©?कैपिटल डिटेक्टिव ओरिजिनल

Author | Zhang Jiahao

The global core shortage continues. The automobile manufacturing industry, the concrete industry, and the electronic product manufacturing industry...all have been severely affected.

हालांकि टीएसएमसी, इंटेल और सैमसंग तीनों ही चिप निर्माण कारखानों के विस्तार और नए कारखाने बनाने में भारी निवेश कर रहे हैं। लेकिन जैसा कि इंटेल के सीईओ गेलसिंगर ने बताया, इन निवेशों में समय लगता है, उत्पादन शुरू होने से पहले कम से कम महीने या साल भी लग सकते हैं।

Focusing on issues related to core shortages and consumer electronics, "Capital Detective" conducted an exclusive interview with Li Liuqi, CEO of the electronics industry's digital supply chain & intelligent manufacturing platform "Hard City".

He believes that the current overall situation of chip supply has not improved greatly, but there have been some micro changes. For example, orders in the mobile phone industry have begun to decline. The demand for chips corresponding to mobile phones has been somewhat alleviated. Most chips are still at an imbalance between production capacity and demand.

However, being in the cold winter does not mean that we should stop being optimistic about the future.

"मैं चीनी चिप्स के विकास को लेकर बहुत आशावादी हूं।" ली लियुकी ने कहा कि भौगोलिक दृष्टि से, चिप विकास का केंद्र यूरोप, अमेरिका, जापान और दक्षिण कोरिया से हटकर चीन की ओर जा रहा है; समय के लिहाज से, 2020 से शुरू होकर अगले 20 से 30 साल चीनी चिप्स के विकास का समय होगा। "स्थानीयकरण के मामले में, विदेशी प्रतिबंधों ने काफी मुश्किलें खड़ी की हैं। अल्पावधि में घरेलू चिप्स के लिए यह कष्टदायक है, लेकिन दीर्घकालिक विकास के लिए यह एक बेहतरीन अवसर है।"

What is the specific path of this rise? What track will the domestic replacement of chips take? "Generally speaking, I think the direction must be a process from low-end to mid-range and then to high-end. In addition, it is to make breakthroughs from the three dimensions of design, equipment, and production and supply."

ली लियुकी का मानना ​​है कि बड़ी-बड़ी कंपनियों के अलावा, छोटे और मध्यम आकार के उद्यम भी विशेष रूप से महत्वपूर्ण हैं। मुख्य उत्पादों की इस कमी से निपटने के लिए, एक ओर तो उन्हें स्टॉक से बाहर हो चुके चिप्स की जगह घरेलू चिप्स के ब्रांड सक्रिय रूप से खोजने होंगे, वहीं दूसरी ओर उन्हें आपूर्ति श्रृंखला की बेहतर योजना बनानी होगी। आपूर्ति श्रृंखला स्तर पर बेहतर योजना बनाना पूरी औद्योगिक श्रृंखला के अनुकूलन को बढ़ावा देने का एक महत्वपूर्ण हिस्सा है।

हार्ड सिटी चिप आपूर्ति श्रृंखला को लक्षित कर रही है, और उद्योग को एक ही स्थान पर सभी घटकों के निर्माण की सेवा प्रदान करने की उम्मीद कर रही है। "मुझे लगता है कि यह (एक ही स्थान पर सभी घटकों की आपूर्ति) भविष्य में उपयोगकर्ताओं के इस समूह के लिए मानक सेवा होगी। यह पहले की उस अवधारणा से बिल्कुल अलग है जिसमें उत्पाद उपयोगकर्ताओं को कई स्तरों में विभाजित किया जाता था।"

On the whole, the core shortage wave has brought production stagnation on the one hand, and its impact continues to spread around the world. On the other hand, it also gives the chip field an opportunity to think about the possibility of industrial chain optimization. This is especially true for domestic chips. In addition to technology research and development, how Chinese companies can make better plans and how the domestic supply chain system can become healthier and more orderly are all issues that need to be constantly considered in the process of overcoming the wave of core shortages and technology blockades and truly realizing domestic substitution.

The following is the interview transcript compiled by Capital Detective:

About missing core

प्रश्न: क्या हाल के दिनों में चिप आपूर्ति में कोई नया विकास हुआ है? क्या कोर की कमी की प्रवृत्ति में कोई कमी आने के संकेत हैं?

