TOPIC ARCHIVE
Supply Chain & B2B articles
供应链/B2B
Browse 596 New Distribution articles about Supply Chain & B2B.
Published articles
596 articles · Page 5 of 25
Front Warehouses Have No Downward Path
In August, various e-commerce companies released their financial reports, with mixed results—the first half of 2022 may have already determined the landscape of fresh food e-commerce. However, among the players in the fresh food front warehouse model, there seems to be a different story to tell. Front warehouse player Miss Fresh 'exploded', Dingdong Maicai achieved its first quarterly profit, and latecomer Pupu Supermarket overtook the pack, showing more momentum than Meituan. Among fresh food players focusing on lower-tier markets, those using front warehouse and warehouse-store integrated models are at a disadvantage, but no one is willing to cede the market. For asset-heavy front warehouse players, the moment they are provoked by competitors into a land-grab mindset, they may have already fallen into a strategic trap in lower-tier markets.
吴依涵Integrated Supply Chain: No More 'Left-Right Dilemma' in Omnichannel Operations
In the omnichannel era, FMCG brands face the dual challenges of sales operations and supply chain delivery. An integrated supply chain that is safe, fast, good, and cost-effective is essential. The unique '1+3' integrated supply chain model of Annto, originating from a brand enterprise, offers a solution that enables brands and distributors to thrive in the omnichannel landscape.
文石Thinking About Digital Transformation? Consider These Questions First!
Based on several projects involving brand owners' digital transformation, this article shares insights on key issues such as whether to optimize organization or processes first, bridging IT and operational language gaps, adopting an iterative approach to transformation design, and the need for top management to embrace criticism and self-challenge.
高级研究员 海游Front Warehouse: A Business Story with a Predetermined Ending
Recently, an article by Ren Zhengfei published internally at Huawei went viral online. The viewpoint in the article, 'Don't tell stories, focus on reality,' sparked widespread speculation. In the fiercely competitive fresh food retail industry, many stories have emerged over the past few years: in 2020, Yiguo Fresh, the first fresh food e-commerce platform in China, failed to survive despite seven rounds of financing; in 2021, the community group buying war saw early players eliminated by capital. Now, the 'first fresh food stock' Miss Fresh, known for its front warehouse model, has been exposed to a capital chain rupture, while Dingdong Maicai and Pumu Supermarket, also using the front warehouse model, have reported good performance. This has sparked a discussion about the front warehouse model: what is the reality behind the story? Why do some front warehouse companies see growth in orders and profits while others face operational issues? Will the front warehouse model continue to exist in the future?
田巧云Xingsheng Contracts, Northern Expansion Sacrificed to Preserve Core
Xingsheng Youxuan's northern expansion faces long odds; without favorable timing, location, and unity, startup challengers attacking capital-backed giants is like throwing eggs at stones. Despite having timing and unity, community e-commerce is dominated by location, which big players buy with cash for supply chains and order volume. Facing long supply lines, even talents like Zhuge Liang couldn't work wonders. Forcing northward expansion would drain national strength, ending like Liu Bei's Shu. Now, under capital's shadow, preserving strength and sacrificing pawns to save the rook is wise. Thus, Xingsheng may retreat from the Qinling-Huaihe line northward, contracting to provincial capitals to ensure overall health.
珑哥New Distribution's Ten Judgments on FMCG B2B in 2022
01 After JD and Alibaba educated the market, the vacated market space has led to rapid growth for many regional B2B platforms this year. Recently visiting Pinpianyi, Xu Yi told New Distribution that they expect to reach about 23 billion yuan in 2022; Yijiupi's scale is still around 10 billion, and it is said that Lingshoutong has fallen below 10 billion; several larger B2B platforms in East China such as Caihua Commerce, Zhongshang Huimin, Kuailai Zhanggui, and Wanquan Supei are currently at 2-3 billion; regional players like Jiabin Yunshi and Weiran Jinhe have exceeded 1 billion; single-city, single-warehouse operations like Rongcheng Yigou, Wuhan Huxiaosheng, and Luoyang Hecai are mostly in the 100-300 million range. This is only a part; many local B2B platforms have seen significant growth in both speed and single-warehouse scale. Although JD and Alibaba are no longer the leading players, their exit has in a sense freed up the ecological niche, making the industry more prosperous. And the next decade will be even better.
