Reshaping of cross-border e-commerce corporate culture and optimization of global supply chain

Cross-border e-commerce is not just about online purchasing or selling through online platforms, but also involves the reshaping of corporate culture. If companies want to better integrate into the cross-border e-commerce field, they must carry out cultural reshaping, model upgrading and management changes. In this process, companies need to integrate cross-border thinking and concepts into corporate culture to guide their behavior. However, if the company’s values, vision and mission are not clear, it may happen that although senior personnel constantly emphasize new cross-border visions and new dynamics, they still tend to use old methods when dealing with specific problems, leading to new ideas and ideas. A phenomenon that remains only in words.

Reshaping corporate culture is a process for enterprises to try new changes, and it is also a new opportunity for transformation and upgrading. Enterprises should take the initiative to reshape their culture, otherwise they are likely to fall behind their competitors in the cross-border field and eventually be eliminated from the market. Reshaping corporate culture requires management to face all challenges with a positive attitude, enhance internal driving force, and achieve self-subversion. Only in this way can we ensure that even if an excellent cross-border transformation plan is formulated, it can avoid backfires during the specific implementation process.

At the same time, cross-border e-commerce is promoting the reorganization of global value creation factors and helping traditional foreign trade companies achieve transformation and upgrading. This process shortens the intermediate supply chain, and the saved costs can be used to increase R&D investment, create brands, improve quality, and improve marketing and after-sales services. In the current context of “small batches, high frequency, and fragmentation” of global trade, manufacturing companies have achieved “digitization and onlineization” and directly mastered a large amount of real foreign consumer data and international market demand. Through the docking of “production, sales and consumption”, the C2B customization model and the establishment of a flexible production supply chain can be used to achieve intelligent production and industrial transformation and upgrading, optimize the supply chain, eliminate middlemen, and reduce overall costs.

In traditional international trade, small, medium and micro enterprises have a weak ability to withstand international market risks. They find it difficult to compete with large enterprises in terms of supplier selection, trade channels and trade negotiations, and are often at a disadvantage in competition. However, the emergence of the Internet and the business model innovations it brings, such as the emergence of platforms and the establishment of platform credit systems, enable small and medium-sized enterprises to connect with global traders through the Internet and compete on the same platform as large enterprises. In addition, individual merchants can also participate in international trade. The coverage of international trade is wider and the trade order is fairer.

Nevertheless, when all middlemen give way to information service providers, transaction costs may increase, and the issue of monopoly based on information resources cannot be ignored. Cross-border e-commerce is triggering huge changes in global economic and trade, significantly reducing and eliminating trade costs and obstacles between countries, making international trade gradually move toward borderless trade, and giving birth to new international economic and trade rules that meet the development requirements of the future Internet era. .