The hottest rhinoceros smart manufacturing secret

Rhinoceros smart manufacturing has been kept secret for 3 years and c2m has been explored for 8 years. What path does Alibaba take for "new manufacturing"? Factory revolution

Wu Xuegang believes that demand driven + agile manufacturing is the new manufacturing that Alibaba wants to promote. But the manufacturing industry is not Ali's traditional core competence after all. To do this, we must practice our abilities and muscles, so we still need to sink down and do solid work

article "Chinese entrepreneurs" Liu Zheming

at No. 509, Shunfeng Road, Yuhang District, Hangzhou, rhinoceros Zhizao is not far from Ali Xixi Park, but when the project is confidential, the relationship between the two is like the journey in a traffic jam, thousands of miles apart. After the interview, a scientist stared at Wu Xuegang, CEO of rhinoceros smart manufacturing, and asked: are you really Alibaba's business

after September 2020, this problem will no longer bother the former head of UNIQLO's global supply chain. Alibaba officially announced the three-year confidential project rhinoceros smart manufacturing. It is positioned to serve small and medium-sized enterprises, and sales forecasting and flexible manufacturing have become an iconic entity in Alibaba

however, more doubts came: how was the whole factory built? Does Ali want to do manufacturing? What impact will it have on the manufacturing industry? What is more remarkable is that this move is not Ali's standard action. In the field of intentional layout, Alibaba is good at detecting omissions and filling vacancies by means of acquisition and investment. For a long time before, although Alibaba has been exploring the factory side, Alibaba has never started to build a factory brick by brick

after all, manufacturing is not Alibaba's traditional core competence. Previously, Alibaba's capabilities were still in user side strategy, marketing side strategy and channel side strategy. If you want to do this (Manufacturing), you must really practice your ability and muscles, so you still have to sink down and do solid work. In an exclusive interview with Chinese entrepreneurs, Wu Xuegang, CEO of rhinoceros smart manufacturing, said frankly

as early as 2013, Amoy factory project under 1688 business unit (now c2m business unit) began a similar exploration. In September, 2018, taochang and Alibaba cloud opened several cases of transforming small and medium-sized garment enterprises. In the case of transformation, it is not difficult to find the similarities with rhinoceros Intelligent Manufacturing: the transformation objects also have the requirements of small quantity, multiple categories and fast cycle; In the solution, cameras are also installed to collect data for analysis; Production scheduling efficiency and delivery cycle also become indicators of assessment results

even if he began to try it very early, the timing of "Chinese entrepreneurs" given by Wang Hai (who spent seven years as the president of c2m Business Division) is somewhat surprising: Alibaba officially started c2m in 2020. Although we have made many explorations before, 2020 is essentially a node. In March, we released the special edition of Taobao. In December, we officially launched the whole factory's direct store model to the market

up to now, Alibaba's new manufacturing has reached that milestone. Wu Xuegang believes that demand driven + agile manufacturing is the new manufacturing that Alibaba wants to promote

the manufacturing industry is an industry with a long link. At the beginning of the design of the new manufacturing strategy, we considered to deepen in a vertical industry and truly create value. The unique fashion attribute of the clothing industry has a very short product life cycle and prominent waste. According to the statistics, the waste caused by inventory usually accounts for 20% - 30% of the annual sales, which is a very large number and is very worth changing

now we are only doing some digital closed loops around our own ecosystem, and we also hope that the ecosystem covered by this closed loop can be gradually enlarged. Wu Xuegang believes that rhinoceros Zhizao is still a long way from the ideal state, but this does not hinder Ali's determination

this large area of uncultivated land attracts more than Ali family. Jd.com and pinduoduo are trying to become the catfish that can stir up sardine in the manufacturing industry. However, Alibaba is trying to carve out a different path by virtue of its core capabilities on the consumer side, such as demand and technology

in the face of e-commerce giants competing for factories, Wu Xuegang admitted that this trend is inevitable. Originally, there are still many dividends in the channel. This cake is growing, and the competition has not yet reached the supply side. Now it is true that this dividend is slowly slowing down. On the other hand, consumers began to pursue personalized consumption, and also need new factories to meet the production needs of small and urgent orders of businesses

at the end of 2020, China entrepreneur interviewed a number of Alibaba related business personnel, trying to clarify why Alibaba moved towards manufacturing and what path it wants to take in manufacturing

