Anneng Supply Chain: When supply persistently exceeds demand, shelves become increasingly crowded, and consumer attention is extremely fragmented, a practical question confronts every FMCG professional: in an era of surplus, where can growth still be found?

On March 16, the CFC2026 11th China FMCG Conference, co-hosted by New Distribution, Innovation Retail Society, and CFC Going Global, with Anneng Supply Chain as a joint organizer, was held in Chengdu. With the theme 'Advance Toward the C-End,' the conference explored pathways for the FMCG industry. Shi Kunliang, General Manager of Anneng Supply Chain's Marketing Center, was invited to attend and deliver a keynote speech.

'Omnichannel low growth is the norm, and offline negative growth is also the norm. The core reason for the slowdown of major brands in the past is that they lost by relying on past successful experience.' This may also be a common sentiment among many FMCG professionals. After the peak of traffic dividends, the 'winning move' in new retail has shifted from traffic competition to efficient fulfillment; supply chain is no longer a backend cost but the key to breaking through retail dilemmas.

Three Major Trends Reshaping the FMCG Landscape From brands to channels to retail, a chain reaction is unfolding.

First, brand retail transformation. 'Brands must break the original paradigm in the stock era.' There are two paths: directly doing business with new systems such as instant retail and hard discount; or shifting from gaming with channel partners to collaborative service retail.

Second, channel consolidation. Channel partners move from single products to multi-products, adding retail functions—serving local retail with quality assortments, or building their own retail to enjoy dividends.

Third, the rise of retail systems. 'Retailers are seizing supply chain sovereignty, from being a single channel to defining products.' In the past few years, whether foreign or domestic retail leaders, the proportion of private label products has been rapidly increasing, and this trend will continue over the next five years. As a result, the proportion of top brands doing OEM for retail systems is rapidly rising.

These three changes point to the same direction: supply chain must be restructured.

From 'Subcontracting' to 'Whole Contracting' The inevitable path of supply chain evolution

Reviewing logistics evolution: in the 1990s, companies purchased vehicles and built warehouses themselves; from 2000 to 2015, various segments were subcontracted; in the past decade, it has moved from subcontracting to deep integration of whole contracting—upstream connecting production and manufacturing logistics, downstream connecting retail integration with deep whole contracting.

'From subcontracting to whole contracting is the inevitable path of supply chain development.' The rapid growth of instant retail, hard discount, and B2B is accelerating this process.

Five Implementation Samples of Efficient Fulfillment Anneng Supply Chain's cooperation cases over the past year demonstrate the practical results of 'efficient fulfillment.'

Brand direct connection to terminals. In the FMCG field, a Fortune 500 brand in washing and care that cooperates with Anneng uses 60 warehouses to directly distribute to retail stores nationwide. 'The harder the environment, the faster the change. This year, Feihe, Vitasoy, and Danone will also promote similar D2b transformations.'

In the home appliance field, brands such as Midea, Hisense, Haier, and JOMOO are all pursuing more precise and efficient production-sales circulation models. Midea has transformed from 2,000 distributors to directly doing business with 240,000 retail stores, and plans to connect 450 million users through IoT technology in the future. As a logistics service provider, Anneng Supply Chain has undertaken the supply chain implementation in its channel transformation.

Distributor transformation. 'In the new era, distributors must build retail capabilities from single products to multi-products; integrate from self-built logistics into third-party collection and distribution platforms; revitalize assets from self-built warehousing and integrated platforms; and move from rough management to digital tools.'

In response to distributors' transformation needs, Anneng is linking with leading distributors in various provinces and cities, using logistics supply chain support to help them integrate small orders into collection and distribution platforms, revitalize warehousing assets, and achieve transformation from 'fighting alone' to 'collaborative service retail.'

Instant retail: from wild growth to controllable supply. Anneng has reached cooperation with the top five in the instant retail industry. 'Instant retail has spawned a large number of waist brands, but with the characteristics of wide categories, wide products, and shallow inventory, how can fragmented orders be satisfied nationwide? This is the pain point for brands.' The solution to this pain point lies in the fulfillment capability of unified national standards.

Anneng's hundreds of FMCG cloud warehouses, with unified standards and unified value fulfillment, naturally match the needs of instant retail. After rapid growth, instant retail must move toward compliance and controllability.

Hard discount supply chain 2.0 upgrade. Anneng has deployed more than ten warehouses nationwide with Haoxianglai, Snack Discount, and Leerle. After the concentration of hard discount leaders, the supply chain faces another upgrade: from subcontracting to whole contracting, and then to sharing a single inventory pool between brands and discount channels. On this basis, Anneng further extends upstream to collection warehouses and origin warehouses to solve the problem of small procurement orders while keeping logistics costs controllable; at the same time, it deploys front warehouses to support store sinking and densification.

B2B and KA/CVS integration and revitalization. In Fujian, Anneng promoted the integration of goods assortments for Xiajielong with Jianfu and Lehai convenience stores, achieving peer collaboration; in Henan, it helped Jiayuan convenience stores revitalize 80,000 square meters of empty warehouses, invest in efficient sorting facilities, and use Anlian Cloud SaaS to support B2b platform transformation.

Dual Drivers of Scale and Digitalization 'Anneng currently has 3 million square meters of FMCG collection and distribution warehouses, with a target of 6 million square meters; from 1,700 to 3,000 partners. With volume, there is asset efficiency, talent depth, and operational efficiency.' When quantitative change leads to qualitative change, it is expected to achieve 'FMCG same-warehouse'—each province's shared warehouse serves as both a brand RDC and the same warehouse for instant retail, hard discount, B2B, and KA/CVS, achieving efficient F2B and F2b collaboration. (Data as of February 28, 2026)

On the digitalization front, Anneng's self-developed Anlian Cloud system supports the integration of logistics and business flow, solving pain points such as difficult sales forecasting, vague replenishment strategies, rough safety stock, and fragmented cross-platform data through intelligent replenishment, intelligent price comparison, and dynamic inventory optimization. 'We coordinate sales from a logistics perspective to make the chain smoother.'

Looking Up at the Stars in the Stock Quagmire 'The environment is tough, but in the stock quagmire, we must also look up at the stars. Those efficient retail system cases are the beautiful stars.'

With 25 years of deep cultivation in contract logistics, Anneng Supply Chain cooperates with more than 3,000 brands, connecting upstream production and manufacturing logistics and downstream retail integration with deep whole contracting. It cooperates with more than 1,700 channel partners and retailers. Along with the wave of Chinese companies' brand going global and supply chain going global, Anneng is accelerating the layout of overseas local delivery capabilities and continuously increasing investment in AI and digitalization. (Data as of December 2025)

In the era of stock competition, an efficient supply chain is becoming the 'winning move' to break through retail dilemmas. Anneng Supply Chain is willing to create excellent cases with industry partners and move toward a new growth path driven by efficiency and quality. All for better business growth.