Kingdee

China Aoyuan: Digital operations improve operational efficiency and help enterprises develop rapidly

 

Customer Overview

 

Aoyuan Group was established in 1996 and is headquartered in Guangzhou. The main business includes real estate development, commerce, technology, health, cultural tourism, cross-border e-commerce, urban renewal, beautiful industry, etc. Aoyuan Group currently owns listed companies such as China Aoyuan (3883.HK), Aoyuan Health (3662.HK) and Aoyuan Meigu (000615.SZ). Up to now, China Aoyuan Group has built more than 360 high-quality projects, covering South China, the core areas of central and western China, East China and the Bohai Rim region, Hong Kong, Macau, Australia, Canada and other countries and regions. It is now one of Fortune China's top 500 companies, ranking 170th in 2021, and ranking 23rd in terms of comprehensive strength among Chinese real estate companies in 2020.

 

In recent years, under the guidance of the development strategy of "focusing on one industry and developing vertically", the group has developed rapidly. By 2018, the company had initially completed a diversified layout and formed a strategy of supporting development with efficiency, driving development with innovation, and empowering with technology. We must be able to develop, ensure development through systems, and adhere to a development model that pays equal attention to connotative growth and extensional development. The company's brand value continues to gain more recognition from the market, and its development is becoming increasingly stable. It is moving towards the goal of sustainable, high-quality, comprehensive and stable development, building a century-old store, achieving an everlasting foundation, and building a healthy and beautiful homeland as a model enterprise.

 

During the transformation process, the company's senior management deeply understood that the realization of the company's strategic goals cannot be achieved without the support of IT systems. How to improve the overall operational efficiency of the company through IT systems and use IT systems to promote business development have become key measures for the success or failure of the company's strategic transformation. . However, at this stage, the internal business system construction of the enterprise is not perfect enough, the management standards of the financial system have not been unified, the business and financial systems are not fully connected, some key business systems are missing or have imperfect functions, the user experience is not good, and the rapid development needs of the enterprise cannot be met.

 

Business challenges

 

With the large-scale and diversified development of Aoyuan Group, the company's management model, personnel scale, and capital flow have continued to increase. At the same time, management costs have increased, financial accounting pressure has increased, and management and control and risk prevention have become more difficult. This makes it urgent to strengthen the transformation of the management model to achieve standardized, standardized and refined management, and to quickly adapt and be compatible with the expansion requirements of the enterprise's human, financial and material aspects.

 

Therefore, "building a standardized system, strengthening management and control, and using data to support operations" has become a key issue that enterprises urgently need to solve.

 

Financial standardization capabilities are insufficient to meet the company's rapidly expanding management and control requirements.

 

The vertical shared services between the headquarters and its subsidiaries are relatively weak, and the sharing capabilities of finance, talent, supply chain and other services are insufficient. As a result, under the chain and diversified development state, the supporting capabilities for rapid business replication and rapid expansion are not strong, and the business Collaboration efficiency is low.

Therefore, “prioritizing the standardization of group financial management and control, realizing the sharing of group financial services, and then promoting the sharing of human services and supply chain services” is the expectation of Aoyuan’s operation and control department, and it is also an urgent issue for group management and control and business collaboration.

 

Insufficient capital management and control capabilities and inability to prevent and control capital risks in a timely manner

 

Strengthen capital management to enhance the group's capital control, capital turnover rate and effective management of existing funds, and consolidate the capital chain of Aoyuan Group. Through the construction of information systems, we will improve the online management of funds and financing business, reduce employees' manual work, improve the fund payment process, realize data closed loop, data analysis, and promote the enterprise informatization process.

