The Path of Organizational Innovation to Drive the Development of Supply Chain Finance: A Case Study of Haier Financial Factoring

Abstract

Against the backdrop of global supply chain restructuring and deep integration of industrial finance, traditional hierarchical organizational structures are no longer adequate to meet the high-frequency, fragmented, and risk-controlled business demands of supply chain finance. Supply chain finance plays a crucial role in alleviating financing constraints for SMEs and improving the efficiency of supply chain collaboration; however, traditional models generally suffer from problems such as information asymmetry, low approval efficiency, and insufficient industry-finance synergy. This paper takes Haier Financial Factoring as a case study, employing a single-case research method to analyze the operational mechanism of its supply chain finance model from the perspective of organizational innovation. The study finds that Haier Financial Factoring has constructed a de-hierarchical micro-organizational structure through the "person-order integration" model, chain-group collaboration mechanism, and digital platform construction, achieving deep integration of industrial scenarios and financial services. Simultaneously, through data penetration, dynamic incentives, and a full-process risk control system, it has effectively improved financing approval efficiency and risk control capabilities. The research indicates that organizational innovation is a key driver for the transformation and upgrading of supply chain finance, and offers valuable insights for industrial financial institutions to optimize industry-finance synergy mechanisms and enhance their ability to serve the real economy.