Li Liuqi: The overall situation has not improved greatly, but there have been some changes at the micro level. For exampleOrders in the mobile phone industry have begun to decline. The demand for chips corresponding to mobile phones has been somewhat alleviated.In terms of price itself, we judge that from July to September, the prices of many chips will be in a state of wandering and fluctuating, and have hit the ceiling. Some materials will decline at this stage. But the overall situation has not improved much. Chips in the automotive field, as well as most chips, are still at an imbalance point between production capacity and demand.

Q: The wave of core shortage has a particularly obvious impact on small and medium-sized start-ups in the industry. You also mentioned before that Guo Hard City focuses on serving small and medium-sized new hardware companies. So in your opinion, how should small and medium-sized start-ups respond to this crisis?

Li Liuqi: We divide small and medium-sized enterprises into two major categories. The first category is new hardware companies with technical content. The second category, companies with general products, have low technical content. For example, for general consumer goods, the competition is price, and companies in this category are more traditional manufacturing. These two types behave differently when the market is short of cores.

The first type of new hardware company with technical content has high gross profit margin for hardware products because it has core competitiveness in hardware design, technology and channels. Therefore, it can also provide channel premiums or technology premiums.

जिस हद तक ये कंपनियां अधिक उत्कृष्ट बन जाती हैं,क्योंकि चिप की कीमत बढ़ने के बाद भी इसे बेचा जा सकता है, और इसका सकल लाभ चिप के इस हिस्से की कीमत में हुई वृद्धि की भरपाई कर सकता है।उदाहरण के लिए, यदि इसका सकल लाभ 70% है, और यदि चिप की कीमत 20 या 30% तक बढ़ जाती है, तब भी इसका सकल लाभ बना रहेगा, इसलिए यह उत्पाद उत्पादन और बिक्री की अच्छी तरह से गारंटी दे सकता है।

एक अन्य श्रेणी में, इसका सकल लाभ केवल 20 से 30% हो सकता है। यदि इसके चिप्स की कीमत 20% बढ़ जाती है, तो इसे कोई लाभ नहीं होगा। लाभ न होने की स्थिति में, यह खरीदारी नहीं कर पाएगा, जिससे इसकी खरीद और बिक्री प्रभावित होगी।

मुनाफे के लिहाज से, हार्ड सिटी द्वारा समर्थित अधिकांश नई हार्डवेयर कंपनियां वास्तव में बहुत अच्छा प्रदर्शन कर रही हैं। विकास प्रक्रिया को हटा दें, तो नई हार्डवेयर कंपनियों के उत्पाद वास्तव में और भी बेहतर बिकेंगे। कम तकनीकी क्षमता वाली कुछ कंपनियों को काफी मुश्किलों का सामना करना पड़ रहा है और उन्हें चिप्स खरीदना बंद करना पड़ रहा है।

तो वे इस संकट का सामना कैसे करेंगे? सबसे पहले,Make supply chain planning better,I can make advance supply chain plans and stock up. second,घरेलू विकल्प बनाएं,If this imported brand is out of stock, we have to replace it with a domestic brand. The customers we currently serve are doing relatively well in these two fields.

Q: There is a view that the global core shortage and foreign technology blockade are actually a good thing for the localization of chips. According to the Jugra cycle, the next ten years may be the golden development period of the domestic chip industry. What do you think of this view?

Li Liuqi: I very much agree with this and am very optimistic about the rise of Chinese chips. The difference is,First, I think the next rise of Chinese chips will take not ten years, but thirty years. Second, in terms of localization, foreign blockades have caused a lot of troubles. It is painful for domestic chips in the short term, but it is an excellent opportunity for long-term development.

First of all, because imported chips are replaced by domestic chips, there needs to be a replacement cycle from selection, certification, to actual mass production. For a large number of hardware companies and supply chain companies, it is a time-consuming, energy-consuming, and difficult cycle. This cycle is a painful phase. But once this stage is passed, a large number of Chinese chip companies will enter new products, and future mass production will definitely belong to them. So this is an opportunity that imported brands don’t have. Once you enter, this market belongs to you.

Secondly, the shortage of cores and foreign blockades have accelerated the process I just talked about to a certain extent, so this is an excellent opportunity for domestic chips. Your opponent is forcing you to move forward, and your pace must be very fast, three to five times that of before. Judging from the history and process of the rise of semiconductors, the rise of European and American semiconductors basically lasted from the 1960s to 2000, and it only lasted 30 years. Looking at Japan, South Korea and Taiwan, it is from the 1990s to 2020. This is the 30 years of the rise of Japanese, South Korean and Taiwanese chips. And to China,Starting from 2020, I think the next 20 to 30 years will be the time for the rise of China's chip environment.

