什么是数字化采购，其市场规模和渗透率如何？

数字化采购指通过电商平台等技术手段实现企业采购流程线上化。根据《2021数字化采购发展报告》，我国非生产性物资采购市场规模约10万亿级，但数字化渗透率最高不超过5%，办公物资和MRO两大品类已撬动超5万亿市场。

企业数字化采购的核心痛点与价值是什么？

企业采购的核心痛点是实现流程透明化，核心价值在于降本、增效、合规、赋能。例如，2015至2018年，央企通过数字化集中采购累计节约成本超1.4万亿元。

欧菲斯如何通过产业基础设施解决采购问题？

欧菲斯构建了五大产业基础设施，包括全景技术云图、品商通供应链平台、三级共享云仓网络、中小微企业服务平台“企业购”以及设备管理平台“企修通”，实现全链路数字化协同与高效交付。

数字化采购新基建揭开欧菲斯向产业互联网跃迁的秘诀

作者：亿邦动力文章来源：亿邦动力

2021-12-14 10:56

作者：亿邦动力文章来源：亿邦动力

2021-12-14 10:56

邦小白快读

全文速览

本文核心介绍了国内非生产性物资数字化采购的市场现状，以及欧菲斯的产业互联网转型实践经验，干货内容如下：

1. 国内非生产性物资采购市场整体规模达10万亿级，目前数字化渗透率最高不超过5%，仅10%交易线上化就能带来万亿级新增市场，其中办公物资、MRO两大品类已经率先起步，撬动了超5万亿采购市场。

2. 产业互联网的核心逻辑是需求侧数字化加供给侧数字化叠加，企业采购的核心痛点始终是降本、增效、合规、赋能，核心是提升商品流转分发效率，并非简单把线下流程搬到线上。

3. 欧菲斯经过28年行业深耕，打造了双核竞争力、五大基础设施和三轮业务驱动的竞争壁垒，通过多业务飞轮效应实现稳定增长，向产业互联网成功跃迁。

当前国内数字化采购赛道增长空间广阔，给品牌商带来了新的渠道增量和发展机会，核心干货如下：

1. 消费与渠道趋势：非生产性采购整体规模超10万亿，数字化渗透率极低，增长空间大，目前办公、MRO品类已经率先起量；同时央国企采购权持续下沉，订单更趋碎片化，中小微企业采购需求正在释放，需要专业服务商对接。

2. 渠道合作机会：品牌商可以接入欧菲斯的“品商通”供应链共享平台，获得产品资源和知识资源层面的双向赋能，还可以通过欧菲斯的“企业购”中小微采购服务平台，触达海量中小微客户。

3. 用户需求匹配：当前企业采购核心关注精准匹配、降本增效合规，品牌商可以配合服务商的前置需求对接模式，明确客户真实需求，降低错采损耗，提升客户满意度。

当前数字化采购赛道处于发展早期，蕴藏大量增长机会，卖家可从中获得不少经验参考，核心干货如下：

1. 市场机会提示：国内非生产性采购市场规模达10万亿，数字化渗透率不足5%，只要实现10%交易线上化就能释放万亿新增市场，办公物资、MRO两大品类已经率先起量，属于明确的高增长赛道。

2. 可学习的商业模式：欧菲斯走需求侧加供给侧双侧数字化的路径，搭建五大产业基础设施，形成办公物资+员工福利+MRO三轮驱动的飞轮效应，依托网络协同效应不断拓宽业务边界，这个模式可参考。

3. 需求变化应对经验：针对央国企采购权下沉后订单碎片化、专业需求多的特点，可学习欧菲斯安排专业团队前置对接客户真实需求，后续配套专属驻场服务，降低错采风险，提升用户体验，抓住下沉需求的增量。

数字化采购的快速发展，给工厂带来了新的商业机会和数字化转型启示，核心干货如下：

1. 商业合作机会：当前非生产性采购数字化快速发展，流通效率持续提升，工厂可以依托欧菲斯这类头部数字化采购服务商的共享供应链网络、三级智能仓储体系，更高效触达各类大中小企业客户，降低自身的渠道对接和库存配送成本。

