BBMG Jidong Cement Shijiazhuang Area: Sample of Supply Chain Evolution in the Era of Building Material Stock

When the building materials industry bids farewell to high-speed increment and enters a new cycle of parallel stock competition and reduction regulation, a fundamental problem is placed in front of all regional enterprises: capacity is no longer a barrier, price is no longer a weapon, then what is?

Recently, media reporters came to Shijiazhuang to visit Jinyu Jidong Cement Shijiazhuang Region, Shijiazhuang Jinyu Concrete and Hebei Supply Chain Company, to go deep into the production plant, mine, commercial mixing site and intelligent management and control center, to decipher a regional building material leader, how to take the whole chain supply chain remodeling as the fulcrum, and how to build a new one. Purchasing, production, production capacity, terminal, green low-carbon, market expansion, and a breakthrough path different from "competing production capacity and rolling price".

Shijiazhuang area is the core position of the industrial layout of Jinyu Jidong Cement in central Hebei Province. Under the background of four secondary management units and eight cement

side

cuts down redundant centralized procurement and builds a firm cost base

, the logistics layer by layer increases, the middlemen retain profits, and the raw material prices fluctuate sharply. Wang Zhensheng, Party Secretary and Director of Shijiazhuang Area of BBMG Jidong Cement, said frankly: In the past, the circulation of raw materials had to go through six or seven logistics links, and each layer of transshipment incurred costs. Now we have streamlined the logistics links to three or four, and some raw materials have even achieved direct supply and zero transshipment. "The core of the

reform is to" remove redundancy, shrink links, and hold a group of joint mining ". Enterprises should first sort out the logistics system of all kinds of raw materials, eliminate redundant processes such as repeated transshipment and ineffective warehousing, and then abandon scattered procurement, implement the centralized procurement mechanism of regional centralized procurement, unified bidding and batch landing, and strive for the initiative of upstream bargaining by "quantity for price". A

more critical step is to cut off the chain of middlemen. In the past, most of the core accessories such as fly ash, slag and sand in power plants were distributed by traders layer by layer. Shijiazhuang region actively docks with major power plants, raw material mines and other source suppliers to build a direct supply system-stable mass orders to achieve continuous production upstream, direct supply mode will transfer the price difference dividend to the industrial chain, forming a virtuous circle of "stable production upstream, cost reduction midstream, overall strong competitiveness". The

cement industry has obvious characteristics in the off-peak season. Under the traditional mode, the equipment is shut down and the production line is idle in the off-season, and a large amount of rich production capacity is wasted.

visits the workshop." Mill is no longer a single special equipment for cement production, but a comprehensive processing production line for multi-category raw materials. Enterprises use idle production capacity in off-season to independently process upstream raw materials such as mineral powder and concrete accessories, and realize self-production and self-use of basic raw materials that originally need to be purchased from outside, so as to open up the internal closed-loop of "raw material processing-cement production-product application" and build a self-sufficiency pattern of "aggregate + cement + mineral powder + accessories". Flexible reuse of

production capacity not only improves the efficiency of equipment operation, but also greatly enhances the anti-risk ability of supply chain. At the same time, the region dynamically allocated production tasks according to the location advantages of each subsidiary, established a marginal contribution priority mechanism, and the power consumption of several clinker production lines ranked in the forefront of the group. Lean management at the production end and link optimization at the purchasing end formed a two-way empowerment.

Terminal supply

side jumps out of "selling thinking" scheme to extend value

. When product homogenization comes to the bottleneck, terminal competition has already shifted from "product competition" to "service competition" and "scheme competition".

Wang Zhensheng said: "Now the docking project is not just to send cement and concrete, but to intervene from the design stage to provide customized products, technical guidance and on-site service packages.". "

The market layout

anchors the supply chain of urban renewal and follows the wind

. Shijiazhuang is a national urban renewal pioneer area. In 2024, 17 local urban village reconstruction projects were approved to start, and in 2025, the demand for concrete reached 24 million square meters, a significant increase over the previous 15-16 million square meters. Metro lines 4, 5 and 6 are under construction, lines 7, 8 and 9 have been approved, and rail transit, underground pipe galleries and other projects continue to release demand.

It is noteworthy that the mainstream private real estate in Shijiazhuang is almost stagnant, and the market is mainly dominated by the central state-owned enterprises, while the enterprises of Jinyu Jidong Cement in Shijiazhuang area, relying on the status of state-owned enterprises and the advantages of the whole chain, strengthen cooperation with the local central state-owned enterprises, firmly occupy the mainstream market of municipal and urban renewal, and stabilize the basic market in the downturn of real estate.

Green low-carbon end

double carbon is not the cost but the long-term survival

of the supply chain. Eight cement clinker production lines in Shijiazhuang region have all been incorporated into the national carbon market, and the effect of carbon reduction directly determines the long-term viability of the supply chain.

the production side, Dingxin Company has achieved industrial mass production of high-belite low-carbon cement, completed SCR ultra-low emission upgrade in the whole region, and many enterprises have been awarded A-level environmental performance in Hebei Province. Dingxin is the only leading enterprise in the cement industry in the province. In terms of

solid waste recycling, six collaborative disposal lines have been laid out in the region, and more than 20 million tons of industrial solid waste have been comprehensively utilized since the 14th Five-Year Plan, so as to build a recycling supply chain of "waste-raw materials-products" and transform the problem of solid waste disposal into the advantage of raw material cost.

Digital intelligence enables

the whole chain to bid farewell to the traditional building materials supply chain of "experience management"

with many links, scattered information and lagging scheduling. Shijiazhuang region builds an integrated digital management and control platform to break through the barriers of business flow, logistics, information flow and capital flow.

data sharing, rapid transmission of instructions and intelligent allocation of resources, the whole supply chain has bid farewell to "experiential management" and entered a new stage of "data-based operation". The breakthrough road

of Jinyu Jidong Cement Shijiazhuang region is essentially a systematic remodeling of the supply chain system. From cutting redundancy in the upstream, collecting and reducing costs, to revitalizing production capacity and recycling in the midstream, from downstream transformation program services, extending value, to anchoring urban opportunities, green low-carbon, digital empowerment-enterprises jump out of the single enterprise boundary, and create a symbiotic and win-win industrial ecology with industrial chain thinking. In

the incremental era, we compete for the scale of production capacity, and in the stock era, we compete for the efficiency, cost, resilience and value creation ability of supply chain. The practice of BBMG has proved that traditional building materials enterprises can find a new growth curve in the industry transformation by tapping the management potential inward and integrating the industrial chain resources outward, which also provides a reference frame for the transformation of the supply chain of the national building materials industry.