In general, first, judging from the region and cycle of the rise of chips in history, my judgment is that the region has shifted from Europe, the United States, Japan and South Korea to China. Second, the chip industry lasts differently from general consumer goods. It is not five or ten years. I think this cycle should be twenty, thirty, or even longer.

Q: Why is core shortage a good thing for you?

Li Liuqi:First, core shortages will lead to higher and higher supply chain plans. Second, the demand for domestic chips is increasing. Third, the requirements for efficiency are getting higher and higher, including information capabilities and data capabilities.

To sum up these three things, it speeds up several things:Offline transfers have been accelerated; the supply chain of individual products has been accelerated to a supply chain of overall delivery; the requirements for planning have become higher and higher, and the previous temporary procurement has become a planned procurement.

इसलिए, मूलभूत ऊर्जा की कमी की लहर दीर्घकाल में लाभकारी है।

In addition, the core competitiveness of the new hardware company is technology, brand and channels, so it has high gross profit in the sales process. Once there is a shortage of cores and the market fluctuates, we think this is a baptism process. Only when you have supply chain capabilities and market competitiveness can you survive. If you don't, you will be eliminated by the market. These new hardware companies have exactly this ability, and when we cooperate with them, they can live better. In the process of market elimination, it survived and became a strong player with a larger market share, so it was also good for it.

Q: You mentioned in an interview before that "there is an entropy increase between chip cycles, and out-of-stock is also a process of removing the entropy increase." Can you explain this thinking in detail?

Li Liuqi:Once an industry is in a relatively stable stage of development, it will inevitably generate some inertia and entropy increase. For example, its awareness of supply chain planning will become increasingly indifferent, and its planning will become worse and worse.इसलिए, जब आपूर्ति श्रृंखला में उतार-चढ़ाव होता है, तो संभावित समस्याएं अनिवार्य रूप से उत्पन्न हो जाएंगी।

First, for example, products may not be produced or sold. Second, in the industrial chain, it relies on the original supply chain system. For example, if I buy and sell spot goods, the transaction of a single product can meet the market needs, and there is no more demand. But this is an internal entropy increase, which will hinder its pursuit of more efficient and better services. Third, in terms of efficiency and digitalization itself, the traditional supply chain system does not have much pursuit of its digital capabilities, information processing capabilities, and sustainable development capabilities. This situation is preventing the entire chip circulation link from becoming more digital and intelligent.

But after the core is missing, these problems will be exposed. For example, the original chip factory will sort out what problems there are in the supply chain system. The circulation link will also consider whether this circulation link can be better and better. Users will also sort out whether the so-called good supply chain system they relied on before is the most reasonable and healthy. How to fight against unpredictable risks in the future and what kind of preparations should be made. This process is the process of entropy removal.

जो चीजें स्वभावतः स्थिर होती हैं, वे उद्योग में जड़ता पैदा करती हैं और इससे एंट्रॉपी में काफी वृद्धि होती है।Once a problem arises and is exposed, the upstream, midstream and downstream in the industry chain will all reflect on the matter. This process must be an optimization process.It is a process of removing entropy.That's probably the logic.

Q: According to your judgment, where is the future of domestically produced chips?

ली लियुकी: पहले मैं संक्षेप में कुछ कहना चाहूँगी।First, there is a big difference between Chinese chips and internationally leading chips. We must see this difference.सबसे उन्नत प्रौद्योगिकियों में अंतर लगभग 20 वर्षों का है। लेकिन अगर चीन इस दिशा में तेजी से आगे बढ़ता है, तो यह कहना मुश्किल है कि यह अंतर दस वर्षों में ही समाप्त हो जाएगा। लेकिन हमें सबसे पहले इसकी मौजूदगी को स्वीकार करना होगा।

Second, a large number of our mid-range and low-end chips are close to or even reaching international levels, and we have even surpassed them in a few areas.यही उम्मीद हमें दिखाई देती है।

Third, we predict that the overall trend is a process from low-end to mid-range and then to high-end.Domestic substitution starts with the low-end, which basically accounts for 70 to 80% of the market share. Then we will cut into the mid-range in large quantities. In the mid-range, we have gone from ordinary chips to MCUs and then to some analog chips. In this area, we are constantly occupying the share of imported chips.

