TigerResearch/tigerbot-earning-plugin huggingface dataset:
(2)Upgrading the digital intelligence of the logistics network to create a SF smart Brain
The overall digital and intelligent level of SF logistics network was improved. Through the digitization of the whole-chain operation of collection and distribution, transit and transportation, together with big data prediction, visualized monitoring and early warning, the Company realized the overall intelligent planning and dispatch, dynamic matching of resources, and flat and efficient management. By relying on AIoT, automation and unmanned investment, the Company improved network operation efficiency, ensuring delivery safety, thus facilitating the Company to reduce costs and increase efficiency.
Digital intelligence of forecast & scheduling
Based on big data, operational research and artificial intelligence, we created a global intelligent decision-making system covering “forecast→early warning→scheduling→feedback”.
Early forecast
Network planning
Real-time scheduling
In 2022, under the uncertain changes in the external environment where it is difficult to refer to historical performance, we continued to improve the meticulousness, accuracy, stability and timeliness of forecasting, continuously added new business scenarios for forecasting, explored and applied forecasting for more meticulous shifts at sites, and supported refined operations. By accurately and timely refreshing the forecast parcel volume during peak holidays, we helped sites, capacity, outlets and other links to plan and reserve resources in advance, improve the accuracy of resource investment and increase profitability during peak holidays. During the Double Eleven period, the forecast accuracy rate of the next day’s network-wide collection and delivery reached 97%, the accuracy rate of collection and delivery at the business area level could reach over 90%; through dynamic forecasting, the forecast was refreshed every 2 hours, and early warnings were made for shifts exceeding the handling capacity of the sites, helping sites and vehicles in transit to make timely adjustments to ensure service quality.
We have created intelligent network planning system tools to support rational planning of resource investment during operations, and achieve cost reduction and efficiency improvement. In 2022, our overall cost reduction reached RMB100 million, and we successfully shortened the delivery time of about 10 million parcels. In terms of trunk lines, we used optimization tool to support direct shipping and increase the frequency of the trunk routes, making financial calculation in route investment strategy during daily life and peak days possible to give guidance for the accurate matching and execution of resource planning. In terms of branch lines, we realized 100% of the application of digital intelligence tools for the planning of branch lines of the network. We also launched online applications for holidays, characteristic economy and other scenarios. In terms of air transportation, we pre-researched flight scheduling/container flow/container loading model for the first time and applied them to the Double 11 peak.
Resources across the entire networks are integrated in real time, including grassroots operation posts, tens of thousands of trunk and feeder vehicles, thousands of air/rail routes, for the construction of online abnormality monitoring, early warning and rescue from transportation, distribution to delivery to ensure the timeliness of potentially delayed express shipments, realizing a closed loop of online abnormality monitoring and scheduling for the whole chain, saving an average of 260,000 parcels on weekdays and 900,000 parcels on peak days. In particular, when dealing with unexpected events such as bad weather, abnormal information can be quickly shared to enable timely notification and enhance the experience of customers.
A u t o m a t i o n  e q u i p m e n t  w a s upgraded in 47 trans it depots in 2022, boost ing d istr ibut ion capac ity and eff ic iency . As of the end of the reporting period, au to ma t i c  so r t i ng  had  been achieved for more than 86% of small parcels and over 60% of single delivery items (i.e., parcels that do not requ ire centra l ized packaging).
A systematic foundation system of “planning-driven sorting plan and sorting plan with dynamic adjustment”has been built to bridge the gap between planning and actual sorting operations with digital intelligence, allowing planning to better guide actual production. The realization of online of sorting plan with dynamic adjustment has made sorting plan adjustment faster and more automated. After the system launched, the average time of sorting plan process was reduced from 30 minutes to2 minutes, with a 36.28% improvement in mis-distribution of transit destinations and a 47.42% improvement in return rates. In addition, based on the calculation of site capacity and parcel volume forecast information, the system provides early warning of over-capacity of shifts in transit depots, assisting sites to avoid explosion risks in advance and ensuring transit time efficiency.60.2% of sites were accurately warned of over-capacity in advance during the Double Eleven period.
W e  u s e d  c o m p u t e r  v i s u a l techno logy  to  perform  v ideo t r a c k i n g  a n d  o p e r a t i o n mon i to r ing ,  rea l iz ing  who le process visual traceability, helping to solve the quality management and  sa fe ty  and  r i sk  con t ro l problems of the transit depots.
Automation Intelligence Visual
Digitalized and intelligent distribution
We are committed to constructing automated, visual and intelligent distribution hubs, creating an efficient and intelligent logistics hub.
Digitalized and intelligent transportation
We continuously improved the full-stack end-to-end IT and digital management across various transportation modes such as air, land and rail transportation.
