Under the combined effect of “recessive gene” and “dominant gene”, domestic enterprises are moving from “manufacturing” to “intelligent manufacturing”. Among them, whether it is the efficiency improvement of supply chain transformation, resilience construction, real-time optimization or future-oriented innovation, intelligent decision-making can be seen. Huang Xiang said that the industrial chain for intelligent decision-making is to achieve the same allocation of various resources for the whole enterprise in the industrial chain on the basis of opening up the information flow of upstream and downstream enterprises, and form a more in-depth and efficient cooperation relationship. By simplifying the practical problems of enterprise supply chain management and quantifying and visualizing the dynamic, diverse and large-scale change elements with the thinking of operational research optimization, enterprises can find the truly high-quality demand and promote the efficient execution and delivery of orders.

Take a biopharmaceutical enterprise as an example, it has been implementing lean production strategy in the development process to achieve “zero inventory” as the goal. However, in the past few years, the market demand was stimulated by the epidemic, and there would be a large number of “order interpolation” phenomenon in the short term. The pursuit of extreme inventory caused the enterprise to bring a lot of pressure on back-end production, materials, transportation and other links when dealing with urgent orders, and the performance cost of the enterprise rose sharply, entering the dilemma of production scale growth but overall profit rate hesitation.

Under multiple rounds of communication between the two sides, the biopharmaceutical company and Sugigu Technology reached cooperation in the digitalization and intelligence of their plans and operations, and jointly created a collaborative optimization and intelligent decision-making platform. Using the advantages of the algorithm, the enterprise can not only forecast the market on the supply side, but also achieve a good match between supply and demand. It can also observe whether the processing of emergency orders is reasonable from the demand side, according to the workshop process and production restrictions, overall balance the overall resources and logistics planning, and accurately formulate the production scheduling plan to maximize the interests of the enterprise, so that the order fulfillment rate of the enterprise can be improved while the comprehensive cost savings of about million/year.

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Intelligent decision-making, reshaping supply chain value from a broader dimension

Looking back, the journey of supply chain optimization of the biomedical company and Sugigu Technology is exciting, but the pain points it faces before the transformation are equally worthy of attention. For manufacturing enterprises, whether it is from the sales forecast to consider the impact of emergencies on order volume, to the production planning level to consider the impact of factory capacity, and even the impact of emergencies on supply interruption… Small fluctuations in any link of the supply chain can amplify into ripples affecting upstream and downstream:

In today’s market-oriented, the traditional model of large orders to obtain production cost advantages is outdated, how do enterprises adapt to the changes in market demand, that is, small batch, multi-batch manufacturing demands?

Emergency order insertion will change the delivery plan of other orders, and then affect the overall revenue. How can the enterprise judge the comprehensive impact of the order insertion on the enterprise with a holistic thinking?

In the production of the company’s core products, how to deal with the high volatility of demand and supply, to minimize the impact of possible supply chain breakpoints?

There are many such problems, Huang Xiang said that limited by technical conditions, many manufacturing enterprises for the judgment of market demand, production planning scheduling, supply chain upstream and downstream management is separated, many factors of production can not be quantified, senior leaders in decision-making in the “big picture” under the influence of the inevitable disregard for each other, can not take all factors into account. To achieve fine management of enterprise orders.

“This is also one of the important reasons why Sugi-Su Technology first applied the solver to the manufacturing supply chain system to optimize and solve the model.” Huang Xiang said that the high complexity of the supply chain determines that enterprises need to calculate and optimize in multiple dimensions such as materials, personnel and equipment. From the perspective of realizing value, effective operation management is not limited to planning or planning itself, and its role is transmitted to different production and operation links, which will bring more substantial business benefits to enterprises.