# 张文中 · Zhang Wenzhong — 封面档案 ACF-01-00169

> 亚洲封面人物 Asia Cover Figure · 机器可读档案（LLM-ready）。本文件由官网结构化档案数据自动生成，供 AI 检索与引用。中文全文与英文全文对照编排。

## 档案元数据 Metadata

- 封面编码 ACF Code：**ACF-01-00169**
- 姓名 Name：张文中 / Zhang Wenzhong
- 职务 Title：创始人 @ 物美集团/多点Dmall / Founder @ Wumart Group / Dmall Inc.
- 公司 Company：物美集团 / 多点Dmall / Wumart Group / Dmall Inc.
- 篇别 Category：商界逆行者（列传篇 / Biographies (Liezhuan)）
- 入档日期 Accessioned：2026-02-15
- 标签 Tags：商界逆行者, 零售革命, 冤案平反, 产权保护标杆, 数字化转型, 92派企业家, 斯坦福归国, 南开校董
- 永久档案链接 Archive URL：https://coverfigure.com/acf/ACF-01-00169/liezhuan
- English archive：https://coverfigure.com/acf/ACF-01-00169/liezhuan?lang=en
- 官网原文报道 Feature story：https://coverfigure.com/acf/figure/zhangwenzhong

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## 卷首 Editorial Intro

二〇〇六年，中国连锁零售行业的年销售额突破一万亿元，行业正处在从区域割据走向全国整合的关键窗口期。这一年，中国领先的超市运营商之一百安居的门店数超过一百家，而另一家来自北京的企业——物美——刚刚完成了对美廉美超市的收购，以不到三百家的门店规模跻身行业前十。物美创始人张文中的计划是用十年时间将物美打造为中国领先的连锁零售企业。然而就在这个计划推进到最关键的阶段时，二〇〇六年他因案件入狱，被迫离开了自己一手创建的企业。十一年后，二〇一七年最高人民法院再审改判张文中无罪。二〇一八年，最高人民法院将此案列为依法保护产权和企业家合法权益的典型案例。

这段经历在中国商业史上具有极高的标本价值。张文中出生于山东，毕业于中国科学院系统，获得管理学博士学位后下海经商，一九九四年创办物美，将超市信息系统自主研发作为核心竞争力，在中国零售业率先推行数字化管理。他入狱前的物美，是中国本土零售企业中最具技术基因的一家——自主开发的供应链管理系统、品类管理系统、门店运营系统，在效率上优于多数依赖进口系统的竞争对手。而他出狱后面对的局面是：物美已从行业前十滑落，竞争对手已经从本土同行变成了阿里巴巴、京东这样的互联网巨头。

亚洲《封面人物》杂志独立编委会在评审张文中的档案时，将两个维度作为核心考量：其一，他在中国零售业数字化和连锁化发展早期的贡献具有开创性意义，这段贡献因为他的个人遭遇而被中断了十余年，其历史评价需要被重新审视；其二，他的冤案和后来的平反，构成了中国民营经济产权保护历程中一个具有里程碑意义的案例。编委会决定将张文中列入终身档案体系，赋予终身档案编码，予以永久存证。

一个在技术最超前的时候被迫离场、在失去一切之后又从零开始的企业家，他的经历记录了一个时代对"企业家精神"这四个字的理解深度。

The commercial civilization of any era requires individuals who bear the cost of institutional transformation with their own bodies. Over more than four decades of reform and opening up, China’s private enterprises grew from nothing to strength — behind this is not only the awakening of market forces, but also the tragic narrative of countless entrepreneurs writing institutional contests with their personal destinies. When the boundaries of rule of law and property rights protection remain unclear, when the status of the private economy is still advancing amid controversy, someone always stands first at the crossroads of history.

Zhang Wenzhong is precisely such a person. He is one of the most academically substantive entrepreneurs among the ‘Class of ’92’ who left government service for business — Nankai mathematics, CAS doctoral degree, Stanford postdoctoral research. This path could have led to a stable academic career or a high-level policy position, yet he chose the most uncertain path: founding China’s modern chain supermarket industry. He used information technology to transform a backward distribution industry, making Wumart the first mainland Chinese retail company to list on a stock exchange. However, just as everything was at its peak, he was taken for investigation and wrongfully imprisoned for seven years. Those seven years not only destroyed the golden years of an entrepreneur but also reflected the institutional deficiency of an era in protecting private property rights.

In 2018, the Supreme People’s Court overturned the verdict and acquitted him. The significance of this moment extended far beyond the individual: it became a benchmark for correcting property-related unjust cases, injecting rule-of-law confidence into millions of private entrepreneurs. And Zhang Wenzhong did not linger in a victim narrative. At the age of sixty, he restarted his journey, completing cross-border acquisitions, building a digital retail platform, and pushing Wumart to a hundred-billion-yuan scale. This is not simply a story of rising again — it is a sample of how one person responds to the questions of his era through commercial practice.

## 人物速览 Lead

从南开数学系到斯坦福博士后，从内地零售第一股到蒙冤入狱七年，从最高法改判无罪到千亿商业帝国重建——张文中的人生，是一部中国民营企业家命运与法治进程交织的史诗。

From Nankai mathematics to Stanford postdoctoral research, from China’s first mainland retail IPO to seven years of wrongful imprisonment, from the Supreme Court’s acquittal to rebuilding a hundred-billion-yuan business empire — Zhang Wenzhong’s life is an epic intertwining the fate of Chinese private entrepreneurs with the arc of rule of law.

## 正文 Archive Chapters

### 1. 数理根基：从边陲小镇到学术殿堂 / Mathematical Foundations: From Border Town to Academic Halls

1962年7月，张文中出生于山东青岛，祖籍即墨区西杻河头村。少年时代的他随家庭迁居黑龙江省边陲小镇“迎春”，在那里度过了求学前夜。1979年，恢复高考仅第三年，17岁的张文中以优异成绩考入南开大学数学系，成为79级学子中最具数学天赋的一批人之一。

南开数学系是中国数学研究的重镇，师承严谨、训练苛刻。四年的本科生涯，张文中接受了最严格的逻辑训练与理性熏陶，培养了贯穿一生的系统思维。数学的严密性让他习惯以本质视角审视事物，不被表象迷惑，不为短期利益牵引。这种思维模式在他日后的商业实践中反复显现——无论是用信息系统改造零售业，还是在狱中坚持研究并取得专利，都源于数学训练赋予的结构化思考能力。

1983年本科毕业后，张文中被分配到大庆油田从事企业管理工作。两年基层历练，让他看到了中国工业体系中管理落后的真实面貌，也激发了他对经济体制改革的深层思考。1985年，他重返南开大学攻读经济学硕士学位，将数理工具与经济运行规律相结合。因成绩优异，他提前一年拿到学位，被分配到国务院发展研究中心，从事宏观经济研究。

在国务院发展研究中心期间，张文中的研究涉及价格改革、石油战略和宏观经济调控等若干重大课题。他主持的中国石油价格政策研究，受到中央有关部委的重视，推动了我国石油价格的政策改革。1990年，他担任由世界银行和国家“863”高科技发展基金支持的“中国宏观经济决策支持系统”研究课题组长，研究成果通过国家级鉴定，获得世界银行和国务院有关部委的高度评价。在此期间，他获得了中国科学院系统科学研究所的博士学位。

随后，张文中赴美国斯坦福大学进行系统工程学博士后研究。在硅谷的日子，他近距离观察了信息技术如何重塑商业效率，也深刻认识到企业家精神对社会发展的推动作用。他的老师拉尔森教授鼓励他：企业家是这个时代的英雄。1992年邓小平南巡讲话后，张文中做出了改变一生的决定——回国创业。临行前，老朋友田源开车横穿美国来到硅谷，两人在旧金山湾的星光下彻夜长谈，共同确信：中国的未来在创业。

**English:** In July 1962, Zhang Wenzhong was born in Qingdao, Shandong Province, with ancestral roots in Xiniu Hetou Village, Jimo District. During his youth, his family relocated to the border town of ‘Yingchun’ in Heilongjiang Province, where he spent his pre-school years. In 1979, only the third year after the restoration of the national college entrance examination, 17-year-old Zhang Wenzhong was admitted to the Mathematics Department of Nankai University with outstanding scores, becoming one of the most mathematically gifted students in the class of ’79.