 

Inadequate ability to collaborate with external partner resources

 

It is impossible to obtain supplier information in a timely manner when selecting suppliers during the procurement process. From the perspective of a closed-loop supplier evaluation, from registration, to warehousing, to post-performance evaluation, etc., many links are missing. The entire supplier evaluation is There is a lack of continuity and an inability to see the full picture of the supplier's services. Evaluation indicators are also relatively solid. Suppliers in different professions use the same set of evaluation standards. However, in fact, the evaluation dimensions of suppliers in different categories should be differentiated and focused. For example, engineering suppliers pay more attention to qualifications, Warranty and design-related case qualifications cannot be evaluated in a differentiated manner.

 

Cost data is inaccurate and cannot provide effective decision support

 

Nowadays, the group uses many systems, but lacks an effective operation and management mechanism. Each department uses systems from different manufacturers. The data given by the design department, finance department, and cost department are inconsistent every quarter and year. This makes statistics and verification difficult, so Aoyuan Group hopes to gradually integrate resources and unify the systems of various departments to facilitate data capture. Business departments have their own business dashboards, and senior leaders view big operational data dashboards.

 

Solution

 

Aoyuan Group's information construction adopts a "cloud + terminal" architecture model. The cloud mainly uses Cangqiong Platform as the main construction platform, and the terminal uses EAS Cloud as the main construction platform. The cloud and terminal are connected through the integrated cloud platform. The Cangqiong platform is mainly focused on business-side applications. After several years of construction, it has built core business systems such as centralized procurement systems, supplier collaboration, and cost procurement. EAS Cloud is mainly based on financial systems, including standard financial systems. , consolidated statements, budget management, fund management, financing management, reimbursement management, sharing center, bank-enterprise interconnection, etc. The cloud + terminal dual-mode drive model has helped Aoyuan Group realize the transformation of its financial management model and improved the company's management capabilities. Reduce operating risks and initiate the best practices for smart operations in the real estate industry.

 

 

Aoyuan Group’s digital platform “cloud + terminal” application architecture

 

Business and financial integration and sharing system empower enterprises

 

Through the Kingdee EAS Cloud financial shared reimbursement platform system, the reimbursement platform is customized and developed to realize Aoyuan Group's task processing, expense management and accounting and other expense sharing services. A branch manager said at the regular financial meeting: Now fill in the reimbursement documents There is much less content. Only a few main contents need to be filled in manually, and other contents are automatically generated. The system documents and processes are under the current systematic control, and the approval efficiency is greatly improved.

 

Under the shared model, the financial system effectively supports the rapid development of the group's business and promotes the achievement of the group's strategic goals. Promote the transformation of financial work, strengthen operational decision-making support for organizations at all levels, and enhance financial value. Through the Kingdee EAS Cloud financial sharing platform, through the construction of shared applications such as receivables, payables, cashiers, funds, and appropriateness, vouchers can be automatically generated (whether the generated vouchers can be configured to be temporarily stored or submitted), and business systems and financial intelligence can be aligned. Several senior financial accountants also gave feedback to the IT department: The current system has greatly reduced the workload and error rate of financial verification. Compared with the work in previous years, it is much easier and new colleagues can get started quickly, which is particularly convenient. .

 

Fund financing management, 'tracking' every penny

 

Through system upgrades and optimization, the fund plan preparation and review process has been standardized; the use of funds is orderly to control payment risks; unified management of accounts has been established to improve the efficiency of fund dispatching; credit line contract group management has been unified to effectively control credit risks. Realize the process and standardization of the group's credit business contract management, centrally monitor and grasp the flow and direction of funds in real time, and serve the management's decision-making support.

 

Unified data management, internal and external communication

 

In a communication with Kingdee's senior management, the cost business leader said that building a "management cockpit" through business data can output relevant data in multiple dimensions and enable online meetings based on system data. This has helped us a lot and saved a lot of things; Now the data is synchronized to the "Torch System" and the executive director's big screen to ensure the uniqueness and validity of the data. The value of the system is to tap the potential of the data, implement management actions, and improve quality and efficiency. The "Torch System" makes it easier, more intuitive, and more real to capture data, and can fully utilize the value of data application.

