How to Establish Vegetable Supply Chain

From the perspective of vegetable management, the most direct and fundamental competitors of supermarket vegetable management are farmers' markets, morning markets and small vendors. Fruit and vegetable products are different from other durable consumer goods such as clothing and home appliances. Customers will visit several supermarkets and shop around. Each fresh supermarket has its own service radius. For the convenience of purchase, customers usually buy nearby. Therefore, due to the influence of service radius, peers are not the main competitors, and other supermarkets are not too competitive. It can be said that compared with the main competitors, the main problems faced by supermarket vegetable management are: poor freshness control and excessive material damage.

In order to solve the above problems, the current supermarket vegetable managers often focus on the internal assessment management of fresh courses, or take the form of joint ventures or even renting venues to pass on the difficulties and risks of management. However, the above methods are not the most effective way to fundamentally solve the problem of freshness and material damage, because: no matter how well the index management of supermarkets is done, the sense of responsibility and seriousness of employees cannot surpass that of small vendors; Even if joint venture or venue leasing is adopted, the supplier or leasing operator's source of goods is the wholesale market. In order to fundamentally solve the problems of freshness and material loss, we must first carefully analyze the deep-seated reasons for these problems:

1, disadvantages of procurement channels.

The way and quality of commodity procurement will directly affect sales. At present, the vast majority of vegetables in supermarkets are purchased from wholesale markets, whether they are picked by supermarkets or supplied by suppliers. As we all know, the fresh fruit and vegetable products wholesale in the wholesale market are all "money", and the products have not been strictly graded. For the fresh retail of supermarkets, products without strict classification will produce great waste in the sales process. Because, in open-shelf sales, no customer will choose products with poor quality and grade. If the goods are not strictly classified, it will not only affect the overall beauty of the goods, but also the products with poor quality will always be "picked up", delaying the best treatment opportunity and causing great waste. If the strict classification of products is completed by the chain enterprise's own distribution center or passed on to suppliers and distributors, the cost will also increase. In addition, the freshness of goods purchased from the wholesale market will be greatly reduced because of the increase of links, which also increases the cost.

Secondly, the quality commitment mechanism in the circulation process can not be established, and it is difficult to ensure the pollution-free and green quality of goods from the wholesale market because of the uncertainty of their product sources and the randomness of circulation. Now, relying on the loose and non-directional circulation mode of the wholesale market, the procurement method is arbitrary, there is no brand, no packaging, the legal person is not clear, and the responsibility is not clear. After the pollution caused by the production link enters the circulation link uncontrollably, it will still face the threat of secondary pollution. The quality judgment in the circulation of agricultural products basically stays on the sensory judgment based on shape, color and freshness, and there is no way to talk about the quality traceability mechanism. Consumers have confidence in the quality of products sold in supermarkets. Fundamentally speaking, if there is a problem with the purchased goods, they can find the main seller-the supermarket. But if there is a problem with the quality of vegetables, who will be responsible if the supermarket or distribution enterprise randomly purchases from the wholesale market?

2. Unreasonable factors in secondary packaging and distribution.

In order to facilitate management and reduce costs, large supermarket chains have generally established their own fresh food distribution centers. The main functions of fresh food distribution center are (for vegetables): unified procurement, relying on large-scale procurement to reduce procurement costs and plug procurement loopholes; Preliminary classification and processing of purchased vegetables; Temporary preservation and storage of vegetables; According to the needs of each store, distribute vegetables to each store. It can be said that the establishment of fresh food distribution center is very necessary, and its role is also very significant. However, in the process of sub-packaging and secondary distribution, there is inevitably a problem of material damage, which has not attracted enough attention from managers. In the process of secondary packaging, vegetables need to be processed once to remove defective products and rotten leaves, but for most vegetables, the process of wrapping plastic wrap is unnecessary and unnecessary.

The main purpose of wrapping plastic wrap is to keep vegetables fresh and prevent customers from picking them at will. In fact, vegetables themselves are fresh products. Keeping fresh with plastic wrap is not a good idea. It is better to humidify. The best way to keep fresh is to sell vegetables in time. Although there is no plastic wrap, it is a good proof that the dishes of small vendors are mostly fresher than those of supermarkets. In addition, when buying products, consumers have a desire to choose actively. If you tie all the products to him and let him consume passively, he will be very unhappy if he lacks a sense of picking and choosing. Anyone who has had experience in supermarket promotion knows that the scene is usually extremely violent when choosing promotional goods at will. Price is on the one hand, and the psychological factor of random selection is also a reason. In the final analysis, the main reason for adopting this packaging method is that we have no confidence in the quality and management level of our products. If the products are standardized, they all look fresh and the salespeople have a stronger sense of responsibility. Like vendors, are we still afraid of customers' choice?

