1. 现状与前景：变革的驱动力 1. Situation & Outlook: The Driving Force for Change
内部挑战：战略与现实的差距 Internal Challenges: The Strategy-Reality Gap
公司愿景宏大，旨在成为全球领先的创新型企业。然而，当前的运营和IT能力存在明显短板，制约了战略目标的实现。 The company's vision is ambitious, aiming to be a globally leading innovator. However, current operational and IT capabilities show significant shortcomings, hindering the achievement of strategic goals.
- 决策效率低下：Inefficient Decision-Making: 严重依赖传统会议决策，响应缓慢。Over-reliance on traditional meetings leads to slow responses.
- 数据孤岛严重：Severe Data Silos: 信息散落在孤立系统和手工表格中，缺乏集成。Information is scattered across isolated systems and manual spreadsheets.
- 管理流程粗放：Coarse Management Processes: 业务流程标准化程度低，缺乏闭环管理。Low standardization of business processes and a lack of closed-loop management.
- IT能力不足：Insufficient IT Capabilities: IT团队规模和能力无法支撑公司战略发展。The IT team's scale and skills cannot support the company's strategic growth.
外部环境：行业转型浪潮 External Environment: The Wave of Industry Transformation
公司所处的行业正经历深刻变革，数字化转型已成为核心竞争力。 The company's industry is undergoing profound changes, where digital transformation has become a core competency.
- 宏观经济变局：Macroeconomic Shifts: 全球市场碎片化，数字经济与绿色经济崛起。The global market is fragmenting, with the rise of the digital and green economies.
- 市场竞争加剧：Intensified Competition: 新进入者众多，高端产能不足，低端过剩。Numerous new entrants, with a shortage of high-end capacity and a surplus of low-end.
- 技术驱动变革：Technology-Driven Change: 物联网、大数据、AI正从消费端走向产业端。IoT, Big Data, and AI are moving from consumer to industrial applications.
- 对标企业领先：Competitors Leading the Way: 行业领导者已完成信息化，进入智能化应用阶段。Industry leaders have completed informatization and are entering the intelligent application stage.
全球视野：行业领导者深度对标 Global Perspective: In-Depth Benchmarking with Industry Leaders
要成为行业领袖，必先知己知彼。本节将从四大维度，深度剖析本公司与优美科(Umicore)、巴斯夫(BASF)、LG化学(LG Chem)等全球顶尖企业的差距与机遇。 To become an industry leader, one must know oneself and the enemy. This section deeply analyzes the gaps and opportunities between our company and top global players like Umicore, BASF, and LG Chem from four dimensions.
1. 行业技术发展对标 1. Technology Development Benchmarking
全球领导者 (Umicore, BASF) Global Leaders (Umicore, BASF)
- 前瞻性布局:Forward-looking Layout: 在下一代技术上拥有深厚的专利积累和研发投入。Deep patent accumulation and R&D investment in next-gen technologies.
- 平台化研发:Platform-based R&D: 拥有全球化的研发中心网络和先进的材料计算平台。Global R&D network and advanced material computing platforms.
- 循环经济:Circular Economy: 建立了成熟的电池回收和材料再生技术体系。Mature battery recycling and material regeneration technology systems.
本公司现状与差距 Our Company's Status and Gaps
- 技术路线以跟随为主，原创性技术储备不足。Technology roadmap is mainly followship, lacking original tech reserves.
- 研发过程管理依赖线下，缺乏统一的PLM平台。R&D process relies on offline management, lacking a unified PLM platform.
- 电池回收尚处于早期探索阶段。Battery recycling is in the early exploration stage.
2. 业绩水平对标 2. Performance Level Benchmarking
| 关键指标 (KPI)Key Performance Index (KPI) | 全球领导者 (平均水平)Global Leaders (Average) | 本公司Our Company |
|---|---|---|
| 研发投入占营收比R&D Investment / Revenue | 5% - 8% | < 4% |
| 毛利率水平Gross Profit Margin | 15% - 25% | ~10% |
| 库存周转天数Inventory Turnover Days | ~60-70 Days | > 90 Days |
| 人均产值Output per Capita | 高High | 有较大提升空间Room for improvement |
3. 业务能力与行业地位对标 3. Business Capability & Position Benchmarking
全球领导者 (LG Chem, Umicore) Global Leaders (LG Chem, Umicore)
- 全球化布局:Global Layout: 在亚、欧、美三大核心市场均有规模化的生产基地和销售网络。Large-scale production bases and sales networks in Asia, Europe, and America.
- 客户结构:Customer Structure: 深度绑定全球顶级的汽车OEM和电池制造商。Deeply tied to top global automotive OEMs and battery manufacturers.
