京东升级业采融合理念以工业产业实践展示超级供应链助力企业发展路径

21世纪经济报道02-10

近日，京东联合中国社会科学院大学、首都经济贸易大学共同发布《业采融合价值白皮书》，立足数智化采购4.0发展新阶段，系统阐释“业采融合”创新理念的实践路径与价值体系，为产业供应链数智化转型、实现降本增效保供合规提供权威指引，助力产业链供应链韧性提升与经济高质量发展。白皮书中结合京东工业业务实践，明确展示了业采融合数智化理念下采购供应链对设计、生产、营销、服务等多个环节的有效驱动价值，以及供应链数智化...

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practice","themeId":null,"isJumpTheme":false,"ttsUrl":null,"symbols_score_info":{"89618":0.6,"09618":1.95,"JD":1.95},"content_text":"近日，京东联合中国社会科学院大学、首都经济贸易大学共同发布《业采融合价值白皮书》，立足数智化采购4.0发展新阶段，系统阐释“业采融合”创新理念的实践路径与价值体系，为产业供应链数智化转型、实现降本增效保供合规提供权威指引，助力产业链供应链韧性提升与经济高质量发展。白皮书中结合京东工业业务实践，明确展示了业采融合数智化理念下采购供应链对设计、生产、营销、服务等多个环节的有效驱动价值，以及供应链数智化有效降低企业运营隐性成本的明路径。京东工业以全链路数智化实现产业链各环节的互联互通和高效协同，高效链接供需两端。通过“让数据多流动，让商品少跑动”，京东工业在降本、增效、保供、合规等领域为客户提供实在价值，推动工业供应链全链路的数智化变革。白皮书还创新性地提出“双三角耦合价值体系”，深化“四流合一”在企业全周期成本管理与多维价值创造方面作用，同时为推动业采融合价值可量化、可评估，白皮书专门构建了数智采购供应链“降本增效指数”价值评估模型和“业采融合”成熟度模型，为采购市场提供效果评估依据。业采融合驱动采购成为企业发展核心竞争力数据显示，在企业的综合供应链成本中，采购环节的占比达到42.27%，成为成本控制最关键的环节。因此，降本已不再是简单的价格谈判，而是扩展为对全生命周期综合成本的系统性优化。调研发现，非生产物资（MRO）采购虽仅占总额的5-10%，但其庞杂的品类和管理复杂性，却能消耗企业60-80% 的采购管理精力。实现总拥有成本（TCO）的最优，成为企业向内挖潜、提升利润的核心诉求。在这一背景下，企业中采购职能的战略价值被重新定义。它需要从被动响应需求的后勤部门，转变为主动赋能业务的战略引擎。这意味着采购必须向前融合，嵌入研发与生产规划，通过供应链协同助力产品创新与快速上市。企业的价值追求正从难以兼顾的“价格、质量、效率”不可能三角，全面转向可以协同共进、互促共荣的“成本、效率、体验”黄金三角。在这一新范式下，采购的价值不仅在于“节约了多少费用”，更在于“保障了多少营收”、“提升了多少效率”、“凝聚了多少人心”、“创造了多少价值”。因此，源自企业内在的对卓越运营与韧性增长的需求，是推动业采融合最根本、最持久的动力。它要求企业必须打破采购与业务之间的组织与数据壁垒，通过流程、数据和目标的深度协同，将庞大的采购支出从财务上的成本项，系统性地转化为驱动企业高质量发展的战略资产与核心竞争力。例如，某制造企业借助京东工业的车 MRO 数字化采购平台，企业非生产采购全流程在线化覆盖率超过95%，采购周期缩短三分之一以上；通过分级授权体系，实现小额采购敏捷化、大额采购规范化；依托专属企配中心与智能领料柜，实现高效配送与闭环管理；借助数据治理与需求统型，试点品类供应商数量减少85%，品牌型号精简87%，采购成本降低达8%。聚焦隐性成本降低 带动采购综合成本优化在传统采购模式中，采购成本可分为显性成本与隐性成本两大类。履约过程中的物流延迟、库存积压，运营过程中的寻源繁琐、审批低效，管理过程中的合规风险、质量管控等隐性成本，因具有隐蔽性、滞后性、难以量化等特点，被长期忽视，却成为制约采购降本增效的核心瓶颈。据相关行业数据统计，在传统采购模式下，隐性成本占采购综合成本的比例可达30%-50%。传统采购模式由于对隐性成本考虑得较少，过分关注前端采购价格，使企业的成本降低并不能落到实处。通过数智采购供应链，能够解决采购过程中的痛点问题，从而实现降本增效。例如，对制造行业而言，传统采购模式下存在显著的运营隐性成本痛点。其采购品类覆盖多个场景，且涉及多部门分散采购，不同部门的采购标准不统一、采购流程相对分散，导致采购数据割裂、重复采购等现象频发。采购人员需花费大量时间用于跨部门沟通协调、重复整理采购数据，仅供应商资质审核、采购订单核对等基础工作就占用了近60%的工作时间，人力时间隐性成本居高不下；同时，分散采购无法形成规模议价优势，且因采购流程不规范，出现部分物资采购价格高于市场均价的情况，进一步推高了综合采购成本。以装备制造领域的龙头企业徐工集团为例，企业通过深刻的数智化转型，有效压缩隐性成本，破解了非生产物资采购“小、杂、散、乱”的管理难题。 面对品类繁杂、管理耗时却至关重要的非生产物资采购，徐工选择与京东工业携手，通过“太璞”数实一体化供应链解决方案，双方完成了海量数据的标准化治理与系统打通，并构建了涵盖商品标准化、智能履约的数字化能力。这一变革成效显著：徐工的非生产物资采购周期从原来的二十几天大幅缩短至3-5天，综合成本显著降低，实现了效率与效益的双重飞跃。徐工的实践表明，源自企业内生需求的采购范式变革，能够通过业采融合与数智供应链能力的注入，重新定义采购管理的战略价值。只有重构成本认知，将运营、履约、管理等隐性成本纳入管控范畴，才能实现真正的降本增效，这也正是业采融合模式的核心价值所在。白皮书指出，面向未来，采购将从被动响应需求的订单执行者，进化为主动协同业务的流程参与者，最终成长为驱动价值创造的战略共建者。而智能技术的深度应用正推动采购模式实现根本性跃迁，采购决策的重心将从依赖个人经验的人工寻源，转向基于算法与数据的系统智能，最终形成系统预判、人机协同的新型工作范式。","kind":"news","is_publish_news":true,"is_publish_highlight":false,"is_publish_live":false,"is_publish_wemedia":null,"editions":null,"column":"","sentiment":"0","news_tag":"","news_rank":0,"symbols":[],"gpt_button":1,"need_auth":false,"code":"91000000","status":"200"},"commentList":[],"isCommentEnd":true,"newsSizeData":{"likeSize":0,"commentSize":0,"repostSize":0,"favoriteSize":0,"likeStatus":false,"favoriteStatus":false},"APP":{"userAgent":"Mozilla/5.0 AppleWebKit/537.36 (KHTML, like Gecko; compatible; ClaudeBot/1.0; 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京东升级业采融合理念 以工业产业实践展示超级供应链助力企业发展路径

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京东升级业采融合理念以工业产业实践展示超级供应链助力企业发展路径