At the same time, secondary packaging is very harmful to vegetables. As we all know, vegetables are very afraid of rubbing. Friction and collision of some whiskers are inevitable during transportation, but in the process of secondary packaging, secondary wear or even greater wear will occur. Take cucumber as an example. It is inevitable that there will be a slight indentation on the contact surface between melons during the first transportation. When packaging for the second time, the contact surface between melons will inevitably change, and secondary indentation will inevitably occur. To make matters worse, when repackaging and distribution, the packaging will not be tight, but it will be fluffy. The biggest fear of transporting vegetables is that the packaging is not tight, and the bumps during transportation will bring fatal wear and tear to vegetables. You can observe the vegetables of vendors in the farmers' market. Vegetables that are afraid of wear are usually packed in original boxes, and vendors will protect vegetables like babies, which is also a very important aspect for cucumbers to keep their "top flowers with thorns".

On the other hand, the second packaging plastic wrap will inevitably increase the cost, and it is also easy to produce secondary pollution. The current "poisonous plastic wrap" storm is a good proof. From this point of view, secondary packaging is not worth the loss.

3. Pay attention to the construction of facilities and ignore the close contact and cooperation with the upstream vegetable supply.

The vegetable management of chain supermarkets generally pays more attention to the customer-oriented vegetable management form, including variety items, store layout, equipment configuration and so on. When designing the vegetable management process, we will also pay more attention to the vegetable processing management process itself, but we have not seriously investigated the influence of upstream procurement, supply and logistics distribution on vegetable sales. In fact, external factors such as vegetable circulation channels, procurement and distribution status have great influence on supermarket vegetable management.

For fresh products, the higher the degree of productization, the less difficult it is to manage, such as pasta and frozen meat. If the vegetable products have been standardized and productized to the maximum extent before entering the circulation and sales, the supermarket vegetable operators will greatly reduce the degree of being troubled by the processing accounting and loss control of vegetable products. This requires the current supermarket managers to attach importance to and strengthen cooperation with upstream vegetable suppliers, learn from the ideas of supply chain management and "zero inventory" jitd, move the degree of vegetable productization forward as far as possible, develop in the direction of base procurement and processing, and truly form a strategic partnership with planting bases or suppliers, rather than a simple bidding suppression policy. The difference between traditional procurement operation and modern procurement strategy can be summarized as the commitment to the lowest total cost of ownership, not the purchase price. Although the purchase price of fresh goods still directly affects the purchase cost, it is only a small part of the total cost formula of vegetables. In addition, enterprises should also consider the service cost and product life cycle cost of secondary distribution and cost accounting of vegetables. For fresh goods, product life cycle cost should be more important. For example, buying goods from the wholesale market is on the same starting line as competitors. If you can buy goods directly from the vegetable planting base, you can save 1-2 days, which is very important for the preservation of vegetables, thus having greater advantages than competitors.

4, the price is too high, relying on high prices to make up for the shortcomings of management and procurement supply chain, at the expense of a large number of customer groups.

The overall image of the supermarket is bright, clean and hygienic, which is incomparable to the traditional farmers' market. This was originally an important advantage of supermarket management, but almost all supermarkets did not make good use of this advantage and basically entered a "strange circle" in their operation. Due to the influence of the sharing cost and management cost of venues and facilities, the average selling cost of vegetables in supermarkets was very high before winning customers from farmers' markets, and the sales volume did not go up. Therefore, the price positioning of most supermarkets is high-end: the environment of supermarkets is good and clean, so the price of vegetables should be higher, and the money earned is the money of rich people. As we all know, this will drive away most customers, resulting in an insignificant increase in sales at one stage, and the sales volume will not go up. The vegetables will not be sold in time, and the less fresh they are, the fewer people will buy them. At the same time, the sales volume is small, and the average sales cost is bound to remain high. It is necessary to maintain the cost with high vegetable prices, and it is even more forced to go high-end, resulting in pollution-free and green organic vegetables at high prices. I wonder: Is the production and planting cost of pollution-free green organic vegetables really that high? In this way, it will inevitably lead to a vicious circle and turn good commercial projects into "chicken ribs". In fact, everyone should know that as long as the cost of circulation and distribution is reduced, the necessary management level is improved, the material loss is reduced, and the sales volume is increased, even if the price is the same as that of the farmers' market, the gross profit margin of vegetable operation is very high. At the same time, if the sales volume of vegetable business increases obviously, it will play a very good role in promoting the sales of other commodities and enhance the comprehensive operating efficiency of supermarkets.