赵波Why is Hema Determined to Go All-In on Supply Chain?
After the first half of new retail marked by breakneck expansion, Hema is shifting focus to profitability and supply chain efficiency. The company is leveraging its supply chain centers and private brands to drive growth, while acknowledging the need to balance online and offline operations.
兰滨胜Can Industries That Missed Deep Distribution Board the Group Buying Supply Chain Revolution?
This article discusses how industries that missed the deep distribution revolution, particularly fresh produce and other non-standard products, can now leverage community group buying platforms to undergo a supply chain revolution. It argues that while standard products have achieved channel revolution through deep distribution, non-standard products require a different approach, starting from the consumer end and tracing back to the source, with group buying platforms playing a pivotal role.
刘春雄Why Logistics Is the Foundation of Retail
Six years ago, the retail sector embraced internet-based transformation, but persistent losses have prompted reflection on the future of Chinese retail. Comparing with profitable foreign giants, low prices and high-quality products are key, leading companies like Hema to invest heavily in supply chain centers to improve efficiency and reduce costs.
窄播出品MissFresh's Predicament and the 'Substitution Hypothesis' for the Front-Warehouse Model
MissFresh's decline does not signify the failure of the front-warehouse model, which has been validated as successful but faces challenges in becoming mainstream due to high asset intensity and operational demands. The model may find future viability by integrating with O2O platforms rather than operating independently.
我是庄帅MissFresh Suddenly Announces Team Dissolution: Is the Front-Warehouse Model Still Viable?
MissFresh users discovered a service change notice on its homepage, shifting from 30-minute delivery to next-day delivery. The company stated it adjusted its front-warehouse business to achieve profitability, but later it was learned that MissFresh suddenly announced team dissolution, with all business lines shut down and employee social security and housing fund contributions ending in July.
田静Can 'Jisu Da' Rescue Douyin E-commerce Trapped in Logistics?
Douyin E-commerce is testing a new delivery service called 'Jisu Da' (Extreme Speed Delivery) to achieve same-day delivery within the same city and next-day delivery in neighboring cities, partnering with major couriers like SF Express, JD, and ZTO. This move underscores Douyin's intensified efforts in logistics, as it faces challenges in both traditional express delivery and instant delivery, competing with platforms like Meituan.
商隐社Addressing the Supply Chain Pain Points of Baijiu Enterprises: What Does Smart Logistics Bring to the Traditional Industry?
In today's omnichannel marketing era, more and more baijiu enterprises are seeking ways to build a safer, more stable, and smarter supply chain fulfillment system to adapt to changes in consumer structure and consumption patterns. However, it is nearly impossible for a single brand to build a large-scale, even nationwide smart logistics system. This article explores the pain points in the baijiu supply chain and how smart logistics, exemplified by Annto Logistics, can help solve them.
诺言In-depth Report: Digital Transformation of Offline Distribution Chains in China's FMCG Industry 2022
Jiaziguangnian Think Tank releases an in-depth report on the digital transformation of offline distribution chains in China's FMCG industry, addressing three key questions: what new adjustments have occurred in the rapidly developing FMCG industry, what difficulties offline development faces despite heavy reliance on offline distribution, and which digital approach is suitable for breaking through constraints. The report highlights that offline distribution remains the absolute pillar of social retail sales, and proposes a neutral third-party platform to empower distributors digitally.
甲子光年B2B2C, O2O, B2C, Mini Community Stores: The Omnichannel Challenge for FMCG Manufacturers
Before 2022, new channel formats emerged rapidly, but after 2022, the channel landscape stabilized, shifting focus to fundamentals and retail operations. This article explores four key channel trends—B2B2C, O2O, B2C, and mini community stores—and their implications for FMCG manufacturers, concluding with an invitation to the China FMCG Channel Innovation Conference.
