GB/T 46114-2025 Technical specification of management on supply chain of tea English, Anglais, Englisch, Inglés, えいご
This is a draft translation for reference among interesting stakeholders. The finalized translation (passing through draft translation, self-check, revision and verification) will be delivered upon being ordered.
ICS
CCS
National Standard of the People's Republic of China
GB/T 46114-2025
Technical specification of management on supply chain of tea
茶叶供应链管理技术规范
Issue date: 2025-12-02 Implementation date: 2026-04-01
Issued by the General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China
the Standardization Administration of the People's Republic of China
Contents
Foreword
1 Scope
2 Normative References
3 Terms and Definitions
4 General Principles
4.1 System
4.2 Collaboration
4.3 Mutual Benefit
5 Supplier Selection and Management
5.1 Selection and Audit
5.2 Qualified Supplier Management
5.3 Continuous Improvement
6 Procurement
6.1 Stable Supply
6.2 Cost Control
6.3 Efficiency Improvement
7 Processing
7.1 Cost Control
7.2 Stable Supply
7.3 Efficiency Improvement
8 Packaging
8.1 Cost Control
8.2 Efficiency Improvement
8.3 Green and Environmental Protection
9 Warehousing
9.1 Efficiency Improvement
9.2 Cost Control
9.3 Stable Supply
10 Transportation and Distribution
10.1 Efficiency Improvement
10.2 Cost Control
10.3 Stable Supply
11 Sales
11.1 Stable Channels and SupplyBibliography
Tea Supply Chain Management Technical Specification
1 Scope
This document establishes the general principles of tea supply chain management, specifies technical requirements for supplier selection and management, procurement, processing, packaging, warehousing, transportation and distribution, and sales, and defines terms related to tea supply chain management.
This document applies to the supply chain management and evaluation of various types of enterprises engaged in the procurement (including self-harvesting) of raw materials such as fresh tea leaves, as well as tea processing, packaging, warehousing, transportation and distribution, and sales. Other new agricultural business entities involved in tea may refer to this document for use.
2 Normative References
The contents of the following documents constitute essential provisions of this document through normative reference. For dated references, only the edition cited applies. For undated references, the latest edition (including all amendments) applies.
GB/T 26337.2 Supply chain management — Part 2: SCM terms
GB/T 40633 Tea processing terms
3 Terms and Definitions
For the purposes of this document, the terms and definitions given in GB/T 26337.2, GB/T 40633 and the following apply.
3.1 management on supply chain of tea
Activities or processes of planning, organizing, coordinating and controlling the product flow, information flow and capital flow within an enterprise network structure that revolves around a core tea enterprise and involves the procurement (including self-harvesting) of raw materials such as fresh tea leaves, as well as tea processing, packaging, warehousing, transportation and distribution, and sales, for the purposes of satisfying customer needs, ensuring product quality, and achieving the objectives of improving efficiency, controlling costs and ensuring stable supply.
3.2 bullwhip effect
Drastic variation in demand at the upstream end of a supply chain caused by a small variation in demand at the downstream end.
[SOURCE: GB/T 26337.2—2011, 2.7]
3.3 stock keeping unit; SKU
Basic unit for measuring incoming and outgoing sales.
3.4 reverse logistics
Logistics activities caused by the movement of goods from the downstream to the upstream end of a supply chain.
[SOURCE: GB/T 26337.2—2011, 2.20]
3.5 selling beyond agreed areas
In the process of distribution, product sales activities carried out by channel nodes beyond the scope authorized by the enterprise.
[SOURCE: GB/T 26337.2—2011, 8.1.17]
3.6 stock-sales ratio
The ratio of the average inventory of a product over a period, or the period end inventory, to the total sales during that period.
3.7 private domain operations
An operational approach in which an enterprise establishes and manages customer relationships on its own marketing platform, provides personalized products, services and promotional activities through continuous interaction and communication, so as to enhance customer loyalty and create sustained value.
4 General Principles
4.1 System
4.1.1 The core enterprise in the tea supply chain, which engages in the procurement (including self harvesting) of raw materials such as fresh tea leaves, as well as tea processing, packaging, warehousing, transportation and distribution, and sales, shall adopt system theory and methods. Through process optimization, balanced inventory management, and the application of digital and intelligent technologies, it shall design, plan, control and optimize the product flow, information flow and capital flow in the supply chain, so as to achieve overall optimal efficiency and the best benefits.
4.1.2 The core enterprise in the tea supply chain shall, based on the characteristics of different tea categories and with scientific forecasting and planning as the core, systematically manage and control various resources such as products, information and capital at each link. It shall reduce product inventory ratios, accelerate capital turnover, ensure two way information transparency, and achieve supply chain management and sustainable development goals, including improving efficiency, controlling costs, ensuring stable supply, overall resource conservation, and green and low carbon operations.
