Company: DDC
Filing Date: 2025-10-24
Form Type: F-1
Source: 0001213900-25-102214
Chunk: 169

Company: DDC Enterprise Ltd
Filing Date: 2025-10-24
Form: F-1
Chunk 169
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marketingplatforms. When it comes to plant -basedproducts, while foreign entrants have historically benefited from mature production technology for plant -basedmeat, many have struggled to (i) establish an E2E integrated supply chain and distribution network in China, (ii) localize product formulas including identifying the appropriate flavor, spice, and ingredient combinations that mesh with the fast -evolvingtastes and preferences of the Chinese consumer, and (iii) offer one or more products at an affordable price -point. When compared with foreign entrants, local players, us included have a better pulse on customer preferences, the correct product pricing strategy, and GTM approach, which significantly de -risks/reduces the likelihood of a customer -productmismatch. There are several key barriers -to -entrythat have limited the number and success of foreign entrants, emerging, and traditional -cum -emergingbrands that can and do compete directly with us. These include (i) brand awareness — we have a significant offline sales network (i.e. supermarkets, key local/national key accounts, convenience stores etc.,) in non -tier1 cities in China and key partnerships with multiple online social commerce/live and video -streaming/content marketing platforms, (ii) strategic & preferred service agreements with product & distribution partners; (iii) E2E supply -chainvisibility and predictive analytics capabilities that allow for real -timeoptimization of one or multiple aspects of the supply -chain, (iv) an agile, data -drivenproduct R&D (8 weeks from concept -to -shelf) process — faster GTM when compared with both traditional & emerging players, and (v) a Board of Directors and Advisory Council with deep domain, relevant market and operator expertise, and network for partnership/M&A origination purposes. Supply Chain Management Strategy We do not have our own supply chain and therefore we would actively look for suppliers who manage our manufacturing partners network efficiently. As of June 30, 2025, our PRC suppliers network comprises 471 supply chain partners for our existing products portfolio. Sometimes we would co -developproducts with our selected suppliers — our product innovation team is responsible for recipe innovation which will then be passed to our partner -suppliersfor recipe standardization in preparation for mass production. Upon our confirmation, our partner -supplierswill then proceed to production. We have also established warehouses and strategic co -manufacturersat a number of locations in the US and Singapore. Supply Chain Management We have a centralized Enterprise Resource Planning (“ERP