- 供应链管理:Supply Chain Management: 与上游核心矿产资源企业建立长期战略合作。Long-term strategic cooperation with upstream core mineral resource enterprises.
本公司现状与差距 Our Company's Status and Gaps
- 生产基地集中在国内，海外布局刚刚起步。Production is concentrated domestically; overseas layout is just beginning.
- 客户集中度较高，对大客户依赖性强。High customer concentration, strong dependence on major clients.
- 供应链议价能力和抗风险能力有待加强。Bargaining power and risk resistance of the supply chain need to be strengthened.
4. 数字化能力与应用对标 4. Digital Capability & Application Benchmarking
全球领导者 (BASF, CATL) Global Leaders (BASF, CATL)
- 统一数字核心:Unified Digital Core: 普遍采用SAP S/4HANA等现代ERP作为全球统一的数字核心。Widely adopt modern ERPs like SAP S/4HANA as the global digital core.
- 智能工厂网络:Smart Factory Network: 全球工厂通过统一的MES平台连接，实现生产数据实时透明。Global factories are connected via a unified MES platform for real-time data transparency.
- 数据驱动决策:Data-Driven Decisions: 广泛应用BI和大数据分析工具，全面赋能业务决策。Extensive use of BI and big data analytics to empower business decisions.
本公司现状与差距 Our Company's Status and Gaps
- 缺乏统一的ERP核心，信息孤岛严重。Lack of a unified ERP core, severe information silos.
- 生产数字化水平参差不齐，未形成标准化的智能制造体系。Uneven production digitalization, no standardized smart manufacturing system.
- 数据分析仍停留在报表层面，缺乏高级分析和预测能力。Data analysis is still at the reporting level, lacking advanced analytics and predictive capabilities.
从战略到架构的推导过程 From Strategy to Architecture: The Derivation Process
信息化蓝图并非空中楼阁，而是基于公司战略、业务需求和全球对标差距，经过严谨逻辑推导出的必然选择。 The IT blueprint is not built in a vacuum, but is the logical conclusion derived from company strategy, business needs, and the gaps identified through global benchmarking.
业务战略与需求Business Strategy & Needs
确立“技术领先、全球扩张、财务稳健”的核心战略，要求提升研发效率、实现全球化运营、加强集团管控和风险预警能力。Establish core strategies of "Technology Leadership, Global Expansion, Financial Soundness," requiring improved R&D efficiency, global operations, and enhanced group control.
全球对标发现差距Identifying Gaps via Benchmarking
与全球领导者对标，发现我们在“统一数字核心(ERP)缺失”、“研发平台化不足(PLM)”、“生产数字化水平不一(MES)”、“供应链协同弱(SRM)”等方面存在巨大差距。Benchmarking reveals huge gaps in unified digital core (ERP), R&D platformization (PLM), production digitalization (MES), and supply chain collaboration (SRM).
信息化能力目标设定Defining IT Capability Goals
为弥补差距、支撑战略，必须构建“集成研发”、“智能生产”、“业财融合”、“透明供应”等七大核心数字化能力。To bridge the gaps and support strategy, we must build seven core digital capabilities, including Integrated R&D, Smart Manufacturing, and Business-Finance Integration.
应用架构设计Application Architecture Design
最终的应用架构正是为了承载这些能力目标：以ERP为核心，通过PLM、MES等专业系统覆盖核心价值链，并通过集成平台和大数据平台实现互联互通和数据赋能。The final application architecture is designed to host these capabilities: an ERP core, surrounded by specialized systems like PLM and MES, all connected via an integration hub and a big data platform.
技术路线的研究与选择 Research and Selection of Technical Route
正确的应用规划需要匹配合理的技术路线。我们必须在成熟稳定与灵活创新之间，找到最适合公司当前发展阶段和未来目标的平衡点。 The right application plan needs a matching technical route. We must find the balance between stability and innovation that best suits our company's current stage and future goals.
主流技术路线比较 Comparison of Mainstream Technical Routes
路线一：套装软件优先 (COTS First)Route 1: COTS First
以SAP、Oracle等全球领先的成熟套装软件为核心，快速引入业界最佳实践。Focus on leading commercial off-the-shelf software like SAP or Oracle to quickly adopt industry best practices.
- 优势:Pros: 实施周期短、风险低、系统稳定可靠。Short implementation cycle, low risk, stable and reliable.
- 劣势:Cons: 许可费用高、灵活性和个性化程度较低。High license fees, less flexibility and personalization.
路线二：自主研发为主 (Custom Development)Route 2: Custom Development
基于微服务、云原生等现代技术架构，自主开发大部分应用系统。Develop most systems in-house based on modern architectures like microservices and cloud-native.
- 优势:Pros: 灵活性极高、完美匹配业务、核心技术自主可控。Extremely flexible, perfect business fit, and control over core technology.