4.1.3 Enterprises in the tea supply chain, on the premise of achieving standardization forms such as simplification, unification, seriation and modularization, shall focus on their core businesses, establish core competitiveness, clearly position themselves within the supply chain, improve the efficiency and stability of the entire supply chain system, reduce costs and achieve industrialised and standardised production and sales.
4.2 Collaboration
4.2.1 Collaboration among tea supply chain enterprises shall address material risks, capacity risks, inventory risks, policy risks and demand risks in the supply chain.
4.2.2 Tea supply chain enterprises shall support and collaborate with each other in areas such as product flow (logistics) quality and safety, cost control and optimization, and product development. They shall design, execute, correct and continuously improve the workflow, physical flow, information flow and capital flow.
4.2.3 Tea supply chain enterprises shall improve information flow by sharing information and enhancing the transparency of data information at each node of the supply chain. They shall maintain the accuracy and timeliness of internal information transmission under mutual business trust, mitigate the bullwhip effect in supply chain information transmission, and improve the coordination of collaboration among tea supply chain enterprises.
4.2.4 Various collaborative approaches, such as mutual financial support, shall be adopted according to enterprise needs to accelerate the turnover of various types of capital among enterprises and ensure high capital turnover efficiency in the supply chain.
4.3 Mutual Benefit
4.3.1 The core enterprise in the tea supply chain shall establish shared goals with other supply chain enterprises and take the maximization of overall supply chain benefits within a certain period and scope as the basis for decision making, so as to achieve win win and value co creation.
4.3.2 To establish shared goals and ensure the maximization of overall benefits, necessary information such as inventory, orders and production plans of upstream and downstream enterprises shall be shared across the links of procurement, processing, packaging, warehousing, transportation and distribution, and sales, based on the characteristics of each enterprise and its business scope and needs, thereby promoting multi party win win outcomes for upstream and downstream enterprises.
4.3.3 The core enterprise in the tea supply chain shall, by strengthening the application of digital technologies such as data accumulation and information analysis, establish a sound information platform or information interconnection system, equip necessary information collection and transmission equipment, and promptly collect, upload and share information at each node, thereby laying the foundation for information sharing.
4.3.4 The core enterprise in the tea supply chain shall fully apply advanced information technology for information sharing to achieve cross enterprise, cross platform and cross regional forecasting and management. It shall collaboratively optimize the business processes of upstream and downstream enterprises so that tea products are produced, circulated and sold in the correct quantities, with safe quality, at the right time and place, and at optimal cost.
5 Supplier Selection and Management
5.1 Selection and Audit
5.1.1 Before procurement, supplier selection and audit shall be carried out and records shall be kept. The audit includes document review and on site audit.
5.1.2 Document review includes but is not limited to the following content:
Enterprise credit and qualification conditions (business license, production license, financial statements, business reputation, etc.);
Supply guarantee capability (tea origin, varieties, sources, production capacity and inventory, sales performance, equipment list, transportation and distribution channels, etc.);
Quality assurance capability (quality management system documents, standardization system construction status, production and processing records, quality inspection reports, certification and accreditation status, etc.);
Innovation and R&D capability (new product development and new product launch plans, patents and software copyrights and other intellectual property status, undertaking scientific research projects, etc.);
Organizational guarantee capability (organizational structure, human resources, corporate culture, etc.);
Enterprise performance of social responsibilities (legal employment, employee welfare, work safety, low carbon environmental protection, etc.).
5.1.3 On site audit includes but is not limited to the following content:
Production site conditions (tea origin and production environment, production capacity, processing technology, testing capability, personnel hygiene, equipment hygiene, factory hygiene, material storage, etc.);
Documentation and records (implementation of quality management documents, material procurement and sales records, agricultural input procurement and use records, production and processing records, warehouse inbound and outbound records, logistics archive records, edible agricultural product commitment conformity certificates or product quality certificates, etc.).
5.1.4 According to the medium and long term strategic plan of the enterprise, suppliers shall be evaluated comprehensively to ensure that the overall production capacity meets the future business development of the enterprise.
5.1.5 Priority shall be given to suppliers that have obtained certifications or accreditations such as GAP, organic products, green food, HACCP, ISO 9001, ISO 14001, ISO 22000, FSSC 22000, etc.
5.2 Qualified Supplier Management
5.2.1 An incentive system should be implemented to ensure stable supply and high quality sources of goods. A sound qualified supplier assessment and evaluation system shall be established, and dynamic management by classification and grading shall be implemented.
5.2.2 At least one performance evaluation shall be conducted annually for qualified suppliers and records shall be kept. The evaluation content includes:
Standard
GB/T 46114-2025 Technical specification of management on supply chain of tea (English Version)
Standard No.
