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广东天章纸品集团成立于2011年，其前身是创建于1996年的广东天章信息纸品有限公司。天章纸品集团是一家以商业模式打造为核心竞争力，以遍布全国40余个大中城市的现代化营销配送网络和2万余家终端客户资源为核心竞争优势，以商业分销理念为指引，以大办公O2O供应链领导企业为愿景，集大办公供应链服务、信息纸品生产销售为一体的多元化集团企业。

天章纸品集团（TPG）以天章纸品品牌商为定位，负责统筹天章纸品品牌整体运营和供应链管理，围绕客户价值开展营销和供应链管理工作，推动天章品牌增值和C化，成为天章品牌的所有者和管理者。下辖广东天章营销公司（TMK）和广东天章信息纸品公司（TIP）两个子公司。

天章纸品集团里的TMK定位为天章纸品品牌运营商，主责是供应链管理、品牌营销、渠道管理，下辖纸品供应链管理事业部、快线事业部。利用原有线下基础和乐活公社的建设，加强线下中西部和三四线市场的深入开拓，打造行业生态圈，获取品牌价值的同时，延长线下渠道品牌的生命周期；加大品类拓展方面的投入，拓展产品品种，不断培育产品经理人才；加强用户需求研究，推动直户互动工作的持续开展，综合提升品牌价值和市场竞争力。

随着天章品牌C化发展逐步成型，TMK将逐步脱离对供应链资源和渠道资源的依赖，不断在品牌营销方案策划、新产品拓展、全渠道资源管理、客户资源开发和利用等方面发展和创新，成为以用户为中心的品牌运营商。供应链管理职能逐步转移至TIP子公司。

TIP从供应链管理全环节（见附件）来看，先从纸品生产服务商出发，推动生产环节的内包、合资、外包等工作，完成公司现有工厂的转型升级，并培养供应链管理型人才。逐步向以采购执行、订单处理、生产监管等职能为主的生产供应链服务商转型。在TMK逐步实现品牌C化的过程中，完善组织架构和人才培育，成为纸品行业供应链管理者。

英文翻译：Guangdong tianzhang paper group was founded in 2011. Its predecessor is Guangdong tianzhang Information Paper Co., Ltd. founded in 1996. Tianzhang Paper Group is a diversified set integrating office supply chain services, information paper production and sales, with business model as the core competitiveness, modern marketing and distribution network covering more than 40 large and medium-sized cities and more than 20000 terminal customer resources as the core competitive advantage, commercial distribution concept as the guide, o2o supply chain leading enterprises as the vision Group enterprise. TPG takes tianzhang paper brand as its position, is responsible for overall operation and supply chain management of tianzhang paper brand, carries out marketing and supply chain management around customer value, promotes value-added and C-Oriented of tianzhang brand, and becomes the owner and manager of tianzhang brand. It has two subsidiaries: Guangdong tianzhang Marketing Company (TMK) and Guangdong tianzhang information paper company (tip). TMK in tianzhang Paper Group is positioned as the brand operator of tianzhang paper. Its main responsibilities are supply chain management, brand marketing and channel management, and it has the paper supply chain management business department and express line business department under its jurisdiction. By using the construction of the original offline foundation and LOHAS commune, we will strengthen the in-depth development of the offline Midwest and the third and fourth tier markets, create an industry ecosystem, obtain brand value, and at the same time, extend the life cycle of offline channel brands; increase investment in category expansion, expand product categories, and constantly cultivate product managers; strengthen the research on user needs, and promote the interaction between direct customers Continue to carry out, comprehensively improve brand value and market competitiveness. With the gradual formation of tianzhang brand C, TMK will gradually break away from the dependence on supply chain resources and channel resources, and continue to develop and innovate in brand marketing scheme planning, new product development, Omni channel resource management, customer resource development and utilization, so as to become a user centered brand operator. Supply chain management functions are gradually transferred to tip subsidiaries. Tip from the perspective of the whole process of Supply Chain Management (see the annex), it starts from the paper production service provider, promotes the internal contracting, joint venture, outsourcing and other work in the production process, completes the transformation and upgrading of the company's existing factories, and cultivates supply chain management talents. Gradually to purchase implementation, order processing, production supervision and other functions of the production supply chain service provider transformation. In the process of gradually realizing brand C, TMK has improved its organizational structure and talent cultivation to become a supply chain manager in the paper industry.

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