Air transportation
Automobile transportation
Rail transportation
We have focused on online resource management to build a resource pool to enable resource sharing and dynamic booking of urgent parcels, and ensure online support and performance guarantee for multiple products and different security levels of operation. At the same time, we have launched a pilot project with Shenzhen Airport on “one code for freight (货运一个码)”to jointly improve the digitalization of air cargo logistics trajectory.
Through intelligent dispatching of vehicles, human performance reform of drivers and refined fuel consumption control, we realized the maximum application of self-owned resources and improved their utilization rate. Through outsourced resource consolidation, online margin process, simultaneous bidding of multiple resources and intelligent route combination tools, we supported common procurement in various business areas, improved bilateral trunk line shipment rates and achieved cost reductions of RMB100 million in external transportation capacity. Through the establishment of a regular transport time control mechanism, we achieved closed-loop control of the whole chain of transport capacity and improved supplier satisfaction and transport time efficiency.
In the express freight business, we realized the online closed- loop of the entire process from demand to settlement for high- speed rail, general train and liner resources; and in terms of the bulk transportation business, we participated in the third batch of multi-modal transportation demonstration projects of the Ministry of Transportation, supporting railway transportation from pick-up and delivery demand to settlement.
Digitalized and intelligent terminal management
Applying the AOI (Area of Interest) technology (a technology for geographic areas of dynamic digital map operation), we conducted comprehensive digital operation and online management of terminal collection and delivery.
Improve collection and delivery capabilities
Last-mile network construction
We improved the problem diagnosis and resource input model for collection and delivery areas, launched better intelligent solutions to enhance the problem improvement rate. In problem areas using solutions recommended by system intelligence, we achieved improvement rate of 22.65% for overtime collection, 30.62% for overtime delivery and 52.57% for collection. A SOP standard platform was built and improved to update the operational standards for collection and delivery in order to increase the speed of onboarding for new employees. A service quality evaluation model for deliverymen was built to realize online quality scoring and visual quality control, achieving fair and transparent management. In addition, based on factors such as customer preferences, parcel attributes and regional features, etc., we built an express delivery model to help express delivery match the optimal delivery channels and achieve differentiated last-mile delivery to meet customer needs and improve customer experience.
We upgraded the operational tools and management tools in outlets, which, among other things, reduce the overall labor intensity and customer-facing time of deliverymen, lower the damage rate of parcels and support the same-site-operation of large and small parcels in integrated outlets. Through the closed loop of online management of low-efficiency outlets, we timely identified low-efficiency outlets and conducted rectification to achieve site cost saving.
Digitalized and intelligent delivery safety
Technologies such as big data, AI and blockchain were applied to intelligently capture security risk factors and improve delivery safety.
Intelligent identification of parcel security risks
We built security data foundation for parcels to locate specific factors of breakage and loss through big data identification and analysis, we also built a security control system combining business and technology, covering security control scenarios. Through closed-loop tracking of relevant risk routes, sites, intelligent IoT devices and other black spot data (being acquisition of data regarding parcels in breakage and loss scenario), we were able to build a loss warning process, locate high-risk links and operations for damage.
Our large-scale application of graph code binding was an initiative to achieve data traceability throughout the chain; at the same time, through AI, we were able to reduce the manpower input for security inspectors, achieving better contraband detection rate and lower release error rate than traditional security checks. In addition, without affecting the efficiency of site operations.
Intelligent security check
Digitalized and intelligent customer experience
Digitalized and intelligent cost management and control
SF has built a service capability and product platform for enterprise customers, opened the general capability module of logistics scenarios to customers, and provided standardized online services for the whole life cycle of enterprise logistics management from contract signing to after-sales service. The customer online self-service rate reached 99%. SF realized the digital upgradation of logistics product management through data and online means, improved the product operation efficiency internally, and helped build a moat of product competitiveness externally. Moreover, based on the one-stop claims operation platform, we captured claims data, built a self-service claims model and claims solution model to achieve unmanned and intelligent rapid claims processing and improve customer claims experience. The customer satisfaction rate for full self-service claims is 98.7%, and the processing time is 98% higher than that for manual claims. In terms of active customer service, through the AOI area, customer behavior data model and AI capability iteration optimization, we actively explored new service scenarios such as pre-delivery booking, abnormal parcel processing and intelligent outbound calling to achieve refined and differentiated customer service for different customers.
Applying the digital solution of “full-stack business-finance integration”, we set up a middle-office platform of business-finance data, and an efficient, one-stop intelligent cost management and control platform to realize the integration of data on revenue, cost and quality, and help digitalize business diagnosis. In 2022, through the integration of data from various business systems and the application of algorithms, we built an operational analysis system that includes “pre-testing –monitoring –post-analysis”, newly launched operational measurement models, efficiency point mining models and more operational analysis boards, realizing intelligent cost control and operational decision support, thereby enhancing the operational efficiency and core competitiveness of our Company.
