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Chen Chen: A summary of the new retail supply chain trends, 1 persecution, 2 major pain points, 3 changes

Release time:2018-10-18 Browse:461

Chen Wei, Vice President of Hairnet, Zu Hongkui, Founder and CEO of Chuanbu Supply Chain, Wang Rui, Senior Investment Director of Ocean Capital, Liu Wei, CEO of Panda New Energy, Zhang Ping, Head of Futian Ao Ling Qiong Yue District, South China Branch of Jingdong Logistics Li Wenhuan, general manager of the company's logistics open department, Zhao Xiaohe, director of Jiayou Shopping Logistics, Guo Wen, general manager of Guangzhou Yihai Kerry Logistics, Gui Pengyuan, logistics director of Huaijie Group, Li Delin, director of logistics of CANDY Group, and director of Hansen Supply Chain Group Chang Huanggang and Executive Director of Hansen Business School Chen Hetian and other guests analyzed and interpreted urban distribution from the perspectives of essence, model, capital, case, change, opportunity and trend.




Chen Wei, vice president of China Development Network, shared the interpretation of the theme of “Innovation in the New Retail Age”.


The network focuses on e-commerce warehouses for 12 years and has the largest independent third-party warehouse network. In its view, the new retail supply chain trend includes three points: one persecution, two major pain points, and three changes.


A persecution: channels have been subdivided into countless, channel diversification, fragmentation, and forced supply chain transformation


Two major pain points in the existing supply chain: the separation of online and offline logistics management, high cost; the inventory of each channel is not connected, the inventory is large


On the solution, Chen Hao summed up the cloud supply chain (including: cloud warehouse, cloud distribution, cloud distribution, cloud system), that is, a supply chain support, omni-channel sales, and a cargo management.


Includes three changes:


Yuncang - factory to warehouse network to consumers, optimize the number of goods transport;


Cloud distribution - service all channels, unified scheduling, unified management;


Cloud inventory - omnichannel sales, sharing a shipment


Chen Wei believes that: in the era of new retail logistics, warehouses are the foundation of the cloud supply chain, and cloud systems must first have access capabilities.


The following is a record of his speech:


Thanks to Hansen for giving us such an opportunity, let us share with you, we have made changes with our customers during the 12 years of e-commerce.


Today's theme is urban distribution. What I want to share is what kind of changes we have with our customers in logistics, and what are the differences between their needs and layout. This core is considered to be omnichannel, but it is managed by a supply chain. Now, under the whole business market, there have been many changes in the channel. Our logistics is not a single carrier. It is not only a channel under the service line, but also a scenario that supports all retail sales. At this time, all channels have a lot of logistics. The requirements of this requirement require us to have a lot of integration capabilities, the ability to provide omnichannel solutions.


First, about the hair net


Before the opening, let's talk about the hair net. The hair net has been in the e-commerce warehouse for 12 years. Currently, we have an independent third-party warehouse network. We have 120 warehouses. The service we provided to our customers was in B2C. Now it is a B2B and B2C integrated service. Finally, we serve a lot of customers, of which 500 are well-known brands, and we have about 200 million consumers. So every 10 Chinese people have received a parcel from the hair net warehouse, but maybe everyone does not know it is sent from the hair net.


It’s a double 11 right now. The double 11 is a big test for our e-commerce warehouse industry. This is a scene from last year. We were more than 10 million singles last year, accounting for 1.27% of Tmall’s logistics orders. It is a comparison. Good number. Starting with Tmall has a double 11, we also started to do our double 11 business, this year is the 10th double 11. Finally, some of the customers we serve, the customers we serve are mainly fast-moving customers, maternal and child, clothing, food.


Summary of two or three sentences


The change in supply chain trends under new retail can be three sentences: one persecution, two major pain points, and three changes.


The scene has changed, people have changed, the experience and needs of the purchase have changed, and our supply chain has been transformed. We have to have a more flexible and agile supply chain to support all business scenarios, and The experience of each link is very good. Under this pressure, we have two pain points. One is online and offline integration, and the other is pain. Inventory is also very wasteful, can we make an optimal inventory structure for our channel services. The third, change, what we do in logistics.