2. 生产对接需求变化：现在企业采购越来越看重需求精准匹配，针对专业设备、专业配件这类产品，工厂需要配合服务商的前置对接模式，提前明确客户的参数、场景需求，减少错采带来的退货、成本损耗问题。

3. 数字化转型启示：工厂可参考欧菲斯的供给侧数字化转型经验，打通从生产端到需求端的数据链路，接入行业共享的数字化基础设施，提升自身的交付效率和需求响应能力，依托数字化实现业务增量。

国内数字化采购行业正处于起步增长阶段，明确了行业发展趋势、客户核心痛点，也给出了可参考的解决方案方向，核心干货如下：

1. 行业发展趋势：国内非生产性采购市场规模达10万亿，数字化渗透率最高不超过5%，行业转型升级才刚刚启动，还有大量环节需要通过数字化、电商化提升效能，产业互联网是长坡赛道，需要全行业合力打造基础设施，市场空间广阔。

2. 核心客户痛点：企业采购的核心痛点长期稳定，始终围绕降本、增效、合规、赋能四大需求，需要实现采购全流程阳光透明、可溯源，核心需求是提升商品流转效率，并非简单把线下流程转移到线上。

3. 解决方案参考：可参考欧菲斯的发展路径，同时布局需求侧和供给侧数字化，打造技术、供应链、仓储、中小微服务、设备管理五大基础设施，依托数据模型实现精准数字化运营，覆盖不同层级客户需求，打造多业务轮动的增长飞轮。

当前企业采购领域对产业互联网平台提出了新的要求，欧菲斯的实践给平台运营发展带来很多启发，核心干货如下：

1. 企业端核心需求：企业采购和个人采购差异明显，核心需求是降本增效合规赋能，单一的需求侧流程数字化无法满足需求，必须同时打通供给侧供应链数字化，才能形成高效的交易闭环，这是平台需要满足的核心要求。

2. 运营管理参考：平台可学习欧菲斯的基础设施搭建思路，自主搭建全流程技术体系，整合共享供应链资源，布局三级智能仓储协同网络，针对不同客户群体分层布局，打造面向中小微企业的专属采购平台，面向企业设备管理的SaaS服务平台，覆盖全场景需求。

3. 发展风向提示：要抓住央国企采购权下沉带来的碎片化订单机会，重点布局中小微企业服务，依托网络协同效应打造多业务轮动的飞轮增长模式，规避单一业务的增长瓶颈，同时注重数据积累迭代，实现智能决策升级。

本文披露了数字化采购领域的最新产业动向，以及成熟的转型商业模式样本，对产业研究有较高参考价值，核心干货如下：

1. 产业最新动向：我国非生产性物资采购整体市场规模达10万亿级，目前数字化渗透率最高不超过5%，行业处于发展早期，办公物资和MRO两大品类已经率先启动，合计撬动超5万亿采购市场，未来增长空间巨大；产业互联网的落地路径逐渐清晰，必须需求侧数字化和供给侧数字化叠加，才能实现全要素全链路协同，形成完整产业生态。

2. 创新商业模式参考：欧菲斯探索出了输出行业基础设施的产业互联网转型模式，通过打造五大产业基础设施，构建双核竞争力，形成三轮业务驱动的飞轮效应，依托网络协同效应不断拓宽业务边界，为To B产业互联网转型提供了可研究的完整样本。

3. 行业核心观点：企业采购的核心痛点长期稳定，数字化只是提升效率的手段，核心价值是提升商品流转效率，而非简单的线下流程线上迁移，这个观点为产业互联网研究提供了新的思考方向。

声明：快读内容全程由AI生成，请注意甄别信息。如您发现问题，请发送邮件至 run@ebrun.com 。

我是品牌商卖家工厂服务商平台商研究者帮我再读一遍。

Quick Summary

This article mainly introduces the current market status of digital indirect procurement in China and Ofss Group’s practical experience in industrial internet transformation. Key takeaways are as follows:

1. China’s indirect procurement market has reached a 10-trillion-yuan scale, with a digital penetration rate of no more than 5% today. Even just 10% of transactions going online will unlock a trillion-yuan new market. Among all categories, office supplies and MRO have taken the lead, covering more than 5 trillion yuan of the total procurement market.

