Businesspeople who have been trapped by procurement pain points have finally waited for the game-changer.

Li Fang, the procurement supervisor of a factory in Shandong that produces lifting equipment, still remembers the night that kept her awake. At that time, the testing instrument in the workshop suddenly malfunctioned, and a spare motor needed to be replaced urgently. She spent two days on this and finally found a matching model from a supplier.

“Although the quoted price was 20% higher than the budget, there was no other way. It was an urgent order and the procurement volume was small, so the supplier was not willing to lower the price,” Li Fang said helplessly. What was worse, this motor weighing about 50 kilograms was sourced from another place, and the supplier did not cover the freight. This meant that the freight accounted for 40% of the total equipment price.

Unfortunately, due to the logistics delay, the motor arrived two days late, causing the production line to stop and missing the delivery deadline to the customer. The liquidated damages plus the production capacity loss resulted in a direct loss of over 200,000 yuan.

This is just the tip of the iceberg of the procurement pain points Li Fang has encountered. For example, the labor - protection gloves purchased by the workshop every month cannot get the wholesale price because of the small single - purchase volume, and the unit price is 18% higher than the wholesale price. For the employees' welfare items such as rice, flour, cooking oil in the cross - provincial factory areas, the freight alone eats up 35% of the procurement budget...

In the world of enterprise procurement, the four major pain points such as weak bargaining power in scattered procurement, high freight for heavy goods, great pressure on capital turnover, and large fluctuations in supply quality are like capillaries that restrict the enterprise's cash flow and production rhythm, and the market lacks a systematic solution.

More than a decade ago, JD keenly captured many pain points in B - end procurement and began to break through them one by one. In 2014, the JD Enterprise Procurement Channel was launched, allowing enterprises to source, compare prices, and place orders on a platform built by an e - commerce company. In 2015, JD issued the first electronic invoice, leading enterprises to bid farewell to paper invoices on a large scale. In 2020, the Huicai SaaS platform was launched, digitizing the entire procurement process including sourcing, online agreements, and electronic invoices through SaaS for the first time, and realizing the rapid deployment of the enterprise digital mall in 2 hours. In 2025, JD put forward the concept of “integration of business and procurement”, redefining the role of the procurement department with the OEC model...

After years of accumulation, JD has served over 8 million active enterprises in total, including more than 30,000 large government and enterprise customers, covering over 90% of the Fortune Global 500 enterprises in China and nearly 70% of the specialized and sophisticated enterprises with unique skills in the country.

This time, JD has taken out a more powerful “hammer to break the situation” and officially launched the JD PLUS Enterprise Membership, directly targeting the pain points in the entire enterprise procurement process. It enables enterprises with high procurement demand, high frequency, and strong stickiness to directly benefit, promoting the procurement industry to upgrade from “one - way supply” to “full - life - cycle” service. Enterprises can search for the “JD PLUS Enterprise Membership” entry through the JD APP or PC and activate this service with one click.

Liu Qiangdong, the founder and chairman of the board of directors of JD Group, once emphasized: “All of JD's businesses are for the supply chain.”

The launch of the JD PLUS Enterprise Membership is exactly JD's productization of its digital and intelligent supply - chain capabilities accumulated over more than a decade. At the same time, under the policy impetus of digital and intelligent procurement, it builds a “transparent, efficient, and low - cost” procurement infrastructure network for enterprises.

When enterprises entrust their procurement to JD, they can save not only on price but also on time, capital, and risks; what is released is not only cost but also the impetus for industrial upgrading in the future.

Upgraded benefits target procurement pain points and strengthen the B - end service chain

Liu Bing, the procurement supervisor of a cable factory in Foshan, Guangdong, was quite delighted when a prompt “PLUS 95% discount on top of the original discount + free freight” popped up automatically on the system when she confirmed an order on the JD Enterprise Procurement platform. For this batch of labor - protection supplies urgently needed in the workshop, it turned out that nearly 2,000 yuan was saved compared with last month's procurement.