Persecution


Let us first look at the first persecution. The diversification and fragmentation of channels have forced us to make changes in the supply chain. Yesterday I participated in a small salon. One of the brands said that it was very scary. There are not many stores online and offline, but the offline channels that can be entered have already entered. The main e-commerce platform on the line is Tmall, Jingdong, and it has been done for many years, because my brand is big enough, it is built on the platform by means of technology, operation and resources, but now I don’t know how consumers come by. Buying, now in addition to well-known brands in the women's cosmetic bag, there are many other niche brands, they are now using new ways to promote the market, and these methods may not know what.




We have summarized the changes in the entire channel. I have divided into four major categories. This is a traditional offline channel. This is a profit-driven channel that includes the dealer system and the supermarket system. Then there is the e-commerce platform, which has the platform field of traditional e-commerce. These platforms are centralized and have traffic. Our consumers, our merchants, because they know this platform, so they advertise on this platform to analyze the traffic of this platform, or it is a traffic-driven channel.


The third is the field of mobile and social. We have social customers. These customers actually find that the first two business formats are different. They are no longer shelf-style sales, but based on people’s trust relationship. There is a district chief in the community. He serves with members of this community. He chats with the aunt and aunt in the square. He will conduct research on this product, which is very detailed and sells knowledge and relationships. The core of social is knowledge and relationships, and there is a content to read. In fact, these channels are independent.


We look at the new retail scene, retail or retail, just change one way, change a way to sell, we see that they have produced a lot of connections, such as a lot of offline entities and e-commerce Connection, we see inside the mall, the offline entity and the mobile end have a connection, a consumer may add a WeChat after entering, or create a binding relationship, and the e-commerce platform content also has a connection, content It is a way of presenting, and ultimately the way to land and transform is in e-commerce.


Under this system, we find out what kind of supply chain the merchant needs, and this supply chain must support all sales scenarios. At this time, our logistics, our supply chain has become extremely important, and to change, can we support the sales of omnichannel scenarios, I have the ability to deliver, the ability to deliver offline is the online, the ability to sell online The consumer is delivered. Maybe your channels don't reach this level, but let's take an example. This is a part of the online brand. It's just that there have been many changes in this channel. There are so many platforms, and our business is no longer giving up. Each channel may be done by every channel. At this time, we have higher requirements for our system's ability, my warehouse's ability and my ability to match. This situation forces us to make some changes.


2. Persecution


When I made the change, I found that I encountered two pain points. One is that the online and offline logistics is divided. The two split systems, because there is no intensive, will bring a lot of cost waste, and these two logistics When the system is executed, there is no way to keep up with our inventory. The offline is the inventory under the line, and the dealer is the inventory of the dealer. This is the first status quo, the online and offline logistics is separated.


This is a picture we have drawn. The current logistics will supply two carriers after our goods are produced from the factory. I have a batch of goods, this is the service line, this is the B2C logistics system. There is also a B2B logistics system, which may go to the B2B general warehouse, and then serve the local dealers. The dealers are assigned to the stores to do it themselves.


At this time, the data of the intermediate node may be acquired. The middle is a dividing line. The two lines are independent. One is the supply chain on the line, and the other is the supply chain under the line. One of them is that my warehouse is scattered. There are many platforms in the country, but we have very little direct management, so the resources of this warehouse are not intensively produced. The second one is the matching and matching process. Whether it is express delivery or trunk line, our resources are in the hands of a certain dealer. At the same time, the time for goods to flow to consumers is relatively high, which will result in waste of cost.


The second status quo is inventory. Our current inventory is equal to the inventory of the e-commerce + the inventory of the dealer + the stock of the offline store. There are many channels in each inventory. The dealer has dealer A and dealer B. Inventory, offline inventory is also the same, in this case there will be waste of inventory, just talk about logistics is to solve the problem of inventory, for example, the seasonality of clothing is very strong, online I have sold this shirt Out of stock, offline has inventory in my dealer, this is the waste of inventory without the concept of inventory sharing.


