Analysis of China's Foreign Trade Structure Based on Supply Chain Management Opt

Abstract. In post-financial crisis era， how to deal with complexity and uncertainty in domestic and foreign trade environment， fully understand the importance and urgency of foreign trade structure adjustment， accelerate transformation of the mode of foreign trade development， optimize foreign trade structure， foster international cooperation and multilateral cooperation in the new advantages， and further improve export promotion policies， promote trade facilitation， adding advanced technology， key components and materials imported domestic shortages， efforts to improve the trade balance are China's foreign trade work long-term research goals.

Key words： Supply Chain Management， Optimize， Foreign Trade Structure

1. Introduction

In post-financial crisis era， the U.S. has not gone out of subprime mortgage crisis， and the debt crisis in Europe continues to ferment， China's foreign trade situation is facing many variables. How to deal with complexity and uncertainty in domestic and foreign trade environment， fully understand the importance and urgency of foreign trade structure adjustment， accelerate transformation of the mode of foreign trade development， optimize foreign trade structure， foster international cooperation and multilateral cooperation in the new advantages， and further improve export promotion policies， promote trade facilitation， adding advanced technology， key components and materials imported domestic shortages， efforts to improve the trade balance are China's foreign trade work long-term research goals.

2. Optimize the policy of Chinas foreign trade structure

2.1 Improve the main level of supply chain management of foreign trade

According to information released by General Administration of Customs， in 2012 China's foreign trade structure changed significantly， as the import and export trade in Europe and Japan continued to decline， and the United States replaced the EU market has become China's largest export market. In terms of export growth， China's export to ASEAN is fastest growing， and trade volume with Hong Kong exceeded over Japan.

In 2012， the EU remained China's largest trading partner and largest source of import status， bilateral trade worth $ 546.04 billion， down 3.7%， accounting for 14.1% of total foreign trade. In which the import from the EU is 212.05 billion U.S. dollars， an increase of 0.4%. Trade surplus o Europe is 121.94 billion U.S. dollars， narrowed 15.8%. Export to the EU is $ 333.99 billion， down 6.2%. The EU's largest export market is replaced by the United States.

The United States becomes China's second largest trading partner， largest export market and the fifth largest source of imports， bilateral trade amounted to 484.68 billion U.S. dollars， an increase of 8.5%， accounting for 12.5% of total foreign trade. The import from the U.S. is $ 132.89 billion， an increase of 8.8%； China exported 351.79 billion U.S. dollars to the United States， an increase of 8.4%； trade surplus of U.S. is $ 218.92 billion， expanding 8.2%.

As China gradually expands the scale of foreign trade， the foreign trade structure is also quietly changed， and foreign trade enterprises' rules are constantly changing.

First， the roles are changed from the customers and suppliers to buyers. Foreign trade enterprises have changed from a simple agent to buyers， not only purchase appropriate procurement of goods for the customer but also choose the right supplier for the customers. Establishing long-term strategic cooperative partnership through the implementation of supply chain management and customers can provide customers with more added values.

Second， the roles are changed from buyers to integration of resources. With the strategic partnerships establishment of foreign trade supply chain node enterprises as well as continuously enhance of the core enterprise of integrating the resource's ability to foreign trade supply chain， foreign trade supply chain can continue to provide customers with higher value-added products and services. Foreign trade supply chain according to a conceptual product solution proposed by the customers develops a complete production plan， and provides a variety of alternative product solutions determined by the customer. In this case， foreign trade enterprises are mainly engaged in high value-added business， such as product design， procurement， production management and quality control， logistics management， and globally distribute the relatively low value-added production tasks such as outsourcing to the most suitable partners in the network， realizing globalization of production， in order to achieve optimum utilization of resources and provide customers with the largest value-added services.