चौथा, चिप्स केवल बिक्री और उत्पादन के बीच का संबंध नहीं है। इसमें आम तौर पर तीन चरण शामिल होते हैं: चिप डिजाइन, चिप उत्पादन और प्रसंस्करण, और चिप से संबंधित उपकरणों का उत्पादन।So we will build the supply chain from these three points at the same time. So generally speaking, I think the direction must be a process from low-end to mid-range and then to high-end. In addition, it is to make breakthroughs from the three dimensions of design, equipment, and production and supply.

प्रश्न: मुख्य पुर्जों की कमी की इस लहर के दौरान, कई ग्राहक शिकायत कर रहे हैं कि मूल कारखाने और ओईएम नैतिक मूल्यों का पालन नहीं करते और उनमें अनुबंध की भावना का अभाव है। क्या आपको लगता है कि हार्ड सिटी द्वारा उपलब्ध कराए गए प्लेटफॉर्म के माध्यम से इस समस्या का समाधान किया जा सकता है?

ली लियुकी: सबसे पहले, मैं यहाँ कुछ जानकारी स्पष्ट करना चाहूँगा। पहली बात, असली चिप निर्माता नैतिक हैं, उनमें से 99% नैतिक हैं। दूसरी बात, मूल निर्माता कीमतों में बेतहाशा वृद्धि या गिरावट नहीं देखना चाहते, न ही वे अनैतिक गतिविधियों को होते देखना चाहते हैं। तीसरी बात, मूल निर्माता और ग्राहक दोनों ही ये सब नहीं करना चाहते। प्लेटफ़ॉर्म ऐसा क्यों कर सकता है?

In the circulation process, agents, distributors, etc. have increased the range of price adjustments. In particular, some traders have deliberately speculated and hoarded goods, further stretching the price, or even maliciously stretching it, and raising prices.Let the original manufacturers and really good first-level agents see how much demand there is for terminals, which is to do a better job in digitalization.

In addition, cutting-edge and first-line data can be better and more timely visible to original manufacturers and first-level agents, instead of relying entirely on the asymmetric market to make decisions. This is for the supply side. The same is true for the user side. We can synchronize the data of the original factory and the first-level agent to the end user in a timely manner and without loss, telling him what the real production capacity, demand, and situation in the market are like.

यह प्लेटफॉर्म मूल रूप से दो काम करता है। पहला, यह अपस्ट्रीम और डाउनस्ट्रीम दोनों दिशाओं में डेटा को वास्तविक समय में उपलब्ध कराता है। दूसरा, यह डेटा को विज़ुअलाइज़ करता है।The platform's data must be more easily visible upstream and downstream. This is the value of the platform. I think as the scale of the platform becomes larger and larger, and the data becomes larger and larger, the symmetry of our information, the symmetry of the data, and the scientific nature of our decision-making will continue to improve. The situation of sudden rise and fall will decrease in the future.

Q: You just mentioned that on the one hand, the platform connects the original supply side, and on the other hand, it can directly reach the demand side. Supply and demand fluctuate. After supply falls short of demand, upstream expansion exceeds the equilibrium point, and supply becomes oversupply. In the longer term, what do you think the supply and demand relationship for chips will be like in the future?

Li Liuqi:कुल मिलाकर, चिप्स एक बहुत ही खास उद्योग है। लंबे समय में, आपूर्ति और मांग अपेक्षाकृत संतुलित रहती है, या आपूर्ति मांग से कम होती है।In the chip industry, 90% of orders require customers to make plans first, and then place the order to the original factory. The original factory then takes six, eight, or ten weeks before delivering it to the customer. Globally speaking, very few industries do this. In most industries, you can buy goods with money.

But the chip industry is very special. It is actually a futures industry.Why? This is because the original chip factory has very good supply control here. So in the long run, after the equilibrium point has passed, we don’t think there will be a large-scale oversupply.It will return from a skyrocketing state to a more rational state, and there will be a correction process in the middle.

For example, a chip originally sold for one yuan, but now it may sell for ten yuan. It will not change from one yuan to ten cents, but will return from ten yuan to about one yuan. In this process, it may become 80 cents or 90 cents. There must be a market correction process. But it won’t reach the stage of 50 cents, 1 yuan, or 10 cents.

But there is a problem here. If you take over the chip at a high position, I think you have to choose to sell this chip when the time is right, because you are taking over at a high position. If the price is booked at a reasonable one dollar, I don’t think it’s a big problem. I think you can make bold plans and schedules boldly.

About consumer electronics and robotics

Q: Currently, domestic consumer electronics brands and the robot industry are experiencing an explosion. How do you feel about this trend?

