C 网络电子商务有限公司农业供应链金融平台服务模式优化研究 吉林省 C 网络电子商务有限公司(以下简称 C 公司)，公司的定位为现代农业综合 服务商和可溯源农产品运营商，通过整合各类新型农业主体、农资供应商、农产品收 储企业形成供应链，依托规模化的物权质押，从合作银行获得授信额度，形成供应链 金融。并通过 C 公司农业供应链金融平台实现食品安全溯源、规模定制营销、第四方 物流等，大幅度降低各大银行的贷款风险压力和业务管理成本，使产、供、销三方均 能得到优惠的金融产品支持，带来供应链各环节资金周转率和履约率的稳步提升，同 时为企业创造较高水平的经营效益，实现互利共赢。 C 公司农业供应链金融平台依托互联网与金融高度结合。既可以实现一般概念下的 电子商务利润，又可以借助银行的信誉和客户对信贷资金的强烈需求形成新的服务产 品，为客户进行量体裁衣，提供许多高质量的增值服务，减少成本，增加利润，因而 得以实现超预期收益。 在我国农业改革的关键时期，农业供应链金融的产生，推动了我国经济的快速发 展，加快了农业现代化的脚步，具有战略意义。基于中国农业产业化大背景，我国农 业供应链金融的发展较为缓慢，与西方国家完备的农业供应链金融体系存在很大的差 距。我国农业经济发展仍然是以家庭生产、小农经济为基本表现形式，而现代农业未 来的发展趋势，势必会对零散的农户和各种类型的农业生产合作组织进行重新整合， 使之加入农业供应链金融平台中来，成为供应链链条中发挥作用的重要环节；更值得 关注的是，大部分学者将重点研究方向都指向农业供应链金融中的“金融”二字，狭 隘的将供应链金融服务理解为贷款融资手段，而忽略了“供应链”这一拥有巨大链条 潜力的环节，因而无法敏感的触碰到供应链金融服务对食品安全、营销、物流等多个 环节的应用契机。今后，各大农业服务类企业的竞争绝不仅仅限于农业供应链金融的 融资服务，农业供应链金融在农业供应链供、产、销等各个环节的应用都将被深度挖 掘，成为各涉农企业在未来发展中的制胜法宝。 本文对 C 公司农业供应链金融平台、物流、资金流、交易流和信息流等进行了深 入研究，探索农业供应链金融服务为现代农业企业发展带来的价值。农业供应链中， 前端生产、中端加工、尾端销售，各环节紧密相连，生产者与经营者之间的利益关系 不顺畅、不规范、不直接，而与之相匹配的激励机制、约束利益调节机制尚未形成，II 出现农业供业链条脱节断裂现象，常常是小生产、大需求，难以实现规模效益。面对 现状，要想抓住市场契机，拓展、整合上下游企业链条，发挥企业联动效应，深入研 究 C 公司农业供应链金融平台服务模式，优化流程，具有重要意义。 关键词： 农业供应链金融，C 公司农业供应链金融平台，服务模式，优化研究III Abstract Research on Optimization of Service Mode of C Company's Agricultural Supply Chain Financial Platform Jilin Province C Network E-Commerce Co. , Ltd. (hereinafter referred to as C Company), the company is positioned as a modern agricultural integrated service provider and a traceable agricultural product operator, through the integration of various new types of agricultural entities, agricultural suppliers, agricultural products storage and storage enterprises to form a supply The chain relies on the large-scale pledge of property rights to obtain credit lines from cooperative banks to form supply chain finance. And through the C company agricultural supply chain financial platform to achieve food safety traceability, scale custom marketing, fourth party logistics, etc. , significantly reduce the loan risk pressure and business management costs of major banks, so that the production, supply and sales can get preferential Financial product support. It also brings about a steady increase in the capital turnover rate and compliance rate of all links in the supply chain, and at the same time creates a higher level of operating efficiency for the enterprise and achieves mutual benefit and win-win. C network e-commerce company agricultural supply chain financial platform relies on the high combination of Internet and finance. It can not only realize the profit of e-commerce under the general concept, but also form a new service product with the credit of the bank and the strong demand of customers for credit funds, tailor-made for customers, provide value-added services with many manuscript quality, reduce costs and increase profits. Thus, the expected benefits are realized. In the critical period of China's agricultural reform, the emergence of agricultural supply chain finance has promoted the rapid development of China's economy and accelerated the pace of agricultural modernization, which has strategic significance. Based on China's agricultural industrialization background, the status quo of China's agricultural supply chain finance is still developing slowly, and there is a big gap with the complete agricultural supply chain financial system in Western countries. China's agricultural economic development is still a common form of family production and small-scale peasant economy, and the future development trend of modern agriculture will inevitably re-integrate scattered farmers and various types of agricultural production cooperation organizations into the agricultural industry. In the supply chain financial platform, it has become an importantIV link in the supply chain chain. What is more worthy of attention is that most scholars point their research directions to the word financial in agricultural supply chain finance, narrowly supplying the supply chain. Financial services are understood as means of loan financing, while ignoring the “supply chain”, which has the potential of a huge chain, and therefore cannot sensitively touch the application opportunities of supply chain financial services for food safety, marketing, logistics and other aspects. In the future, the competition of major agricultural service enterprises will not be limited to the financing services of agricultural supply chain finance. The application of agricultural supply chain finance in all aspects of agricultural supply chain supply and sales will be deeply explored and become the future of various agriculture-related enterprises. The magic weapon for development in development. This paper conducts in-depth research on C company supply chain financial platform, logistics, capital flow, transaction flow and information flow, and explores the value of agricultural supply chain financial service model for the development of modern agricultural enterprises. In the agricultural supply chain, there are many links in front-end production, mid-end processing, and tail-end sales. The interests of producers and operators are not direct, irregular, and unsmooth, but the matching incentives and constraints The adjustment mechanism has not yet formed, and there is a phenomenon of disconnection and fracture of the agricultural supply chain, which is often small production and large demand, and it is difficult to achieve economies of scale. Facing the status quo, it is of great significance to seize the opportunity of the market, expand and integrate the upstream and downstream enterprise chains, give play to the linkage effect of enterprises, and deeply study the service