签约再深化 落地见实效 | 湖南一力股份领导莅临 GONYOYO 共商合作落地细节

This article focuses on a strategic cooperation alignment between Hunan Yili Co., Ltd. and GONYOYO (Huihong Group) in May 2026, moving the framework agreement signed in March that year into the implementation phase, with core cooperation directions and implementation paths formally confirmed. Key takeaways are as follows:

1. The two parties have aligned their core resources. Yili Co., Ltd. operates industrial parks nationwide, has built a logistics technology network, and offers end-to-end services covering "procurement, processing, distribution, supply chain finance and digitalization". GONYOYO specializes in controlled procurement on behalf of clients and OEM processing, with strengths in digital platform-based order coordination and data empowerment, and has also built a full-chain comprehensive service system.

2. They have agreed on three core cooperation areas: deepening collaboration of spot retail resources to expand regional markets; jointly building a national cloud warehouse network to improve delivery efficiency; and integrating cloud factory processing capacity to boost operational efficiency. The project will be rolled out in phases to ensure orderly implementation.

This cross-enterprise cooperation offers valuable insights for physical industry brands looking to layout supply chains and expand markets. Key takeaways are as follows:

1. Brands can adopt this complementary resource cooperation model: leverage industrial resources from both parties to connect online and offline channels, jointly develop regional markets, and establish an efficient data collaboration mechanism in advance to ensure smooth cross-platform business alignment.

2. Brands can learn from the approach of building full-chain comprehensive service capabilities: integrate capabilities across procurement, processing, distribution, supply chain finance and digitalization around end-user demand, align with core demands of manufacturing, and comprehensively enhance brand competitiveness.

3. This cooperation reflects that the current physical industry tends to integrate upstream and downstream resources, and improves efficiency through a combination of online digital empowerment and offline mature operation. This aligns with the consumption and industrial trends of high-quality industrial development, and is worth following for brands.

For sellers in metal processing and related sectors, this cooperation signals new opportunities on the industrial supply chain side. Key takeaways are as follows:

1. The industry is seeing a new trend of deep integration of supply chain resources: online digital platforms are increasingly integrating with offline logistics and industrial park resources. Sellers can leverage the integrated cloud warehouse, supply chain finance and processing capacity resources to cut operating costs, improve end delivery efficiency, and gain a differentiated competitive edge.

2. This cooperation identifies the regional spot retail market as a new growth driver. Sellers can ride the wave of industrial resource collaboration, access platform resources to expand into regional markets, and break through their own growth bottlenecks.

3. This cooperation adopts a phased approach to mitigate potential risks during implementation. Sellers can refer to this model when conducting cross-entity cooperation to roll out projects gradually and reduce operational risks brought by uncertainty.

For metal processing factories, this cooperation reveals new business opportunities and offers clear insights for digital transformation. Key takeaways are as follows:

1. The industry is promoting the cloud factory capacity integration model: digital scheduling is used to integrate scattered processing capacity across upstream and downstream, which effectively improves overall production and operational efficiency. This provides a new path for factories to connect with external resources and raise utilization of idle capacity.

2. Manufacturers now need full-chain comprehensive service support more than ever. Factories can access GONYOYO's services including controlled procurement on behalf of clients, order coordination and data empowerment, and leverage Yili's resources in logistics, warehousing and supply chain finance to solve supporting pain points in their own operations.

3. Traditional manufacturing factories do not need to build a full digital system from scratch for transformation. They can rely on the digital capabilities of external platforms and achieve data empowerment through cooperation, effectively cutting the cost and threshold of transformation.

For service providers serving the physical manufacturing industry, this cooperation clearly demonstrates industry development trends and customer pain points. Key takeaways are as follows:

1. The core industry trend today is the deep integration of online digital platforms and offline physical supply chains. Single-link services can no longer meet the demand of manufacturing clients, and full-coverage comprehensive services will become the mainstream of the industry in the future. Service providers can adjust their business layout accordingly.

2. The core pain points of current manufacturing clients include unreasonable dispersed capacity scheduling, low warehousing and delivery efficiency, lack of supply chain finance services, and poor cross-entity data collaboration. All these are core business areas that service providers can enter.

3. A viable implementation approach is to adopt a resource integration model: combine the digital capabilities of online platforms with the operational strengths of offline physical enterprises, and jointly build a full-chain service system covering warehousing, processing, distribution and finance to help clients improve overall operational efficiency.

For industrial internet platform operators, this cooperation provides actionable experience for platform operation and cross-entity cooperation. Key takeaways are as follows:

1. The core demand of the physical industry for industrial platforms is to connect online and offline resources. Purely online platforms cannot meet on-ground demands such as processing, delivery and warehousing for the physical industry. Partnering with offline physical enterprises that own warehousing and industrial park resources is a viable way to make up for platform capability gaps.

2. The correct process for implementing cross-entity cooperation is: first sort out and align core resources, identify cooperation entry points based on complementary capabilities, then discuss and confirm specific cooperation directions item by item, and establish an efficient data collaboration mechanism in advance to ensure smooth cross-platform business alignment.

3. In the project implementation phase, a phased rollout strategy can be adopted: anticipate and communicate potential difficulties in advance, and deliver work in stages. This can effectively avoid uncertainty risks in project advancement, and the two parties can also jointly expand regional markets based on their combined resources to achieve growth breakthroughs.

For industry researchers, this cooperation provides a new vivid case for studying supply chain integration and digital transformation in the physical manufacturing sector. Key reference information is as follows:

1. The new trend in the current metal processing and manufacturing industry is deep cross-border integration on the supply chain side. Traditional offline logistics and industrial park operators and online digital industrial platforms have moved from framework cooperation to actual implementation, with the core goal of jointly empowering high-quality development of the metal processing and manufacturing industry.

2. This cooperation has generated a new complementary business model: each party contributes its core strengths. The online platform contributes order resources, digital scheduling capabilities and full-chain resource integration capabilities, while the offline enterprise contributes warehousing networks, mature operation capabilities and industrial end resources. Together they build three core business segments: spot retail, cloud warehouse and cloud factory.

3. This cooperation sums up a replicable implementation path for cross-border industrial cooperation: first align resources, sort out core capabilities and identify entry points; then confirm cooperation directions and clarify implementation paths item by item; finally roll out the project gradually via a phased strategy. This provides a new reference sample for studying the implementation of industrial cooperation.