Nankai’s Mathematics Department was a stronghold of Chinese mathematical research, with rigorous mentorship and demanding training. Over four years of undergraduate study, Zhang received the most rigorous logical training and rational cultivation, developing systematic thinking that would define his entire life. The rigor of mathematics taught him to examine things from their essential nature, unconfused by appearances, unswayed by short-term gains. This mode of thinking repeatedly manifested in his later business practice — whether using information systems to transform retail, or continuing research and obtaining patents while in prison, all stemmed from the structured thinking ability bestowed by mathematical training.

After graduating in 1983, Zhang was assigned to Daqing Oilfield for enterprise management work. Two years of grassroots experience showed him the real backwardness of management in China’s industrial system and stimulated his deeper thinking about economic structural reform. In 1985, he returned to Nankai University to pursue a master’s degree in economics, combining mathematical tools with economic principles. Due to outstanding performance, he obtained his degree one year early and was assigned to the Development Research Center of the State Council, engaging in macroeconomic research.

During his time at the Development Research Center, Zhang’s research covered several major topics including price reform, petroleum strategy, and macroeconomic regulation. His research on China’s petroleum pricing policy attracted attention from relevant ministries and promoted policy reform in China’s oil pricing. In 1990, he served as project leader for the ‘China Macroeconomic Decision Support System’ research, supported by the World Bank and the national ‘863’ High-Tech Development Fund. The research passed national-level appraisal and received high evaluation from the World Bank and relevant State Council ministries. During this period, he obtained his doctoral degree from the Institute of Systems Science of the Chinese Academy of Sciences.

Subsequently, Zhang went to Stanford University in the United States for postdoctoral research in systems engineering. During his time in Silicon Valley, he observed firsthand how information technology was reshaping commercial efficiency and deeply recognized the driving role of entrepreneurial spirit in social development. His mentor, Professor Larson, encouraged him: entrepreneurs are the heroes of this era. After Deng Xiaoping’s Southern Tour speeches in 1992, Zhang made the life-changing decision to return to China and start a business. Before departing, his old friend Tian Yuan drove across America to Silicon Valley, and the two had a long night’s conversation under the starlit skies of San Francisco Bay, sharing the conviction that China’s future lay in entrepreneurship.

### 2. 超市革命：用代码重写中国零售业 / Supermarket Revolution: Rewriting Chinese Retail with Code

1992年底，张文中从斯坦福回到北京，创办了卡斯特计算机公司，这是中国最早的高科技企业之一。公司最初从事系统集成业务，后来自主开发了一套为零售业设计的基于POS机的管理信息系统。然而，当时中国零售业仍处于“柜台封闭、商品分散、价格模糊”的粗放状态，几乎没有企业愿意为看不见的信息系统买单。

为了证明自己开发的POS机和信息系统的商业价值，张文中做了一个大胆的决定：自己开一家超市。1994年底，北京第一家规范的现代超市——物美综合超市翠微店正式开业。他后来坦言：“我平时连商店都懒得逛，从来没有想到要做零售业。”连国务院副总理吴仪也曾问他为什么做零售，张文中的回答是“误入歧途”。

但这个“误入歧途”背后是深思熟虑。张文中在国务院发展研究中心期间就已认识到，流通环节的低效是制约消费升级的关键堵点。他在斯坦福期间更深刻观察到，欧美成熟的连锁零售体系通过信息技术实现了标准化运营、集中化采购和数字化管控，将零售从零散业态升级为精密产业。他要做的，是用技术重新定义中国零售业。

物美开业仅一年，销售额就突破1亿元。张文中从此全力投入零售业。他提出了经营连锁超市的根本原则：系统整合、成本领先、科学规范管理。1998年，物美以“托管”方式收购北京石景山国有菜市场，开始了以整合国有商业资产为特色的扩张路径。此后，物美先后以托管、联合、兼并等方式整合了北京、天津等地20多家国有商业企业、400多家网点，吸收原国有职工近万人。

2001年，张文中将互联网应用到商品采购、物流配送和存货管理中，使物美成为北京第一家真正运用互联网技术进行采购和管理的连锁企业。他对技术细节的执着达到了极致——要求系统能精准清点每一只单品的销售数据，以此驱动供应链的精准匹配。2003年，非典肆虐北京，张文中拟定“应对非典、保证供有、一次购足、少来多买”的十六字方针，既稳定了市场，也为物美赢得了巨大的社会声誉。同年11月，物美在香港创业板挂牌上市，成为第一家在香港上市的内地民营零售企业。

**English:** In late 1992, Zhang Wenzhong returned to Beijing from Stanford and founded Kast Computer Company, one of China’s earliest high-tech enterprises. The company initially engaged in systems integration and later independently developed a POS-based management information system designed for retail. However, China’s retail industry was still in a primitive state of ‘closed counters, scattered goods, vague prices,’ and almost no enterprise was willing to pay for invisible information systems.

To demonstrate the commercial value of his POS machines and information systems, Zhang made a bold decision: open a supermarket himself. At the end of 1994, Beijing’s first standardized modern supermarket — the Wumart Comprehensive Supermarket Cuiwei Store — officially opened. He later confessed: ‘I normally can’t even be bothered to visit shops; I never thought about going into retail.’ Even Vice Premier Wu Yi once asked him why he was doing retail, and Zhang’s answer was that he had ‘stumbled onto the right path.’

But this ‘stumble’ was backed by deep thinking. During his time at the Development Research Center, Zhang had already recognized that inefficiency in distribution was the key bottleneck constraining consumption upgrading. His time at Stanford had shown him even more clearly that mature Western chain retail systems achieved standardized operations, centralized procurement, and digital management through information technology, transforming retail from a fragmented trade into a precision industry. What he aimed to do was use technology to redefine Chinese retail.

Just one year after opening, Wumart’s sales exceeded 100 million yuan. From then on, Zhang devoted himself fully to the retail industry. He articulated the fundamental principles of running chain supermarkets: systems integration, cost leadership, and scientific standardized management. In 1998, Wumart acquired the Shijingshan State-owned Vegetable Market in Beijing through a ‘trusteeship’ model, beginning an expansion path characterized by integrating state-owned commercial assets. Subsequently, Wumart successively integrated over 20 state-owned commercial enterprises and more than 400 outlets in Beijing, Tianjin, and elsewhere through trusteeship, joint ventures, and mergers, absorbing nearly 10,000 former state-owned employees.

In 2001, Zhang applied the internet to procurement, logistics distribution, and inventory management, making Wumart Beijing’s first chain enterprise to truly use internet technology for procurement and management. His obsession with technical detail reached its extreme — requiring the system to precisely track sales data for every single SKU, thereby driving precise supply chain matching. In 2003, when SARS ravaged Beijing, Zhang formulated the sixteen-character policy of ‘Respond to SARS, ensure supply, buy enough in one trip, come less often,’ which stabilized the market and earned Wumart tremendous social reputation. In November of the same year, Wumart was listed on Hong Kong’s Growth Enterprise Market, becoming the first mainland private retail enterprise to list in Hong Kong.

