Kirin Brewery (Zhuhai) Co., Ltd. (KBZ for short) is the only wholly-owned subsidiary of Kirin Brewery, a Fortune 500 company, in China. Its predecessor was the state-owned Zhuhai Brewery, which was acquired by Kirin Brewery and Uni-President in 1996. In 2005, Kirin Brewery acquired 100% control of the company. Now, it is positioned as an important production base for Kirin Group in East Asia and Southeast Asia. Its main products include three series: "Haizhu Beer", "Macau Beer", and "Kirin Beer".
Due to the outbreak of COVID-19, Kirin Brewery's business in Japan has been affected by the external environment. The company has also responded to the trend internally, proposing the need for change,mainly face：
l The process is not fully integrated from end to end, and there is a lack of strong awareness of cross-departmental collaboration, making cooperation and coordination difficult. The responsibilities and authorities in business management are not clearly defined;
l The organizational structure is overlapping and bloated, with too many levels of departments, scattered departmental functions, thick departmental walls, and difficulties in cross-departmental communication and collaboration;
l The management data is scattered across different departments, lacking a unified and standardized company-level data asset management;
l Lack of strong support for business development strategyIT strategic planning andIT construction strategy, information island phenomenon exists.
l The project designed the top-level architecture of the KBZ business blueprint and IT blueprint, fostering an awareness of improving business processes from the client side to the end-to-end process;
l Focus on customer-centricity and overall attention, develop a new process-oriented working method for the next three years, and achieve efficiency optimization;
l Based on the full value chain and KBZ's medium-term strategic objectives, a panoramic view of the business process architecture has been designed: from strategic planning to execution; from sales to cash collection; integrated supply chain; human resources; and financial management.
l We have established a business blueprint, IT blueprint, and implementation path that are "customer-oriented and driven by a holistic perspective".
l We have created an IT planning blueprint that aligns with the company's long-term business strategy, and established a detailed execution path and milestones to ensure reliable and timely management data for the next three years, enabling the company to establish an intelligent "business cockpit";
l By establishing a comprehensive end-to-end process system, we systematically organized the interface relationships and rules among various departments, promoting the transformation from a functional organization to a process-oriented organization;
l Cultivate employees' end-to-end process thinking, and identify potential process management talents in the company through communication and discussion on overall process planning;
l The empowerment training and IT planning blueprint for the IT department have reduced the cost of ineffective hardware investment by 30%.
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