随着历史的演进和经济的进步，饮食习惯和饮食方式也随之发生了重大的转变。新一代人不再习惯亲自下厨房做饭，而是更倾向于外卖或预制菜肴。自2014年起，随着O2O模式和冷链物流的成熟，预制菜行业得到了迅速发展，特别是在新冠疫情的影响下，预制菜进入了千家万户。根据数据显示，我国的预制菜企业数量在过去的十年里持续增长，截至2022年底，预制菜相关企业数量已经达到6.4万家，行业规模也已达到4196亿元。预计到2026年，行业规模将会超过万亿元，且近三年的复合增长率超过了20%。由此可见，预制菜行业已成为产业和资本争相追逐的热门领域。然而，飞速发展也带来了一些行业痛点，如产品创新不足、供应商弱而散、库存周转慢、牛鞭效应强等。作为一家定位于专业预制菜品牌的创业企业，C公司致力于为消费者寻遍天下特色美食，解决便捷餐饮、美味餐饮和健康餐饮问题。自2021年创立以来的两年时间内，陆续开发并上市鲜面系列、鲜粉系列、火锅系列、年夜饭系列新品，销量持续增长，消费者满意度和忠诚度持续升高，投资回报率与复购率指标居行业领先水平。企业高速发展的同时也得到资本市场的充分认可，并获得多家消费品领域专业投资企业的融资，资本有效地促进了C公司的快速扩张和发展。作为预制菜行业的新兴企业，C公司创业之初便面临上述压力和挑战。为了应对竞争激烈的市场环境，C公司需要不断优化经营管理，并提出自己的解决方案来应对上述行业痛点。本论文将以C公司的产品研发创新、采购管理、库存管理和销售需求管理为主要分析对象，分别梳理公司在各个节点所面临的问题和痛点，提出应对策略和解决方案。本文提出的应对策略包括“三师”协同策略、采购联盟策略、安全库存策略和VMI库存管理方式等，完全是基于C公司的创业实践基础面，结合实际工作提出具有特色的解决方案，以帮助C公司应对市场变化和挑战。同时，本文还探讨了牛鞭效应对C公司运营管理的影响，并提出了相应的对策和思考。最后，本文对应对策略的实施效果进行检验，总结了策略实施后的成果，并为C公司以及行业的未来发展提出了建议和展望。
With the evolution of history and economic progress, dietary habits and eating patterns have undergone significant transformation. The new generation is no longer accustomed to cooking meals from scratch but tends to prefer takeout or prepared dishes. Since 2014, with the maturity of the O2O model and cold chain logistics, the prepared dishes industry has experienced rapid development, especially under the impact of the COVID-19 pandemic, when prepared dishes entered thousands of households. According to data, the number of prepared dishes companies in China has been continuously increasing over the past decade, reaching 64,000 by the end of 2022, and the industry scale has reached 419.6 billion yuan. It is projected that by 2026, the industry scale will surpass one trillion yuan, with a compound annual growth rate exceeding 20% in the past three years. It is evident that the prepared dishes industry has become a hot sector pursued by both the industry and capital. However, rapid development has also brought about some issues in the industry, such as insufficient product innovation, weak and scattered suppliers, slow inventory turnover, and strong bullwhip effect.As an entrepreneurial enterprise positioned as a professional prepared dishes brand, Company C is dedicated to providing consumers with a wide range of specialty cuisines, addressing the needs for convenient dining, delicious dining, and healthy dining options. Over the past two years since its establishment in 2021, Company C has continuously developed and launched new product lines, including fresh noodle series, fresh vermicelli series, hotpot series, and Chinese New Year dinner series. These new offerings have witnessed a consistent increase in sales volume, leading to continuous improvement in consumer satisfaction and loyalty. The company has achieved industry-leading performance indicators in terms of investment return rate and customer repurchase rate. The rapid growth of the company has been recognized and supported by the capital market, attracting funding from multiple specialized investment firms in the consumer goods sector. The infusion of capital has effectively facilitated the rapid expansion and development of Company C.As an emerging enterprise in the prepared dishes industry, Company C faced the aforementioned pressures and challenges from the very beginning. In order to cope with the highly competitive market environment, Company C needs to continuously optimize its business management and propose its own solutions to address the aforementioned issues in the industry. The main focus of this paper is to analyze the product research and development innovation, procurement management, inventory management, and sales demand management of Company C. It will identify the problems and issues the company C faces at each stage and propose countermeasures and solutions. The proposed countermeasures in this paper include the “Three-Expert” collaborative strategy, procurement alliance strategy, safety stock strategy, and VMI (Vendor Managed Inventory) inventory management method. These countermeasures are entirely based on the entrepreneurial practice of Company C and provide unique solutions that are grounded in practical work to help Company C adapt to market changes and challenges. Additionally, this paper also explores the impact of the bullwhip effect on the operation management of Company C and presents corresponding countermeasures and reflections. Finally, this paper examines the implementation effects of the countermeasures, summarizes the achievements of the strategy implementation, and provides recommendations and prospects for the future development of Company C and the industry.