Li Liuqi: In fact, at the beginning of 2017, we positioned ourselves to specifically serve small and medium-sized core users and provide them with one-stop delivery services. This is our strategic positioning. At that time we had a simple judgment,With the explosion of 5G and the Internet, there will surely be an explosion of new Internet hardware companies. It was an early judgment at that time and I didn't see it so clearly.लेकिन उस समय हमारा दृष्टिकोण थोड़ा दीर्घकालिक था, इसलिए हमने ऐसा निर्णय लिया।

Today, this judgment has been confirmed by data. Many such companies have grown tenfold or even a hundredfold in three to five years. How to utilize this value? How can we start from the early stage and serve the entire life cycle, so as to enjoy the value brought by the growth of this company? That is to provide more professional supply chain services, which is number one. Second, we need to make better plans and expectations for it. If we can better plan the supply chain, we can truly serve its entire life cycle. Third, we open up the industrial chain and extend it to production to provide more value to small and medium-sized users. This is production and manufacturing.

Q: What changes has this outbreak in the consumer electronics and robotics industries brought to the purchasing behavior of downstream companies? Then, in the supply chain circulation link, what are the differences from before?

Li Liuqi: In the medium to long term, there will be a very big change. First, one-stop supply must be the future. Second, these new hardware companies are basically a new group of people, mostly those born in the 1990s, who lack knowledge of supply chains and manufacturing. Therefore, it must have an external professional supply chain company and manufacturing company to provide professional services.

I think this kind of professional service must be one-stop, including one-stop equipment, one-stop manufacturing, one-stop supply plus manufacturing. I think this will be the standard service for this group of users in the future. This is completely different from the previous concept of dividing users into many levels for a single product.

मुझे लगता है कि सभी को इस बदलाव को समझना चाहिए, जो भविष्य में होने वाला एक आवश्यक बदलाव है।Therefore, we believe that what Hard City provides to customers is a one-stop component manufacturing service, which is a new delivery method.

Q: Compared with cars and mobile phones, the chip industry seems to be more fragmented and even personalized. What challenges does this pose to supply chain management?

Li Liuqi: The first big principle is that we always tell ourselves that we are a data-driven company. Although what we do is to provide a lot of services, what we do is to extract the common logic underlying different projects and different industries.In this industry, we look at the underlying and common logic, and we standardize these logics.जब हम निकाले गए लॉजिक को मानकीकृत कर लेते हैं और इसे यह सेवा प्रदान करते हैं, तो यह हमारे लिए बहुत आसान हो जाता है।

Theoretically speaking, when a customer gives us a project, I don’t know whether it is for mobile phones, cars, or what project it is for before giving it to us. But how do I analyze it, how do I judge it, and what logic do I use to judge what kind of service it needs at this stage. This is traceable and is the underlying logic. By digging out this underlying logic, I can provide corresponding services for it. During the outbreak period and the maturity period, there is corresponding underlying logic. It becomes very easy to extract it and then deal with it and provide professional services.

तो संक्षेप में, आप चाहे किसी भी उद्योग में हों, चाहे आप कैसे भी दिखते हों, मैं अभी जिस तर्क की बात कर रहा हूं, उसे निकालकर आपको पेशेवर सेवाएं प्रदान करता हूं।For me, what I need is to do the underlying digital and logical things well, and then integrate the industrial things into my knowledge base, so that I can provide it with such professional services.

Q: What is the level of intelligence of small and medium-sized manufacturers? Can you support our idea?

Li Liuqi: Digital drive, we understand it as two levels,At the first level, you can use data-based methods to turn many complex and personalized things into standardized ones.After digitization, we can output very good products.दूसरा, इस डेटा क्षमता को अपस्ट्रीम और डाउनस्ट्रीम उपयोगकर्ताओं को प्रदान करें ताकि वे बेहतर निर्णय ले सकें, बेहतर संचालन कर सकें और दक्षता में सुधार कर सकें।I think the first phase is to use this data capability to enable us to output digital supply chains and manufacturing. So for users, it would be great if it has the ability to receive a good product. For the supply chain, it would be great to be able to accept such good decisions.

In other words, for users, I have not yet helped them make better decisions. That is what I will do in the next stage. The core of what I am doing now is the first level. So at this stage, I actually don’t have many digital capabilities requirements for my clients. I have it in the second stage, but I don’t expect it to be very digital. I export the system and tools to them, which can help them improve their system capabilities and data capabilities.

About Hard City

प्रश्न: क्या हार्ड सिटी को डिजिटलीकरण और इंटेलिजेंस की प्रक्रिया में कभी कोई समस्या या कठिनाई का सामना करना पड़ा है?