2. The core logic of industrial internet is the integration of demand-side and supply-side digitalization. For corporate procurement, the enduring core pain points are cost reduction, efficiency improvement, compliance assurance and capability empowerment. The ultimate goal is to improve the efficiency of commodity distribution and circulation, rather than simply moving offline processes online.

3. With 28 years of deep cultivation in the industry, Ofss has built competitive barriers consisting of dual-core competitiveness, five core infrastructure layers and three-wheel business driving. It has achieved stable growth through the multi-business flywheel effect and successfully completed its transition to an industrial internet player.

China’s digital procurement track currently boasts broad room for growth, bringing new channel increments and development opportunities for brands. Key insights are as follows:

1. Consumption and channel trends: The overall scale of indirect procurement exceeds 10 trillion yuan, with extremely low digital penetration and huge growth potential. At present, office supplies and MRO have already gained early traction. Meanwhile, procurement authority of central state-owned enterprises continues to decentralize, leading to more fragmented orders. Procurement demand from micro, small and medium-sized enterprises (MSMEs) is also being released gradually, which requires professional service providers to connect all parties.

2. Channel cooperation opportunities: Brands can access Ofss’s "Pinshangtong" shared supply chain platform to gain two-way empowerment in both product resources and knowledge resources. They can also reach a large volume of MSME customers through Ofss’s "Enterprise Purchase" MSME procurement service platform.

3. Matching user demand: Corporate procurement currently focuses on accurate matching, cost reduction, efficiency improvement and compliance. Brands can work with service providers’ pre-connect demand matching model to clarify customers’ real needs, reduce over-purchasing and mismatching losses, and improve customer satisfaction.

The digital procurement track is still in its early development stage and contains massive growth opportunities, offering plenty of valuable experience for sellers. Key insights are as follows:

1. Market opportunity: China’s indirect procurement market has a 10-trillion-yuan scale, with digital penetration below 5%. Reaching 10% online transaction penetration will unlock a trillion-yuan new market. Office supplies and MRO have already gained early traction, making them clear high-growth segments.

2. Reference business model: Ofss pursues a dual digitalization path covering both demand and supply sides, built five layers of industrial infrastructure, and formed a flywheel effect driven by three core businesses—office supplies, employee benefits and MRO. It continues to expand its business boundaries relying on network synergy, making this model a valuable reference.

3. Experience in responding to changing demand: Against the backdrop of decentralized procurement authority leading to fragmented orders and growing demand for professional services, sellers can learn from Ofss’s practice: arranging professional teams to connect customers’ real needs in advance, and providing dedicated on-site support afterward to reduce mismatching risks and improve user experience, so as to capture incremental demand from decentralized procurement.

The rapid development of digital procurement brings new business opportunities and digital transformation insights for factories. Key takeaways are as follows:

1. Business cooperation opportunities: With the rapid development of digital indirect procurement and continuous improvement of circulation efficiency, factories can rely on the shared supply chain network and three-level intelligent warehousing system of leading digital procurement service providers like Ofss to reach various corporate customers of all sizes more efficiently, and cut their own channel connection and inventory distribution costs.

2. Adapting to new production and matching requirements: Corporate procurement now puts more emphasis on accurate demand matching. For professional equipment and accessories, factories need to cooperate with service providers’ pre-connection model to confirm customers’ parameter requirements and usage scenarios in advance, reducing returns and cost losses caused by mismatched purchases.

3. Insights for digital transformation: Factories can refer to Ofss’s supply-side digital transformation experience: connect the data link from the production end to the demand end, access the industry’s shared digital infrastructure, improve their own delivery efficiency and demand response capability, and unlock business growth through digitalization.