This is the change that is taking place in the enterprise procurement scenario after Liu Bing activated the JD PLUS Enterprise Membership. Through core upgrades in terms of cost, efficiency, and experience, JD is using the paid - membership system as a fulcrum to reconstruct the entire enterprise procurement service chain.

“We surveyed more than 10,000 customers and found that enterprises of different sizes all have various procurement pain points. For example, when some small and medium - sized enterprises purchase employees' welfare items such as rice, flour, and cooking oil, the freight almost accounts for one - third of the procurement cost. At the same time, prepaying the full amount for some goods also puts great pressure on the enterprise's cash flow,” said Zhu Zhiwei, the person - in - charge of the JD PLUS Enterprise Membership.

This time, JD has launched the first enterprise - exclusive paid - membership system for the industry, precisely targeting the core pain points of enterprise procurement.

For example, the “PLUS 95% discount on top of the original discount” benefit for enterprise members allows enterprises to enjoy an additional 95% discount on the JD price, and it can be stacked with other promotional discounts. When a small enterprise purchases office computers, the original price is 2,599 yuan, but through the enterprise - member discount, about 130 yuan can be saved per unit. For a purchase of 10 units, 1,300 yuan is directly saved. When combined with other office supplies such as printers, 3,000 yuan can be saved in a month.

There is also the free - freight benefit, which completely solves the pain point of high freight for heavy - goods procurement by enterprises. Zhu Zhiwei mentioned that previously, when an enterprise distributed rice, flour, and cooking oil across factory areas, the freight accounted for over 20% of the total cost. Now, the freight for self - operated products is completely free, and JD bears all the freight for cross - factory - area distribution, significantly reducing the overall procurement cost.

It is worth noting that the “buy now, pay later” payment - term service this time directly targets the pain point of enterprise capital turnover.

The financial person - in - charge of a company in Hangzhou that produces pharmaceutical excipients said frankly, “We often spend hundreds of thousands of yuan on equipment and raw - material procurement. In the past, we had to pay the prepayment in advance, which put great pressure on our cash flow. Now, through the payment - term service of the JD PLUS Enterprise Membership, a 41 - day payment term is enough for us to complete production and receive payment. The boss said that we got through the difficult period of capital shortage thanks to JD's interest - free payment term.”

More than a decade of supply - chain capability accumulation gives birth to a new model of ecological co - construction

Why did JD launch the enterprise paid - membership at this time? What is the thinking logic behind it?

All along, the paid threshold can screen out “high - value, high - activity” enterprises, and the platform is also willing to release scarce resources such as warehousing, logistics, and finance to these enterprises. In turn, better prices, longer payment terms, and more personalized services stimulate enterprises to release more procurement demand on the platform, forming a “snowball” effect.

This is exactly the deep - seated value of the JD PLUS Enterprise Membership, that is, to promote the B - end service to move from “one - way supply” to “ecological co - construction”. In the current context of the accelerated penetration of digital and intelligent procurement, the essence of JD is to fully output the supply - chain capabilities accumulated over more than a decade through the membership system, making enterprise procurement more efficient.

As Zhu Zhiwei, the person - in - charge of the JD PLUS Enterprise Membership, said, “The purpose of JD's enterprise paid - membership system is to enable more high - quality enterprises to save more money and worry less in the procurement process.”

The birth of this new species is by no means accidental. It is rooted in JD's more than a decade of in - depth cultivation in the field of digital and intelligent procurement and the real insights formed through serving a large number of customers. This B - end - oriented gene has become the core code for it to reshape the enterprise service market.

The procurement experience of a national training institution headquartered in Beijing is quite representative. Originally, this training institution only purchased teaching consumables on JD. But as JD's product supply continued to expand, later, the institution also purchased office equipment, various household appliances, and even afternoon tea for some stores through JD. JD basically met most of the procurement needs of this training institution, directly helping the customer significantly improve the overall procurement efficiency.

As the service deepened, JD found that customers also had scenario - based procurement needs such as work uniforms and customized gifts. Therefore, it extended to the “service supply chain” and created a service ecosystem integrating work - uniform customization, gift customization, and marketing customization, promoting the transformation of the procurement supply chain from “products” to “products + services”.