Third, the cloud supply chain


How to solve it? We think there are three, one is Yuncang, we have to shorten the distance of all warehouse network transportation, then cloud distribution, my distribution network system to serve and support all my sales channels, this sales The channel is not only an e-commerce, not just a store. The last one is cloud inventory. My inventory is placed in another big market, sharing a single data. We are a supply chain management. The cloud supply chain we have been talking about, the core of this is cloud warehouse, cloud distribution, cloud systems and cloud distribution.




Yuncang


When our warehouse network changes from factory to consumer, we will find that this route has become very short. When the goods are finished, we will ship them directly to our front warehouse or F2C, and finally to the consumers, so that I I will find that my customer's turnover is the best, and my cost will decrease.




2. Cloud matching


This is a link. I have already seen a lot of pictures. My sales channels have become diversified. There are social and content. The demand for these channels is different. This place may have express, express, and city matches. This demand can we use a network to do central management, to do negotiations with all suppliers, to do unified scheduling and testing, this can be achieved, I think it can reach several best states, one is the best inventory Structure, how much my goods are open, the distribution of the second best stock and the delivery of the best stock, this delivery refers to the delivery of the distribution, which is the fastest way to deliver in different scenarios and different service locations.




This is actually about the issue of unifying core stocks. Now our stocks are scattered and scattered among various channels. Each channel has an inventory, and this inventory is not connected. If we have an inventory center, this inventory docks me. All the warehouse inventory, whether it is RDC goods, or the dealer's goods, we enter the same system, I use this inventory center to connect this channel, the channel includes the community e-commerce, including offline channels, if my If inventory can support all channels, the benefits for sales are very large, so other costs will be reduced and time will be faster.




3. Cloud system


I might have wanted to do the channel before, but if I don't do well, my system may have to do the docking, do the test, and find the corresponding warehouse before I can start the business. If we are a set of stocks, we can always know that this is not only a line. The data on it.


The whole system is the core, and we think that the system has the ability to dock. We talked about a lot of channels, and there are a lot of distribution methods. If we don't solve the problem of docking ability, we will not use the fineness of the system in the middle of the system, because it takes a lot of time, so we docked the sales. The platform, the platform, the electronic port, and a lot of ERP, many merchants use different ERP to manage, so ERP is very important.


Fourth, practice


Let's look at some cases, first share the case of pure e-commerce, and come to Guangzhou to chat with customers. He said that the whole market has changed. It used to be a big warehouse. In 2015 and 2016, it was a sub-sector. Inventories, this condition is related to our consumers. In the past, sales were king. Now it is the experience of the king. The service is king. It used to be delivered in three days. Now I hope that today, this time, consumers have changed their timeliness. Now, I talk about the front position. Many people say that there are already a lot of stocks in the warehouse. The front warehouse has more inventory, so let's look at the case of e-commerce.




This is a customer in South China. If Yuchen is a mother-infant brand, he has made two positions. There is also a perfect diary, this is a mask, cosmetics, is a domestic brand. Netease's strict selection is also our customer. There are also two sub-sectors. This warehouse will increase more when it is double 11, because the amount of double 11 will be larger, so there will be more positions in the double 11 . This is Schwarzkopf, which has six positions. There is also the Southern Points Mall which has two positions. Everyone's request for experience is different.


The second type of case, such as the box horse brand, its supply chain is different from the traditional one, the warehouse network is a warehouse, two warehouses, but it must be in line with B2B, but also B2C, Which channels of this warehouse service, why should we serve this channel, for what reason, must set up a warehouse in this place, different warehouse services are not the same.


We feel that in the core of the entire supply chain, warehouses must be the core foundation, so we also hope that we can have more partners to do this with us, because we found that the front warehouse, not me alone can do After all, there are a lot of cloud warehouses in the network. There are 110 warehouses in these warehouses, and 300 may be reached next year. The core warehouses are built by ourselves. Other warehouses may be built by our partners.




Many of our partners used to do traditional logistics. They have the advantage of resources. They have factories, equipment, and energy. What is lacking is empowerment. This is Beijing. This is Dalian Yuncang and Suzhou. . What kind of support will we provide to our partners? In addition to brand support, customer support, and more importantly, operational support and system support, we must let our partners have the capabilities of our customers, our Externally unified, we require all service standards to be uniform.

  


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