In the new retail era, how can logistics service providers seize the C position?
The new retail era will profoundly affect China's supply chain organization and logistics distribution mode. In the future, logistics service providers should clarify their position in the overall competition pattern, define their role positioning and build matching core competitiveness in advance under the new retail wave, so as to seize the opportunity in the new retail era.
New Retail Requires More Efficient Modern Supply Chain Organization and Logistics Distribution Model
New retail formats characterized by "data-driven" and "channel integration" are characterized by complete collection and analysis of consumer behavior data, real-time transmission of consumer demand to different participants in the retail chain, and consumers'diverse demands will be greatly satisfied under data-driven. At the same time, in the whole chain, the inventory data of each link are opened and shared dynamically in real time, which will effectively reduce inventory and improve the efficiency of the whole supply chain.
On the one hand, online retailers have strong data capture and analysis capabilities (to achieve more accurate demand forecasting and procurement and logistics planning), while offline retailers have a wealth of network logistics distribution value for activation (to achieve faster distribution timeliness and more competitive distribution costs). Therefore, both sides are in the process of The sharing of core competencies in the front-end planning and distribution links of supply chain will release significant synergistic effects.
On the other hand, online retailers have more SKUs (minimum commodity units) and scattered orders, while off-line retailers have limited SKUs and high degree of scale. Therefore, the sharing of core resources in procurement, warehousing and transportation links between the two sides in the supply chain will bring considerable scale effect.
Under the new retail model, logistics service providers will have a clearer division of labor and a closer collaboration characteristics: supply chain integrators, transport providers and infrastructure providers will cooperate and dominate the market, and each will assume a clearer division of tasks in the supply chain link under the new retail model.
Supply chain integrators are closest to consumers at the front end and have natural advantages in data capture. They can provide accurate and forward-looking supply chain planning, and provide guidance to stakeholders in the logistics implementation of the back-end supply chain. Furthermore, capacity providers and infrastructure providers gradually return to their expertise in transportation, warehousing and logistics technology applications, focusing on the improvement of logistics operation efficiency.
Building differentiated core competitiveness ahead of time is the key to the future success of China's logistics enterprises
Different types of logistics service providers will have distinct roles and value positioning: supply chain integrators will take the positioning of "planners" and "integrators" as the core in the supply chain link, and enhance the synergy effect and release scale effect of the supply chain as a whole. Transport providers will return to the role of "transport experts" and strive to improve the timeliness and stability of logistics delivery, while effectively reducing transport costs. Infrastructure providers further embody the role of "enabling experts", and improve the operational efficiency of each node through optimal warehouse network layout and flexible and agile logistics technology research and development.
Different role orientation puts forward different construction requirements for the core competence of three types of logistics service providers. If Chinese logistics enterprises want to stand out in the future competition, they need to improve their competitiveness according to their own orientation.
The future core competitiveness of supply chain integrators comes from data-driven, supply chain planning and tripartite resource integration capabilities. Firstly, data-driven capability requires that it further rely on advanced artificial intelligence means to achieve more dimensional and deeper data acquisition and analysis, and then gradually strengthen demand forecasting and supply chain network analysis and optimization. Secondly, the supply chain is gradually extended to the upstream, and the upstream sourcing and procurement system is established. It also has the ability to integrate high-quality Tripartite logistics resources for mergers and acquisitions, information docking and management.
The core competitiveness of transport providers in the future comes from timely and stable transport capacity guarantee, optimal cost control and high-quality service capabilities. Therefore, relevant enterprises should actively focus on the source and management of social transport capacity, route planning, transport capacity scheduling, fleet management, standardized service training and value-added services to build related capabilities, in order to take the lead in the existing homogeneous competition.
The core competitiveness of infrastructure providers in the future comes from the optimal warehousing network layout, efficient turnover in warehouses, and the ability of logistics technology development and application to improve supply chain flexibility. Among them, warehousing network analysis and planning, land resources acquisition, efficient in-store management and value-added, flexible technology research and development and application should be built as soon as possible to take the lead. (from Roland Berg's report "How Chinese Logistics Firms Response to New Retail"