性 的。（图表）

Quality

Chemicals and pharmaceuticals

2.41

1

2

3.12

2.65

3

Automotive/ transportation equipment

SUMMARY

总述

While electronic collaboration tools have penetrated fairly widely into China, there is clearly room for increased usage overall and specifically within certain industries. While e-Tools are most widely used for processes such as logistics, purchasing and quality, the potential also lies in developing the usage of e-Tools in specific processes across the range of industries. According to this survey, usage of e-Tools in China will continue to increase at a steady pace as long as companies can see the benefits.

虽然电子合作工具已经在中国得到广泛的运 用，但对特定行业的电子工具使用还有相当大 的发展空间。即便电子工具在物流、采购和质 量控制流程的运用已日趋成熟，但对某些行业 在其他流程中电子工具的使用潜力还是有待开 发。根据这项调查，只要企业能预见并肯定电 子工具所能带来的效益，电子工具在中国的运 用将继续稳步发展。

Efficiency, transparency and reduced costs are a language that everyone speaks, but other benefits such as improved relationships appear to be less understood or accepted. In order to gain the mutual benefits that better supplier relationships bring, trust-issues and reliability have to be improved. By improving transparency, electronic processes can definitely help in this regard. However, these tools for electronic collaboration have to be inexpensive and easy to use. If so, there appear to be few barriers to the ongoing growth of effective electronic collaboration in China.

高效、透明和降低成本已是人尽皆知，但是其 他类似改善企业公关的隐性益处似乎不太被理 解和接受。为了更好地达到双赢，企业必须改 进与供应商的关系，包括信任和可靠性问题的 解决。通过透明性的提升，流程电子化定能在 该方面提供帮助。然而，电子协作工具还必须 价格低廉，易于使用。若能做到这一点，即使 有一些不可避免的障碍，有效的电子协作工具 也能在中国得到持续稳定的发展。

Researcher

研究员

Thomas Fendt, PhD candidate, Berlin University of Technology, Chair of Logistics - Prof. Straube

Thomas Fendt, 博士生，毕业于柏林技术大学， 导师是物流协会主席Straube教授

Thomas is an external PhD candidate at the Chair of Logistics at the University of Technology in Berlin and is currently resident in Shanghai. His recent research interests focus on the successful implementation of electronic supply chain collaboration in Emerging Markets and its effects on buyer-supplier relationships. He supervised and supported the conduct and evaluation of this study.

托马斯现居住在上海，是柏林技术大学的物流 协会的一员和外聘博士生。他最近的研究重点 在于电子供应链协作在新兴市场的成功运用及 其对买卖方关系的影响。他监督、支持并对此 次研究进行评估。

THE MAGAZINE FOR GLOBAL SUPPLY CHAIN LEADERS

Report Editor

研究报告编辑

Russel Beron, Managing Editor, CHaINA Magazine

Russel Beron, CHaINA 杂志执行总编

Based in Shanghai, Russel has written about the supply chain sector for a variety of publications prior to managing CHaINA Magazine.

CHaINA is a leading supply chain focused publication covering China and the Asian region, targeted at supply chain decision makers.

在上海，Russel早在创办杂志之前就撰写过有 关供应链管理的各种出版物。CHaINA是一份以 讨论供应链为主的领先杂志，针对供应链的决 策者，在中国和亚洲地区出版发行。

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SupplyOn allows efficient cross-company collaboration by providing on-demand Internet links between the automotive and manufacturing industry´s business partners throughout the world. Our vision is for SupplyOn to establish itself as the global industry standard for cross-company communication in the coming years.

We aim to achieve a scenario where every relevant company within the automotive and manufacturing industry is registered with SupplyOn and its solutions are an acknowledged benchmark for user acceptance, process efficiency and rapid process migration.

With several thousand customers in more than 70 countries, SupplyOn is already the world´s largest provider of web-based services for supply chain management in the automotive and manufacturing industry. A transaction volume of more than 50 billion Euros per year is processed through SupplyOn. SupplyOn可以通过互联网保证汽车制造业及其遍布世界各地的合作伙伴间的联系，实现有效地跨公司合作。我们的目标是为 SupplyOn在未来几年确立其在跨公司合作方面的全球行业准则。我们旨在实现这样一个设想，即每家与汽车制造行业相关的公司 都能在SupplyOn注册，同时SupplyOn所提供的解决方案是被用户所认可的、高效的、不断升级的基准。 SupplyOn拥有70多个国家数千的客户，并成为世界上最大的汽车制造业供应链管理的网络服务提供商。SupplyOn每年处理的交易 金额超过50亿欧元。

The Global Supply Chain Council is an industry association headquartered in China, with the mission of driving supply chain excellence through information, events and benchmarking of best practices across industries. The Council publishes both CHaINA Magazine and a Vendors’ Directory and reaches a community of over 65,000 supply chain professionals in China, India and Vietnam.

The Global Supply Chain Council是一个行业协会，总部设在中国，以推动各行业供应链在信息、基准和最佳解 决方案的发展为使命。协会出版CHaINA杂志和供应商目录，并在中国、印度和越南组建了超过六万五千人的 供应链专业人才团体。