The electronic commerce commission, which began in the 1970s, presented unprecedented challenges to all sectors and levels. It provides a new business model for the electronic, networked and digitalization of industries. With the widespread use of e-commerce in the management of petrochemical enterprises, the use of e-commerce to reform business management has become a new trend in petrochemical enterprise development。
1. E-commerce advantages
The broad definition of electronic commerce is the use of all electronic tools for commercial purposes. From a communications perspective, electronic commerce is the transmission of information, product services or payments made using telephone lines, networks or other media; from the perspective of business processes, e-commerce is a technological application for business transactions and automation of work processes; from a service perspective, e-commerce is a tool to address the need for companies, consumers and management to reduce the cost of services, improve the quality of goods, accelerate services and speed of transmission; from an online perspective, e-commerce provides the ability to purchase and sell products and information in the internet and other online services; from a productivity perspective, information technology and business technology complex talent, serialization, institutionalized application of electronic tools, transaction-centric economic affairs. Electronic commerce has profoundly changed the space, organization, mode of operation and regulatory system of enterprises, blurring the distinction between the controllable and uncontrollable elements of traditional business organization and management. Combining their definitional analysis, the advantages of e-commerce have several aspects: (i) accelerating the speed of communication; (ii) enhancing the exchange of information; (iii) reducing management costs; (iv) improving and enhancing customer relations through interactive distribution channels; and (v) changing the way business is managed to improve the competitiveness of enterprises。
2. Deficiencies in the original management system of petrochemical enterprises
In order to adapt to the evolving requirements of a market economy, petrochemical enterprises have accelerated the pace of institutional reforms, dismantled the “small and full” enterprise structure, formed specialized groups and gradually transformed into corporate and equity enterprises. In the course of the transition, mobility has accelerated, the workforce structure has changed significantly and new staff are in large numbers, such as irregularities in the various forms of reporting, inconsistencies and the appearance of standardized work, and the old management system is no longer adapted to new development needs. Therefore, the development of enterprise management can only be facilitated by identifying existing deficiencies and identifying regulatory gaps. The management deficiencies are as follows: management costs cannot be reduced by factor, economic exploitation is not well founded, investment plans are weak and unplanned project management is more difficult. In the area of financial management, in the past, the financial accounting of petrochemical enterprises was mostly two or more levels, with more links and sources of data, reducing credibility, insufficiently timely and accurate information generation in real time and online. In terms of material, two levels of procurement were previously achieved in a multisectoral manner, with limited concentration of procurement, inadequate availability of funds, difficulties in sharing inventory information and less orderly vendor and price management. In terms of production and distribution, there is little control over the movement of factors of production such as raw materials, finance, technology and personnel。
3. Innovations in management systems for petrochemical enterprises in electronic commerce
3. 1 in-house management organizational innovation