“During our visits to customers, customers also put forward many demands to us, hoping that JD could provide more refined services. So we will continuously deepen our service system,” Zhu Zhiwei emphasized.

Now, the “digital and intelligent supply chain” built by JD based on digital and intelligent technologies enables procurement to shift from being human - driven to data - driven through tools such as one - click intelligent product selection, multi - address ordering, and planned procurement. A medium - sized state - owned enterprise shortened the procurement time for annual - meeting gifts from two days to one hour through the intelligent product - selection function of the JD Enterprise Procurement platform, which was an unimaginable efficiency in the past.

The unique growth path “rooted in the B - end” enables the JD PLUS Enterprise Membership system to build an all - chain service capability that is difficult to replicate. In the future, continuously promoting the entire B - end service market to evolve in the direction of lower cost, higher efficiency, and better experience is exactly the ultimate value of JD's in - depth cultivation in the procurement field.

Full - process transformation reshapes procurement value, moving from “cost center” to “value center”

Liu Min, the procurement director of an electronics factory in Suzhou, still remembers the nightmare ten years ago. At that time, the procurement process only relied on manual verification, and the relevant personnel did not detect a batch of inferior capacitors after they arrived. Eventually, the entire batch of products had to be recalled, resulting in a loss of over 2 million yuan.

Now, relying on the shared templates in the JD Enterprise Workbench, the budget, approval, and verification status of 20 types of core consumables are synchronized in real - time. Even if a defect is found in the product during the review, the product can be quickly replaced through the 180 - day replacement - only - no - repair policy of the JD PLUS Enterprise Membership, avoiding losses in the millions.

Behind this huge change, JD's transformation of the procurement process has long gone beyond the optimization of a single link and has formed an all - link upgrade covering pre - sales, in - sales, and after - sales.

In the pre - sales stage, relying on the massive supply in JD's self - operated product library and the exclusive benefits for members, enterprises not only have a wide range of choices in procurement but also can directly reduce the procurement cost by stacking the “95% discount on top of the original discount” and “free freight” benefits of the PLUS Enterprise Membership.

In the in - sales stage, JD's digital and intelligent tools and logistics supply - chain network make the procurement process transparent, traceable, and more efficient.

For example, some enterprises in the new - energy vehicle industry chain have factories distributed across the country. In the past, when purchasing supplies, they needed to manually count the needs of each factory area and place orders separately, and it would take half a day just to verify the addresses. Now, through JD's “multi - address ordering” function, one operation can complete the precise matching of multiple addresses. At the same time, relying on JD's “six major logistics networks” in the logistics supply chain, the fulfillment efficiency is guaranteed to the greatest extent, and there is no need to worry about production stagnation due to logistics delays anymore.

In the after - sales stage, the JD PLUS Enterprise Membership provides services such as worry - free returns within 7 days, free door - to - door pick - up, and replacement - only - no - repair within 180 days, providing a quality guarantee for the sold products.

From “free product selection” in pre - sales, to “process acceleration” in in - sales, and then to “service guarantee” in after - sales, JD disassembles its accumulated supply - chain capabilities into “modular components”, allowing enterprises to “use as needed” according to their own needs, making procurement truly a boost to enterprise operations.

In the current context where new - quality productivity has become the core driving force for industrial upgrading, enterprises' demand for refined management and high - quality development is becoming more and more urgent. As a cost center all along, procurement needs to shift from simply spending money to efficiently creating value and gradually become a profit center and a value center.

In the future, whether it is the “discount benefits” needed by cost - sensitive enterprises, the “digital and intelligent tools” needed by efficiency - oriented enterprises, or the “full - process butler” needed by service - dependent enterprises, solutions can be found on JD.

Going back to Liu Qiangdong's answer to the question about JD's business boundaries: “All of JD's businesses are for the supply chain.” The launch of the JD PLUS Enterprise Membership is exactly the concrete practice of this concept.