Li Liuqi: We are walking at our own pace. There are definitely difficulties and they will continue. For example, several digitalizationपहला उपाय है आपूर्तिकर्ता संसाधनों का संपूर्ण डिजिटलीकरण करना।The digitalization of our industry has its own challenges.Second, we need to digitize products in this industry.All your SPOs must be digitally transformed.Third, you need to be a knowledge base for the industry.उदाहरण के लिए, प्रत्येक उद्योग में डेटा की सबसे छोटी इकाई, जैसे 02, 06, 03, 25V, का क्या अर्थ है? इन शब्दों का क्या मतलब है? आपको इसे एक ज्ञान भंडार में बदलना होगा, एक ऐसा ज्ञान भंडार जो उद्योग विशेषज्ञों के स्वामित्व में हो। आपको अपना खुद का एल्गोरिदम बनाना होगा।Fourth, in terms of manufacturing, the factory must be digitally transformed.Only then can you know the factory's production capacity and how it plans to do it. This is peripheral.

At our base, we have built a DSMS system. The first D stands for Design, S stands for Supply, M stands for Manufacturing, and the last S stands for Service and System. From hardware, design to device supply, to production and manufacturing, we have built an internal system. We want to digitize it all, that is, provide services and systems in the digital way of DSMS. Therefore, the internal system is also a point where we need to continuously upgrade and iterate.

Our digitalization is nothing more than the digitalization of the supply chain, the digitalization of production and manufacturing, the digitalization of internal DSMS, and then forming our own digital capabilities. We believe that these are difficult points and some issues that we need to continue to solve.

Q: Hard City's revenue in the first half of the year has exceeded previous expectations. You also mentioned in the interview before that the second half of the year is expected to be more than double that of the same period last year. What businesses does this revenue growth mainly come from?

Li Liuqi: When we were making our annual plan at the end of last year, we set our growth target at around 130%. After the second half of this year, compared with the same period, our growth will reach 200%, which exceeds our expectations. Later, we were also reviewing the reasons for our growth.

There are several reasons,First, go with the flow and do things right.Including online and so on, these major benefits are helpful to us, because we happened to do something that is consistent with the cycle. We got this trend right. This is the most important reason.

दूसरा, हमारी वन-स्टॉप सप्लाई चेन क्षमताएं अब विस्तार करने लगी हैं।Our products refer to our supply chain capabilities and manufacturing capabilities, as well as our internal organization. We believe this has reached scale.

Third, our one-stop service brand reputation has been formed within the circle.This organic growth and brand communication are introduced to more and more customers, which has a great impact on us.

संक्षेप में, हमारे विश्लेषण के तीन कारण हैं: पहला प्रमुख रुझान सही है। दूसरा, फ्रंट-एंड द्वारा बनाए गए उत्पादों का बड़े पैमाने पर उत्पादन हो चुका है। तीसरा, ब्रांड का प्रभाव धीरे-धीरे उभर कर सामने आया है।

प्रश्न: हार्ड सिटी के विकास प्रक्रिया के दौरान यह पाया गया कि जिस तरह से इसने शुरू में ई-कॉमर्स का उपयोग करके अपस्ट्रीम और डाउनस्ट्रीम कंपनियों को आपस में जोड़ा था, वह मूल डिवाइस क्षेत्र में व्यवहार्य नहीं था। आपके विचार से इस "अव्यवहार्यता" का कारण क्या है?

ली लियुकी: हमने मार्च 2016 में प्लेटफॉर्म लॉन्च किया था। लगभग छह महीने बाद, हमने समीक्षा की और पाया कि एक समस्या थी। सरल प्लेटफॉर्म और ई-कॉमर्स उपयोगकर्ताओं को बहुत कम मूल्य प्रदान करते हैं, इसलिए हमने इसमें बदलाव किया।

हमारा मानना ​​है कि किसी उद्योग में, जब आप अपने ग्राहकों को पर्याप्त मूल्य प्रदान करते हैं और उपयोगकर्ताओं की आपसे पर्याप्त अपेक्षाएं होती हैं, तभी आपका व्यावसायिक मॉडल सही मायने में मूल्यवान हो सकता है।This was our original judgment, so we made the transformation.