Smart Supply Chain Service
SF has provided end-to-end technical services that revolve around clients’raw material supply, production, warehousing, transportation, sales, operation and other processes:
Raw material procurement and entry into factories
Sales Operations
we carried out intelligent management of raw material supplies, and through c i r c u l a r  p i c k u p  s c h e m e s ,  e t c . , automated route setting and loading optimization;
Emp loy ing  b ig  data  and  a lgor ithm techno log ies , we he lp c l ients ga in insights of their consumers and carry out precision marketing, and provide on l ine omn i-channe l store operat ion and management tools for small and medium-sized businesses;
through the implementation of end- to-end supply chain base systems(OMS/TMS/WMS/BMS), we connect the business processes of ordering, w a r e h o u s i n g ,  t r a n s p o r t a t i o n , se t t lemen t ,  e tc .  in  suppo r t  to digitalized operations.
W e  a d o p t e d  p e r s o n n e l management and intelligent pa rk  so lu t ions  based  on computer vision to ensure product ion eff ic iency and work safety in parks;
At the des ign and imp lementat ion levels, we provide warehouse network p lann ing, mu lt i- leve l rep len ishment, online and offline shared inventory, a n d  o t h e r  s o l u t i o n s ;  a t  t h e  i n - warehouse execution level, we provide mu l t ip le  se rv ices  such  as  s to rage location optimization and warehousing automation;
Production Warehousing
(3)Application of smart supply chain technologies to boost the transformation and upgrade of clients’supply chain
The Company integrates SF’s exceptional technical capabilities and industrial experience, develop standardized scientific and technological products and solutions, incorporate digital and intelligent capabilities into the client’s value chain; by promoting the integration of warehouse and distribution, we provide end-to-end integrated technology supply chain services, solve the pain points at all levels of client supply chain including planning, management, execution, etc., and help various industries create a flexible and intelligent, sustainable supply chain system that responds efficiently to facilitate industrial upgrading, cost reduction and efficiency enhancement.
End-user profiling and behavior analysis
Consumer Insight
Inbound logistics line-up and
loading optimization at sourcing stage
Cyclic pickup scheme
Campus operation with big screen, vehicle scheduling and 3D map
Campus Solution
Warehouse site selection, routing optimization,
transportation scheduling
optimization solution
Solve inventory turnover and out-of-stock problems in multi-level warehouses
Multi-level replenishment/
allocation scheme
Shorten order-to-delivery time and improve
Forward warehouse solution
Solve inventory fragmentation in different channels
One bucket solution
Smart campus
ILS InstantLogistics
Shared CloudWarehousePDA
Online Freight PlatformPackaging Management
Sharp-eyed Pupil
Sharp-eyed Inspector Multi-modal TransportFengtuo Cloud3D
FengtuobaoFengzheng
Intelligent Customer
Fengsheng
TM S
LeNetWise Inventory
Fengxun
Fengxiangbiao
Qidebao
Fengsu
Dongchajun
Big Data Platform
Fengjingtai Sorter
UHFRFID
Fengxiaozhi
Technologies Products
Intelligence Supply Chain
General warehouse
Regional warehouses
Forward warehouse
Offline stores
End- user
Autom
AI Vision Blockchain
Computing  AIoTMachin
e Learning Plann
Unmanned
Optimization of
in-warehouse picking, spot optimization, replenishment
In-warehouse optimization solution
Store recommendation based on history and forecasts
Store Selection Proposals
Industry Chain
Apparel,shoes and hats
Freshfood Public service
Industrial man
ufacturing
E-commerce Automobile
Finance and
Enterpriseande-governanceCommunicationand high-tech
andcirculation
Digital twin Blockchain
Unmanned vehicles
Estab l ish a h igh ly rea l ist ic d ig ita l tw in platform, using the description, diagnosis, prediction and decision-making capabilities in SF ’s d ig ita l tw in to ach ieve interna l app l icat ion to out lets / l ines /networks in logistics scenarios, mapping offline business to digital space in a comprehensive and high- quality manner, realizing scientific decision- making and achieving overall optimality.