New DistributionDialogue with Weightlessness Project: The More It's Polished, the Clearer It Becomes
The article discusses the canned food industry in China, where domestic consumption is low despite being the world's largest exporter. It features an interview with Cao Binbo, founder of the new consumer brand Weightlessness Project, who is innovating healthy canned foods to meet modern consumer needs, leveraging technology and user feedback to create products that fit into scenarios like fitness and outdoor activities.
郑一鸣Digital Transformation: It Looks Like Technology and Tools, but It's Really About People
A digital project leader at a company planned to drive channel digitalization through bC integration but found it challenging due to cross-departmental collaboration. The author argues that difficulties in digital transformation ultimately stem from organizational issues, and introduces the "Five Forces" of digital transformation: organizational force, scenario force, system force, fault tolerance, and operational force.
任文青AndyDigital Transformation in New Retail and FMCG: A War Without Smoke, Who Will Rise and Fall?
Business opportunities are fleeting; how can enterprises seize them? Retailer Lao Wang is troubled by the digital transformation trend, unsure of its necessity or direction. The article explores the concept, stages, manifestations, and characteristics of digital transformation in new retail and FMCG, illustrating with visionary scenarios and practical examples.
刘芳A Major Test for Same-City Retail Amid the Pandemic
The pandemic acts as a crucible for traditional retailers and e-commerce platforms, testing their supply chain capabilities. On April 24, Beijing saw a panic-buying spree, prompting the government to emphasize the role of key supply guarantee enterprises like Meituan, which leveraged its same-city delivery and retail layout to ensure supply.
十里Returning to Offline: Channel Coverage Model Layout Strategy for FMCG Enterprises
Returning to offline and the fundamentals are highly popular terms in the FMCG industry this year. Previously, 2C e-commerce optimized the supply chain from brand to consumer; later, B2B optimized it from brand to terminal outlets; and in the past two years, community group buying optimized it from distributor to consumer. Within the entire F2B2b2C supply chain, driven by capital and internet tools, these innovations captured nearly 30% of market sales, prompting a renewed focus on the 70% offline operations.
高级研究员 海游bC Integration: Reshaping the Logic of Channel Profit Distribution
Both paths of digitalization lead to bC integration. One path is the B2C route: C2C (Taobao) → B2C (Tmall) → F2C (Private Domain 1.0) → F+b2C (Private Domain 2.0) → F2B2b+b2C (Private Domain 3.0). The other is the B2B route: F2B → F2B2b (deep distribution digitalization) → B2b2C (community group buying) → F2B2b+b2C. The key node is b2C, which means solving the connection between stores and users. bC integration is not about removing intermediaries but strengthening them, emphasizing the retail end's value in traffic generation. The core challenge is reshaping the channel profit distribution system from transaction-based to traffic-based, involving manufacturers, distributors, retailers, and users.
刘春雄Billion-Dollar Deppon Falls to JD.com
According to sources close to the deal, Deppon Logistics is set to be acquired by JD.com for over 10 billion yuan, marking one of the most expensive acquisitions in Chinese logistics history. The deal is seen as a move to strengthen JD Logistics' traditional heavy cargo delivery capabilities, but the challenge of integration lies ahead.
财天作者The FMCG B2B Industry Finally Sees Hope
After two years of pandemic, JD.com and Alibaba shifted focus to same-city retail, reducing B2B investment. However, data shows that B2B orders via the POP model with wholesalers did not decline significantly, and some regional platforms even saw growth, with some like Caihua Commercial growing over 150%. The industry is now climbing out of the trough and moving toward maturity, as evidenced by improved operational data and the adoption of B2B habits by small store owners.
赵波Wholesalers/Distributors Will See a Wave of Transformation to B2B
Wholesalers/distributors are the smallest operating units in the commercial circulation field in China, supplying goods to millions of mom-and-pop stores. They face increasing difficulties due to rising labor costs, thin margins, and intense competition, but they hold unique value in proximity and customer relationships. The article argues that a wave of B2B transformation is inevitable, driven by brand digitization and platform education, and provides guidance on how wholesalers can adapt.
赵波