इसमें मूल रूप से क्या बदलाव आया है? एक साधारण मिलान लेनदेन, ई-कॉमर्स लेनदेन से यह एक संपूर्ण, गहन आपूर्ति श्रृंखला पद्धति बन गई है, जिसे उद्यमों की जरूरतों को पूरा करने के लिए निर्यात किया जाता है। आपूर्ति श्रृंखला एक उत्पाद से लेकर उसके संपूर्ण सेवा जीवन चक्र तक फैली हुई है। मुझे लगता है कि यह उपयोगकर्ताओं के लिए मूल्यवान है, इसलिए हमने इस दिशा में काम करना शुरू किया।

प्रश्न: क्या इस तरह की आपूर्ति श्रृंखला सशक्तिकरण से बाहरी दुनिया को यह लगेगा कि हार्ड सिटी एक रेफरी और एक एथलीट दोनों है?

Li Liuqi: We adopt a quasi-self-operated approach. All orders from customers are given to us and not to customers. We do not play the role of referees here, we play more of the role of athletes.

We provide a deeper service inside. We will bring in companies that provide different services in the ecosystem. For example, if you have the ability to supply, I will work with you. For example, if we set up an FBA warehouse, the supplier will replenish the goods to my warehouse, use your channel capabilities, and I will help you sell the goods. If you have solution capabilities, you can come in and provide solution design services to companies in our cooperation ecosystem. This is no problem. Essentially what we do is differentiated.

Q: Does supply chain empowerment and digital manufacturing mean that Hard City is becoming more and more “heavy”? How do you consider the cost-effectiveness of this matter?

Li Liuqi: Yes, we are doing more and more "heavy" work, but we put this "heavy" in quotation marks just like you.पहली बात तो यह है कि चाहे ई-कॉमर्स हो या मैचमेकिंग, यह सरल और आसान तरीका औद्योगिक इंटरनेट में काम नहीं करेगा। उपयोगकर्ता गहन मूल्य वाली जानकारी चाहते हैं।It means that he needs more than just buying and selling, he needs systematic services.

Second, we put "heavy" in quotation marks because what we are doing is how to standardize complex things.We must first standardize complex things, and then use algorithms to make them digital and intelligent. In the process of becoming heavier, it becomes lighter again. This is what we have to do.

Third, this is to meet the core needs of users.Moreover, this core need cannot be fulfilled by others, only platform companies can do it. For example, sample proofing must be done by the company, so this matter is heavy. But at the same time, I also need to digitally transform it to improve its efficiency and make it much lighter than the traditional one.

To sum up, first, you must pay attention to what should be emphasized. This is the embodiment of value. Second, when it is time to be light, it must be light. You have to use the ability of digital algorithms to make it lighter, unlike the traditional approach. This is our overall logic.

प्रश्न: हमारी ऑनलाइन पीसीबीए फैक्ट्री की तरह, जो न केवल आपूर्ति श्रृंखला को सशक्त बनाती है, बल्कि विनिर्माण सेवाएं भी प्रदान करती है। क्या इसका मतलब यह है कि इस उद्योग में आने वाले जोखिमों का भार भी हार्ड सिटी उठाएगी?

Li Liuqi: What kind of risk is it?

Q: For example, Hard City will provide upstream and downstream integration of the supply chain on the one hand, and on the other hand, it will enter the manufacturing industry and make efforts in all aspects. Will this bring certain risks?

Li Liuqi: That’s a very good question.First of all, our manufacturing is essentially driven by strong customer demand for us.कई ग्राहकों ने हमारी वन-स्टॉप सप्लाई चेन के माध्यम से सामग्री खरीदी है, और पिछले साल के अंत से, अधिकाधिक ग्राहक मुझसे पूछ रहे हैं, क्या आप चिप और स्मार्ट विनिर्माण प्रक्रिया में मेरी मदद कर सकते हैं? क्योंकि उनके विचार में, मूल घटकों की वन-स्टॉप डिलीवरी पूरी श्रृंखला में सबसे कठिन और सबसे अधिक समय लेने वाला कार्य है। यदि यह सबसे कठिन और सबसे लंबा कार्य सफलतापूर्वक पूरा हो चुका है, तो हल्के और आसान कार्यों को भी क्यों न किया जाए? इस तरह, उत्पादन और प्रसंस्करण के लिए पैच फैक्ट्री खोजने की कोई आवश्यकता नहीं होगी। इसके अलावा, पैच फैक्ट्री खोजने में बहुत समय लगता है और कई समस्याएं आती हैं, जबकि हम इसे बहुत आसानी से कर सकते हैं। इसलिए, विनिर्माण की प्रबल मांग है।

Second, during our evaluation, we found that manufacturing is a relatively mature matter, and it does not challenge the technical difficulties in the industry.The risk lies in whether you have enough orders when you open a factory and whether you have mature personnel to help you with production control. As long as there are no problems with these two points, the risk of opening a factory is relatively small.