 

The vice president in charge believes that the standardization of business actions and refined control through business templates and business rule systems can break through the data barriers of information systems, realize online business circles between internal departments, and between upstream and downstream, forming a closed business loop.

 

Cost recruitment and procurement management process, ecosystem construction, and decision-making assistance

 

After the Cangqiong Cost Recruitment and Procurement System was launched, the group company and the major regional companies connected suppliers from warehousing and rating to online bidding evaluation and bid determination to cost estimation, contract signing, process management, etc. to achieve front-end control. , when bidding, you can select highly reliable suppliers based on their performance. After the bid is determined, you can sign the contract in one stop, and automatically push it to the cost PM to link the contract planning and target cost, connect external suppliers with internal control, and fulfill the contract. Afterwards, the suppliers will be evaluated and graded to ensure business continuity and achieve full-link closed-loop management.

 

Aoyuan's bidding and contract signing are carried out by the same people. After the system went online, users reported that only the corresponding contracts need to be automatically generated after the system bids, and the corresponding bidding attachments can also be automatically generated, which greatly saves system operation time and improves human efficiency.

 

 

 

Schematic diagram of Aoyuan Group’s cost recruitment and procurement to open up multi-system chain

 

project value

 

Accelerate the process of standardization and realize financial model transformation

 

The leader in charge of finance said: The group's organization has changed a lot recently, and senior leaders hope to disseminate and implement the standardization system as soon as possible. At this time, the construction of a financial sharing system has accelerated the implementation of financial standardization, achieved reintegration of financial functions, and achieved innovation in management models. . With the realization of shared management of expenses, income, costs, receivables, payables and other businesses, the group's costs are further saved and operational efficiency is continuously improved. Aoyuan can quickly adapt to expansion needs without increasing personnel, ensuring sustainable development.

 

 

Achieve deep integration of business and finance and improve overall business operation efficiency

 

The person in charge of the IT architecture group of Aoyuan Group said: Building Aoyuan's master data standards and bus standards based on EAS and Cangqiong systems has unified the basic system within the group and unified the standards for interconnection between systems, thus realizing the internal business system The efficient collaboration between business systems and financial systems ensures the accuracy, validity and real-time nature of data, and improves the overall operational efficiency of Aoyuan. This was one of the most important reasons for choosing Kingdee as a partner at that time. .

 

Achieve unified management and control of funds, prevent financial risks, and improve the efficiency of fund utilization

 

A regional person in charge reported to the group that through the construction of the fund management system, centralized management of the fund business was achieved, which greatly reduced his management investment. Fund plans and payment schedules effectively control payment standards and amounts, and at the same time open up the link between the fund system and the bank, improving the timeliness of fund payments. Capital and financing data can be displayed in real time through the report module, and data analysis can be provided in real time, allowing management to keep an eye on profits and cash flow, providing strong support for the company and shareholders' goal of maximizing project value.

 

Cloud procurement and digital costing help Aoyuan build an industrial chain ecosystem

 

The group’s cost manager pointed out at the system launch summary meeting: Through the centralized procurement system and cost system built on the Cangqiong platform, the data of the original cost system has been re-cleaned and adjusted. At the same time, through the construction of the system, it has helped Aoyuan Group establish relevant The business operation management mechanism effectively solves the problem of data confusion and inaccuracy through the management mechanism + system management and control dual-layer control. This is a very gratifying result. At the same time, the supplier collaboration portal built by Kingdee Cosmic System realizes the requirement of efficient interaction with upstream and downstream resources put forward by the group leaders long ago, and provides a good foundation for the construction of the entire industry chain ecosystem.

 

Build a big data integration center to make decision-making more scientific

 

The management in charge of operations said: The current Cangqiong and EAS systems are connected with Aoyuan's large operation platform to provide Aoyuan managers with various statistical data and related data, which can expose data problems very intuitively. Based on the visual statistics of operational data, various models and technologies are used to conduct qualitative and quantitative analysis of operational data to provide decision-making basis for management.