GB/T 46114-2025
Status
valid
Language
English
File Format
PDF
Word Count
9000 words
Price(USD)
270.0
Implemented on
2026-4-1
Delivery
via email in 1~3 business day
Detail of GB/T 46114-2025
Standard No.
GB/T 46114-2025
English Name
Technical specification of management on supply chain of tea
GB/T 46114-2025 Technical specification of management on supply chain of tea English, Anglais, Englisch, Inglés, えいご
This is a draft translation for reference among interesting stakeholders. The finalized translation (passing through draft translation, self-check, revision and verification) will be delivered upon being ordered.
ICS
CCS
National Standard of the People's Republic of China
GB/T 46114-2025
Technical specification of management on supply chain of tea
茶叶供应链管理技术规范
Issue date: 2025-12-02 Implementation date: 2026-04-01
Issued by the General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China
the Standardization Administration of the People's Republic of China
Contents
Foreword
1 Scope
2 Normative References
3 Terms and Definitions
4 General Principles
4.1 System
4.2 Collaboration
4.3 Mutual Benefit
5 Supplier Selection and Management
5.1 Selection and Audit
5.2 Qualified Supplier Management
5.3 Continuous Improvement
6 Procurement
6.1 Stable Supply
6.2 Cost Control
6.3 Efficiency Improvement
7 Processing
7.1 Cost Control
7.2 Stable Supply
7.3 Efficiency Improvement
8 Packaging
8.1 Cost Control
8.2 Efficiency Improvement
8.3 Green and Environmental Protection
9 Warehousing
9.1 Efficiency Improvement
9.2 Cost Control
9.3 Stable Supply
10 Transportation and Distribution
10.1 Efficiency Improvement
10.2 Cost Control
10.3 Stable Supply
11 Sales
11.1 Stable Channels and SupplyBibliography
Tea Supply Chain Management Technical Specification
1 Scope
This document establishes the general principles of tea supply chain management, specifies technical requirements for supplier selection and management, procurement, processing, packaging, warehousing, transportation and distribution, and sales, and defines terms related to tea supply chain management.
This document applies to the supply chain management and evaluation of various types of enterprises engaged in the procurement (including self-harvesting) of raw materials such as fresh tea leaves, as well as tea processing, packaging, warehousing, transportation and distribution, and sales. Other new agricultural business entities involved in tea may refer to this document for use.
2 Normative References
The contents of the following documents constitute essential provisions of this document through normative reference. For dated references, only the edition cited applies. For undated references, the latest edition (including all amendments) applies.
GB/T 26337.2 Supply chain management — Part 2: SCM terms
GB/T 40633 Tea processing terms
3 Terms and Definitions
For the purposes of this document, the terms and definitions given in GB/T 26337.2, GB/T 40633 and the following apply.
3.1 management on supply chain of tea
Activities or processes of planning, organizing, coordinating and controlling the product flow, information flow and capital flow within an enterprise network structure that revolves around a core tea enterprise and involves the procurement (including self-harvesting) of raw materials such as fresh tea leaves, as well as tea processing, packaging, warehousing, transportation and distribution, and sales, for the purposes of satisfying customer needs, ensuring product quality, and achieving the objectives of improving efficiency, controlling costs and ensuring stable supply.
3.2 bullwhip effect
Drastic variation in demand at the upstream end of a supply chain caused by a small variation in demand at the downstream end.
[SOURCE: GB/T 26337.2—2011, 2.7]
3.3 stock keeping unit; SKU
Basic unit for measuring incoming and outgoing sales.
3.4 reverse logistics
Logistics activities caused by the movement of goods from the downstream to the upstream end of a supply chain.
[SOURCE: GB/T 26337.2—2011, 2.20]
3.5 selling beyond agreed areas
In the process of distribution, product sales activities carried out by channel nodes beyond the scope authorized by the enterprise.
[SOURCE: GB/T 26337.2—2011, 8.1.17]
3.6 stock-sales ratio
The ratio of the average inventory of a product over a period, or the period end inventory, to the total sales during that period.
3.7 private domain operations
An operational approach in which an enterprise establishes and manages customer relationships on its own marketing platform, provides personalized products, services and promotional activities through continuous interaction and communication, so as to enhance customer loyalty and create sustained value.
4 General Principles
4.1 System
4.1.1 The core enterprise in the tea supply chain, which engages in the procurement (including self harvesting) of raw materials such as fresh tea leaves, as well as tea processing, packaging, warehousing, transportation and distribution, and sales, shall adopt system theory and methods. Through process optimization, balanced inventory management, and the application of digital and intelligent technologies, it shall design, plan, control and optimize the product flow, information flow and capital flow in the supply chain, so as to achieve overall optimal efficiency and the best benefits.