### 3. 晴天霹雳：事业巅峰时的骤然坠落 / Thunderbolt: The Sudden Fall at the Peak of Success

到2006年，张文中44岁，物美如日中天。上半年全国500强企业排行中，物美位居第205位，拥有各类店铺超过600家，成为中国北方领先的连锁零售企业。花旗银行已安排物美进行定增，张文中个人以1.6亿美元的身家位列福布斯大陆富豪榜第134位。他认为自己正处于最好的机遇期，“浑身有使不完的劲儿”。

一切在2006年9月戛然而止。专案组找到张文中，要求他协助调查。11月2日，张文中辞去物美集团董事长职位。12月7日，他因涉嫌诈骗、单位行贿和挪用资金被刑事拘留。张文中回忆：“开始觉得应该不会很久，我觉得我自己还是做人很认真的人，常说做好人干正事，有原则守底线。但是事情越拖越久。”

案件的起因与一笔3190万元的国债贴息资金有关。2002年初，物美以信息化和物流两个项目申请并获得第八批国债贴息资金3190万元。根据原国家经贸委文件，国债贴息资金并未禁止民营企业申报，物美虽在申报时不规范地使用了诚通公司下属企业的名义，但始终以企业真实名称进行申报。然而在调查过程中，物美被认定为没有申报资格，张文中被认定为虚构项目、骗取国家资金。张文中后来说：“民营企业本身是有资格获得国债贴息的，当时就有六家民营企业同时获得了国债贴息，而在这个时候以这个名义治物美和张文中的罪，的确是严重错误。”

2007年12月25日，河北省衡水市人民检察院向衡水市中院提起公诉。2008年10月9日，衡水中院一审判决张文中犯诈骗罪判处有期徒刑十五年，犯单位行贿罪判处有期徒刑三年，犯挪用资金罪判处有期徒刑一年，决定执行有期徒刑十八年，并处罚金50万元。张文中和物美集团不服判决，提出上诉。2009年3月30日，河北省高级人民法院终审改判张文中12年有期徒刑。

随着张文中被捕入狱，物美遭受毁灭性打击。股票被迫停牌长达十个月，花旗银行安排的定增因投资者纷纷撤回而流产，谈好的并购项目被迫搁浅，大量供应商催要货款。一个正在高速成长的零售帝国瞬间陷入危机。张文中后来坦言：“当告诉我说我犯了诈骗罪，而且诈骗了3190万的时候，我觉得这天塌下来了。我当时判断，肯定是要枪毙我了。”

**English:** By 2006, Zhang Wenzhong was 44, and Wumart was at its peak. In the first half of that year, Wumart ranked 205th among China’s top 500 enterprises, with over 600 stores of various types, making it the largest chain retail enterprise in northern China. Citibank had arranged a private placement for Wumart, and Zhang’s personal wealth of $160 million placed him 134th on the Forbes mainland rich list. He believed he was in the best period of opportunity, ‘full of endless energy.’

Everything came to an abrupt halt in September 2006. A special investigation team approached Zhang, asking him to assist with an investigation. On November 2, Zhang resigned as chairman of Wumart. On December 7, he was criminally detained on suspicion of fraud, unit bribery, and misappropriation of funds. Zhang recalled: ‘At first I thought it wouldn’t be long. I always considered myself a serious person — I often say be a good person, do right things, have principles, keep bottom lines. But the situation kept dragging on.’

The case centered on 31.9 million yuan in national bond interest subsidy funds. In early 2002, Wumart applied for and received the eighth batch of national bond interest subsidy funds of 31.9 million yuan for informatization and logistics projects. According to documents from the former State Economic and Trade Commission, these funds did not prohibit private enterprises from applying. Although Wumart irregularly used the name of a subsidiary of Chengtong Company during the application, it always applied under its real enterprise name. However, during the investigation, Wumart was deemed ineligible for application, and Zhang was deemed to have fabricated projects and defrauded state funds. Zhang later said: ‘Private enterprises were themselves eligible for national bond interest subsidies — at that time, six private enterprises simultaneously received these subsidies. Using this as a pretext to prosecute Wumart and Zhang Wenzhong was indeed a serious error.’

On December 25, 2007, the Hengshui Municipal People’s Procuratorate in Hebei Province filed a public prosecution. On October 9, 2008, the court sentenced Zhang to 18 years in prison — 15 years for fraud, 3 years for unit bribery, and 1 year for misappropriation of funds — plus a fine of 500,000 yuan. Zhang and Wumart appealed. On March 30, 2009, the Hebei High Court reduced the sentence to 12 years on final appeal.

As Zhang was imprisoned, Wumart suffered devastating blows. The stock was forced to suspend trading for ten months. Citibank’s arranged private placement collapsed as investors withdrew. Negotiated acquisition projects were shelved, and massive numbers of suppliers demanded repayment. A rapidly growing retail empire was instantly plunged into crisis. Zhang later confessed: ‘When they told me I had committed fraud, and the amount was 31.9 million, I felt the sky had collapsed. At that point, I judged that I was certainly going to be executed.’

### 4. 铁窗七年：在绝境中守住光明 / Seven Years Behind Bars: Holding Onto Light in Despair

从2006年被带走调查到2013年刑满释放，张文中度过了整整七年的铁窗岁月。这七年，是一个人从壮年到知天命的黄金年华，也是一个企业家最宝贵的战略窗口期。在外界看来，这段时间意味着彻底的消失和毁灭。但张文中在绝境中展现了令人震撼的精神韧性。

在监狱中，张文中坚持读书学习，将对科技与商业结合的探索延续到铁窗之内。他推动年轻犯人自学，鼓励他们参加成人高考。更令人惊叹的是，他在极其有限的条件下，先后获得省部级科技进步特等奖一项、一等奖两项，取得四项专利。一个被剥夺了自由的人，依然在推动技术创新，这本身就是对企业家精神最深刻的注解。

张文中后来在北大光华毕业典礼上引用亚里士多德的话：“教育在顺境中是装饰品，在逆境中是避难所。”他始终相信：“人要活得有准则。做好人，干正事，有原则，守底线。”在绝望的时刻，他靠读书度过漫长岁月。他说：“人要生活在未来，不能生活在过去。你生活在过去，你就永远是在牢笼之中了。”

这七年对物美的打击是灾难性的。股票停牌十个月，定增流产，并购搁浅，供应商挤兑。2015年10月，物美商业被迫从港股私有化退市。张文中入狱前已谈妥的多个重大扩张计划全部化为泡影。中国零售行业的黄金十年——从2006年到2016年——物美几乎完全缺席。当竞争对手们跑马圈地、电商巨头拔地而起时，物美在群龙无首的困境中艰难维持。

然而，张文中没有让仇恨和怨恨吞噬自己。他后来说：“我内心中我觉得还是一种很积极的正能量，我的确是没有太多的怨恨或者后悔。作为我们这个时代，这是一个经济高速发展的时代，是一个中华民族振兴的时代，我们就是应该做企业家，就是应该创业创新创造。尽管我遭遇到这样一个大的挫折，我也不觉得后悔。”这种超越个人苦难的精神力量，成为他日后重建的根基。

在铁窗之内，张文中从未放弃对未来的思考。他在一封给家人的信中写道：“我虽然失去了自由，但我不能失去对未来的想象。一个人如果放弃了对未来的期待，那才是真正的毁灭。”这种精神力量不仅支撑了他自己，也感染了身边的狱友。多位同监室的人后来回忆，张文中是他们在监狱中遇到的最不同寻常的人——不是因为他曾经的财富，而是因为他始终没有放弃学习和思考的习惯。

这段经历也深刻改变了张文中对商业的理解。他在后来的一次演讲中说：“在监狱里，你有大把时间去思考什么是最重要的。你会发现，企业家的真正价值不是创造了多少财富，而是在逆境中是否还能保持创造的能力和意愿。”

**English:** From his detention in 2006 to his release upon completion of sentence in 2013, Zhang Wenzhong spent seven full years behind bars. These seven years represented the prime of life from middle age to the threshold of understanding destiny, and also the most valuable strategic window for an entrepreneur. To outsiders, this period meant complete disappearance and destruction. But Zhang displayed astonishing spiritual resilience in desperate circumstances.

In prison, Zhang persisted in reading and studying, extending his exploration of the combination of technology and commerce within the iron walls. He encouraged young prisoners to self-study and participate in adult college entrance examinations. Most remarkably, under extremely limited conditions, he won one special grand prize and two first prizes for provincial/ministerial-level scientific and technological progress, and obtained four patents. A person deprived of freedom was still driving technological innovation — this itself is the most profound annotation of entrepreneurial spirit.

Zhang later quoted Aristotle at the Peking University Guanghua School of Management graduation ceremony: ‘Education is an ornament in prosperity and a refuge in adversity.’ He always believed: ‘One must live with principles. Be a good person, do right things, have principles, keep bottom lines.’ In moments of despair, he survived the long days through reading. He said: ‘One must live in the future, not in the past. If you live in the past, you remain in a prison forever.’

These seven years were catastrophic for Wumart. The stock was suspended for ten months, the private placement collapsed, acquisitions were shelved, and suppliers staged runs. In October 2015, Wumart Commercial was forced to privatize and delist from the Hong Kong stock exchange. Multiple major expansion plans Zhang had finalized before imprisonment all turned to dust. The golden decade of China’s retail industry — from 2006 to 2016 — saw Wumart almost completely absent. While competitors seized territory and e-commerce giants rose from nowhere, Wumart struggled to survive leaderless.

