集物平台 × 四川德胜 | 数字引擎驱动建筑供应链新生态

This article presents a case study on the digital transformation of traditional construction supply chains, centered on the collaborative practice between Jiwu Platform and Sichuan Desheng Group. Key takeaways are as follows:

1. The partnership has delivered strong results. As a strategic partner of China Railway Materials Trade, Sichuan Desheng has accumulated nearly 6 billion yuan in total settlement with the platform. Since the partnership went live in 2023, direct end-to-end supply settlement has reached nearly 1.9 billion yuan, demonstrating strong collaborative resilience.

2. The core partnership model is replicable. The two parties created the innovative "Jiwu spot inventory + capacity pre-booking, production based on forecasted sales" model, which enables flexible matching of emergency demand to improve fulfillment efficiency, while also optimizing production resource allocation and ensuring on-schedule delivery for key projects.

3. Digital collaboration delivers multiple performance gains. Deep system integration between the two parties has supported 770 million yuan in cumulative settlement, cutting offline communication costs. Additionally, the platform's supply chain finance tools have addressed cash flow pain points, with 52 million yuan in cumulative discounting this year, driving overall cost reduction and efficiency improvement.

This case provides practical guidance for physical industry brand owners on digital transformation, channel expansion, and competitiveness enhancement. Key takeaways are as follows:

1. For channel development: Brand owners can build in-depth partnerships with professional industrial supply chain platforms, leveraging the platforms' resource integration capabilities to access the supply chains of national and provincial key infrastructure projects, and quickly scale up large-value B2B business. In this case, Sichuan Desheng achieved nearly 1.9 billion yuan in end-user settlement in less than one year of partnership, delivering outstanding results.

2. For operations optimization: Brand owners can adopt the "spot inventory + capacity pre-booking, production based on forecasted sales" model to improve emergency fulfillment capabilities, optimize production resource allocation, better meet customized demands from large projects, and consolidate core brand competitiveness in niche markets.

3. For industry-finance integration: Brand owners can leverage platform supply chain finance tools to solve cash flow turnover pain points in large-scale project cooperation, improve risk resilience through the platform ecosystem, and expand brand influence in the key engineering sector.

For B2B sellers in the construction materials space, this case highlights new growth opportunities in the digital era and shares actionable practical insights. Key takeaways are as follows:

1. Market opportunities: China is actively advancing key infrastructure projects in regions including Southwest China, creating large, stable demand for high-quality construction steel and other materials. Sellers can partner with industrial digital platforms to connect with high-quality major clients, access key project supply chains, and unlock new growth.

2. Business model innovation: Sellers can adopt the "spot inventory + capacity pre-booking, production based on forecasted sales" model to flexibly respond to unexpected emergency orders, lock in long-term orders in advance, optimize inventory and production scheduling, reduce operational risks, and improve fulfillment capabilities.

3. Cash flow management: Sellers can access platform supply chain finance tools to solve the pain points of long payment cycles and high working capital demand for engineering projects. In this case, Sichuan Desheng completed 52 million yuan in cumulative discounting via the platform's instant discount service this year, effectively easing cash flow pressure.

For traditional steel production factories, this case offers strong actionable insights for business expansion, production optimization and digital transformation. Key takeaways are as follows:

1. Business expansion: Traditional factories can proactively partner with leading industrial supply chain platforms to build deep strategic collaborations. Leveraging the platform's resource integration capabilities, factories can access supply chains for key infrastructure projects across Southwest China and even the whole country to secure stable, large-volume orders. In this case, the two parties accumulated nearly 6 billion yuan in total settlement, with nearly 1.9 billion yuan in direct settlement in less than one year after platform onboarding, delivering impressive business growth.

2. Production optimization: Factories can adopt the "capacity pre-booking + production based on forecasted sales" model to flexibly respond to emergency order demand, adjust production plans in advance based on confirmed orders, optimize production resource allocation, ensure on-schedule delivery for key projects, and improve overall production efficiency.

3. Digital transformation insights: Factories can implement deep system and data integration with platform partners to connect end-to-end data from production to end supply, cut offline cross-entity communication costs. Factories can gradually extend digitalization to the entire warehousing and logistics chain to further improve operational efficiency.

For industrial supply chain service providers, this case clearly outlines industry trends, core client pain points and a mature proven solution in the construction supply chain sector. Key takeaways are as follows:

1. Industry trends: Traditional construction supply chains are accelerating digital transformation. Standalone material supply can no longer meet the demands of modern key projects; end-to-end digital collaboration and an industry-finance integrated ecosystem are the future direction of the industry.

2. Core client pain points: Core clients of construction supply chain services, especially production enterprises serving major engineering projects, face three core pain points: high communication costs for upstream and downstream collaboration, inflexible production that cannot match diverse project demands, and heavy cash flow pressure for large-scale projects.

3. Actionable solutions: Service providers can develop a flexible "spot inventory + capacity pre-booking" business model to meet both emergency supply and advance scheduling demands; implement deep system integration to enable cross-entity data connectivity and reduce communication costs; and integrate supply chain finance tools to solve clients' cash flow pain points, and build a symbiotic industry-finance service ecosystem.

For industrial supply chain platforms, this case explores a new path for collaboration between platforms and leading production enterprises, offering reference for platform recruitment, operations and future development. Key takeaways are as follows:

1. Core platform service requirements: Beyond traffic and transaction access, production enterprise clients require platforms to provide deep data integration capabilities for end-to-end collaboration, as well as mature supporting supply chain financial services to solve cash flow pain points. These are core capabilities platforms need to develop.

2. Operating model optimization: Tailored to the characteristics of engineering supply chains, platforms can develop diversified transaction models by launching a combined spot trading and capacity pre-booking offering. This model meets the immediate demand of emergency projects, accommodates production enterprises' need for production based on forecasted sales, and improves platform adaptability.

3. Future development direction: Platforms should gradually expand the coverage of direct system connection, extending from order trading to the full chain of warehousing, logistics and supply chain finance. Leveraging their own resource integration capabilities, platforms should partner with industrial enterprises to serve national key strategic projects, expand industry influence, and attract more high-quality enterprises to join the platform ecosystem.

For researchers focused on industrial digitalization, this case is a typical sample of digital transformation in construction supply chains, revealing new industry trends and innovative business models. Key takeaways are as follows:

1. New industry trends: Traditional construction supply chains are undergoing profound transformation, and digital supply chain restructuring has become industry consensus. Deep integration between upstream production enterprises and digital platforms to build a new cost-efficient, resource-collaborative ecosystem has emerged as a clear development direction.

2. Innovative business model: This case establishes a new paradigm for full-category collaboration in construction supply chains. The "Jiwu spot inventory + capacity pre-booking" model adapts to diverse demand, deep system and data integration reduces collaboration costs, and supporting supply chain finance solves cash flow pain points. This creates a complete symbiotic industry-finance business model that effectively addresses many pain points of traditional supply chains.

3. Insights for future development: Construction supply chain digitalization will extend to the full end-to-end chain, gradually covering all links including ordering, trading, warehousing, logistics and finance. Leveraging platform resource integration capabilities to serve national key strategies will become an important development path for industrial supply chains, and merits further in-depth research.