论文部分内容阅读
1987年,宝洁公司决心把“尿布系统”(宝洁公司首创的、在制造商与经销商之间实现自动补货的系统,因首先用于PAMPAR牌尿布,所以被业内称作“尿布系统”)扩大到所有的下游经销商,沃尔玛成为被树立的榜样。随着两家公司的合作,一场世界商业流程革命被引发。 这恐怕是信息化带来的最剧烈的结果之一:促成整个产业链条的流程优化。 2003年7月,北京一商美洁——宝洁公司在中国最大的分销代理商,将按照计划把“分销商综合信息管理系统”与宝洁的系统进行数据链接。这掀开了宝洁公司在国内近两百家分销商的信息化工程序幕。 承担宝洁分销体系信息化工程的是富基公司。迄今为止,富基公司已经和宝洁中国的55家分销商签订了合同。宝洁在中国的200家分销商几乎囊括了中国日化等分销环节的主要商家——宝洁逐步引导她的中国分销商开展一场信息化运动。
In 1987, Procter & Gamble was determined to convert its “diaper system” (P & G’s first system to automate replenishment between manufacturers and distributors, first used in PAMPAR diapers and so called “diaper system” in the industry) Expand to all the downstream distributors, Wal-Mart has become a role model. With the cooperation of the two companies, a revolution in world business processes was triggered. This is probably one of the most dramatic results brought about by informationization: the process optimization of the entire industrial chain. In July 2003, Beijing Meijie-Procter & Gamble, one of the largest distribution agents in China, will have a data link between the “Reseller Integrated Information Management System” and Procter & Gamble’s system as planned. This opened Procter & Gamble in China nearly two hundred distributors of information technology curtain. Procter & Gamble commitment to the distribution system of information technology company is Fuji. So far, Fuji has signed contracts with 55 distributors in Procter & Gamble China. P & G’s 200 distributors in China cover almost all of the major retailers in the distribution chain of China Daily Chemical. P & G gradually leads her Chinese distributor to launch an information campaign.