"What is the strategy for spare parts. “

"How can installation accuracy and process control be ensured?"

"If there is a security issue, what will be the aftermath?"

"If the project cannot be continued due to poor management, how will the construction party be compensated and how will the workers be resettled?"

One question after another was sent from the conference room next door to the office where Su Cheng and the others were. These problems are all difficult to explain clearly in the bidding book, and there are no two problems.

If it is a foreign bidding, the company may treat it coldly. But in the domestic bidding, the two sides are separated by a wall, and there is no time for cold treatment.

Moreover, unlike a normal bidding, no matter how anxious you are, Dahua and Sinopec will have to answer. Needless to say, the State Councilor asked him a question, whether there was a bidding or not, and Dahua Industrial could not get rid of the domestic template.

To Sioux City, such a meeting is almost like a U.S. Senate question. The identities and status of the leaders of the two sides are about the same.

Sioux City was even able to imagine a heated discussion in the conference room next door through these questions. The $7 billion Haicang plan, whether it is politics or economics, involves too many people and things.

In Fujian alone, I don't know how many officials will change their fate because of this. Especially when it comes to localization and localization, the seven or eight questions thrown over in a row are simply dizzying.

The experts below are even more busy, and none of them are idle. Of the 11 votes now, both sides can say that they have each safely won 4 votes. The remaining 3 votes are the swing votes that determine the outcome of the game, and no question can be taken lightly. Because you don't know who asked it.

On the other hand, the 4 votes of both sides are safe. However, if there are some "principled" problems, it is not uncommon for some people to bounce their votes. Su Cheng and Mr. Xuan were both energetic and coping with round after round of problems.

The door to the conference room opens again.

The staff of the hospital office, who almost broke his leg, said in a slightly hoarse voice: "Question: In the construction process of several years, if procurement management is carried out to ensure that the construction party carries out the construction in accordance with the construction drawings, and that the environment and safety are not damaged by fake and shoddy materials?"

Mr. Xuan nodded intently. He whispered, "Take our plan." ”

Like Sioux City, they also prepared their documents in advance. Procurement management is a seemingly simple problem, but in fact it is a difficult problem, and it is not an exaggeration to say that it is a social problem. Chinese enterprises. Until the 21st century, the work of procurement management has not been solved, and only a few companies can achieve excellent management within the company.

Sinopec has always prided itself as the leader of Chinese enterprise management, so it is not timid in the face of such a management problem. "We Sinopec are building a scientific and rational procurement operation mechanism, first of all, we must vigorously promote group procurement, at the same time strengthen the management of operators, and comprehensively strengthen the management of material reserves. Future. We must unswervingly promote reform and build a centralized and unified procurement management system......"

The staff of the hospital office carefully recorded it. As usual, it is a signature seal.

When he turned back to Su Cheng, Mr. Xuan smiled and said, "Procurement management of large companies." It's not the same as small and medium-sized companies. ”

It seems that he is quite confident on this issue, and he wants to debate.

Su Cheng smiled slightly and said, "What President Xuan said is right. Let me talk about our procurement committee model first, and then talk about the ...... of e-procurement."

The procurement committee model is not uncommon. Foreign multinational companies have used it, and most of them have good results. Sinopec also tried, but because the internal bureaucratic network was too dense and basically had no effect, it was abandoned.

It is precisely because of this process that Mr. Xuan has strong confidence and is ready to snipe Su Cheng.

However, the moment he heard about electronic procurement, Mr. Xuan was stunned.

What is this?

The World Wide Web was only born in August of this year. Until then, people's concept of the web may have been limited to e-mail. Even if it's an email, not many people actually know about it.

As early as the fifties and sixties, China's petroleum industry began to use computers for earthquake simulation, and by the 90s, Sinopec's mainframes were not a few. Therefore, Mr. Xuan knew about electronicization and procurement, but when these two terms were combined, he was at a loss.

Sioux City's knowledge of networking is innate. A college student who graduated from the University of Petroleum in the 21st century may not understand petroleum, or he may not understand university, and even women do not have to understand it, but computers and networks must be thoroughly understood. Therefore, when the World Wide Web was created in 1991, when foreign experts did not understand the situation, Sioux City had already begun to send people to recruit people to create Dahua's own internal website.

At this moment, Su Cheng explained easily: "Dahua Industrial, like most petrochemical companies, has a wide geographical distribution, and the coordination of branches and the like is very important. We are going to borrow the internal local area network, first carry out electronic procurement within the department, and when the domestic network has a foundation, we will mobilize our suppliers to build this electronic procurement network together. We estimate that in five years at most, China will have its own information superhighway, and e-procurement will save Dahua Industrial 1 billion yuan......"