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in October 2016, at the yunqi conference, Jack Ma first expounded the five new strategies that laid the tone of Alibaba's development. For new manufacturing, he predicted that manufacturing in the past 20 to 30 years was about scale and standardization, and in the next 30 years was about intelligence, personalization and customization

different from the public's doubts about new retail and other concepts at that time, when Wu Xuegang heard this, he immediately agreed, and expressed his willingness to participate through an old friend and Alibaba partner Zhang Yong. At that time, I felt that this was set for me. After a long talk, Wu Xue just became a special talent. But the real challenge starts here: no one knows what to do with new manufacturing

during that time, Wu Xuegang was the idliest employee of Ali who loosened the cylinder with this action, and had nothing to do. There is only one question left by Zhang Yong on his agenda: how do you want to make new manufacturing

three years later, the answer to this question fell to the rhinoceros intelligent manufacturing factory. On the production line, gray materials started from a middle-aged female worker, followed the newly designated route of the system in the spider like path, turned left, added pockets, turned right, added zippers, and finally sewed into a knitted sweater in the hands of a male worker. Repeat 100 times, and only 100 gray knitted sweaters can be delivered

it is difficult to guess Zhang Yong's clear attitude towards this answer, but he once commented on rhinoceros smart manufacturing that China is not short of production capacity and factories. After talking about too much consumer driven and big data, we should really implement it, not just on the concept of marketing. Some Alibaba employees remember that before the factory was officially unveiled, Zhang Yong first asked a group of senior executives to listen to Wu Xuegang's sharing. At the beginning, Zhang Yong joked, let you listen to something really new today

freshness is the normal state relative to solidification. In the past, the minimum order quantity of production factories almost doubled by dozens to hundreds, and no factory would produce 100 clothes at low cost. In the past, some people said that if 200 pieces were ordered, the manufacturer would say sorry, and the order must start from 1000 pieces. Because the assembly line can't pass through, 1000 pieces have to be produced for one transmission. Yu Hong, director of 1688 operations, explained that what should be done? We make a small package assembly line, 10 people a assembly line, and everyone makes finished products. This can solve the problem of small orders, but the labor cost is high, which is equivalent to everyone becoming a full stack engineer

but as Ma Yun judged in those years, non scale production has become a trend. Now the world is entering a new consumption era with users as the core. Consumers are becoming more and more personalized, diversified and differentiated, or thousands of people and thousands of faces. At the same time of such great changes in demand, whether the manufacturing industry can meet the needs of consumers is a huge issue. Wu Xuegang said

CICC expressed a similar view in the report: as the post-90s group is increasingly becoming the mainstream group in society, personalized consumption has become an important appeal of young groups. However, large-scale rigid production is obviously difficult to fully meet the demands of consumers' personalized customization. High-quality customization almost means high prices. Consumers' needs call for large-scale customized production, which is the soil for the outbreak of c2m mode

defining demand is the prerequisite for new manufacturing in Wu Xuegang's eyes: in order to achieve effective innovation on the industrial supply side, a very important point is the promotion of the demand side. First define the demand and then produce. If the demand cannot be defined, then the most efficient production is only manufacturing inventory, which is invalid

at the manufacturing end of the clothing industry, the ideal state is to produce low-cost small orders that define the demand. In the management screen on the second floor of rhinoceros smart manufacturing, small orders constitute the main production plan

when analyzing the underlying logic of Alibaba c2m business, Wang Hai also mentioned the demand: the demand is the locomotive. Of course, we should first aim at the market and consumers, which is all the driving force. If the locomotive is not firm and the market does not embrace consumers, the whole demand will disappear, and production will not be affected if the demand disappears

when the changing demand is linked with production, a core related to the speed of this manufacturing change is formed. Ask our equipment operation steps may not be fully consistent with other equipment questions: in the face of the demand for frequent replacement, how can the manufacturing end maintain efficiency improvement, so as to reduce costs

this question is about whether Alibaba can really change the manufacturing industry. Obviously, it is also the core question that Wu Xuegang must answer when building new manufacturing samples

c2m: different supply and demand curves

in the workshop, the equipment used in each process has been linked, and the motor speed, frequency, etc. have been recorded. This is fed back into data in the screen on the right hand side of the worker: the efficiency of this worker in front of him is 93.38%. It is not the first in qualifying, but it is not the red node that slows down the production process. For those nodes whose efficiency is not up to standard that day, the system will push information to managers while intelligent scheduling, readjusting the production flow route, and urging the optimization of capacity allocation

even so, there are still 16 nodes with delay risk in more than 200 production plans. But compared with the scheduling of traditional factories, such conflict has been a good result. On the other hand, in the Java conference room, in the other half of the interview, Wu Xuegang suddenly stood up, went straight to the glass drawing board, picked up the pen and drew two curves

there are two types of factory supply in China. The first is the traditional large factory, which has an efficiency curve and a 50% profit and loss efficiency balance line. Generally, it takes three to five days for factories to achieve this efficiency. The longer the time is, the more skilled the efficiency will be. Therefore, large factories will require brands to place large orders and produce in advance according to forecasts, which is tantamount to transferring the risk to brands. The other is small factories that reduce 50% of the industry's break even line by sacrificing social resources or cutting corners. With that, he added a few strokes between the two and drew a new fluctuation curve. This is the answer rhinoceros Zhizao hopes to give today in the face of frequent money changes, a strategic curve

when small order production is changing money extremely frequently, whether it can achieve high efficiency and make a single factory profitable is the key. Only by doing this can we copy it, attract more people to invest, and then form a large-scale new supply, which in turn will change demand. In Wu Xuegang's opinion, only doing