China’s digital procurement industry is in the early growth stage. This article clarifies industry development trends and core customer pain points, and provides a reference solution direction. Key insights are as follows:

1. Industry development trends: China’s indirect procurement market has reached a 10-trillion-yuan scale, with digital penetration capped at 5%. The industry transformation has just started, and a large number of links still need digital and e-commerce upgrades to improve efficiency. Industrial internet is a long-haul track that requires the whole industry to jointly build infrastructure, and it has enormous market potential.

2. Core customer pain points: The core pain points of corporate procurement have remained stable for a long time, always centering on four demands: cost reduction, efficiency improvement, compliance and empowerment. Enterprises require full-procurement transparency and traceability, and the core demand is to improve commodity circulation efficiency—not just simply moving offline processes online.

3. Reference solution: Industry players can refer to Ofss’s development path: deploy digitalization on both the demand side and supply side, build five core infrastructure layers covering technology, supply chain, warehousing, MSME services and equipment management, deliver precise digital operation based on data models, cover the needs of customers at different levels, and build a multi-business growth flywheel.

The current corporate procurement sector has put forward new requirements for industrial internet platforms, and Ofss’s practice offers plenty of inspiration for platform operation and development. Key insights are as follows:

1. Core requirements from enterprise clients: Corporate procurement differs significantly from consumer retail, with core demands focused on cost reduction, efficiency improvement, compliance and empowerment. Single-side demand-side process digitalization cannot meet the needs; platforms must also connect supply-side supply chain digitalization to form an efficient closed transaction loop, which is the core requirement platforms need to meet.

2. Reference for operation and management: Platforms can learn from Ofss’s infrastructure building philosophy: build an independent full-process technology system, integrate and share supply chain resources, deploy a three-level collaborative intelligent warehousing network, arrange layered layout for different customer groups, launch a dedicated procurement platform for MSMEs and a SaaS service platform for corporate equipment management, to cover all scenario demands.

3. Development direction hint: Platforms should capture the opportunity of fragmented orders brought by the decentralization of procurement authority among central state-owned enterprises, focus on serving MSMEs, build a multi-business flywheel growth model relying on network synergy to avoid the growth bottleneck of a single business, and prioritize data accumulation and iteration to upgrade intelligent decision-making.

This article discloses the latest industry trends in the digital procurement space and a mature transformation business model sample, which holds high reference value for industry research. Key insights are as follows:

1. Latest industrial trends: China’s overall indirect procurement market has reached a 10-trillion-yuan scale, with digital penetration of no more than 5%. The industry is still in its early development stage, with office supplies and MRO taking the lead and together covering more than 5 trillion yuan of the procurement market, leaving huge room for future growth. The implementation path of industrial internet is gradually clearing up: only the integration of demand-side and supply-side digitalization can achieve full-factor, full-link collaboration and form a complete industrial ecosystem.

2. Reference for innovative business models: Ofss has explored an industrial internet transformation model that outputs industry infrastructure. By building five layers of industrial infrastructure, it has formed dual-core competitiveness and a three-business-driven flywheel effect, and continues to expand business boundaries through network synergy, providing a complete researchable sample for To B industrial internet transformation.

3. Core industry viewpoint: The core pain points of corporate procurement have remained stable for a long time. Digitalization is just a means to improve efficiency, and its core value lies in improving commodity circulation efficiency rather than simply migrating offline processes online. This viewpoint offers a new direction for industrial internet research.

Disclaimer: The "Quick Summary" content is entirely generated by AI. Please exercise discretion when interpreting the information. For issues or corrections, please email run@ebrun.com .

