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Haier Statistics

Haier has experienced continuous turnover increase over the past 19 years after

the establishment.

(Source: Euromonitor)

Sales Ranking on Brand Basis

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Background info of Haier Supply-chain Management

EnterpriseOrganization

Shortened productlife span

Customizeddemand increase

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Eliminate “2 Walls” in the way to success

Suppliers are destined to satisfy the

demands of end users.

Distribution contracts are signed not

only for low price, but also for feasibility 

Emerson (China)started inHaier (Jiaozhou)Industrial Complex

Logistics contract signed by Haier andZhongyongtongtai

ChannelsEnd

User

Global

suppliers

Satisfy

Overseas stores

Home stores

Appliance stores

Supermarkets

Haier franchisees

Design

Haier Supply-chain improves innovations and respectscustomer value

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Global

resource

Win-Win

Global

users

Products

Global

distribution

Order gained

Marketing

Order performance

Products+ODM

Logistics

JIT

Order infoDistri-bution

CapitalGlobal marketing

networkBudgets

GNPGCR 

Process supporting

fulfillment of new

orders 

3R  

R&D

HR 

CR 

Process supporting

fulfillment of existing

orders 3T 

TCM

TPM

TQM

Value

increase

Global P/D Network 

Haier Corporate Culture

Computerized Info System

Haier Supply-chain based upon business flow restructuring

1. Business flow restructuring is the basis of Haier Supply-chain Management，shifting functional to order centeredmanagement.

2. Order centered performance improves coordination in supply-chain management system,reduces supply-chain performance costs and ensures that Haier develops healthily.

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SRM system to improving supply-chain efficiency (www.ihaier.com)

 

-purchase order management

 

-consultancy prediction 

-stock inquiry

 

-settlement

 

Global e-bidding

Supplier management

Haier Supply-chain Management supported byfair, practical and win-win coordination mechanism

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Haier Supply-chain Management: FLEX

1. Order oriented production, sorting and

distribution

2. R&D and application of electronic labels for

sorting system to reduce sorting errors and to

improve sorting efficiency

3. Application of VMI enhancing supply chain

flexibility and improvement capability

4. Bulletin displaying the input and output

performance records on the basis of par capita

input and output calculation to reduce material

consumption

S l Ch C f 200

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•42 logistics centers

•Tracked in the whole process

•16,000 vehicles available•Promised 8h delivery in major cities

•Promised 24h delivery outside major cities

•Promised 48h delivery on average along

nationwide main transportation routes

Factory

Distributor 

Haier Supply-chain Management: Finished products distribution

S l Ch i M C f 2004

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Supply-chain process tracked by bar code visual system

1. The bar code scanning is applied for

terminal data collection through the wholeprocess from parts and accessories supply to

finished product delivery.

2. Supervising control and visual tracking in

the whole process from parts and accessories

supply to finished product delivery.

3. Performance of the supply-chain

management is improved through automatic

data secession and responsibility traceability.

S l Ch i M t C f 2004

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Info System improves Supply-chain Management

Bar code info system

Handling

Marketing

Order processing

Purchase

Consumer 

Production

Storage

Transport

Service

Settlement

1. The info system drives the supply-

chain sync move and increases the

supply-chain response efficiency.

2. Bullwhip Effect is reduced by

shared info in the process of supplychain practice.

3. Info interchange makes the supply

chain system transparent for efficient

improvements.

S l Ch i M t C f 2004

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Warehouse floor reduced by

90% and raw materials stock

period shortened by 77%

Logistics costs reduced

by 5% 

15%

Supply-chain performance costs

reduced by 10% 25%

Pur chase Pr oduction Tr anspor t Ser vice  Supplier 

Consumer

Customer

Link relative of purchase cost

reduced by 10% or more

continuously

Supply-chain Management reform ensuring thatHaier grows significantly

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Supply-chain Management Achievements increasesenterprise competitiveness as a core

Customer

(for stocks）

（Transit Warehouse）

Previous 15 days 10 days

n days

7-10 days

Current 1 day

10

days

Sales

plan

Material

deliveryMaking Delivery Customer

Purchase

order

1 day

4-5 hours 3 days 24 hours 4.5 days

36+ndays

Supply Chain Management Conference 2004

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Thanks