- 劣势:Cons: 开发周期长、初期投入大、技术风险高。Long development cycle, high initial investment, and high technical risk.
公司的最佳技术路线选择 The Company's Optimal Technical Route
结论：采用“套装软件+自主研发”的混合模式路线，并以“ProcessGo Plus - Integration”作为集成Hub。 Conclusion: Adopt a hybrid model of "COTS + Custom Development," with "ProcessGo Plus - Integration" as the integration hub.
这是兼顾成本、发展和风险的最佳策略。所有系统，无论外购或自研，都将通过统一的集成Hub连接，确保数据和业务流的畅通、可视和智能。 This is the best strategy to balance cost, development, and risk. All systems, whether purchased or self-developed, will be connected through a unified integration hub to ensure smooth, visible, and intelligent data and business flows.
创新专题：AI研发与质量创新平台 Innovation Spotlight: AI R&D and Quality Innovation Platform
为了实现“技术领先”的战略目标，我们必须超越传统的数字化，拥抱人工智能。AI创新平台将是公司研发和质量体系的“智能大脑”，是构筑未来核心竞争力的关键。 To achieve the strategic goal of "Technology Leadership," we must go beyond traditional digitalization and embrace artificial intelligence. The AI Innovation Platform will be the "intelligent brain" of the company's R&D and quality systems.
平台功能架构 Platform Functional Architecture
数据来源层Data Source Layer
PLM, LIMS, MES, ERP
数据平台层Data Platform Layer
大数据平台, 数据治理Big Data Platform, Data Governance
AI核心引擎AI Core Engine
仿真模型, 优化算法Simulation Models, Optimization Algorithms
智能应用层Intelligent Application Layer
智能设计, 智能质检Smart Design, Smart QA
优势与特点 Advantages and Features
加速研发周期Accelerate R&D Cycle
通过AI生成与虚拟仿真，大幅减少物理实验次数，将研发周期缩短30%以上。Reduce physical experiments through AI generation and virtual simulation, shortening the R&D cycle by over 30%.
突破创新边界Break Innovation Boundaries
AI能够发现人类专家难以察觉的材料配方与工艺参数组合，实现颠覆性创新。AI can discover material formulas and process parameter combinations that are difficult for human experts to perceive.
提升质量一致性Improve Quality Consistency
通过AI实时监控和预测，提前发现质量隐患，将产品一致性提升至新的高度。Identify quality hazards in advance through AI real-time monitoring and prediction, raising product consistency to a new level.
信息化蓝图：擘画未来IT Blueprint: Charting the Future
总体应用架构Overall Application Architecture
未来的IT架构是一个多层次、一体化的生态系统，支撑从车间到决策层的全部业务功能。The future IT architecture is a multi-layered, integrated ecosystem that supports all business functions from the shop floor to the executive level.
核心系统集成视图Core System Integration View
所有核心系统通过 **ProcessGo Plus - Integration** 集成中枢连接，实现数据与业务流程的可视化、智能化贯通。All core systems are connected through the **ProcessGo Plus - Integration** hub, enabling visualized and intelligent integration of data and business processes.
核心集成场景Core Integration Scenarios
数字化转型的价值体现在端到端的流程贯通中。以下是未来将在“ProcessGo Plus”集成Hub上运行的关键跨系统业务场景。The value of digital transformation is realized in end-to-end process integration. Here are the key cross-system business scenarios that will run on the "ProcessGo Plus" integration hub.
1. 客户需求到产品研发 (C2D)1. Customer to Development (C2D)
CRM → PLM → ERP: 销售在CRM中记录客户需求，触发PLM中的研发立项。研发成功后，BOM自动同步到ERP。Sales records customer needs in CRM, triggering R&D projects in PLM. Upon completion, the BOM is automatically synchronized to ERP.
2. 销售预测到生产计划 (S2P)2. Sales to Production (S2P)
CRM → APS → ERP: CRM中的销售预测数据导入APS系统进行高级计划排程，最终生成主生产计划下达至ERP。Sales forecast data from CRM is imported into APS for advanced scheduling, generating a master production schedule in ERP.
3. 订单到现金 (O2C)3. Order to Cash (O2C)
CRM → ERP → MES: 客户订单在CRM生成后同步至ERP，ERP下达生产订单至MES执行。生产完工后，信息传回ERP触发发货和收款。Orders from CRM are synced to ERP, which sends production orders to MES. Completion data flows back to ERP to trigger shipping and invoicing.
4. 采购到付款 (P2P)4. Procure to Pay (P2P)
ERP/MES → SRM → ERP: 物料需求触发SRM中的寻源和采购流程。采购订单、收货、发票等信息在SRM和ERP间无缝同步。Material requirements trigger sourcing in SRM. POs, goods receipts, and invoices are seamlessly synced between SRM and ERP.