Third， the roles are changed from the integration of resources to the global supply chain managers. At this stage， the foreign trade enterprises are in charge of co-coordinating the entire supply process， with its service network along with economic globalization continues to extend the global supply chain network. It is responsible for a series of product-centric work not only include market research， product design and development， raw material procurement， vendor selection， but also can provide value-added services， including management of import and export declarations， customs clearance formalities high added value， making the entire supply chain maintained in good working condition. As foreign trade supply chain managers， it can also provide financial support to high-quality supply chain partners and maximize customer value.

2.2 Implement supply chain management to solve imbalances in trade structural

In terms of factor endowments， the foreign trade supply chain should take full advantage of abundant labor resources and some of the industrial capital， technology， comparative advantage， through a foreign trade supply chain extends， to promote exports of products in the supply chain level. Domestic foreign trade enterprises should seize the favorable opportunity of the global high-tech industrial transfer to increase investment in scientific research， and promote the optimization and upgrading and technical progress of the industrial structure of China's export products， further increase high value-added， high-tech and self-the export efforts， and drive the development of the domestic industry through the supply chain management. While strengthening the trade in goods， we should speed up the development of trade in services， the relaxation of restrictions on foreign investment and private capital， break the monopoly of trade in services， introduce an orderly competition mechanism through the supply chain management reference model， enhance our service sector in foreign trade supply chain agility， and realize the harmonious development between trade in goods and services trade. Through the implementation of supply chain management， we should realize trade growth mode transformation， increasing export volume while improving the quality of goods， to achieve a basic balance between trade in goods and trade in services in the export product structure.

2.3 Optimize model of China's foreign trade structure based on supply chain management

We should create high-quality foreign trade supply chain to enhance the level of China's industrial structure， change the long-standing commodity structure of foreign trade and its industrial structure dislocation status quo， and from the perspective of foreign trade strategy， based on global supply chain management cultivate China competitive advantage in the overall foreign trade industrial structure. We should start from the whole supply chain of foreign trade， not only support some potential industries as the leading export industries， overall plan the direction of industrial development to make it meet the international demand， but also develop a good business strategy of foreign trade， continue to strengthen the pillar industry leading industries or products in the international market development. We should optimize the structure of foreign trade patterns and expand the proportion of intra-industry trade in foreign trade pattern structure. Currently， the global trade structure is being developed from the vertical division of labor gradually to form a horizontal division of labor. The degree of intra-industry trade in the global supply chain management has been developed. Through the supply chain management， making rational use of foreign trade agreements node multinational supply chain capital， technology， management， products， brands， overseas markets， employment creation and other factors， it is possible to improve the proportion of intra-industry trade， optimize the structure of foreign trade patterns.

2.4 The optimize structure of China's foreign trade zone based on supply chain management

The supply chain is a network formed by many companies with the core competitiveness. The core competitiveness of enterprises node determines the structure and form of the supply chain， but also the network structure of foreign trade. Therefore， we should create a number of nationwide leading national foreign trade， especially export trade development patterns and trends that can constantly optimize the structure of foreign trade， foreign trade enterprises to guide and influence many business directions and operational decision making， to promote stable and orderly development of foreign trade foreign trade supply chain， forming the backbone strength of foreign trade group. We should establish financial system taking an asset as the core， strengthen financial operations management， strengthen cost accounting and the management of all aspects of occupancy and turnover of enterprise funds， and improve the utilization of funds in order to maximize the overall economic benefits of the supply chain. We should through export diversification， promote diversification of the regional structure of foreign trade development and optimize the structure of foreign trade zone.

3. Proposals of optimization of China's foreign trade structure based on supply chain management

3.1 Optimizing the structure of foreign trade is a gradual process

Foreign trade structure optimization is a process of progressive development， and the supply chain formation is a process from unconscious to conscious. As the foreign trade supply chain jumps between international from the initial supplier to end users， they need to cross the higher and more complex level than the level of domestic trade supply chain， so it is necessary to form a longer period. Thus optimizing the structure of foreign trade cannot be done overnight， it should be a gradual process.