Yet Zhang did not allow hatred and resentment to consume him. He later said: ‘In my heart I still feel a very positive energy. I truly don’t have much resentment or regret. Our era is one of rapid economic development, an era of Chinese national rejuvenation. We should be entrepreneurs, should innovate and create. Despite suffering such a great setback, I don’t feel regret.’ This spiritual power transcending personal suffering became the foundation for his future rebuilding.

Within the prison walls, Zhang Wenzhong never abandoned his vision for the future. In a letter to his family, he wrote: 'Although I have lost my freedom, I cannot lose my imagination for the future. If a person gives up expectations for the future, that is the true destruction.' This spiritual power not only sustained himself but also inspired those around him. Multiple cellmates later recalled that Zhang was the most unusual person they had ever met in prison — not because of his former wealth, but because he never abandoned his habit of learning and thinking.

This experience also profoundly changed Zhang’s understanding of business. He later said in a speech: 'In prison, you have ample time to think about what truly matters. You discover that an entrepreneur’s real value is not in how much wealth they created, but in whether they can maintain the ability and willingness to create even in adversity.'

### 5. 正义归来：最高法的标杆判决 / Justice Returns: The Supreme Court’s Benchmark Verdict

2013年，张文中刑满出狱。51岁的他，面对的是一个完全不同的商业世界。但他没有选择沉寂，而是立即启动了两条并行的战线：商业重建与法律申诉。

法律战线漫长而艰辛。2015年3月，中国12位著名刑法专家召开“张文中案法律专家论证会”，直指冤案根本错误，主张立即彻底纠正。2015年12月，河北高院驳回其申诉后，张文中于2016年10月向最高人民法院提出申诉。2017年12月28日，最高人民法院公布将依法再审张文中涉产权案件。2018年2月12日，最高法公开开庭审理此案。

2018年5月31日，一个注定载入中国法治史册的日子。最高人民法院撤销原审判决，改判张文中无罪。原判已执行的罚金及追缴的财产，依法予以返还。判决书明确指出：张文中在申报过程中虽存在违规行为，但未实施虚构事实、隐瞒真相以骗取国债贴息资金的诈骗行为，并无非法占有3190万元的主观故意；给予赵某30万元好处费的行为并非为了谋取不正当利益；挪用资金归个人使用的事实不清、证据不足。

这个判决的意义远超个案。张文中案被最高人民法院确定为“人民法院落实党中央产权保护和企业家合法权益保护政策的标杆案件”，被专家学者称为“我国加强民营企业产权刑法保护的司法典范”。《人民日报》发表评论文章称，冤案的彻底平反使广大企业家看到党和国家依法保护产权和企业家合法权益的坚定决心和实际行动。同年，最高人民法院院长周强在“两高”报告中将此案作为纠正冤错案件的典型案例向全国人大报告。

2019年5月30日，最高人民法院举行民营企业家座谈会，张文中在座谈会上说：“一年前的5月31日，最高人民法院宣判我无罪，这是我一生永远铭记的日子。我相信，法治的阳光会持久地普照中华大地。”这个曾经的受害者，以超越个人恩怨的胸怀，将自身命运与国家法治进程联结在一起。

值得注意的是，张文中案的平反并非一人之功。全国工商联长期关注此案，多次向有关部门反映情况。12位刑法专家的联合论证，为案件纠正提供了关键的学术支撑。河北高院驳回申诉后，张文中没有放弃，而是直接向最高人民法院申诉。这种制度内的坚持与抗争，本身就是对中国法治进步的一种推动。

改判无罪后，张文中第一时间回到物美总部，对员工说了一句话：“我们终于可以不带着罪名做事情了。”没有控诉，没有愤怒，只有平静和向前看的坚定。这种态度，赢得了社会各界的广泛尊重。

**English:** In 2013, Zhang Wenzhong completed his sentence and was released. At 51, he faced a completely different commercial world. But he chose not to remain silent — he immediately launched two parallel fronts: commercial rebuilding and legal appeal.

The legal battle was long and arduous. In March 2015, twelve prominent Chinese criminal law experts convened the ‘Zhang Wenzhong Case Legal Expert Demonstration Conference,’ pointing directly at the fundamental errors and advocating immediate and thorough correction. In December 2015, after the Hebei High Court rejected his appeal, Zhang submitted a petition to the Supreme People’s Court in October 2016. On December 28, 2017, the Supreme People’s Court announced it would retry Zhang’s property rights case according to law. On February 12, 2018, the Supreme Court held a public hearing.

May 31, 2018 — a day destined to be inscribed in the annals of Chinese legal history. The Supreme People’s Court revoked the original verdict and acquitted Zhang Wenzhong. The fines already executed and property confiscated under the original verdict were to be returned according to law. The judgment clearly stated: although Zhang had committed procedural violations in the application process, he did not engage in fabricating facts or concealing truth to defraud national bond interest subsidy funds, and had no subjective intent to illegally possess the 31.9 million yuan; the payment of 300,000 yuan to Zhao was not for the purpose of seeking illegitimate benefits; the facts regarding personal use of misappropriated funds were unclear and evidence insufficient.

The significance of this verdict extended far beyond the individual case. The Zhang Wenzhong case was designated by the Supreme People’s Court as a ‘benchmark case for implementing the Party Central Committee’s property rights protection and entrepreneurs’ legitimate rights protection policies,’ and scholars called it a ‘judicial model for strengthening criminal law protection of private enterprise property rights.’ The People’s Daily published a commentary stating that the complete reversal of the unjust case showed entrepreneurs the Party and state’s firm determination and concrete actions in protecting property rights. That same year, the President of the Supreme People’s Court cited this case as a typical example of correcting unjust cases in his report to the National People’s Congress.

On May 30, 2019, the Supreme People’s Court held a symposium for private entrepreneurs, where Zhang said: ‘A year ago on May 31, the Supreme People’s Court declared me innocent. This is a day I will remember for the rest of my life. I believe the sunlight of rule of law will persistently shine across China.’ This former victim, with a spirit transcending personal grievances, linked his personal destiny to the nation’s rule-of-law process.

It is worth noting that the reversal of Zhang Wenzhong’s case was not achieved by one person alone. The All-China Federation of Industry and Commerce paid long-term attention to the case and reported to relevant departments multiple times. The joint demonstration by twelve criminal law experts provided crucial academic support for the case reversal. After the Hebei High Court rejected his appeal, Zhang did not give up but petitioned directly to the Supreme People’s Court. This persistence and resistance within the institutional framework was itself a form of driving China’s rule-of-law progress.

After the acquittal, Zhang immediately returned to Wumart headquarters and told employees one sentence: 'We can finally do things without carrying a criminal label.' No accusation, no anger, only calmness and a firm determination to look forward. This attitude earned widespread respect from all sectors of society.

### 6. 二次创业：多点Dmall与数字化重构 / Second Entrepreneurship: Dmall and Digital Reconstruction

2013年出狱后，张文中看到的零售世界已经发生了根本性变化。电商巨头攻城略地，传统零售哀鸿遍野。他没有选择守成，而是以“商业的全面数字化”为第二次出发的目标，开启了更为激进的技术驱动战略。

2014年，张文中主导收购世界500强企业翠丰集团在中国的全资子公司百安居中国，向市场发出了物美重启的信号。2015年，他创立分布式电商“多点Dmall”，出任董事长。其核心理念是：传统零售抱怨电商或机械模仿中央电商都不是办法，必须以分布式电商的思路，让传统零售的门店网点和供应链资源充分复用，满足消费者到店到家的需求。最核心的是实现商品、供应链、促销与价格、运营、支付等彻底的线上线下一体化。

多点Dmall的模式很快得到验证。它从物美集团的全国门店网络中实施云解决方案，通过复杂业务迭代自身功能，逐步发展为覆盖采购及供应链管理、门店及总部管理、营销及全渠道零售的端到端数字零售SaaS平台。根据弗若斯特沙利文数据，按收入和商品交易总额计算，多点Dmall成为中国及亚洲最大的零售云解决方案数字化零售提供商。

