KBZ serves as a key production hub for Kirin Group in East Asia and Southeast Asia, with core products including three main series: Haizhu Beer, Macau Beer, and Kirin Beer.
The COVID-19 pandemic disrupted Kirin Brewery's business, prompting a need for flexible work models and initiating a company-wide workstyle reform. KBZ, considering local changes in China’s business environment, aligned itself with these transformation requirements.
Key challenges faced by KBZ during this reform included:
Process Issues: Lack of end-to-end streamlined processes; reliance on policies and functional organization-level communication; weak cross-departmental collaboration; unclear responsibilities and accountability in business management.
Organizational Challenges: Overlapping and bloated organizational structure; excessive departmental hierarchies; frequent subjective decision-making; siloed departments with limited cross-functional collaboration.
Data and IT Limitations: Fragmented business management data scattered across departments, lack of standardized company-level data asset management; absence of a management cockpit for visualized decision-making.
IT Strategy Deficiency: No IT strategic plan aligned with mid-term business strategy; lack of an integrated IT framework to support business development; persistent information silos.
The project focused on designing KBZ's business and IT blueprints while fostering awareness of end-to-end process improvement among stakeholders.
Key initiatives included:
Customer-Centric Transformation: Prioritized customer needs and holistic process optimization to create a process-oriented workstyle for the next three years, aiming to maximize efficiency. Matched digital ICT solutions to create a convenient workplace and flexible communication methods, enhancing employee satisfaction and motivation.
Value Chain Design: Developed a panoramic view of KBZ’s business process architecture, covering:
Strategic Planning to Execution
Sales to Collection
Integrated Supply Chain
Human Resources
Financial Management
Management Processes with ICT Integration
Blueprint and Roadmap: Created a comprehensive business and IT blueprint with a three-year implementation plan, focusing on customer-centric, process-driven transformation supported by talent development.
IT Strategy and Execution:
Established an IT blueprint aligned with the company’s long-term business strategy, including detailed execution paths and milestones.
Ensured the development of a reliable, timely, and intelligent business management cockpit for the next three years.
Process Optimization:
Designed a complete end-to-end process framework, systematically defining inter-departmental interfaces and rules.
Transitioned from a function-oriented to a process-oriented organization, improving cross-departmental communication and reducing procurement cycle times.
Talent Development:
Cultivated an end-to-end process mindset among employees.
Identified potential process management talent through communication and discussion during the overall process planning phase.
IT Empowerment and Cost Savings:
Conducted IT department training and implemented the IT blueprint, reducing ineffective hardware investment by 80% in 2022.
Systematically planned the IT budget for the next three years to ensure efficient resource allocation.
This project laid a solid foundation for KBZ's transformation into a process-driven, data-enabled organization, enhancing its flexibility, efficiency, and alignment with the company’s long-term strategic goals.
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