With the further integration of the global market and the diversification of consumer demand, furniture enterprises going global are full of opportunities and challenges, requiring enterprises to respond flexibly to market changes in their global layout and improve product quality and service levels. In recent years, China has consistently been one of Serbia's most important economic cooperation partners, and trade between the two countries has continued to grow in both directions. Jiepai Group has actively embraced these opportunities and followed the policies of the times by establishing an overseas upholstered furniture production base in Serbia, Jiepai Home. Use digitalization to lay out globalization Jiepai Group, a comprehensive export-oriented home furnishing enterprise integrating research and development, production, and sales services, has long been committed to building a global market presence. To better expand its global business, it chose to use digital technology to empower operations, helping the enterprise make better use of data, expand channels, improve efficiency, and achieve global development goals during its overseas expansion. In March 2024, Jiepai Group reached a strategic cooperation agreement with Soonfor Software. Recently, the two sides officially launched a digital project to build a digital system for global operations. Learn about Jiepai Group Jiepai Enterprise Group has more than ten subsidiaries, mainly engaged in furniture, home furnishing materials, management software R&D, food, and other businesses. It has subsidiaries in Zhejiang, Sichuan, Guangdong, and other places in China, and also has subsidiaries in Hong Kong, the United States, and Europe. The groups vision and pursuit in the home furnishing field is to take customer demand as the goal and science and technology as the driving force, and through unremitting pursuit and arduous struggle become a globally leading enterprise. Up to now, Jiepai Group has established sales for the following products: Single sofas, two-seater sofas, and three-seater sofas Specialty chairs and lounge chairs Benches, stools, sectional sofas, coffee tables, beds, and more. Benchmarking against peers and choosing Soonfor In the course of enterprise development, Jiepai Group established various organizational structures and studied various management methods. However, these structures and methods did not effectively improve management efficiency, nor did they avoid management risks. Group management believed it had to change the companys management status from another angle, so it found excellent peer enterprises locally that had done very well in home furnishing industry management and wanted to learn from them humbly. After learning from multiple sources, the group found that the reason outstanding peer home furnishing enterprises performed well in enterprise management was that they attached great importance to digital construction. From ERP to MES to CRM to smart manufacturing systems, they had always chosen to cooperate with Soonfor Software, which focuses on digitalization in the big home furnishing industry. The application of the Soonfor system brought disruptive changes to peer enterprise management, broke the traditional management model, and established planning and management suited to the enterprises own development. Therefore, Jiepai approached Soonfor Software and conducted an in-depth investigation. After learning about Soonfors products in detail, the two sides hit it off immediately and signed a digital strategic agreement to help Jiepai Group make an overall digital management plan. Launch the digital project At the kickoff meeting, Mr. Xu of Jiepai specifically elaborated on the great significance of digital management to the group from the perspective of seven key safeguards. Seven key safeguards that digitalization brings to enterprises 01 Provide accurate data support for group decision-making: Digitalization can collect, integrate, and analyze massive amounts of enterprise data, providing accurate data support for group decision-making and thereby improving decision-making responsibility and efficiency. 02 Improve product quality and service levels: By introducing automated and intelligent technical means, the group can realize real-time monitoring and regulation of the production processes of various business divisions, improve production efficiency, optimize production processes, reduce unnecessary steps and waste, and improve product quality and service levels. 03 Optimize cost control: It can accurately calculate and control operating costs, thereby formulating more reasonable cost control strategies and improving the enterprises profitability and competitiveness. 04 Predict and prevent risks: It can monitor various risks in enterprise operations in real time, including market risks, financial risks, and technical risks, thereby reducing the likelihood and impact of risks for the group. 05 Improve customer experience: It can gain an in-depth understanding of customer needs and preferences, provide enterprises with more personalized and refined products and services, and improve customer satisfaction and loyalty. 06 Drive R&D innovation: It can provide enterprises with a powerful technical support and innovation platform and promote enterprise R&D innovation. By introducing advanced technical means and R&D tools, enterprises can accelerate product development cycles and improve product quality and performance, thereby meeting constantly changing market demands. 07 Optimize resource integration: It can realize the effective integration and optimized allocation of internal and external enterprise resources. Through a digital management platform, enterprises can effectively coordinate and manage resources from supply chains, sales channels, partners, and other parties, thereby improving resource utilization efficiency and overall profitability. Mr. Xu emphasized: Data-based management is a long-term and arduous task that requires the joint efforts and continuous support of all employees. I believe that with everyones efforts, we will definitely be able to successfully implement digital management and push Jiepai toward a brighter future. Mr. Ma from Soonfor introduced the Soonfor project team and the division of responsibilities, and explained matters requiring attention during project implementation. Jiepai project manager Hu Yanlin outlined the digital strategic goals of this project, mainly including business process standardization, process digitalization, digital transparency, breaking down departmental walls, and building effective management tools for efficient collaboration. He also explained the relevant systems and organizational structure of the project. Soonfor project manager Han Dong introduced the project implementation control methods and the overall project plan, and put forward requirements for each group leader and key users to ensure the steady advancement of the project plan. The representative group leaders for business, procurement, technology, production, and finance spoke in sequence, introducing the scope of their responsibilities, taking responsibility for the project go-live results, and committing to do their utmost to complete the project. 
Today, extensive traffic dividends are gradually fading while costs remain high. Against the backdrop of globalization, home furnishing enterprises are actively expanding overseas business, and the digital storm is carrying cross-border going-global enterprises into a new stage. Whoever seizes the digital track first will have the opportunity to seize the initiative first.
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