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【亿邦原创】如果说2020年企业数字化还停留在意识被疫情激醒，产业互联网由理论落地为应用场景中，那么，2021年，我们真实看见了“数字化”的价值释放点。

亿邦智库发布的《2021数字化采购发展报告》显示，我国办公用品、MRO、生产辅料、员工福利等非生产性物资采购市场规模在10万亿级，其数字化渗透率最高不超过5%，意味着仅需10%的交易线上化即可带来万亿级的新增市场空间。当前，办公物资和MRO两大核心品类的数字化采购率先起步，已经撬动合计超过5万亿的采购市场。

12月21日，欧菲斯集团受邀出席亿邦动力线上重磅发布的《看见数字化价值——2021亿邦产业互联网发展报告》发布会，欧菲斯快速跃进的战略路径也将呈现于此次报告中。

需求侧数字化+供给侧数字化=产业互联网

“在企业采购行业，只有需求侧数字化加上供给侧数字化，才等于产业互联网。”何志表示。近年来，政府和央企纷纷搭建电商采购平台，其着眼点是建设一个合规、高效的采购管理流程，这是一种需求侧数字化。

而像欧菲斯这样的供应商打通从制造商、品牌商到经销商再到采购方的供应链，则是一种供给侧数字化。

需求侧+供给侧的数字化叠加，才造就了物资采购全链路的产业生态和产业互联网，才能在行业内形成全量、全要素协同，形成高效的交易闭环。

字节跳动创始人张一鸣曾说过，“信息分发和信息流转的效率比信息本身重要。”把这句话挪到企业采购场景中，就是“商品流转分发效率，比商品本身更重要。”

“数字经济时代，传统经济要素已经乏力，企业的核心在于构建网络的正反馈”。何志表示。正反馈意味着所有数据在上面流动时，它可以自动学习、自动成长、自动进化和自动迭代，最终通过算法促成智能决策，不再是简单的把线下搬到线上。

但无论是传统采购、电商采购还是数字化采购，甚至未来的智能化采购，企业采购的痛点没有变——采购流程透明化。企业采购解决的组织需求，受组织、员工和国家的监督。

降本、增效、合规、赋能，这四大要素既是需求也是痛点，贯穿企业整个采购过程，这也是企业采购和个人采购天然采购不同的地方。

降本，是基于商品价格成本，实现资金估算和采购管理成本的最优组合。

公开数据显示，2012年，仅有不到20%的央企开展集中采购。2015年到2018年，中央企业通过数字化集中采购节约资金分别为3653亿元、4220亿元、3417亿元和3455亿元。2019年初至2020年6月底，中央企业通过数字化集中采购节约成本超6000亿元。

增效，是基于高效办公和生产的JIT即供需零库存管理模式。央国企通过设置采购部门、专业人才，指定采购计划，并通过建立数字化商城，实现一键下单、优化审批流程，提供集采管理能力。

合规，指合同规范、流程规范，有对应的部门监控，实现采购阳光、透明、全程可视、流程溯源。

赋能，是集中采购，节约人力成本、降低风险，实现自动化采购，产品价格更低，前瞻性供应管理规范采购流程。

欧菲斯的数字化践行

何志介绍，目前行业的转型升级才刚刚开始，需要通过电商化和数字化去提升效能的环节还非常多。

同时，欧菲斯对不同行业、不同用户、不同需求的数字化产品与解决方案进行了全链路数字化重构，形成从供给端到需求端，到整个行业利益相关者的数字化协同产品矩阵。

“产业互联网是一个长坡步行赛道，行业必须合力打造基础设施。”何志介绍。经过28年在行业内的深耕，欧菲斯构建起了双核竞争力、五大基础设施和三轮业务驱动的竞争壁垒。

双核竞争力是指强行业基因、强运营能力。欧菲斯在行业深耕28年，积累了深厚的行业认知，全行业覆盖，服务多类客户，涉及一二三产业，利用行业基础设施，为行业提供生态服务，这是强行业基因。

强运营能力体现在欧菲斯构建的由数字化平台、交付网络和数据资源驱动的数字化采购服务平台，在各环节中通过最新的技术手段，自动采集平台上的产品数据、用户数据、供应链数据及项目数据，构建行业知识图谱的CUPS数据模型，为关键环节算法开发和AI机器人提供基础，最终实现“项目—商品—订单—交付”各环节中，对于不同层级的精准用户角色进行数字化运营。