The development of the network has two directions, for companies and for individuals. Historically, due to China's special national conditions, the domestic enterprises that are qualified to develop networks are either bloated, sluggish and aging state-owned enterprises, or private enterprises that peasant entrepreneurs use to save money to make money, and they do not have the ability to have enterprise networks. As a result, many Chinese people have grown up with their personal networks.

But in the early '90s, corporate networks were still the obvious choice when it came to growing and profitably growing their networks in China. Sioux City has long since been able to stand the life of faxes, large filing cabinets, billions of dollars in assets, and an understanding of the future, even if not focused on enterprise network service providers. To build an electronic procurement platform for Dahua, even if it is a copy of Alibaba, it is more than enough in terms of money and creativity.

Sinopec knows nothing about the "World Wide Web" and the "information superhighway". Even if you can ask something, you can't stop e-procurement.

Mr. Xuan had no choice but to silently put away the prepared documents, thinking: Even if you jump over this pit, we have other tricks.

However, Sioux City's words were not finished. He spent nearly 10 minutes explaining the electronic network, and on this basis, he aimed at Sinopec to "comprehensively strengthen the management of material reserves". "We Dahua Industrial also want to strengthen the management of material reserves, but our goal is different from Sinopec's perfect reserves, our goal is to zero inventory ......"

As soon as this sentence came out, Sinopec's eyes turned green. Mr. Xuan couldn't hold back any longer. Dao: "Zero inventory is the strategy of commodity suppliers for ordinary users, what are you doing in the heavy petrochemical industry, what do you use in the heavy petrochemical industry!"

"Nobody has a rule that zero inventory is only available to suppliers of goods. Su Cheng chuckled and said, "Mr. Xuan, it has been 2 years since we Dahua implemented zero inventory. If you have time, you can ask Zhang Chao to explain the knowledge of the supply chain to you in detail, but now, we have a detailed supply chain management method of zero inventory. Please submit it to the Commissioners. ”

Su Cheng handed over a document marked 10-1 to the staff of the hospital office.

Mr. Xuan and the others stupidly watched people go out. Nor did I think of a rebuttal. Because it is impossible for Sioux City to tell a lie, Dahua will take 2 years if it implements zero inventory. Then there are really two years, and rushing to question it at this moment can only be self-inflicted.

The staff of the hospital office did not return for a long time. Dahua's high-tech strategy has indeed blinded the old men.

Zhang Chao and the others secretly clenched their fists and cheered up.

Sioux City was nervous, but also smiling. Since deciding to compete for the Haicang plan, he has done Chapter 342 to build the supply chain system of Dahua Group. This way of doing internal strength is rare in impetuous domestic enterprises.

Only when you know the financial crisis in the future, and only Su Cheng, who has seen the tragedy of the prominent Helios Group and the huge and powerful Sanzhu Oral Liquid, will think of this and carry it out.

Now, it seems that the harvest time has come.

After a while, Mr. Xuan asked inexplicably: "Dahua implemented zero inventory 2 years ago, and Dahua at that time seemed to be only half of its current scale." ”

"You're welcome, without the Gulf War of '90, our assets would have been only a quarter of what they are now. ”

"Hehe, a company with assets of hundreds of millions of dollars is really not big in the petrochemical industry. At that time, you dare to implement a zero-inventory supply chain?

"Whether the supplier listens or not, the main thing is to see if you can bring them benefits. If they can bring it, they will obey. This time, it was Zhang Chao who answered.

Mr. Xuan really counted the time and said with a smile: "Su Dong's heart is really big. At that time, I was staring at the Haicang plan. It's no different with four or two thousand pounds. ”

This kind of thing has been said by more than one person more than once, but every time, Dahua is stronger.

Su Cheng shook his head, but said, "Mr. Xuan." Dahua has only always had a clear strategy, and now, we have done our best to maximize our strength, and I don't know how much Sinopec has exerted its combat power. ”

Mr. Xuan smiled in surprise, wanting to refute, but didn't know where to start. Indeed, although Sinopec wanted the Haicang plan, it was far less urgent than Dahua, and at the beginning, they even wanted the Haicang plan to end without a hitch.

Now, although they are competing, they are just seeing a move. In some tactical aspects, they may have the advantage, but in terms of strategy, they are really unprepared.

Mr. Xuan couldn't help but start thinking back on all the problems since the beginning of the meeting......

"Bang"

The door was pushed open again, and the staff of the hospital office did not take the note this time, but nodded in greeting, and said: "Please prepare the chairman of Dahua Industrial Su Cheng and the general manager of Sinopec Xuan, and you will attend the meeting in five minutes." ”

Is this going to be announced?

Mr. Xuan was nervous for a moment. He suddenly found that he couldn't judge whether Sinopec could get the Xianghaicang plan.

What if it loses to Dahua Industrial?

Mr. Xuan didn't dare to imagine such a disaster scene!

…… (Your support is my biggest motivation.) )