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近年来，我国数字经济快速发展，推动我国产业数字化进程加快，无论是从国家层面来看，还是从企业层面来看，传统企业进行数字化转型都是经济发展的必然结果，随着人们生活品质的提高，由于乳制品具有较高营养价值的特性，也逐渐受到消费者的青睐而发展迅速，目前已经成为我国食品加工最重要的组成部分之一。乳制品行业也在数字化革新浪潮下迎来了新发展，但是企业进行数字化转型的每个环节都需要耗费大量的资金，资金占用率高、消耗量大是乳制品企业实施数字化转型战略中最大的难点。在企业资源有限的情况下，要实现数字化转型，就必须对资金进行合理的配置，使每一分钱都能够产生最大的价值，而营运资金是公司资本结构中的重要组成部分，对公司的日常运营有着至关重要的影响，企业要想进行数字化转型就必须提高自身营运资金管理的能力。

因此，本文选取区域性乳制品行业的头部企业天润乳业作为研究案例，在产业数字化的大背景下，通过分析天润乳业数字化转型和营运资金管理的现状，运用渠道理论，进一步探索天润乳业营运资金管理的具体情况，分析天润乳业在营运资金管理上存在的问题，并尝试从数字化的角度提出优化对策。研究结果表明：天润乳业在采购环节原材料囤积，占用采购资金；长期占用上游供应商资金，对供应商有较高依赖性；应付账款管理不足。在生产环节运费严重占用生产环节资金；企业产品生产缺乏创新能力。在销售环节产品生产量和销售量不匹配，产品积压严重；应收账款管理不足。针对以上问题本文提出的优化建议有：天润乳业在采购环节需要将采购环节动态连接产品产销信息，精准化原材料采购；数字化供应商信息，选择优质供应商；加强应付账款管理。在生产环节可以改进仓储配送数字逻辑，节约管理运输费用；加大生产环节研发投入。在销售环节可以加强信息平台各环节沟通，对接生产和销售数据；调整企业信用政策，完善应收账款管理等。希望通过上述建议可以优化天润乳业自身营运资金的管理并为行业内其他企业营运资金的管理提供参考。

In recent years, the rapid development of China's digital economy has accelerated the process of industrial digitization. Whether from the national level or from the enterprise level, the digital transformation of traditional enterprises is an inevitable result of economic development. With the improvement of people's quality of life, dairy products have gradually gained the favor of consumers due to their high nutritional value, and have developed rapidly, Currently, it has become one of the most important components of food processing in China. The dairy industry has also ushered in new development under the wave of digital innovation, but every step of enterprise digital transformation requires a large amount of capital, and high capital occupancy and consumption are the biggest difficulties in implementing digital transformation strategies for dairy enterprises. In the context of limited enterprise resources, in order to achieve digital transformation, it is necessary to allocate funds reasonably so that every penny can generate the maximum value. Working capital is an important component of a company's capital structure, which has a crucial impact on the daily operation of the company. To achieve digital transformation, enterprises must improve their ability to manage working capital.

Therefore, this article selects Tianrun Dairy, a leading enterprise in the regional dairy industry, as a research case. Under the background of industry digitization, by analyzing the current situation of Tianrun Dairy's digital transformation and working capital management, using channel theory, further explore the specific situation of Tianrun Dairy's working capital management, analyze the problems existing in Tianrun Dairy's working capital management, and try to propose optimization countermeasures from a digital perspective. The research results show that: Tianrun Dairy hoards raw materials in the procurement process, occupying procurement funds; Long-term occupation of funds from upstream suppliers and high dependence on suppliers; Insufficient management of accounts payable. Freight costs in the production process seriously occupy production funds; The production of enterprise products lacks innovation ability. The production volume and sales volume of products do not match in the sales link, resulting in a serious backlog of products; Insufficient management of accounts receivable. In response to the above issues, this article proposes optimization suggestions: Tianrun Dairy needs to dynamically connect the procurement process with product production and marketing information to accurately purchase raw materials; Digitize supplier information and select high-quality suppliers; Strengthen the management of accounts payable. In the production process, it can improve the digital logic of warehousing and distribution, saving management and transportation costs; Increase investment in research and development in production. In the sales phase, it is possible to strengthen communication between various aspects of the information platform and connect production and sales data; Adjust corporate credit policies, improve accounts receivable management, etc. It is hoped that the above suggestions can optimize the management of Tianrun Dairy's own working capital and provide reference for the management of other enterprises' working capital in the industry.