With the development of intelligent manufacturing in full swing and the accelerated integration of online and offline, the supply chain system in which manufacturing enterprises rely on inventory to fight sales and game the price difference with dealers and suppliers has become a thing of the past. Huang Xiang said that with the participation of manufacturers, suppliers, customers and other parties, supply chain management has become increasingly complex. Especially for large and group enterprises, the industrial chain and supply chain reconstruction is developing in the direction of regionalization, and the relationship between upstream and downstream is becoming closer. Cultivating self-oriented industrial chain is an important strategic opportunity for manufacturing enterprises.

The famous American economist Christopher once said: “There are only supply chains in the market without enterprises.” Now, the real competition is no longer between companies, but between supply chains.” In Huang Xiang’s view, supply chain management has gradually become an obvious “core engine” from the “invisible hand” that holds the direction of the enterprise, mainly due to the following two reasons:

First of all, it is the “recessive gene” that has always existed in the domestic manufacturing industry but has not been well presented and valued: Huang Xiang said that China, as the world’s second largest economy and the world’s first manufacturing country, has a complete and large-scale industrial system, strong production capacity and perfect supporting capacity. In the era of digital economy, enterprise supply chain is no longer a single “chain” like line, but a “network” like structure, each system and each role are connected and interdependent. For example, when auto parts manufacturers complete a production and marketing activity, they not only need to ensure the efficient operation of the internal production line, such as production decision-making, workshop operation, inventory logistics, but also need to cooperate with the external seamless link, such as upstream raw materials, parts suppliers, downstream Oems and dealers, logistics, consumers, etc., the interaction between the parties is becoming more and more close and frequent.

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Secondly, it is the “dominant gene” injected into the development of enterprises by emerging technologies such as cloud computing, the Internet of Things, and artificial intelligence: according to the practical experience accumulated by Sanshu Technology, manufacturing enterprises are combining traditional supply chain management methods with digital technology to achieve efficient, intelligent and transparent the entire process of the supply chain. In particular, in the face of external uncertain supply environment and the diversification and segmentation of market demand, manufacturing enterprises are prompted to face the supply chain synergy driven by real-time customer and consumer demand, and then form a flexible and personalized manufacturing closed-loop, and ultimately significantly shorten the delivery cycle.

Under the combined effect of “recessive gene” and “dominant gene”, domestic enterprises are moving from “manufacturing” to “intelligent manufacturing”. Among them, whether it is the efficiency improvement of supply chain transformation, resilience construction, real-time optimization or future-oriented innovation, intelligent decision-making can be seen. Huang Xiang said that the industrial chain for intelligent decision-making is to achieve the same allocation of various resources for the whole enterprise in the industrial chain on the basis of opening up the information flow of upstream and downstream enterprises, and form a more in-depth and efficient cooperation relationship. By simplifying the practical problems of enterprise supply chain management and quantifying and visualizing the dynamic, diverse and large-scale change elements with the thinking of operational research optimization, enterprises can find the truly high-quality demand and promote the efficient execution and delivery of orders.

Take a biopharmaceutical enterprise as an example, it has been implementing lean production strategy in the development process to achieve “zero inventory” as the goal. However, in the past few years, the market demand was stimulated by the epidemic, and there would be a large number of “order interpolation” phenomenon in the short term. The pursuit of extreme inventory caused the enterprise to bring a lot of pressure on back-end production, materials, transportation and other links when dealing with urgent orders, and the performance cost of the enterprise rose sharply, entering the dilemma of production scale growth but overall profit rate hesitation.

Under multiple rounds of communication between the two sides, the biopharmaceutical company and Sugigu Technology reached cooperation in the digitalization and intelligence of their plans and operations, and jointly created a collaborative optimization and intelligent decision-making platform. Using the advantages of the algorithm, the enterprise can not only forecast the market on the supply side, but also achieve a good match between supply and demand. It can also observe whether the processing of emergency orders is reasonable from the demand side, according to the workshop process and production restrictions, overall balance the overall resources and logistics planning, and accurately formulate the production scheduling plan to maximize the interests of the enterprise, so that the order fulfillment rate of the enterprise can be improved while the comprehensive cost savings of about million/year.