Ased on blockchain’s ability to enhance data transparency, security and trust, the Company builds a blockchain data collaboration platform to enable interaction of core data on the upstream and downstream alliance chains, improve audit efficiency and reduce review or third-party costs. It deeply integrates the fields of commodity anti- counterfeiting, traceability, manufacturing and synergy, realizing the full-cycle tracking of commodities from production, storage, transportation to final reception and realizing the value of quality traceability. As the first enterprise with disinfection data ledger in the industry, we leveraged blockchain to build digital management tools for vehicle disinfection and site disinfection tasks, providing customers with open and transparent disinfection data checking capabilities, thus enhancing user confidence in express mail safety
SF has now been invested unmanned vehicles in 17 institutions such as Lanzhou University, Chongqing University of Technology and Harb in Inst itute of Techno logy ; it a lso act ive ly invo lved in the construct ion of s tanda rd iza t ion  o f  unmanned  veh ic le te chno log y  and  re la ted  po l i c ie s  and regulations.
Under the premise of ensuring that data from both parties’does not leave the domain and user information is not leaked, we built solutions for the financial and marketing sectors by way of technology linking scenarios, which focus on introduction of external data sources, data source output and application of data collaboration.
Privacy computing
(4)Vision technology capacity: continue to deploy vision technologies that of critical significance for the future development
The Company has also closely tracked the latest trends and evolution paths of cutting-edge logistics technologies, actively deployed vision technologies that have a major impact on the industry and future development, and built a technology capability system for the long-term development of the logistics and supply chain industry.
State Post Bureau
441th
in Overall Satisfaction towards Express Delivery Service and Public Satisfaction in 2021
(As of the disclosure date of the annual report,
the data of express delivery satisfaction survey for2022 has not been released)
in end-to-end time limit (within 48 hours) in 72-hour delivery punctuality (above 90%)
5th China ESG Impact List
(2022 for the first-time publishing)
among "Most Admired Chinese Companies" in 2022
2022 for the first time
among "2022 World Top 500 Enterprises"
263th
among "World’s Top 500 Most Valuable Brands" in 2023
among "World’s Top 25 Most Valuable Logistics Brands" in 2022 for 4 consecutive years
1st for 13 consecutive years 1st for 9 consecutive years 1st for 9 consecutive years
for the first time for 6 consecutive years for the first time
1st for 4 consecutive years 1st for 4 consecutive years
4. Build brand value with excellent service experience
SF has established itself as a well-recognized and reputable express delivery service provider through over 30 years of development. It has built a brand image of “efficiency”, “punctuality”and “safety”, created great brand value through high-quality service, and is widely recognized by clients, the industry and the community.
On August 3, 2022, Fortune magazine released its list of the world’s top 500 in 2022, and the Company made the list for the first time, ranking 441, which also made it the first private express company of China to be recognized as one of the top 500.
IV. Analysis of Principal Business
1. Overview
In 2022, the express logistics industry faced a complex and volatile external environment, with multiple factors restricting the revenue growth and profit level of the Company. (1) The macroeconomic: production activities and consumption intentions have been suppressed, and corporate orders and logistics demand have weakened, affecting the growth of express logistics business. In the meanwhile, the express logistics enterprises at certain regions in the Mainland China had to temporarily suspend their business outlets, especially in the second and the fourth quarter. The significant decrease in growth of collection volume not only affected growth of revenue, but also led to failure of effective dilution of fixed costs and weakening of the scale effect, thus affecting the profit level. (2) Fuel price: fuel price rose sharply in 2022 as compared to the same period of previous year, leading to a relatively fast growth in transport costs for express logistics companies. (3) International demand: International trade witnessed declined demand due to the inflation in Europe and the United States, international relations conflict and other factors. In addition, as the supply of international transport capacity resources gradually recovered, the international air and sea freight prices continued to decline from a relatively high level, down significantly especially in the second half of the year. By the end of 2022, the freight rates have fallen back to a relatively lower level in the last three years, affecting the revenue scale and profitability of the international freight forwarding business.
Despite of the various external challenges in 2022, the Company has always adhered to the operating policy of sustainable and healthy development, and adopted a series of lean operation and management initiatives to improve the structure and quality on the revenue side and reduce costs and increase efficiency through lean management on the cost side, which enabled it to deliver a satisfying performance growth and steady achievement of healthy business targets in 2022.
I) Revenue: In 2022, the Company recorded a total revenue of RMB267.5 billion, with a year-on-year increase of 29.1%, of wh ich: (1) The express logistics business contr ibuted revenue of RMB174.2 billion, with a year-on-year increase of5.9%. Although the growth in business volume was affected by the temporary closure of outlets in certain regions due to external factors, the Company, as a logistics company assuming the responsibility of ensuring sufficient supply of livelihood materials, is fully committed to satisfy the corporate demands for logistics transportation and the residents’delivery demands for necessary materials by virtue of its stable network services and resource dispatching capability under the direct operation model. Besides, the Company continued to improve the service quality and products competitiveness by optimizing the structure of product portfolio. In particular, it reduced business volume of those products with low gross profit margin, further refined