इसलिए हमने सोचा कि चूंकि हमारे पास पहले से ही बहुत सारे उपयोगकर्ता हैं, इसलिए फैक्ट्री खोलते समय हमें नए उपयोगकर्ता बनाने की आवश्यकता नहीं होगी, इस लिहाज से कोई जोखिम नहीं है। जहां तक ​​अनुभवी टीम की बात है, हम पेशेवरों को नियुक्त करते हैं। हम उद्योग के पेशेवर लोगों को अपने लिए उत्पादन करने के लिए नियुक्त करते हैं, और फिर इस बदलाव को पूरा करने के लिए इस टीम में अपनी डिजिटल और मानकीकरण क्षमताओं को जोड़ते हैं। इसलिए मेरी राय में, फैक्ट्री का विस्तार करना बहुत आसान है, और जोखिम भी बहुत बड़ा नहीं है।

प्रश्न: दरअसल, इलेक्ट्रॉनिक उपकरण खरीदने के लिए कई प्लेटफॉर्म मौजूद हैं। आपके विचार से हार्ड सिटी की सबसे अनूठी विशेषता क्या है और इसकी मुख्य प्रतिस्पर्धात्मकता क्या है?

Li Liuqi: There are two main points. First, the customers I serve are new hardware companies. These customers are the most valuable customers in hardware companies, and they are also representatives of future hardware companies.

Second, we are a one-stop delivery of components, which includes the processing of the overall solution, the supply of components, and the supply chain plan of the entire project. This is different.To sum up, first, the users I serve are different. Second, the supply chain method I provide is different.

Q: Do you think there will be an opportunity to dominate the electronic component procurement industry?

Li Liuqi: My opinion is that there will be one company that is particularly large in the industry, but it cannot dominate the world because the industry is very complex.

In this industry, there must be a giant company that connects one-stop supply and production delivery, and there must also be two or three companies with the same direction but smaller scale. There are also a large number of relatively professional companies in various fields.They can all grow into great companies, just not on the same scale.

अगर हम लिस्टिंग मानकों के हिसाब से देखें, तो मुझे लगता है कि इस उद्योग में 20 से ज़्यादा लिस्टेड कंपनियाँ हो सकती हैं, लेकिन सबसे बड़ी कंपनी की कीमत 100 अरब से ज़्यादा हो सकती है। इसके बाद वाली कंपनियों की कीमत 30 अरब या 50 अरब हो सकती है, और उससे नीचे वाली कंपनियों की कीमत कई अरब या 10 अरब से भी ज़्यादा हो सकती है। यही अनुमान है।

Q: Last question, some investors have summarized before that most B2B entrepreneurial projects will face an impossible triangle: high gross profit, high turnover, and large scale. The combination of these three cannot have both. Do you agree with this view?

ली लियुकी: अपेक्षाकृत उच्च सकल लाभ, उच्च कारोबार और बड़े पैमाने पर काम करना। सैद्धांतिक रूप से, मैं इस दृष्टिकोण से सहमत हूँ। लेकिन मुझे नहीं लगता कि यह एक पूर्ण सत्य है। इस उद्योग में अपेक्षाकृत उच्च सकल लाभ, उच्च कारोबार और बड़े पैमाने पर काम करना संभव है।

अस्वीकरण: यह लेख "कैपिटल डिटेक्टिव" से पुनर्प्रकाशित किया गया है। यह लेख केवल लेखक के व्यक्तिगत विचारों को दर्शाता है और सैको माइक्रो और उद्योग के विचारों का प्रतिनिधित्व नहीं करता है। इसे केवल बौद्धिक संपदा अधिकारों के संरक्षण के लिए पुनर्प्रकाशित और साझा किया गया है। पुनर्प्रकाशन करते समय कृपया मूल स्रोत और लेखक का उल्लेख करें। यदि कोई उल्लंघन होता है, तो कृपया इसे हटाने के लिए हमसे संपर्क करें।

कंपनी का फ़ोन नंबर: +86-0755-83044319
फैक्स: +86-0755-83975897
ईमेल: 1615456225@qq.com
QQ: 3518641314 मैनेजर ली

QQ: 332496225 प्रबंधक किउ

पता: कमरा नंबर 809, बिल्डिंग सी, झांताओ टेक्नोलॉजी बिल्डिंग, 1079 मिंझी एवेन्यू, लोंगहुआ न्यू डिस्ट्रिक्ट, शेन्ज़ेन