Tao Zhu Gong Awards

企业获益 • 提升企业经营效率：加快销售流程，增强销售预测 • 内部控制更为严格：因为电票的支付、背书等动作都在线上完 成，人为干预的因素没有了，审批审核也都在线上完成；； • 财务管理本身效率提升，电票管理从线下到线上之后，估计可 以减少财务5O%的工作量。 重点推荐企业 最佳技术应用奖 浙江苏泊尔股份有限公司 评委点评 亚太区资金集中统一管理、区域性银企 直连，实现资金可视、可控 企业简介 浙江苏泊尔股份有限公司（以下简称“ 苏泊尔”）是中国最大、全球第二的炊 具研发制造商，中国厨房小家电领先品 牌，是中国炊具行业首家上市公司。 挑战 鉴于流通与供应链模式，相对于其他 行业，炊具和小家电行业里银行承兑 汇票（以下简称“银票” Banker’s Acceptance/BA）结算的比重较大， 这一点对苏泊尔也不例外。银票收款占 苏泊尔国内销售的6O% 以上，数量上 高达近15OO 张每个月，其中大部分 银票也被用于支付国内的供应商。 为提高效率、降低收票风险，苏泊尔早 在2O12年就开始力推电子银行承兑汇 票（以下简称“电票”），尽量少收或 不收纸票，迄今票据收款中7O% 以上 都是电票。但是，电票的处理仍然消耗 大量的人力和时间，准确性也有待提 高。虽然苏泊尔已经安装了银行的电票 系统，但是所有的电票操作，包括收 票、转让、托收、余额及交易查询都只 能在电票系统中进行。同时，由于票据 信息的特殊性，票据的对账只能通过 下载银行报告，手工在SAP 系统中进 行。而票据的交易步骤也都要通过人民 银行的中间系统验证，审批相当复杂。 “我们当时急需一个方案，能简化电票 交易的操作，提高效率，”苏泊尔共享 中心财务总监王三峰说。企业希望能够 建立如同电子付款一样的银企直连通 道，SAP 可以直接与银行进行指令、 交易和账户信息的传递，减少中间渠 道。但是，这一解决方案市场上几乎没 有现成案例，对企业和银行都是全新 的挑战。 项目实施 为确保项目的成功，首先，花旗的产品及 技术团队为苏泊尔团队（共享服务中心， 技术及资金管理负责人 ）详细介绍电票 银企直连的特殊架构及流程。 接着，双 方讨论确立适合苏泊尔的交易功能、 流 程细节，报告频率及格式等等，从而确立 项目内涵。 立项后，双方每周例会，苏泊尔先根据直 连的要求开发及提升SAP 功能和共享服 务中心的内部流程，其间花旗给予指导及 个性化开发定制。进入对接阶段后，双方 精诚合作，不断作调整和测试。最后仅仅 用了两个多月的时间，即完成了电票直连 的上线。 苏泊尔的电票系统直连涵盖了最多的电票 操作项目——收票、转让、报告自动发送 及与 SAP 自动对帐。其中，还运用了花 旗创新的电票功能——收票邮件通知及自 动托收，大大提高了自动化程度，减少人 工监测和人工操作。 王三峰说：“我们之所以选择花旗进行电 票直连，有两个主要原因：第一，我们之 前的电子汇款直连是通过花旗做的，我们 希望能保持系统的一致性；第二，花旗中 国的团队高效敬业，甚至调动了其他地区 的资源来服务这个项目，有效保证了项目 的实施。 创新与突破 电票银企直连项目，帮助了苏泊尔及时掌 握经销商支付状态，提高票据对账的自动 化与精准性，大大缩短票据处理时间和人 工成本，如电票托收、背书。连同之前电 子付款的直连，苏泊尔已经实现了电子支 付领域最全面化的银企直连，无缝对接。 而花旗银行此次根据客户需求，勇敢探 索、大胆突破的做法也值得表彰。 HIGHLY COMMENDED Most Effective Use of IT Zhejiang Supor Co., Ltd Judges’ Comments The company has achieved ERP integration for electronic banker’s acceptance drafts (EBADs). It is a model for better automation and treasury management efficiency. Company Profile Zhejiang Supor Co., Ltd. (hereinafter referred to as Supor) is China’s largest and the world’s second largest cookware developer and manufacturer. It is also a leading brand for China’s kitchen small appliances and the first listed company in China’s cookware industry. Challenges Due to its special logistics and supply chain model, cookware and small appliances industries use Banker’s Acceptance Drafts (BADs) for settlement more often than other industries. 6O% of Supor’s domestic transactions are settled by BADs and Supor receives about 15OO BADs per month. A large part of these drafts are used to pay Supor’s domestic suppliers. Seeking better efficiency and risk reduction, Supor started to use electronic banker’s acceptance drafts (EBADs) as early as 2O12. The company sought to receive less paper BADs and up until now 7O% of all drafts received are electronic. However, it still took time and effort to process these EBADs and accuracy needed to be improved. Although Supor installed the banks’ system for handling EBADs, all related handlings, from accepting, transferring and collecting such drafts to inquiring balances and transactions, could only be carried out in this specific system. At the same time, due to the drafts’ sensitive and confidential information, the Finance Department could only download bank reports and manually reconcile the data with those in the SAP system. All transactions went through an extremely complex approval process and needed to be verified by