六大园区"一地 一 策"，京东把服务送到企业员工眼前 中秋福利，年年发、年年难。 月饼堆成山，员工吐槽不断，对企业来说，这是一场关乎人心与效率的"隐形考核"。到底怎样的员工 福利，才能既不超预算、又能提供情绪价值？ 《 2025企业中秋采购趋势洞察报告 》显示，40%的采购人仍以效益为预算核心，但近四成已将"员 工不认可"的隐性成本纳入 考量 ； 七成职场人 希望"我的福利我做主"，期待个性化与温度兼具。 正是在这种转变背景下， 京东政企业务 选择把"园区服务直通车"开进全国六大创新园区，让福利从 流程动作变回看得见、摸得着的员工关怀。 园区服务到全链支持 ， 京东助力企业采购降本提效 今年中秋，京东政企业务"园区服务直通车"驶入全国六大前沿科技园区，覆盖AI、物联网、数字文 创、商业航天 等前沿科技 企业聚集地，为企业与员工带来一场高效、温暖、个性化的节日福利新体 验。 这一次，京东政企业务 联合京东大商超、3C数码、京东健康及礼品定制等多条业务线，携手五芳 斋、稻香村、宝洁、鲁花、伊利、东阿阿胶、Intel等30余家知名品牌，现场不仅设有试吃试用区、礼 品定制服务区和UGC互动打卡区，更推出 " 企业 购 ...

Core Insights - The transformation in corporate procurement is underway, with a projected total procurement amount of 188.3 trillion yuan in 2024, reflecting a 7.3% year-on-year growth, while digital procurement is expected to reach 21.7 trillion yuan, growing by 16.2% [1] - The emergence of Generation Z in the workforce is driving a shift towards "emotional value" in corporate management, posing challenges to traditional procurement models [1] - JD's government and enterprise business has launched the "Business Procurement Integration" solution, leveraging smart supply chain advantages to address procurement pain points and enhance employee care efficiency [1] Industry Trends - Over 80% of employees recognize the role of benefits in enhancing their sense of belonging, indicating a shift in employee expectations [1] - The integration of human needs into supply chain processes is seen as a crucial path to improving overall efficiency, as emphasized by industry experts [1] - Companies like China Construction Ecological Environment Group are prioritizing employee satisfaction in procurement, shifting from standard products to tailored supplies that meet emotional and health needs [1] JD's Innovations - JD is innovating from the supply side by establishing an efficient demand matching mechanism through data and technology, offering customized welfare services via platforms like "JD Jinli" [2] - The "Business Procurement Integration" model aims to transition procurement from a "price, quality, efficiency" triangle to a "cost, efficiency, experience" triangle, optimizing hidden costs and enhancing service throughout the procurement cycle [2] - JD's three-step methodology focuses on accurately understanding employee care and business needs, matching supply chain resources, and dynamically optimizing procurement outcomes, leading to significant improvements in employee satisfaction [2]

Group 1 - The core viewpoint is that the concept of "emotional value" is penetrating corporate management, particularly in employee care and procurement systems, as the Z generation becomes the main workforce [1][2] - Over 80% of employees believe that benefits can enhance their sense of belonging, indicating a shift towards prioritizing employee satisfaction in corporate strategies [1][2] - The integration of digital supply chains and "business procurement integration" is seen as key to addressing traditional procurement challenges and activating emotional value [1][2] Group 2 - Employee care is directly linked to corporate cohesion and growth, with a focus on incorporating human needs into the supply chain process to enhance overall efficiency [2][3] - Companies are shifting from standard product offerings to tailored solutions that meet employee emotional and health needs, thereby improving both internal and external procurement processes [2][3] - JD.com is leveraging data and technology to create efficient demand matching mechanisms, offering customized care options through its digital welfare platform [2][3] Group 3 - The traditional procurement model is constrained by the "impossible triangle" of price, quality, and efficiency, with recent government initiatives aimed at enhancing supply chain resilience and competitiveness [3][4] - The "business procurement integration" model proposed by JD.com aims to transform procurement into a "golden triangle" of cost, efficiency, and experience, reducing internal friction and enhancing collaboration [3][4] - Achieving a dynamic balance among cost, efficiency, and experience is essential for companies to respond quickly to market changes and seize growth opportunities [3][4] Group 4 - JD.com has outlined a "three-step" methodology for implementing business procurement integration, focusing on precise demand insights, intelligent resource matching, and dynamic optimization of outcomes [4] - The first step involves capturing emotional value points related to employee care and market trends through data analysis [4] - The second step emphasizes using multidimensional models to balance cost, quality, and risk when selecting suppliers [4] - The third step includes establishing real-time monitoring mechanisms to track satisfaction levels and adjust offerings accordingly, leading to significant improvements in employee satisfaction [4]

Group 1 - JD Group and Dongfeng Motor Group have signed a strategic cooperation agreement to establish a comprehensive strategic partnership [1][2] - The cooperation will deepen collaboration in areas such as passenger vehicle omni-channel marketing, green intelligent logistics for commercial vehicles, parts sales, and after-sales service ecosystems [1][2] - The partnership aims to leverage each other's strengths in supply chain demand scenarios and digital operations to enhance cost reduction and efficiency [1][3] Group 2 - JD Group has a long-standing cooperative foundation with Dongfeng Motor, focusing on logistics commercial vehicle collaboration, user marketing, and after-sales service ecosystems [2] - JD's enterprise business has provided customized procurement solutions and supply chain services for over 30 subsidiaries of Dongfeng Motor since 2018 [2] - The partnership has led to significant improvements in employee welfare procurement, office supplies, and marketing through digital transformation [2][3] Group 3 - Future cooperation will focus on employee services, office supplies, and marketing, enhancing employee experience and engagement [3] - JD's enterprise business will integrate various service resources to build a comprehensive employee service management platform [3] - The collaboration promotes innovation in enterprise procurement and the automotive industry, facilitating a transition from traditional procurement to integrated procurement [3]

Core Viewpoint - JD.com aims to address the pain points in B2B procurement by leveraging its supply chain capabilities, introducing the JD PLUS enterprise membership to enhance procurement efficiency and reduce costs for businesses [5][12][25] Group 1: Pain Points in Procurement - Companies face significant challenges in procurement, including weak bargaining power, high shipping costs, cash flow pressure, and fluctuating supply quality [3] - JD.com identified these issues over a decade ago and has developed solutions such as the enterprise purchase channel and the SaaS platform for digital procurement [3][4] Group 2: JD PLUS Enterprise Membership - The JD PLUS enterprise membership directly addresses procurement pain points by offering benefits like a 5% discount on top of existing prices and free shipping, significantly reducing overall procurement costs [9][10] - The membership also introduces a "buy now, pay later" service, alleviating cash flow pressures for companies by extending payment terms [10] Group 3: Transformation of Procurement Process - JD.com has transformed the procurement process from a cost center to a value center, enabling businesses to achieve higher efficiency and better management of procurement activities [24] - The company provides a comprehensive service that covers pre-sale, sale, and post-sale processes, ensuring transparency and efficiency throughout the procurement lifecycle [19][21][24] Group 4: Ecosystem Development - The introduction of the JD PLUS enterprise membership is part of a broader strategy to build an ecosystem that fosters collaboration and resource sharing among high-value enterprises [12][15] - JD.com aims to continuously refine its service offerings based on customer feedback, enhancing the overall procurement experience [16]