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1TheanalysisofSCMofHUAWEItechnologiesCo.LTDEconomicglobalization,manufacturingglobalization,partnership,informationtechnologyprogressandinnovationofmanagementthought,thewaythatcompetitionhasalsohadtheunusualchanges.Nowthecompetitionentities,alreadyfromthepreviousenterpriseandthecompetitionbetweentheenterprisestosupplychainandthecompetitionbetweenthesupplychain.Therefore,inmoreandmorefiercecompetitionenvironment,SupplyChainManagement,SupplyChainManagement,hereinafterreferredtoasSCM)becomeinrecentyearsathomeandabroadisincreasinglyanewManagementideaandtheManagementpattern,intheenterpriseManagementusedwidely.HUAWEItechnologiesCo.,LTD.Isoneofthetypicalexamples.ManagementsuppliersInternalsupplychaincoordinationmanagementHuaweifrom1994toandMRP(MaterialRequirementapplicationPlanning,materialrequirementsPlanning)systemforenterpriseresourceallocation,to1997YearbeganusingMRPII(ManufacturingResourcePlanning.ManufacturingResourceplanning),andfrom2000toandintegratedsupplychain(ISCIntel-GratedSupplyChain),theconstructionofinternalSupplyChainoperationstructureconstantlyliters.Huaweitechnologiestosupportthelevelofthehighspeeddevelopment.Atthesametime,withtheefficientoperationoftheplanSystemasthemainbody,theproductsaccordingtothemarketdemandandmaterialinventoryenvironmentHeldinS&OP(SalesOperationPlanning,SalesandOperationandPlanning)Themeeting,accordingtothedemandofthemarketchangeconstantlyintimeandtoreducethestockinsupplyEstablishinggoodbalance,throughthewholeplansystemtothemacro-controlCertificateofthesupplychainservicescoordination.In2002,inordertosupporttherapiddevelopmentoftheproductionefficiency,andlowcost,thelaunchoftheimprovematerialconveyingandwarehousemanagementoperationaccuracyandefficiency,EntrustSiemensGermany)productioncenterinhorsenearanewhasbuiltTheworld'sadvancedlevelofconsistsof20000trayandmorethan40000materialboxhighAlibrary,with13trayconveyingstackerandsevencontainertransportationstackerTheautomationofthewarehouse.Beginfrom2005,huaweijointi2companyadvisorintheglobalsupplyChainGSC(GlobalSupplyChain)~construction,hasalreadyspreadintheRussianRenaldoLatinAmerica,,,NorthAmerica,Europe,AsiaPacific,andtheMiddleEast,north2Africa,SouthAfricaandotherpartsofthesupplyChainsarefunctionandfunctionupgrade,closetothecustomer'slastkilometerImprovethedeliverycapability.ExternalsupplychaincoordinationmanagementHuaweiandsuppliersandcarriers,establishagoodstrategicpartnerrelationship,alayerofsuppliersoflevelsofmanagement,inasuppliermanagementhavestrictstandardandsystemauthentication,throughtechnology,quality,response,deliverycost,environmentalprotection,socialresponsibility7aspectsofsuppliersstrictlytheauthentication.ThroughtheSCC(SupplyChainCollaboration,SupplyChainCollaborationsystems)systemandsupplierSupplyanddemandsituationachievesreal-timeinteraction,andtoensuretheSupplyofstabilityandtimeliness.Andin2004tojoinhuaweiRosettaNetorganization,andstrategicsupplierB2Btradewayrealization,greatshowwherepurchasingprocess,improvetheaccuracyoftheinformation.Throughconstantofpolishedandexchangeandcooperationpartnersawin-winsituationrelations,initsconstantdevelopmentofhuaweialsoandsupplierofcommonprogress.Intheglobalscope,huaweisupplychainthroughtheauthenticationlocalLSP.Understandthelocalcustomsclearancedeliverysituationclosesttothecustomersupportdeliveryservice,globalnearly500transportationlinecoveringandarticleadvancedlogisticspartnerstothestrategiccooperationofhuaweiproductscanaccuratelycarriedtoeverycorneroftheworld.Globalset128backupcenters,toprovidetheoriginalplaterepair,economy,andspeedingupthemachinetypereworkstationsandtherepairserviceetc.Forimportantdevicesprovide2-4hoursNBD(NetBusinessDay)ofthesparepartreplacementservice.Huaweiisthemaninthecustomerside,alwaysreadytoprovidespecializationandhighqualityservice.Inaddition,initssupplychainhuaweiestablishedwithintheriskmanagementprocess,performingeachlinkofriskmanagementareinidentifyinganalysis,evaluation,processingstepstocontrol,especiallysetupproductioncontinuitysystem,islikelytoaffecttheproductionofcontinuityofcrisispointidentificationandstandards,andaccordingtotheemergencymeasuresexerciseplan,toguaranteethecontinuityofsupply.ManagementinventoryInventoryisdouble-edgedsword,ontheonehand,canimprovethesupplyflexible,butontheotherhandwilltakeupalotofmoney.Notareasonableinventorylevelwilllikelycauseenterprisecapitalchainrupture,onlytosetupareasonableinventorystructureandlevelcanreceivemaximumbenefit.3TheABCclassificationofinventorymanagement(16principles),findthekeyinventorycontrolABCmanagement:accordingtothethingssuchaseconomyandtechnologyaspectsofthemaincharacteristic,usingthemathematicalstatisticsmethod,thestatistics,arrangement,andanalysis,seizethemaincontradiction,distinguishkeyandthegeneral,andthereisadifferencebetweenthewayofmanagementtotakeaquantitativemanagementmethods.AndsayBolithoanalysis,classificationadministration,etc..Theaccuracyoftheplantothestockinfluenceisverybig,ontheonehand,tothroughtheadvancedplanningmethodandgraspthemarketaccuratedemandinformation,improvethea