5. 生产到成本核算 (M2C)5. Manufacturing to Costing (M2C)
MES → ERP: MES实时采集生产过程中的物料、工时等数据，回传至ERP，实现精准、及时的产品成本核算。MES collects real-time data on materials and labor, sending it to ERP for accurate and timely product costing.
6. 质量问题闭环管理6. Closed-Loop Quality Management
MES/LIMS → AI平台 → PLM/ERP: 质量异常数据触发AI平台进行根因分析，并将纠正措施同步到PLM（工艺变更）和ERP（质量通知）。Quality deviations trigger AI analysis, with corrective actions synced to PLM (process change) and ERP (quality notification).
实施路径：五年详细路线图Implementation Roadmap: A Five-Year Journey
2022年: 启动核心，奠定基础2022: Core Kick-off, Foundation Building
- ERP (Phase 1): 启动财务、采购、销售模块。Launch Finance, Procurement, Sales modules.
- OA & eHR (Phase 1): 建设统一办公与核心人事平台。Build unified office and core HR platforms.
- MES (Phase 1): 在标杆工厂进行试点。Pilot in a benchmark factory.
- 基础平台:Foundation: 启动ProcessGo Plus集成Hub、统一认证和数据中心(一期)。Launch ProcessGo Plus Hub, SSO, and Data Center (Phase 1).
2023年: 扩展应用，初步集成2023: Application Expansion, Initial Integration
- ERP (Phase 2): 扩展至生产计划、成本管理。Expand to Production Planning, Costing.
- CRM & SRM (Phase 1): 启动客户与供应商关系管理平台。Launch CRM & SRM platforms.
- PLM & LIMS (Phase 1): 启动产品生命周期与实验室管理系统。Launch PLM & LIMS systems.
- MES (Phase 2): 开始在更多工厂推广。Start rollout to more factories.
2024年: 全面推广，数据沉淀2024: Full Rollout, Data Accumulation
- 大数据平台 (一期):Big Data Platform (Phase 1): 启动数据湖和数据仓库建设。Launch Data Lake and Data Warehouse.
- MES (Phase 3): 实现主要生产基地全覆盖。Achieve full coverage in main production bases.
- ERP (Phase 3): 深化项目管理、质量管理模块。Deepen Project and Quality Management modules.
2025年: 深化应用，数据赋能2025: Deepen Applications, Data Empowerment
- AI 创新平台 (一期):Innovation Platform (Phase 1): 启动平台建设，聚焦智能设计与质量分析。Launch platform, focusing on smart design and quality analysis.
- 决策支持 & 风控:BI & Risk Control: 建设管理驾驶舱。Build management dashboards.
- 知识管理平台:Knowledge Management: 启动知识库建设。Launch knowledge base construction.
2026年: 迈向智能，持续创新2026: Towards Intelligence, Continuous Innovation
- AI 创新平台 (二期):Innovation Platform (Phase 2): 扩展至工艺优化、智能测试等。Expand to process optimization, smart testing, etc.
- APS系统: System: 引入高级计划排程系统，实现智能排产。Introduce Advanced Planning & Scheduling for smart production planning.
五年投资计划Five-Year Investment Plan
五年计划总投资约为The total five-year investment is approximately 26.8亿元人民币 billion RMB (含新增AI平台预算)。(including the new AI platform budget).
4. 治理与保障：确保成功4. Governance & Safeguards: Ensuring Success
IT与数据治理IT & Data Governance
建立新的IT中心，明确决策机制和数据治理框架，将数据作为战略资产进行管理。Establish a new IT center, define decision-making mechanisms and a data governance framework, and manage data as a strategic asset.
技术与基础设施Technology & Infrastructure
采用“一主一备”数据中心架构，建设现代化的MPLS网络，并探索5G在工厂的应用。Adopt a "primary-backup" data center architecture, build a modern MPLS network, and explore the use of 5G in factories.
安全框架Security Framework
结合管理体系、技术防护和安全运营三大支柱，构建纵深防御体系，建立安全运营中心(SOC)。Combine management, technical protection, and security operations to build a defense-in-depth system and establish a Security Operations Center (SOC).
风险管理Risk Management
主动识别并制定人力资源、变革管理和投资回报等关键风险的应对措施。Proactively identify and develop response measures for key risks such as human resources, change management, and ROI.
组织保障Organizational Support
组建一支35人的专业信息化团队，并建立信息化评价体系，培养全员信息化文化。Form a professional IT team of 35 people, establish an IT evaluation system, and cultivate a company-wide information culture.
变革管理Change Management
坚持“一把手”工程，获得高层领导的全力支持，确保变革顺利推进。Adhere to top-level executive sponsorship to ensure smooth promotion of the transformation.