Abstract In the Flextronics factory, the world's second largest electronic equipment production contractor, workers began to demolish new metal components. This was once the origin of iphone mobile phone components, and now the workers are dealing with Huawei P7 mobile phones. Demoulding is a labor that requires a lot of labor...
In the Flextronics factory, the world's second-largest electronics production contractor, workers began demolishing new metal components. This was once the origin of iPhone components, and now the workers are dealing with Huawei P7 phones. Demoulding is a process that requires a lot of labor. Even today, when industrial robots (43.800, 2.09, 5.01%) are highly utilized, they must rely on manual operations. A large number of young Chinese workers use their hands to make "world factories." The miracle, only one year in Zhuhai, the output of the factory can provide more than 10% of the world's population demand, but the operation can not change the fact that the factory is at the end of the industrial chain. In fact, most of China's mobile phone industry chain stays in the low-end, although the world's largest production capacity, but the core components of product manufacturing still need a large number of imports. Modern people can't imagine life without a mobile phone. The mobile phone is the most personal information transmission tool in the information age. From product design, research and development, production and assembly, this is a complete industrial chain. Some middle and high-end links in China's mobile phone industry chain have long been monopolized by several multinational companies. Now, this situation is being matched with the latest models with sapphire. The Huawei P7 mobile phone on the screen was born and was reversed step by step.
The mobile phone sapphire screen is one of the most critical components of the Huawei P7 mobile phone. The production of sapphire screens requires a special industrial sapphire crystal, which is known as "the material behind diamonds". It is widely used in the substrate of liquid crystal screens and is now used in screen manufacturing. It is a symbol of the development level of national materials science and metallurgical technology. In the past, such crystal materials could not be produced on a large scale and in high standards, which seriously restricted the development and upgrading of China's display equipment. Sapphire will use the left to do mobile phone screens to usher in the demand explosion point. According to the relevant industry agencies, it is estimated that the demand will be reduced by 2 million in 2015, which is equivalent to 30% of the global total output. Most of the demand elasticity comes from the phone screen. In 2013, when Huawei completed breakthroughs in chips, communication systems, design and manufacturing processes, they began to accelerate the layout of the screen supply chain.
After the Mid-Autumn Festival this year, the number of listed companies involved in the sapphire industry chain in China's A-share market has increased to 20, and 10 of them have even announced the acquisition of sapphire industry investment plans for as much as 11.271 billion yuan. In people's minds, only the largest enterprises in the world, such as Samsung's [microblogging] in Korea, Toyota in Japan, and Mobil in the United States, have the capital and ability to deploy and control an industrial chain. Now, when the Chinese company represented by Huawei is not only in the field of R&D capability and product design and manufacturing, it is also stepping up its ability to integrate and regulate the industry chain.
Different from the current "China Mobile Phone Industry Chain Positioning Division" argument, Huawei has always tried to integrate the advantages of the entire communication industry chain through its own efforts. This is in the "Basic Law of Huawei" with similar battlefield manuals. With the most intuitive performance: "Our production strategy is to build an agile production system based on ultra-large-scale sales", "adopting the world's advanced manufacturing technology and management methods according to local conditions", "continuously improve quality, reduce costs, and shorten Delivery time and enhanced manufacturing flexibility, etc. How to quickly transform technology and optimize the efficiency of the entire industry chain is the focus of Huawei.
The core competencies of a manufacturing company are often overshadowed by sparkling performance and popular product advertising. Chinese companies pay great attention to reducing manufacturing costs, but attention is focused only on the manufacturing process itself, and little attention is paid to the cost and efficiency issues outside the manufacturing process, resulting in a general out-of-control cost of integrated operations. In recent years, behind Huawei and the industry's upstream and downstream industry peers continue to wipe out the spark of cooperation, Huawei's product supply chain management and control provides an immeasurable role, but this "invisible big hand" always stays outside the media and the public. Keeping mysterious colors
As early as 1998, Huawei and IBM [microblogging] cooperation project - "IT strategy and planning" project, which became the starting point for Huawei to catch up with the international first-class level. After the introduction of the “Integrated Supply Chain Management†system in 2000, Huawei adjusted its organizational structure and established a unified supply chain management department, which includes manufacturing, procurement, customer service and global logistics. From the foreign consultant's "supply chain management only played 20% efficiency" to the opponent's panic "from the signing of the contract to the actual supply as short as four days", the supply chain control system transformation, Huawei only used less than three Year's time.
Huawei, which has locked IBM into its own role model for world-class business, has been able to manufacture and provide multiple services for the global market today. From the global R&D center to the reverse logistics and CTO (according to order configuration) for the core market, Huawei's industrial chain supply cooperation relationship is expanding from the original single supply model to the diversified cooperation system along with the needs of national industrial transformation. .
Unlike foreign companies that compress as much as possible in Huasheng [microblogging] production costs, Huawei's supply chain system gathers the top suppliers of parts to Huawei while still ensuring the sustainable development of suppliers, a Huawei supply. The business said that he would rather cooperate with Huawei's customers who talked and counted, and would not be willing to pay quickly with some other companies. The supplier has also tried to maintain supply relations with a number of equipment manufacturers, but after a series of financial turmoil, he finally chose only Huawei; a Zhejiang sapphire company official said: they value Apple Use the meaning of sapphire, but pay more attention to the non-"Apple" product market.
Thanks to the regulation of sustainable development in the industry, the technology and structure of China's mobile phone export products have improved. In recent years, the proportion of mobile phone processing trade has been declining year by year, which not only confirms the division of labor in China's mobile phone industry in the international industrial chain. The status in the pattern is gradually increasing, which also marks the further consolidation of China's status as a global mobile phone manufacturing base.
It is also interesting to note that the chain reaction triggered by overseas expansion of Huawei and other Chinese companies has even contributed to the overseas development of supply companies in China's mobile phone industry chain. In the past, multinational companies that lacked trust in China's mobile phone industry chain suppliers also In the increasingly globalized competition, we must turn to China to seek sources of production materials and optimize the construction of its own industrial chain.
With the development of Huawei's product supply chain, Huawei's consumer business, as one of Huawei's three major business groups, has grown from a zero-point starting point 11 years ago to 21% of today's revenue. Three years ago, Huawei proposed to optimize its brand and IBM consultants in the marketing channel may not think that after three years, Huawei will grow into the third largest in the world in terms of shipments, and the giant of China's mobile phone industry chain with Apple's Samsung.
In September 2014, when Apple partner GTAT issued a notice announcing that the product sapphire screen configuration was postponed due to the inability to complete the product processing and distribution, the Chinese mobile sapphire screen application has formed a production from raw materials, product processing, and product application. The complete industrial chain; more importantly, the independent high-end mobile phone products represented by Huawei P7 not only greatly reduced the cost of sapphire configuration products, but also promoted the sapphire screen products to be promoted at least three years in advance. This is Huawei. The biggest contribution to the transformation and upgrading of China's mobile phone industry chain.
Why is it that when the sapphire market is still very unclear, Huawei, who proposes a "boutique strategy", dares to take the lead in sapphire screen configuration? Perhaps this is the best answer.
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