model of C company's agricultural supply chain financial platform and optimize the process. Keywords: Agricultural Supply Chain Finance, C Company Agricultural Supply Chain Financial Platform, Service Model, Optimization ResearchV 目 录 第 1 章 绪论......................................................................................................1 1.1 研究背景..................................................................................................1 1.2 研究的目的和意义..................................................................................2 1.2.1 研究目的............................................................................................2 1.2.2 研究意义............................................................................................3 1.3 国内外研究现状分析..............................................................................4 1.3.1 国外研究现状....................................................................................4 1.3.2 国内研究现状....................................................................................5 1.3.3 国内外研究评述................................................................................7 1.4 研究内容和研究方法..............................................................................7 1.4.1 研究内容............................................................................................7 1.4.2 研究方法............................................................................................8 第 2 章 理论概述............................................................................................10 2.1 相关概念................................................................................................10 2.1.1 农业供应链金融相关概念..............................................................10 2.1.2 溯源管理相关概念..........................................................................11 2.1.3 定制营销相关概念..........................................................................11 2.1.4 第四方物流概念..............................................................................12 2.2 其他相关理论........................................................................................12 2.2.1 金融抑制理论..................................................................................12 2.2.2 4C 理论 ............................................................................................13 2.2.3 信息不对称理论..............................................................................13 2.2.4 金融创新理论..................................................................................14VI 2.2.5 电子商务..........................................................................................14 第 3 章 C 公司农业供应链金融平台服务模式分析....................................15 3.1 C 公司情况简介....................................................................................15 3.2 C 公司农业供应链金融平台服务模式现状........................................16 3.2.1 传统农业供应链金融服务 .............................................................17 3.2.2 农业大规模定制供销模式 .............................................................18 3.2.3 基于供应链金融的智慧化第四方物流系统 .................................19 3.2.4 基于供应链金融的企业评级功能 .................................................20 3.2.5 基于 C 公司农业供应链金融的溯源管理模式.............................21 3.3 C 公司现有农业供应链金融平台服务模式存在的问题....................23 3.3.1 农业供应链金融供应主体少，金融服务模式单一总量偏小 .....23 3.3.2 土地碎片化，大片土地无法流转 .................................................24 3.3.3 平台服务主要集中于供应链前端，缺乏整体思想 .....................24 3.3.4 农产品溯源管理方面问题 .............................................................24 3.3.5 基于供应链金融的第四方物流系统不健全 .................................25 3.3.6 大规模定制营销业务订单量小，对单个企业依赖程度高 .........25 3.4 C 公司现有农业供应链金融服务流程问题原因剖析........................25 第 4 章 C 公司农业供应链金融平台服务模式优化研究............................27 4.1 优化目标................................................................................................27 4.1.1 实现供应链各关节服务模式相统一 .............................................27 4.1.2 打造智慧农商综合体 .....................................................................27 4.2 优化原则................................................................................................28 4.2.1 科学性原则......................................................................................28 4.2.2 因地制宜原则..................................................................................28 4.2.3 实用性原则......................................................................................28VII 4.2.4 协同发展原则..................................................................................28 4.3 C 公司农业供应链金融平台服务模式优化........................................28 4.3.1 农资投放模式优化..........................................................................29 4.3.2 可溯源管理模式优化......................................................................29 4.3.3 订单管理模式优化..........................................................................31 4.3.4 市场定位策略优化..........................................................................32 4.3.5 营销战略优化..................................................................................33 第 5 章 C 公司电供应链金融平台服务模式优化方案保障措施................34 5.1 创新理念保障........................................................................................34 5.2 制度扶持保障........................................................................................34 5.3 第三方农业保险保障............................................................................35 第 6 章 结论与展望........................................................................................36 6.1 结论........................................................................................................36 6.2 展望........................................................................................................37