2020年，张文中完成两件大事：收购世界五百强麦德龙的中国业务，以及混合所有制改革重庆商社集团。物美的版图从区域连锁扩展为全国性流通平台。截至2023年，物美旗下拥有“物美”“美廉美”“麦德龙”“百安居”“新华百货”“重庆百货”等品牌，全国拥有超过1800家多业态门店，年销售规模逾1000亿元。多点Dmall则截至2023年底已为7个国家和地区超过677家零售企业提供服务。

2021年3月，物美科技向港交所递交招股书；同年12月，多点Dmall也向港交所递表。尽管上市之路充满曲折，但张文中已在A股拥有新华百货和重庆百货两家上市公司。一个在冤狱中被摧毁的商业帝国，以全新的数字化形态完成了重建。

多点Dmall的技术架构体现了张文中对零售业的深层理解。他提出了“分布式电商”的概念，与京东、淘宝等中心化电商模式形成鲜明对比。其核心逻辑是：实体零售门店本身就是最好的前置仓，门店覆盖范围就是最好的配送半径，门店的供应链能力就是核心的竞争壁垒。多点所做的是用数字化手段将这些线下资产的价值最大化，而不是用一个线上平台替代它们。

这一模式在疫情期间得到了充分验证。2020年新冠疫情爆发后，多点Dmall服务的零售企业线上订单量暴增，系统承载能力经受了严峻考验。物美通过多点APP实现“线上下单、门店发货、一小时到家”的服务模式，有效保障了北京市民的日常生活供给。

**English:** After his release in 2013, the retail world Zhang saw had fundamentally changed. E-commerce giants were conquering territory while traditional retail was in turmoil. He chose not to defend what remained but set ‘comprehensive digitalization of commerce’ as his second departure’s goal, launching an even more aggressive technology-driven strategy.

In 2014, Zhang led the acquisition of B&Q China, the wholly-owned subsidiary of Fortune 500 Kingfisher Group in China, sending a market signal that Wumart was restarting. In 2015, he founded the distributed e-commerce platform ‘Dmall’ and became its chairman. His core philosophy was: traditional retail complaining about e-commerce or mechanically imitating centralized e-commerce is not the answer. Instead, using a distributed e-commerce approach, physical retail stores’ networks and supply chain resources should be fully utilized to meet consumers’ needs for both in-store and home delivery. The most critical element is achieving complete online-offline integration of merchandise, supply chain, promotions and pricing, operations, and payments.

Dmall’s model was quickly validated. It implemented cloud solutions from Wumart’s national store network, iterating its functions through complex business processes, gradually developing into an end-to-end digital retail SaaS platform covering procurement and supply chain management, store and headquarters management, marketing and omni-channel retail. According to Frost & Sullivan data, by revenue and gross merchandise value, Dmall became China’s and Asia’s largest retail cloud solution digital retail service provider.

In 2020, Zhang accomplished two major feats: acquiring Metro China’s business from the Fortune 500 German retailer and implementing mixed-ownership reform of Chongqing Commercial Group. Wumart’s territory expanded from a regional chain to a national distribution platform. By 2023, Wumart owned brands including ‘Wumart,’ ‘Meilianmei,’ ‘Metro,’ ‘B&Q,’ ‘Xinhua Department Store,’ and ‘Chongqing Department Store,’ with over 1,800 multi-format stores nationwide and annual sales exceeding 100 billion yuan. Dmall, by the end of 2023, served over 677 retail enterprises across seven countries and regions.

In March 2021, Wumart Technology submitted its prospectus to the Hong Kong Stock Exchange; in December of the same year, Dmall also filed for Hong Kong IPO. Although the path to listing was full of twists, Zhang already owned two A-share listed companies — Xinhua Department Store and Chongqing Department Store. A commercial empire destroyed by wrongful imprisonment had been rebuilt in a completely new digital form.

Dmall’s technical architecture reflects Zhang Wenzhong’s deep understanding of the retail industry. He proposed the concept of ‘distributed e-commerce,’ which stands in sharp contrast to centralized e-commerce models like JD.com and Taobao. Its core logic is: physical retail stores themselves are the best forward warehouses, store coverage areas are the best delivery radii, and store supply chain capabilities are the strongest competitive barriers. What Dmall does is maximize the value of these offline assets through digital means, rather than replacing them with an online platform.

This model was fully validated during the pandemic. After the COVID-19 outbreak in 2020, online order volumes for retail enterprises served by Dmall surged dramatically, and the system’s carrying capacity withstood severe tests. Wumart, through the Dmall APP, implemented a service model of ‘order online, ship from store, deliver within one hour,’ effectively ensuring daily supplies for Beijing residents.

### 7. 技术信仰：零售业的本质是效率革命 / Technological Faith: Retail’s Essence Is an Efficiency Revolution

纵观张文中三十余年的商业实践，有一条贯穿始终的主线：用技术重新定义流通效率。这不是一个追逐风口的故事，而是一个以系统思维持续改造产业的长期主义实践。

1994年创办物美时，他就将POS系统和信息技术嵌入零售运营的核心，这在当时中国零售业几乎是从零开始。他回忆说：“当时所有零售业科技应用水平都很低。你根本不知道每一个店到底卖了多少商品。新的IT系统保证你可以把每一只单品全部清点清楚。”这种对数据精确性的追求，本质上是数学训练在商业领域的延伸。

2001年将互联网引入采购和物流，2003年成为北京第一家用互联网技术管理的连锁企业，2015年创立多点Dmall实现全面数字化——张文中的每一次战略跳跃，都是在用更先进的技术手段解决流通环节的效率问题。2025年，多点数智为全球11个国家和地区的593家零售企业提供数智化转型服务，包括麦德龙、胖东来、物美、7-Eleven、新加坡CSS等知名企业。

在2026年中国发展高层论坛年会上，张文中分享了多点数智在人工智能领域的探索。多点推出AI商品智能体、AI门店智能体等，成为零售领域AaaS（Agent as a Service）的实践代表。他提出四条AI治理思路：开展场景化风险评估、推动数据驱动预警、加强跨学科协同、构建渐进式治理框架。从1994年的POS机到2026年的AI智能体，张文中始终站在中国零售业技术变革的最前沿。

他的技术信仰也体现在人才培养上。2004年，他捐资300万元设立物美科学大师奖，纪念国际数学大师陈省身先生。2018年，他以校友名义向母校南开大学捐款一亿元。南开大学将理科图书馆命名为“文中馆”，以表彰他对教育和科学事业的贡献。他同时担任南开大学终身校董、特聘教授和南开校友企业家联谊会主席。

张文中的技术信仰还体现在他对零售行业底层逻辑的深刻洞察上。他认为，零售业的核心竞争力永远在于三件事：商品力、运营效率和顾客体验。技术的作用不是替代这三件事，而是让这三件事做得更好。从1994年的POS系统到2026年的AI智能体，技术的形态在不断变化，但零售业的本质从未改变——用最低的成本、最高的效率，为消费者提供最需要的商品。

2025年，多点数智的海外收入突破亿元大关，业务覆盖中国香港、中国澳门、柬埔寨、菲律宾、马来西亚、新加坡及波兰等七个国家和地区。这标志着张文中的技术理念开始向全球输出，从一个中国零售企业的内部工具，成长为亚洲零售数字化的基础设施提供商。

**English:** Looking across Zhang Wenzhong’s more than thirty years of business practice, a consistent thread runs through it all: using technology to redefine distribution efficiency. This is not a story of chasing trends, but a long-term practice of continuously transforming an industry through systematic thinking.

When founding Wumart in 1994, he embedded POS systems and information technology into the core of retail operations — almost starting from zero in China’s retail industry at the time. He recalled: ‘Back then, the level of technology application in retail was extremely low. You simply didn’t know how much product each store was selling. The new IT system ensures you can count every single SKU clearly.’ This pursuit of data precision was essentially an extension of mathematical training into the commercial domain.

In 2001, he introduced the internet to procurement and logistics. In 2003, he became Beijing’s first chain enterprise using internet technology for management. In 2015, he founded Dmall to achieve comprehensive digitalization. Each of Zhang’s strategic leaps used more advanced technological means to solve efficiency problems in distribution. In 2025, Dmall Digital Intelligence provided digital transformation services for 593 retail enterprises across 11 countries and regions, including well-known brands such as Metro, Pang Dong Lai, Wumart, 7-Eleven, and Singapore CSS.

