广联达助理总裁黄树鹏专访：建筑供应链数字化浪潮已至 从破局到生态共建

Digitalization is the key strategy to address the profit black holes in the construction supply chain.

1. The root causes are "information silos" and "inefficient collaboration," leading to a disconnect between planning and execution, high inventory costs, and eroded profits. A real-world example involves a large state-owned enterprise's steel procurement, where the central purchasing unit couldn't access real-time project needs, ultimately increasing costs.

2. The core solution is a "digital spotlight" that tackles information asymmetry and optimizes decision-making. The practical advice is for companies to start with specific pain points, first integrating data and processes to drive a shift in mindset.

3. The transformation path must be tailored: large SOEs can build digital ecosystems, like China Railway Materials' Jiwu platform connecting suppliers; regional SOEs should focus on local services, acting as intermediaries; private firms can pursue targeted breakthroughs, prioritizing efficiency and rapid iteration.

The future direction of supply chain reform is moving towards "high quality, competitive pricing, timeliness, and efficiency," building a closed-loop value system.

1. Success is measured by project outcomes, reflected in lower costs, higher profits, and optimized capital. The ultimate goal is transforming the supply chain from a "cost center" to a "value creation center."

2. Specific steps include deeply understanding project requirements, allocating resources accordingly, and then returning focus to project value. Beginners are advised to start by solving one pain point for quick, incremental wins.

The digitalization trend in the construction supply chain reveals optimization opportunities for brands.

1. Industry consumption trends are shifting towards efficiency and quality. Digital transformation is reshaping the supply chain, indirectly impacting brand pricing and competitiveness. For instance, lower supply chain costs can free up resources for brands to optimize channel development and product positioning.

2. Observing user behavior reveals internal synchronization issues, such as departmental silos. This highlights the need for brands to integrate digital tools to enhance channel efficiency, avoiding superficial upgrades ("new wine in old bottles") and ensuring management thinking evolves with technology.

Real-world cases offer actionable insights:

1. The ecosystem-building approach of leading companies like Glodon, which integrates suppliers via digital platforms, serves as a marketing lesson, emphasizing the value of collaborative ecosystems to strengthen channel advantages.

2. Opportunities from change: The targeted breakthrough strategy of private firms, prioritizing efficiency, can be adapted by brands for rapid product iteration and agile response to market dynamics.

Supply chain digitalization brings growth markets and policy opportunities.

1. Policy interpretation and risk warning: Digitalization is mandatory; companies must avoid "hidden cost" risks. Rising costs from poor internal coordination warn sellers to boost operational efficiency to navigate economic shifts.

2. Changing consumer demands create new opportunities: Different enterprise transformation paths (e.g., SOEs building ecosystems, private firms making targeted breakthroughs) open new collaboration models. Participating in platforms like Jiwu can provide support and resource integration for demand-side optimization.

Response measures and positive impacts:

1. Opportunity alert: Digitalization solves the "black hole effect" by reducing inventory and communication costs, enhancing profitability. Positive impacts include building a closed-loop value system from project demand to delivery, achieving cost reduction and efficiency gains.

2. Learnable points and new business models: Drawing from cases like China Railway Materials, sellers can establish digital platforms to connect upstream and downstream partners. Risk avoidance emphasizes the need for a pragmatic shift in management mindset to address capability gaps.

Digitalization drives optimization in production and design demand.

1. Production implications: High inventory issues in traditional supply chains can be resolved digitally, e.g., by reducing storage and capital costs. Cases show volatile demand can be precisely matched with goods using digital tools, improving production efficiency.

2. Business opportunities: Significant potential exists in participating in industry digital ecosystems, such as SOE-led platforms like Jiwu connecting suppliers. Factories can join as part of the chain, sharing ecosystem benefits and achieving resource sharing.

E-commerce and digitalization insights:

1. Industry trends highlight e-commerce integration potential: After digitalization breaks down information silos, factories can accelerate procurement responses and reduce waste. In practice, the targeted breakthrough strategy of private firms can focus on high-yield points for rapid product design iteration.

2. Risks and opportunities: Internal and external coordination issues require factories to enhance their digital capabilities to avoid becoming bottlenecks. The opportunity lies in building precise logistics matching to ensure timely delivery.

Industry trends are shifting towards smart supply chains, with new technologies solving client pain points.

1. Industry development trends: The wave of construction supply chain digitalization is here. The next 3-5 years will focus on "high quality, timeliness, and efficiency," transitioning from a cost center to a value creation center. This trend drives service providers to explore new solutions.

2. Client pain points: Lack of transparency and inefficient collaboration cause a "black hole effect," manifesting as disconnected internal processes and mismatched external digital capabilities. Specific issues include time-consuming inter-departmental communication and supplier integration challenges.

New opportunities from technological solutions:

1. New technology applications: Digitalization acts as a "powerful spotlight" to根治 information asymmetry and optimize decision-making. Cases like Glodon's platform demonstrate data integration methods that empower ecosystems.

2. Solution insights: Service providers can design tools to help companies build closed-loop value systems based on their transformation path, e.g., supporting large enterprises in ecosystem building or regional SOEs as intermediaries. Innovation points include synchronizing management thinking with technology.

Digital demands highlight new approaches for platform ecosystem construction.

1. Business needs and problems: "Synchronization" challenges in the supply chain, such as broken internal/external coordination, require platforms to integrate suppliers' digital capabilities. Cases show some enterprise platforms operate in isolation; platform operators should solve merchant acquisition problems to connect upstream and downstream.

2. Latest platform practices: Building ecosystems, like China Railway Materials' Jiwu platform, expands from internal management to industry empowerment. Specific strategies include ensuring resource matching and risk avoidance to support timely, efficient operations.

Operational management and risk avoidance:

1. Merchant acquisition insights: Enterprise transformation paths (e.g., SOEs as chain leaders, private firms with targeted breakthroughs) suggest platforms optimize collaboration methods. Acquiring supplier resources can enhance ecosystem value and avoid capability mismatch issues.

2. Trend warning: Digitalization is an inevitable trend; platforms must synchronize processes, from project demand insight to closed-loop delivery. Risk avoidance emphasizes starting with pain points and rapidly iterating operational models.

New industry developments reveal issues and insights from the supply chain digital revolution.

1. Industry new developments: The construction supply chain is shifting towards an intelligent value center, pursuing "high quality and competitive pricing" in the next 3-5 years. This marks digitalization's transition from concept to practice, reshaping collaboration challenges like internal misalignment and ecosystem integration.

2. New research questions: The "black hole effect" causes profit leakage, rooted in information silos and process disconnects. Research can extend to policy recommendations, such as promoting corporate digital capability synchronization and ecosystem regulation.

Business model and policy implications:

1. Business model innovation: The closed-loop value system—"from the project, to the project"—measures supply chain success by project outcomes. The core is a data-driven ecosystem; practical paths are proposed in cases like Glodon's methodology.

2. Policy implications and solutions: Differing transformation paths (SOEs building ecosystems, private firms prioritizing efficiency) inspire regulatory support. Risk research emphasizes the importance of mindset change, suggesting government guidance on digital standards.