the intermediary system of the PBOC. “Back then we were in urgent need of a solution to simplify the EBADs transaction and improve efficiency” said Wang Sanfeng, CFO of Supor’s Shared Services Center. Supor hoped to achieve a similar ERP integration to the one for electronic payments, through which intermediary procedures could be simplified and the SAP system could be automatically linked to the banks’ system for orders, transactions and account information. This was a huge challenge because there was no such solution in the market. Implementation To ensure the project succeeded, Citi’s product and technology team explained in detail to the Supor team (Shared Services Center and personnel responsible for technology and fund management) the special structure and procedures for ERP integration of the EBADs. Both parties discussed and agreed on transaction functions suited to Supor’s requirements, detailed procedures, frequency and format of reports, among others. After the project started, both parties had weekly meetings. Based on the preconditions for ERP integration, Supor developed and improved the functions of SAP and the internal procedures of its Shared Services Center. During this time, Citi offered guidance and customized development assistance. After that, both parties cooperated openly and made constant adjustments and tests. It only took two months to put in place the ERP integration for EBADs. Supor’s new system covers most procedures for EBADs operation, from accepting, transferring the drafts and automatically sending reports to automatically reconciling the data with that in the SAP system. This new system has also incorporated Citi’s newly developed services such as electronic notifications after the EBADs are received and automatically collecting such drafts. The system greatly boosted automation and reduced human monitoring and operation. “There are two reasons for us to choose Citi for this system,” said Wang Sanfeng. “First, Citi helped us with our EFT and we want to maintain consistency of systems. Second, Citi China has efficient and dedicated teams and they even mobilized resources from other regions to support this project, which ensured its success.” Innovation and breakthrough This EBADs project helped Supor to get timely updates on their distributors’ payments and more precise and automatic reconciliation of the drafts. It saves the time and effort required to handle these drafts including collecting and endorsing them. Supor has set up the most comprehensive ERP system in the electronic payments sector. Citi is also worth recognizing because it has made great efforts and breakthroughs for the benefit of its client. BENEFITS FOR THE COMPANY • Through accelerated sales process and enhanced sales projection, operation efficiency has been improved. • As all electronic BADs payments, endorsements, approval and examination can be done online where there is little human interference, stricter internal control has been achieved. • The efficiency of financial management has been improved. 5O% of the workload of financial personnel can be reduced as electronic BADs management has gone online. Wang Sanfeng CFO, Supor Shared Services Center 苏泊尔共享中心财务总监王三峰