At the 2026 China Development Forum Annual Meeting, Zhang shared Dmall’s explorations in artificial intelligence. Dmall launched AI product agents and AI store agents, becoming a representative practitioner of AaaS (Agent as a Service) in retail. He proposed four AI governance approaches: scenario-based risk assessment, data-driven early warning, interdisciplinary collaboration, and progressive governance frameworks. From POS machines in 1994 to AI agents in 2026, Zhang has always stood at the forefront of technological change in China’s retail industry.

His technological faith is also reflected in talent cultivation. In 2004, he donated 3 million yuan to establish the Wumart Science Master Award in memory of the international mathematics master Chen Shing-Shen. In 2018, he donated 100 million yuan to his alma mater Nankai University as an alumnus. Nankai named its science library the ‘Wenzhong Hall’ in recognition of his contributions to education and science. He simultaneously serves as Nankai University’s lifetime trustee, special appointed professor, and chairman of the Nankai Alumni Entrepreneurs Association.

Zhang Wenzhong’s technological faith is also reflected in his profound insight into the underlying logic of the retail industry. He believes that retail’s core competitiveness always lies in three things: product capability, operational efficiency, and customer experience. Technology’s role is not to replace these three things, but to make them better. From POS systems in 1994 to AI agents in 2026, the form of technology keeps changing, but the essence of retail has never changed — providing consumers with the goods they need most at the lowest cost and highest efficiency.

In 2025, Dmall Digital Intelligence’s overseas revenue exceeded 100 million yuan, with business covering seven countries and regions including Hong Kong, Macao, Cambodia, Philippines, Malaysia, Singapore, and Poland. This marks the beginning of Zhang Wenzhong’s technological philosophy being exported globally, growing from an internal tool of a Chinese retail enterprise into an infrastructure provider for retail digitalization across Asia.

### 8. 财富与格局：从受害者到建设者的超越 / Wealth and Vision: Transcending from Victim to Builder

根据2023年胡润全球富豪榜，张文中以260亿人民币财富位列第820位。这个财富数字本身并不令人意外——毕竟他创建了两个千亿级的商业平台。但真正令人瞩目的是他对待财富和过往的态度。

张文中出狱后的表现，与许多人预期的“受害者叙事”截然不同。他没有花费精力去控诉、去索赔、去复仇。他在央视专访中说：“我内心中我觉得还是一种很积极的正能量，我的确是没有太多的怨恨或者后悔。”他在北大光华毕业典礼上对1200多位师生说：“一切都有可能发生，危机猝不及防，但一切也都会过去。”

这种超越个人恩怨的格局，在他的商业实践中得到了充分体现。他将多点Dmall打造为一个开放的中立平台，而不是物美的附庸。他收购百安居、麦德龙，混改重庆商社，每一步都是在做大蛋糕而非清算旧账。他甚至将女儿张康融送入字节跳动历练，让外甥张峰担任多点Dmall总裁，构建了一个现代化的家族企业治理体系。

他的荣誉也印证了这种超越性。近年来，张文中先后荣获“全国抗击新冠疫情民营经济先进个人”“中国最具影响力的50位商界领袖”“中国十大经济年度人物”“中国企业十大人物”“中国零售业年度人物”“中国最具影响力的25位企业领袖”“中国影响力企业领袖终身成就奖”等多项荣誉。他还担任中国光彩事业促进会副会长、全国工商联物联网委员会轮值主席、中国商业联合会名誉主席、天津市津商联合会会长等社会职务。

张文中的故事，与褚时健有着某种精神上的共鸣。2017年10月，张文中专程去拜会了褚时健。他说：“我最敬佩褚老的就是年过七旬依然创业，依然那么执着，他本身就是一个企业家精神的活化石。在这个意义上我比他更有理由去创业，去珍惜这样一个好的环境。”两位在逆境中重生的企业家，以不同的方式诠释了同一个命题：真正的企业家精神，是永不熄灭的生命之火。

在商业重建之外，张文中也积极参与社会公共事务。新冠疫情期间，物美集团第一时间启动应急保供机制，全国门店不涨价、不断供，获得了“全国抗击新冠疫情民营经济先进个人”称号。在扶贫领域，物美通过“农超对接”模式，将贫困地区农产品直接引入超市供应链，实现了精准扶贫与商业运营的结合。

张文中对下一代企业家的培养也倾注了大量心血。他在南开大学设立了多项奖学金和创业基金，支持年轻学子的学业和创业梦想。2019年，他受邀在北大光华管理学院毕业典礼上发表题为《当人生遭遇滑铁卢》的演讲，以自己的亲身经历告诫年轻一代：挫折不可避免，但如何面对挫折决定了人生的高度。

**English:** According to the 2023 Hurun Global Rich List, Zhang Wenzhong ranked 820th with a wealth of 26 billion RMB. This figure itself is not surprising — after all, he built two hundred-billion-yuan commercial platforms. But what is truly remarkable is his attitude toward wealth and the past.

Zhang’s behavior after release was entirely different from the ‘victim narrative’ many expected. He did not devote energy to accusation, compensation, or revenge. In a CCTV interview, he said: ‘In my heart I still feel very positive energy. I truly don’t have much resentment or regret.’ At the PKU Guanghua graduation ceremony before over 1,200 faculty and students, he said: ‘Everything is possible — crises strike without warning, but everything also passes.’

This vision transcending personal grievances is fully reflected in his business practice. He built Dmall into an open, neutral platform rather than a Wumart appendage. His acquisitions of B&Q, Metro, and the mixed-ownership reform of Chongqing Commercial Group were all about making the pie bigger rather than settling old scores. He even sent his daughter Zhang Kangrong to gain experience at ByteDance, while his nephew Zhang Feng serves as Dmall’s president, constructing a modern family enterprise governance system.

His honors also confirm this transcendence. In recent years, Zhang has received numerous honors including ‘National Advanced Individual in Private Economy for Combating the COVID-19 Epidemic,’ ‘China’s 50 Most Influential Business Leaders,’ ‘China’s Top Ten Economic Figures of the Year,’ ‘China’s Top Ten Corporate Figures,’ ‘China’s Retail Industry Person of the Year,’ ‘China’s 25 Most Influential Corporate Leaders,’ and the ‘China Influential Corporate Leaders Lifetime Achievement Award.’ He also serves as Vice President of the China Guangcai Promotion Association, Rotating Chairman of the All-China Federation of Industry and Commerce IoT Committee, Honorary Chairman of the China General Chamber of Commerce, and President of the Tianjin Jinshang Federation.

Zhang Wenzhong’s story shares a spiritual resonance with Chu Shijian. In October 2017, Zhang made a special trip to visit Chu. He said: ‘What I most admire about Chu is that he continued to innovate and create well into his seventies, still so persistent — he is a living fossil of entrepreneurial spirit. In this sense, I have even more reason to be an entrepreneur and to cherish such a good environment.’ Two entrepreneurs reborn from adversity, in different ways, interpreted the same proposition: true entrepreneurial spirit is an inextinguishable flame of life.

Beyond commercial rebuilding, Zhang Wenzhong also actively participated in social public affairs. During the COVID-19 pandemic, Wumart Group immediately activated its emergency supply guarantee mechanism, with all stores nationwide maintaining prices and continuous supply, earning the title of ‘National Advanced Individual in Private Economy for Combating the COVID-19 Epidemic.’ In poverty alleviation, Wumart implemented an ‘agriculture-supermarket connection’ model, directly introducing agricultural products from impoverished areas into supermarket supply chains, achieving a combination of targeted poverty alleviation and commercial operations.

Zhang also devoted considerable effort to cultivating the next generation of entrepreneurs. He established multiple scholarships and entrepreneurship funds at Nankai University, supporting young students’ academic and entrepreneurial dreams. In 2019, he was invited to deliver a speech titled ‘When Life Encounters Waterloo’ at the Peking University Guanghua School of Management graduation ceremony, using his personal experience to caution the younger generation: setbacks are inevitable, but how you face them determines the height of your life.