五大基础设施包括，第一个产业基础设施是“全景技术”，这是欧菲斯独立构建的贯穿数字化采购业务全流程的技术云图。自2014年转型电商和发展数字化后，从无到有搭建了整个技术开发团队，率先起步供给侧数字化，开发智能物流、集成数据中台、推广数字化管理和数据服务。

第二个产业基础设施是“品商通”平台，通过整合全国至省级层面的供应链路，实现供应链共享。并基于自身在数字化采购领域的能力积累，在产品资源和知识资源两个层面进行综合赋能。

第三个产业基础设施是“三级共享云仓”，基于省级中心仓、地市前置仓和供应链云仓等节点，打造三级智能仓储，实现全国统配的协同网络。我们的目的是力争从制造商到渠道商的所有库存，都处于一种实时交付的状态。

第四个产业基础设施是“企业购”。这是欧菲斯旗下的“中小微企业采购服务平台”，由传统的销售关系转为服务关系，通过精选商品和属地化服务，重构欧菲斯与SMB客户和品牌商三者间的生产关系。

第五个产业基础设施是“企修通”，这是一个企业设备数字化管理平台，提供办公物资SaaS与生命周期管理工具。通过设备故障预警，接入平台上的售后工程师进行上门服务，以此实现办公物资服务的业务闭环。

“央国企虽然有庞大的采购需求，但随着电商化的高效交易及政府的放、管、扶推进，他们把采购权进一步下沉。实际上，电商平台的订单更细微化，真正的电商B2B能力一定是基于具有中小微电商。”何志补充道。

以一个央国企为例，他们把采购权利下放到了车间主任，他们在下单时，发现产品参数与需求匹配度不太强，但没有认知到这个问题，直接下单了大批量的产品，知道厂商发过来货后，他们才发现采错了。

一方面，耽误了该企业的生产运行，另一方面，影响了双方的采购成本，退货也很难。欧菲斯的解决方式是，针对专业设备及专业配件，前期会有一个专业团队走到客户端，走到车间跟客户沟通其真实需求，确定无误后再做线上采购。并且在使用过程中，欧菲斯有专属维修团队，进驻生产车间，确保产品正产运转。

向产业互联网战略升级

欧菲斯在B2B采购领域探索了完整的产业互联网转型之路：通过数字化产品与解决方案，打造从供给端到消费端的业务协同过程，最终以输出行业基础设施的方式，实现生态布局，促进行业繁荣共赢。

何志表示，互联网经济和传统经济的一个显著不同的特征是，互联网经济具备网络协同效应。互联网具有强大的边际效能，行业的边际也会越来越模糊。当企业的核心能力和底层技术提升时，企业的边界也在扩充。

因此在当下，一个有竞争力的公司，其业务一定不能停留在某一个领域，一定要不断加强核心能力、拓宽业务边界。但是，企业的业务边界，和原有的核心能力还是存在关联。

具体到欧菲斯，他们一直致力于构建一个高效的采购网络，协助匹配制造商、品牌商的产品与企业的采购需求。何志认为，产品流转的效能，比产品本身更重要，能达成的商品流转效率，比商品本身属性更重要，因此，在完成核心能力构建后，欧菲斯的业务范围，依托自身的数字化平台、交付网络和数据资源构架，在办公物资采购基础上自然衍生出MRO、员工福利的新业务线，三条业务线既有互动共享，又形成差异化供给，最终产生“办公物资+员工福利+MRO”三轮驱动的飞轮效应，不断拉动业务规模的稳定增长。

“未来只有多轮驱动、具有飞轮效应的公司才会有核心竞争力。”何志表示。欧菲斯通过打造全国领先数字化采购平台，逐渐升级为数字供应链，进而通往产业互联网的战略升级，最终成为企业物资采购全链路生产要素的组织者和和效能提升的价值创造者。

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