Today (November 18), Beijing Kyushu Brotherhood Supply Chain Management Co., Ltd. (hereinafter referred to as Kyushu Brotherhood), funded by 32 retailers, was officially inaugurated in Beijing.
In addition to Shouhang Supermarket (35.29% shareholding) and Wangfujing (4.52%), Tangshan Jiawanjia Supermarket, Shandong Aikeduo, Puyang Greentown Supermarket, Handan Sunshine Supermarket, Hebei Huiyou, Tianjin Zhenbao Supermarket, Hegang Bitoute, Gansu Xinle Supermarket and other 15 investment entities invested in the establishment of Beijing Jiuzhou Hehui Science and Technology Development Center (Limited Partnership), Anhui Fresh Legend, Fujian Guan supermarket, Wuhan Lihong Commercial, Jurong City Convenience Supermarket, Beijing Jiuzhou Xingchuang Science and Technology Development Center (Limited Partnership), which was funded by 15 investment entities such as Jiangxi Jianqiang Department Store Chain, holds 28.51% of the shares. The supply chain company invested a total of 22 million yuan.
This means that compared with the internal and loose joint mining organization that has been operating for more than 6 years, Kyushu Brotherhood has been upgraded to a fresh B2B supply chain platform that is officially open to the outside world.
Liu Yihua, chairman of the Kyushu Brotherhood, said at today's inauguration ceremony that after the operation of the joint-stock company, by the end of next year, the Kyushu Brotherhood is expected to reach a scale of 500 million yuan of fresh and fresh mining. It will reach 1 billion yuan by 2021 and 3 billion yuan by 2022. The long-term goal is to absorb 3,000-5,000 supermarket members and become the "first platform for China's fresh supply chain".
One
Upgrade: "Loose Alliance" to "Joint Stock Platform"
Kyushu Brotherhood is a fresh B2B direct sourcing system.
Previous business operation process: The fresh procurement team of Beijing Shouhang Supermarket released information through WeChat groups, subscribed by alliance enterprises, and completed the collection of goods.
Liu Yihua told Business Observer that it is expected that after the Spring Festival, Kyushu Brotherhood will launch a mobile APP and information system, which will be able to realize the full visual, traceable and omni-channel instant docking of fresh and fresh mining.
The deep bundling of 32 retailers' shareholdings is based on the previous six years of cooperation.
In the words of Pei Liang, president of the China Chain Store & Franchise Association, Kyushu Brotherhood is a supply chain platform that "falls in love first and then gets married".
There are 32 shareholder enterprises from More than 20 provinces in China, such as Beijing, Shandong, Hubei, Jiangxi, Zhejiang, Jiangsu, Fujian, Gansu and Qinghai. According to Liu Yihua's introduction, at present, there is no capital contribution, but there are more than 200 member enterprises involved in the joint mining business.
Judging from the location of retail enterprises covered by joint mining, Kyushu Brothers Union can be said to be the first national joint mining platform in China's fresh food field.
After the corporatization operation, Kyushu Brothers Union set a quantitative goal here, and upgraded its business from the previous joint procurement of vegetables and fruits.
First, the development of fresh all categories: fresh and fresh joint mining should be expanded from vegetables and fruits to meat, poultry, aquatic products and other fresh categories.
Second, fresh technology output.
Meng Jie, general manager of Beijing Jiuzhou Brotherhood Supply Chain Management Co., Ltd., said that the difficulties in fresh operation include: 1, the lack of origin information and resource channels, the supply chain has a fault; 2, the lack of professional fresh buyers; 3, the scale of procurement is limited; 4, commodity and material standards are difficult to determine; 5, procurement prices are difficult to supervise; 6, the problem of multi-specification of unified procurement commodities.
Through practice, Kyushu Brotherhood has basically broken the above pain points.
At the same time, Kyushu Brotherhood will summarize and refine the single product management and category management technologies of member enterprises, and transform them into management technologies that can be landed and promoted. This includes the introduction of professional training to enhance skills in the fresh field.
Third, do agricultural and sideline products standardization, branding.
Liu Yihua believes that compared with China's fresh market capabilities with Japan and Western developed countries, the biggest gap is in two aspects, one is standardization and the other is the supply chain.
"Wholesale market goods are far from meeting the needs of supermarkets, and running the place of production, for a single enterprise, has no energy and no ability." A typical example is that many companies have a higher price than the price of a farmer's market. Because the comprehensive cost of management costs and transportation costs directly purchased by a single enterprise is higher. ”
Based on the previous practice of joint procurement, Kyushu Brothers Has established corresponding standards on some joint procurement products, including procurement standards, transportation standards, packing standards, display standards, storage standards, etc.