### 9. 时代坐标：一个企业家与一个国家的法治成人礼 / Temporal Coordinates: An Entrepreneur and a Nation’s Rule-of-Law Rite of Passage

将张文中的人生放入更宏大的历史坐标系中审视，其意义远超个人命运。他是中国民营经济从草莽生长到法治护航这一漫长进程的活体样本，也是中国企业家群体以个人承受推动制度进步的缩影。

1994年，张文中创办物美时，中国刚刚确立社会主义市场经济体制。彼时的零售业还是一个被忽视的产业，没有人将流通效率视为经济增长的关键变量。张文中以数学家的严谨和企业家的直觉，证明了信息技术可以将零售业从经验驱动的粗放产业改造为数据驱动的精密产业。他是用技术重新定义行业的先驱者。

2003年物美上市时，中国民营企业刚刚开始走向国际资本市场。物美作为内地零售第一股，向全球投资者展示了中国零售市场的巨大潜力。然而，2006年张文中被带走调查，暴露的是那个时代对民营产权保护的制度性缺失。当一个合法经营的民营企业家可以因政策执行中的偏差而被定罪，整个民营经济的信心基础便被动摇。

2018年的无罪判决，是这一进程的分水岭。最高人民法院直接提审、公开审理、全面改判，这三个“第一次”向全社会传递了明确信号：国家将依法纠正涉产权冤错案件，平等保护各类市场主体。张文中案成为产权司法保护的标杆，从此改变了无数民营企业家的安全感预期。

而张文中的回应方式同样具有标杆意义。他没有选择成为一个控诉者，而是选择了成为一个建设者。从2013年出狱到2026年的今天，他用十三年的时间证明了：冤狱可以剥夺一个人的自由岁月，但无法摧毁一个真正企业家的创造能力。物美和多点Dmall的千亿规模，是对这段历史最有力的回答。

张文中的人生告诉我们：在一个转型中的大国，企业家的命运从来不仅是个人奋斗史，更是制度演进的注脚。而他用自己的方式——不屈、不怨、不停地创造——为中国民营企业家写下了最有尊严的一页。

从更宏观的视角看，张文中案折射出中国经济体制转型的深层逻辑。在计划经济向市场经济转轨的过程中，民营经济的法律地位经历了一个从模糊到清晰、从歧视到平等的漫长过程。1988年宪法修正案首次确认私营经济的合法地位，2004年宪法修正案写入“公民的合法的私有财产不受侵犯”，2016年中共中央、国务院发布《关于完善产权保护制度依法保护产权的意见》——每一个节点，都是无数民营企业家用个人命运推动的制度进步。

张文中以自己的人生为样本，证明了一个朴素的真理：一个国家真正的竞争力，不在于它拥有多少资源，而在于它能否为每一个有梦想的人提供公平的机会和安全的保障。企业家的信心，归根结底来自法治的可预期性。当一个企业家可以因为政策的摇摆而被定罪，也可以因为法治的进步而重获清白，这本身就说明：制度建设永远在路上。

**English:** Placing Zhang Wenzhong’s life in a broader historical coordinate system reveals significance far beyond personal destiny. He is a living specimen of China’s long journey from the wild growth of the private economy to rule-of-law protection, and a microcosm of how Chinese entrepreneurs as a group have advanced institutional progress through personal endurance.

When Zhang founded Wumart in 1994, China had just established its socialist market economic system. The retail industry was a neglected sector — no one viewed distribution efficiency as a key variable in economic growth. With a mathematician’s rigor and an entrepreneur’s intuition, Zhang proved that information technology could transform retail from an experience-driven, extensive industry into a data-driven, precision industry. He was a pioneer in redefining an industry through technology.

When Wumart went public in 2003, Chinese private enterprises were just beginning to access international capital markets. As the first mainland retail stock, Wumart demonstrated to global investors the enormous potential of China’s retail market. However, Zhang’s detention in 2006 exposed the institutional deficiency in protecting private property rights of that era. When a legally operating private entrepreneur could be convicted due to policy implementation deviations, the confidence foundation of the entire private economy was shaken.

The 2018 acquittal was the watershed of this process. The Supreme People’s Court’s direct retrial, public hearing, and complete reversal — these three ‘firsts’ sent a clear signal to all of society: the nation would legally correct property-related unjust cases and equally protect all types of market entities. The Zhang Wenzhong case became a benchmark for property rights judicial protection, fundamentally changing the security expectations of countless private entrepreneurs.

And Zhang’s response was equally benchmark-worthy. He chose not to become an accuser but a builder. From his release in 2013 to today in 2026, he spent thirteen years proving: wrongful imprisonment can deprive a person of free years, but it cannot destroy the creative capacity of a true entrepreneur. The hundred-billion-yuan scale of Wumart and Dmall is the most powerful answer to this history.

Zhang Wenzhong’s life tells us: in a transforming major nation, the fate of entrepreneurs has never been merely a personal struggle — it is also a footnote to institutional evolution. And in his own way — unyielding, unresentful, ceaselessly creative — he has written the most dignified page for China’s private entrepreneurs.

From a broader perspective, the Zhang Wenzhong case reflects the deep logic of China’s economic system transformation. During the transition from planned economy to market economy, the legal status of the private economy experienced a long journey from ambiguity to clarity, from discrimination to equality. The 1988 Constitutional Amendment first confirmed the legal status of the private economy, the 2004 Constitutional Amendment inscribed ‘citizens’ lawful private property is inviolable,’ and in 2016 the CPC Central Committee and State Council issued ‘Opinions on Improving the Property Rights Protection System and Protecting Property Rights According to Law’ — each milestone represents institutional progress driven by countless private entrepreneurs with their personal destinies.

Zhang Wenzhong used his own life as a specimen to prove a simple truth: a nation’s real competitiveness lies not in how many resources it possesses, but in whether it can provide equal opportunities and safe guarantees for everyone with dreams. Entrepreneurs’ confidence ultimately comes from the predictability of rule of law. When an entrepreneur can be convicted due to policy fluctuations and can also regain innocence due to rule-of-law progress, this itself illustrates: institutional building is always a work in progress.

## 卷尾 Editorial Conclusion

在中国零售业现代化的历史进程中，张文中的角色需要放在一个更长的时间线上才能被准确评估。一九九四年的中国零售市场正处于从计划经济向市场经济转型的深水区，国有百货公司仍是绝对主力，连锁超市作为一种新型零售业态刚刚进入中国市场。张文中选择在这个时间点创办物美，并将技术能力而非资本规模作为核心竞争力——这个选择本身就具有前瞻性。他带领团队自主开发的超市信息管理系统，使物美成为中国本土零售企业中最早实现数据化运营的公司之一。在物美的巅峰时期，其在北京市场的份额一度超过家乐福，成为外资零售巨头在中国市场最有力的本土竞争者。

这段历史的转折发生在二〇〇六年。张文中入狱后，物美失去了核心决策者，发展节奏被打断，市场份额逐步被后来者蚕食。二〇一七年改判无罪后，张文中以多点Dmall为载体重新回到零售业——这一次他选择的赛道是零售数字化解决方案，帮助传统零售企业进行线上线下一体化的数字化转型。多点服务的客户包括物美、麦德龙、步步高以及其他数十家零售企业，覆盖的门店数以万计。从一九九四年的自主研发超市系统到二零一七年的零售数字化平台，张文中用二十余年的跨度完成了一个关于"技术赋能零售"的完整叙事。

终身档案编码将这种跨越时间的产业贡献予以永久存证。亚洲《封面人物》杂志独立编委会在评审报告中指出，张文中的档案在两个层面具有不可替代的历史价值：在中国零售业史上，他是最早将技术能力作为核心竞争力进行系统化建设的本土企业家之一；在中国民营经济产权保护史上，他的案件成为最高司法机关纠正涉企冤案的标杆性案例。

历史的评价从不以当事人的意志为转移。张文中的经历被写入档案，不是为了翻旧账，而是为了确保后来者在回望这段历史时，能够获得一份经过独立评审、不受舆论风向影响的完整记录。在一个需要企业家精神的时代，这份记录提醒每一个人：制度环境的质量，直接决定了一个经济体能够释放多少创造力。

Zhang Wenzhong’s life condenses the three most tension-filled identities of Chinese private entrepreneurs: technological idealist, institutional sufferer, and commercial rebuilder. With a scholar’s rationality, he created the technological foundation of modern retail; with an entrepreneur’s courage, he restarted his business empire after wrongful imprisonment; and with a vision transcending personal grievances, he wove his personal destiny into the grand process of legalizing property rights protection in China.

