As a global consumer giant, Unilever has been building 4S (Swift &; Agile-fast agile, smart-intelligent, sustainable-sustainable, leap-forward) supply chain, accelerate the innovation of smart supply chain. No matter from the personalization of consumer demand or the integration of consumer channels, the supply chain of consumer enterprises must be faster, more flexible and more efficient. Unilever opened up every contact between information flow and real logistics, and realized the dataization of the whole link of the supply chain. Real-time data visualization is helpful to realize more efficient information transmission; Through automatic independent operation and integrated operation, the production efficiency is greatly improved.
In terms of information flow, Unilever has comprehensively laid out a visual digital tracking system to realize the visual management of R&D, marketing, data maintenance, quality control and other contact links in the product listing process, shorten the docking time between each link and maximize the operation speed. Moreover, Unilever is gradually establishing a digital ecosystem among companies, distributors and consumers to realize a real end-to-end digital supply chain. Take the recent product QR code project operated by Qingyang brand as an example. By sticking a QR code on the product, you can enjoy various information and track it. Customers can trace the source of product logistics through QR code to help standardize product supply and sales; Consumers can get more product information through QR code, which will help brands to increase opportunities for interaction with consumers, thus enhancing brand goodwill and loyalty.
In terms of physical logistics, smart factory is a good example. In Hefei production base, one of Unilever's five largest production bases in the world, intelligent equipment such as face painting doors, unmanned workshops, intelligent robotic arms, automatic high-speed canning lines, new CNC machine tools and automatic guided transport vehicles have been fully launched. These intelligent facilities not only simplify the flow of people and logistics, improve the safety of operations, but also realize efficient and flexible production. Taking the agile production line as an example, it only takes 5 minutes to automatically complete the product switching and adjustment of the whole production line, which not only speeds up the production progress, but also makes it possible to meet the production requirements of small batches and multiple varieties.
In addition, Han said at the meeting: "In the face of a rapidly innovative and rapidly changing market, only by constantly arming ourselves can we adapt to the future. For the supply chain, it is necessary to continuously improve organizational ability, create value for business, strengthen the ideology of supply chain homogenization, and promote the sustainable development of supply chain. In Unilever's supply chain, we have a "digital army". Through the establishment of digital alliances, digital roadshows and digital training of experts, we constantly consolidate the digital skills of the team and promote the innovation of Unilever's smart supply chain. "
Digital supply chain creates ecology and creates more value for the market.
Under the new retail tide, online, offline and logistics are highly integrated, product innovation iterations are frequent, new technologies are constantly emerging, and demand tends to be personalized and customized. According to the top ten trends of Nielsen 20 18 China consumer market, the new product cycle is "short in frequency and fast in frequency", 70% of the new products have a short cycle, and the market survival time is shorter than 18 months. In order to meet the market demand and provide better supply services, Unilever has been adhering to the spirit of open cooperation and working closely with suppliers, customers and other upstream and downstream companies in the supply chain to create a healthy, benign and sustainable supply chain ecosystem and create more value for the market.
In recent years, Unilever has started to cooperate with Alibaba Retail Link and JD.COM New Channel. Up to now, the cooperation between Unilever and them in the supply chain has been further deepened: integrating five resources: new channel/retail general supply chain, JD.COM/rookie supply chain, distributors, Unilever sales and Unilever supply chain, and establishing a collaborative supply chain inventory management process with regular replenishment and large replenishment. It not only improves the order satisfaction rate and on-time arrival rate, but also reduces the supply chain cost, helping Unilever to achieve efficient channel sinking and promote sales.
At the same time, in order to give consideration to the availability and experience of consumer demand, Unilever set up a "home" business team in March 2065438+2008 to join hands with JD.COM. COM Home, Alibaba, Taoxianda and Duodian empower traditional retail through data, and explore the omni-channel operation mode of online and offline integration. Through the application of big data and deep cooperation with the supply chain, we can accurately predict demand, stock up in advance, and realize timely and efficient supply of products. By 20 18, Unilever's innovative marketing activities based on these platforms, such as traffic operation, scene construction and data visualization, have accumulated 5 million pieces of data and achieved 600% sales growth in the new retail field.
In inventory management, Unilever cooperated with CR Vanguard to establish an inventory management platform to promote collaborative optimization of inventory management. Using the analysis tools of digital supply chain, inventory can be controlled from the source. Based on the automatic inventory report, we can analyze the causes of abnormal inventory and accurately guide replenishment, thus effectively reducing inventory and promoting inventory health. On the other hand, the platform integrates the data of both retailers and suppliers, and realizes the real-time sharing of sales data and inventory data, thus highly integrating business requirements and operational efficiency, which not only improves the order service level, but also stimulates sales, providing strong support for achieving higher sales goals.
In addition to winning domestic awards, it is worth mentioning that Unilever was awarded the title of "Supply Chain Master" when the list of "Gartner Top 25 Global Supply Chains", one of the highest levels in global supply chain selection, was released recently. With the outstanding performance of the top five for seven consecutive years, it officially joined the "master" level, on an equal footing with Apple, Procter & Gamble, Amazon and McDonald's ("supply chain master" did not participate in the selection of the top 25).
In the future, Unilever will embrace digitalization more actively, accelerate the operation of smart supply chain, strengthen the ecological cooperation of supply chain, provide better consumption experience for customers and consumers, and create more value for the development of the industry. (PRNewswire)