Co-mining is a collection of demand, but the production process of agricultural products is not like mechanical production, and agricultural products of the same quality also have specifications and sizes and grades. Systematic collection, distribution and grading actions to adapt to different markets. Kyushu Brotherhood has established a unified and systematic fresh commodity standard that meets the operation and procurement of small and medium-sized retail enterprises nationwide.
Liu Yihua said that in the future, the fresh products exported by the Kyushu Brotherhood are more likely to become standardized commodities. The Kyushu Brotherhood will expand from the joint harvesting of vegetables and fruits to aquatic products, meat and poultry, including fresh packaging, deep processing, etc.
At the same time, the recognition of the concept of the members of the joint mining alliance and the mutual reference and learning of management technology also help to improve the degree of standardization.
4. Value-added and supporting services.
"From vegetable and fruit commodities to meat, poultry and aquatic products, from domestic to foreign countries, from simple commodity trading to agricultural super docking, industrial poverty alleviation, from individual joint procurement to marketing support, exhibition exchange and training and other all-round empowerment, we will also improve the standardization of the procurement, logistics, processing and sales of fresh products." Meng Jie said that Kyushu Brotherhood will create low-cost circulation and processing capabilities, logistics systems, information systems and financial settlement systems through procurement systems, marketing systems and big data analysis to improve its business.
Previously, as a loose alliance, Kyushu Brotherhood also encountered many problems, such as differences in regional consumption levels, business philosophy and fresh management technology. Corporatized operation means that the alliance enterprises are closer, the operation is more standard and transparent, and there can be greater opportunities for this.
In meng jie's words, Kyushu Brotherhood will be a "money-making enterprise" and a "valuable platform" in the future.
Two
Boundaries: "Only fresh"
When "hugging" became a daily survival day for retailers in China, various retail alliances began to recover in the last two years.
For example, the regional alliance of IGA and SPAR, the product type alliance, the ant business alliance with its own brand as the grasp, the Kyushu brotherhood with the fresh category as the starting point; the project-based alliance, the Baotinghui with member companies joining hands to invest in stores, and so on.
Liu Yihua told business observers that Kyushu Brotherhood is very clear about its own boundaries, that is, it is firm to only do fresh food, focus on fresh food, and achieve the ultimate.
100 single products, 200 million yuan of joint procurement, to 3 billion years of joint procurement scale, digitally look like a relatively large leap. In this regard, Liu Yihua said in response to the question of "Business Observer" that it will increase from the two dimensions of increasing the variety of joint mining and expanding the capacity of cooperative enterprises.
The value of joint mining, needless to say.
First of all, the demand is concentrated, direct procurement and rapid distribution in the place of origin, which can speed up the turnover of fresh goods and reduce losses. Secondly, the comprehensive costs such as logistics costs, transportation costs, labor costs, and management costs are better, and they can make breakthroughs in price. The third is to bring relevant benefits in many aspects such as fresh food standardization, product supply stability, and product quality.
In fact, the value of Kyushu Brotherhood in vegetable and fruit joint picking can "speak with data". Davao Bananas in the Philippines, through the standardized picking, acquisition and processing processes of Kyushu Brotherhood, measure the market price ratio, and can increase the gross profit of member companies by 8-10 points.
In 2019, Kyushu Brothers United Lychee Joint Mining lasted 56 days, with the participation of 125 companies, with a total purchase weight of 1304 tons and a purchase amount of 21.76 million yuan. The sales and profit of individual products to enterprises increased by more than 30%. The loss is only 2.6%, and the industry average is around 10%.
Joint mining is also a good thing for the fresh food industry. Taking "doing standards" as an example means that it can improve the fresh operation level of the entire fresh industry and improve the efficiency and effectiveness of fresh operation.
Chen Liping, a professor at Beijing Capital University of Economics and Business, believes that many alliances have been established in the domestic retail industry, but there are not many alliances for sustainable development. There are two key points, one is that the alliance cannot rely solely on interests, in addition to interests, it must also have consistent values and leadership; second, the core of the alliance is to provide better services for the members of the alliance.
Professor Gu Guojian of the Shanghai Institute of Chain Operations suggested that as a fresh and fresh mining platform, how to overcome the obstacles of enterprises being larger and less likely to share and contribute resources, and how to find and develop the advantages of common demand after the amount is larger, and how to find and develop the advantages of common demand.
The "initiators" are more optimistic. Liu Yihua said that incomplete statistics show that in China, there are at least 100,000 retail enterprises hanging up "fresh supermarket" signs. The long-term goal of Kyushu Brotherhood is to cover 3,000-5,000 supermarket chain enterprises nationwide.
As far as fresh goods are concerned, the market plate is large and there are many opportunities. At present, the golden age of China's fresh market is coming.
Taking Shouhang Supermarket as an example, the sales of fresh goods accounted for 40%. Kyushu Brotherhood uses fresh cuts as a supply chain platform, which is like taking a scoop of drinks in the trillion fresh market. Enough is enough.