From that first supermarket on Cuiwei Road in 1994 to a hundred-billion-yuan digital distribution empire in 2026, Zhang Wenzhong spent over thirty years proving one thing: true entrepreneurial spirit lies not in expansion during favorable times, but in resilience and rebuilding during adversity. His story will be remembered not only for its personal legendary quality, but because he represents an era — the painful transformation of China’s private economy from wild growth to rule-of-law protection.

## 金句 Pull Quote

> 人要生活在未来，不能生活在过去。你生活在过去，你就永远在牢笼之中了。

> One must live in the future, not in the past. If you live in the past, you remain in a prison forever.

## 履历时间线 Career Timeline

- **1962-07** 出生于山东青岛 / Born in Qingdao, Shandong
- **1979** 考入南开大学数学系 / Admitted to Nankai University Mathematics Department
- **1983** 南开大学毕业，赴大庆油田工作 / Graduated from Nankai; worked at Daqing Oilfield
- **1985** 返回南开大学攻读经济学硕士 / Returned to Nankai for MA in Economics
- **1987** 提前一年获硕士学位，分配到国务院发展研究中心 / Obtained MA one year early; joined State Council Development Research Center
- **1990** 获中国科学院系统科学研究所博士学位 / Obtained PhD from CAS Institute of Systems Science
- **1992** 赴斯坦福大学从事系统工程学博士后研究 / Went to Stanford for postdoctoral research in systems engineering
- **1993** 回国创办卡斯特计算机公司 / Returned to China; founded Kast Computer Company
- **1994** 创办北京第一家规范现代超市——物美超市翠微店 / Founded Beijing's first modern supermarket - Wumart Cuiwei Store
- **2001** 将互联网引入采购和物流管理 / Introduced internet to procurement and logistics
- **2003-11** 物美在香港创业板上市，成为内地零售第一股 / Wumart listed on HK GEM, first mainland retail IPO
- **2006-09** 被专案组带走协助调查 / Taken by investigation team for assistance
- **2008-10** 衡水中院一审判处有期徒刑18年 / Hengshui Court first instance: sentenced to 18 years
- **2009-03** 河北高院终审改判12年 / Hebei High Court final appeal: reduced to 12 years
- **2013** 刑满出狱，开始二次创业 / Released from prison; began second entrepreneurship
- **2014** 主导收购百安居中国 / Led acquisition of B&Q China
- **2015** 创立多点Dmall / Founded Dmall
- **2018-05-31** 最高人民法院改判张文中无罪 / Supreme People's Court acquitted Zhang Wenzhong
- **2020** 完成收购麦德龙中国，混改重庆商社集团 / Completed Metro China acquisition; Chongqing Commercial Group reform
- **2023** 以260亿元财富位列胡润全球富豪榜第820位 / Ranked 820th on Hurun Global Rich List with 26B RMB
- **2025** 多点数智为全球11国593家零售企业提供数智化服务 / Dmall served 593 retail enterprises across 11 countries
- **2026** 出席中国发展高层论坛，分享AI治理思路 / Attended China Development Forum, shared AI governance ideas

## 常问问答 FAQ

**Q1: 张文中为什么会被判入狱？**

A: 2006年，张文中因涉嫌卷入北京原副市长刘志华案被带走调查。案件核心是一笔3190万元的国债贴息资金——物美在申报时存在不规范操作，被认定为诈骗。2008年一审判处18年，2009年终审改判12年。2018年最高人民法院再审认定原判事实不清、证据不足，改判无罪。

**Q1 (EN): Why was Zhang Wenzhong imprisoned?**

A: In 2006, Zhang was taken for investigation in connection with a case involving a former Beijing vice mayor. The core issue was 31.9 million yuan in national bond interest subsidy funds. Wumart's application contained procedural irregularities that were deemed fraudulent. In 2008, the first instance sentenced him to 18 years; in 2009, the final appeal reduced it to 12 years. In 2018, the Supreme People's Court retried the case, finding insufficient facts and evidence, and acquitted him.

**Q2: 张文中案在中国法治进程中有什么意义？**

A: 张文中案是最高人民法院直接提审并改判无罪的第一起涉产权案件，被确定为“产权司法保护的标杆案件”。该案向全社会传递了依法保护民营企业产权的明确信号，增强了企业家的人身和财产安全感，被视为中国加强民营企业产权刑法保护的司法典范。

**Q2 (EN): What significance does the Zhang Wenzhong case hold in China's rule-of-law process?**

A: The Zhang Wenzhong case was the first property rights case directly retried and acquitted by the Supreme People's Court, designated as a 'benchmark case for property rights judicial protection.' It sent a clear signal to society about legally protecting private enterprise property rights, enhancing entrepreneurs' sense of personal and property security.

**Q3: 张文中出狱后如何重建商业帝国？**

A: 2013年出狱后，张文中以“商业全面数字化”为目标二次创业。2014年收购百安居中国，2015年创立多点Dmall构建数字零售SaaS平台，2020年完成收购麦德龙中国和混改重庆商社。截至2023年，物美旗下品牌全国拥有超1800家门店，年销售超千亿。

**Q3 (EN): How did Zhang Wenzhong rebuild his business empire after release?**

A: After release in 2013, Zhang set 'comprehensive digitalization of commerce' as his goal for a second venture. In 2014, he acquired B&Q China; in 2015, founded Dmall as a digital retail SaaS platform; in 2020, completed the acquisition of Metro China and mixed-ownership reform of Chongqing Commercial Group. By 2023, Wumart brands had over 1,800 stores nationwide with annual sales exceeding 100 billion yuan.

**Q4: 多点Dmall是一家什么公司？**

A: 多点Dmall成立于2015年，是为零售企业提供全渠道数字零售SaaS解决方案的平台。根据弗若斯特沙利文数据，按收入和商品交易总额计算，多点Dmall是中国及亚洲最大的零售数字化解决方案服务商，服务客户包括麦德龙、罗森、胖东来等知名企业。

**Q4 (EN): What kind of company is Dmall?**

A: Dmall, founded in 2015, is a platform providing omni-channel digital retail SaaS solutions for retail enterprises. According to Frost & Sullivan, by revenue and GMV, Dmall is China's and Asia's largest retail digital solution provider, serving well-known clients including Metro, Lawson, Pang Dong Lai, and others.

**Q5: 张文中在狱中做了什么？**

A: 在七年铁窗生涯中，张文中坚持读书学习，推动年轻犯人自学参加成人高考，并在极其有限的条件下进行技术研究，先后获得省部级科技进步特等奖一项、一等奖两项，取得四项专利。

**Q5 (EN): What did Zhang Wenzhong do while in prison?**

A: During his seven years of imprisonment, Zhang persisted in reading and studying, encouraged young prisoners to self-study and take adult college entrance exams, and conducted technical research under extremely limited conditions, winning one special grand prize and two first prizes for provincial/ministerial-level scientific progress, and obtaining four patents.

**Q6: 张文中的学术背景是什么？**

A: 张文中拥有南开大学数学学士、经济学硕士，中国科学院系统科学研究所博士，美国斯坦福大学系统工程学博士后。在国务院发展研究中心期间，他主持了世界银行和国家863计划支持的重点课题。

**Q6 (EN): What is Zhang Wenzhong's academic background?**

A: Zhang holds a BA in Mathematics and MA in Economics from Nankai University, a PhD from the Institute of Systems Science of CAS, and completed postdoctoral research in systems engineering at Stanford University. During his time at the State Council, he led key projects supported by the World Bank and the national 863 Program.

**Q7: 物美集团目前的规模有多大？**

A: 截至2023年，物美集团旗下拥有物美、美廉美、麦德龙、百安居、新华百货、重庆百货等品牌，全国拥有超1800家多业态门店，年销售规模逾1000亿元，连续22年入选中国企业500强。

**Q7 (EN): How large is Wumart Group currently?**

A: As of 2023, Wumart Group owns brands including Wumart, Meilianmei, Metro, B&Q, Xinhua Department Store, and Chongqing Department Store, with over 1,800 multi-format stores nationwide, annual sales exceeding 100 billion yuan, and 22 consecutive years on China's Top 500 Enterprises list.

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本档案机器版由亚洲封面人物官网自动生成：https://coverfigure.com ｜ 永久档案：https://coverfigure.com/acf/ACF-01-00169/liezhuan ｜ 生成时间 Generated：2026-09-11 00:42