The optimization of China's foreign trade structure based on supply chain management needs to gradually build an effective supply chain in the export process， form an effective supply chain operation and management mode through the optimization of supply chain node enterprises， and then through the implementation of supply chain management optimize foreign trade commodity structure， regional structure， model structure， mode structure， so as to optimize the structure of foreign trade. Every process of optimization of China's foreign trade structure based on supply chain management is a scratch， from the lower to the higher， the cycle spiraling process， where each process is a gradual process， and thus the optimization of China's foreign trade structure based on supply chain management is a cycle spiral gradual process from lower to higher.

3.2 To optimize China's foreign trade structure should pay attention to the choice of partners

Foreign trade and supply chain partner selection is related to key to the efficient operation of the supply chain. Since foreign trade supply chain node enterprises are in different states， the political， economic， and cultural and customs are different. Although the rules of the framework of the WTO trade are the same， in the post-crisis era of national non-tariff barriers ever-changing backdrop， how to choose the line with the requirements of foreign trade supply chain collaboration across international enterprise supply chain managers must be of high concern.

The geographical distribution of foreign trade supply chain node enterprises largely decides the regional structures； the level of node enterprises in the supply chain largely determines model structure and mode structure of foreign trade structure， while the node enterprises geographical distribution to some extent also determines the commodity structure of foreign trade. Therefore， when we choose foreign trade supply chain partner， from the perspective of optimizing the structure of foreign trade， in addition to inspect each other's operations， reputation， reputation and other general corporate performance assessment indicators， we also need to consider the geographical distribution of node enterprises.

3.3 Build a virtual supply chain to enhance the competitiveness of China's foreign trade

Information technology standard construction is the foundation of supply chain management. Within the framework of information represented by technology Internet / Intranet， building information technology standards which meet the requirements of foreign trade supply chain is the basis and premise of the optimization of China's foreign trade structure based on supply chain management. There is no a fast and efficient foreign trade supply chain formation without foreign trade supply chain information.

Traditional foreign trade supply chain is the paragraph supply chain. In the case of uncertainty demand， producers in a country are unable to respond quickly to the needs of customers in another country， thereby reducing the adaptability of companies on the market， and the product competitiveness. So competition can be only in the low-level competition. In order to improve foreign trade enterprises' ability to adapt the global market， continue to improve the speed of response of consumer demand abroad， enhance the competitiveness of foreign trade enterprises products， it is necessary to establish a customer orders as the driving force of the new supply chain model - virtual supply chain. Then we can bring every node enterprises' own strength into full play， take resources and the environment for effective integration to reduce supply chain costs and improve competitiveness purposes.

Foreign Trade and virtual supply chain can be constructed in two layers： the first layer is the integration of chain services provided by foreign trade enterprises. At this level， foreign trade enterprises achieve inter-process integration， make foreign trade supply chain react to the final demand of foreign customers quickly and adding value for customers. Foreign trade enterprises should complete tasks such as taking orders， product design， procurement of raw materials， production planning， choosing the right manufacturer， production process monitoring， quality inspection， export procedures， assembly shipping and so on. Foreign trade enterprises play the role of inter-process integration， which depends on a strong integration of information to enable the smallest invalid wait between the various processes and improve the ability to respond to customer needs. The second layer is the supply chain partner integration. At this level， foreign trade enterprises play a role of the initiator and virtual supply chain manager. It is also an information integration center of the entire foreign trade supply chain. As the core of supply chain， foreign trade enterprises， through the information about integrated supplier manufacturers， retailers， customers， logistics companies and the relevant government departments and other cooperative units， ultimately realize the integration of the order data， production data， inventory data and service data， and predict the future of foreign customers' needs by analyzing the integrated data， improving overall foreign trade supply chain efficiency.

We can optimize business processes and foreign trade supply chain network partners through the construction of a virtual supply chain and fast and efficient information network， through the global integration of resources. By optimizing the structure of foreign trade， reaction speed of the foreign trade supply chain for the end users increases， which maximally reduce foreign trade supply chain operating costs， thereby enhancing foreign trade supply chain competitive advantage.

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