4.1.2 The core enterprise in the tea supply chain shall, based on the characteristics of different tea categories and with scientific forecasting and planning as the core, systematically manage and control various resources such as products, information and capital at each link. It shall reduce product inventory ratios, accelerate capital turnover, ensure two way information transparency, and achieve supply chain management and sustainable development goals, including improving efficiency, controlling costs, ensuring stable supply, overall resource conservation, and green and low carbon operations.
4.1.3 Enterprises in the tea supply chain, on the premise of achieving standardization forms such as simplification, unification, seriation and modularization, shall focus on their core businesses, establish core competitiveness, clearly position themselves within the supply chain, improve the efficiency and stability of the entire supply chain system, reduce costs and achieve industrialised and standardised production and sales.
4.2 Collaboration
4.2.1 Collaboration among tea supply chain enterprises shall address material risks, capacity risks, inventory risks, policy risks and demand risks in the supply chain.
4.2.2 Tea supply chain enterprises shall support and collaborate with each other in areas such as product flow (logistics) quality and safety, cost control and optimization, and product development. They shall design, execute, correct and continuously improve the workflow, physical flow, information flow and capital flow.
4.2.3 Tea supply chain enterprises shall improve information flow by sharing information and enhancing the transparency of data information at each node of the supply chain. They shall maintain the accuracy and timeliness of internal information transmission under mutual business trust, mitigate the bullwhip effect in supply chain information transmission, and improve the coordination of collaboration among tea supply chain enterprises.
4.2.4 Various collaborative approaches, such as mutual financial support, shall be adopted according to enterprise needs to accelerate the turnover of various types of capital among enterprises and ensure high capital turnover efficiency in the supply chain.
4.3 Mutual Benefit
4.3.1 The core enterprise in the tea supply chain shall establish shared goals with other supply chain enterprises and take the maximization of overall supply chain benefits within a certain period and scope as the basis for decision making, so as to achieve win win and value co creation.
4.3.2 To establish shared goals and ensure the maximization of overall benefits, necessary information such as inventory, orders and production plans of upstream and downstream enterprises shall be shared across the links of procurement, processing, packaging, warehousing, transportation and distribution, and sales, based on the characteristics of each enterprise and its business scope and needs, thereby promoting multi party win win outcomes for upstream and downstream enterprises.
4.3.3 The core enterprise in the tea supply chain shall, by strengthening the application of digital technologies such as data accumulation and information analysis, establish a sound information platform or information interconnection system, equip necessary information collection and transmission equipment, and promptly collect, upload and share information at each node, thereby laying the foundation for information sharing.
4.3.4 The core enterprise in the tea supply chain shall fully apply advanced information technology for information sharing to achieve cross enterprise, cross platform and cross regional forecasting and management. It shall collaboratively optimize the business processes of upstream and downstream enterprises so that tea products are produced, circulated and sold in the correct quantities, with safe quality, at the right time and place, and at optimal cost.
5 Supplier Selection and Management
5.1 Selection and Audit
5.1.1 Before procurement, supplier selection and audit shall be carried out and records shall be kept. The audit includes document review and on site audit.
5.1.2 Document review includes but is not limited to the following content:
Enterprise credit and qualification conditions (business license, production license, financial statements, business reputation, etc.);
Supply guarantee capability (tea origin, varieties, sources, production capacity and inventory, sales performance, equipment list, transportation and distribution channels, etc.);
Quality assurance capability (quality management system documents, standardization system construction status, production and processing records, quality inspection reports, certification and accreditation status, etc.);
Innovation and R&D capability (new product development and new product launch plans, patents and software copyrights and other intellectual property status, undertaking scientific research projects, etc.);
Organizational guarantee capability (organizational structure, human resources, corporate culture, etc.);
Enterprise performance of social responsibilities (legal employment, employee welfare, work safety, low carbon environmental protection, etc.).
5.1.3 On site audit includes but is not limited to the following content:
Production site conditions (tea origin and production environment, production capacity, processing technology, testing capability, personnel hygiene, equipment hygiene, factory hygiene, material storage, etc.);
Documentation and records (implementation of quality management documents, material procurement and sales records, agricultural input procurement and use records, production and processing records, warehouse inbound and outbound records, logistics archive records, edible agricultural product commitment conformity certificates or product quality certificates, etc.).
5.1.4 According to the medium and long term strategic plan of the enterprise, suppliers shall be evaluated comprehensively to ensure that the overall production capacity meets the future business development of the enterprise.
5.1.5 Priority shall be given to suppliers that have obtained certifications or accreditations such as GAP, organic products, green food, HACCP, ISO 9001, ISO 14001, ISO 22000, FSSC 22000, etc.
5.2 Qualified Supplier Management
5.2.1 An incentive system should be implemented to ensure stable supply and high quality sources of goods. A sound qualified supplier assessment and evaluation system shall be established, and dynamic management by classification and grading shall be implemented.
5.2.2 At least one performance evaluation shall be conducted annually for qualified suppliers and records shall be kept. The evaluation content includes:
