TigerResearch/tigerbot-earning-plugin huggingface dataset:
dispatch points, and warehouses in various business networks, and p lanned for new s ite demands in a un if ied manner. Among others, 65% of the new demand realized merit-based arrangement and construction based on three types, namely “the same site, the same park, the same region”. As for the existing sites with a surplus usable area, we increased the utilization rate of the existing sites through internal demand coordination, external subletting or timely eviction. As of the end of 2022, the number of sites achieved a net decrease of 49 as compared with the beginning of the year. At the same time, when the business was in the trough on holidays, we planned for the site operation in a unified manner. The small sites were utilized intensively and some sites for large-size parcels were shut down temporarily. The average daily number of suspended transit depots for large-size parcels was 40 times during holidays, and the average daily number of suspended collection and distribution stations was301, which effectively reduced the corresponding manpower and transportation capacity invested to improve business efficiency dur ing ho l idays. 2Operation integration: The Company realized flexible coordination in the distribution of small and large-size parcels, and strengthened the final-leg operation of small and large-size parcels on weekdays and during business peak seasons, among which 78% of large-size parcels and 65% of non-standard parcels (large-size parcels weighing 10-15KG) were handled by the large-size transshipment network during peak seasons, thus releasing the production capacity of 1,270,000 parcels at small sites on a daily average basis and relieving the pressure of small-scale parcels sorting. When the business was in the trough on festivals and weekends, the Company enhanced the coordination in operation by handling nearly half of the large-size parcels in the small-size parcel transshipment network, thus increasing the utilization rate of small-size parcel sites and supporting manpower and transportation capacity resources.
(2) Transportation: We made an overall arrangement for lines in the same flow direction for various types of products, gave full play to the economies of scale, realized the straightening of routes, increased the number of flights, and increased the resource utilization rate of low-load lines on the basis of meeting the t ime l iness requ irements of var ious products. 1Lines integration: We planned accurate investment in transportation capacity in accordance with the business conditions, reduced low-load lines, integrated 570 trunk lines by the end of 2022, further reduced the proportion of low-load trunk routes (loading rate below 30%) from 6% to 2%, and integrated 839 branch lines. 2Warehouse filling on lines: We adjusted the line integration method of the self-owned direct network and the franchised network for large-size parcels. According to the two different demands for transportation timeliness and cost, the franchised network can properly store goods and match the empty warehouse resource of the same line used by the self-owned direct network, thus filling the warehouses and shortening the empty warehouse cycle of the early input line of the large-size self-owned direct network. In 2022, the Company realized warehouse filling of cargoes with an average daily volume of more than 2,200 tons in the franchised network, effectively saving the cost of transportation capacity. 3Routes optimization:
In combination with lines integration and intensive delivery of cargoes, we continued to optimize the land network planning, added 265 new direct trunk lines, increased transportation frequencies for 258 transport lines among our existing lines, and enhanced the t ime l iness and compet it iveness of land transportation. Combining the above measures, the small parcel
loading rate of trunk lines increased by 7 percentage points, the loading rate of branch lines increased by 11 percentage points, and the large-size parcel loading rate of trunk lines increased by3 percentage points. To a certain extent, the pressure from the rising oil price and the rising capacity price was eased.
(3) Terminal: We integrated the outlets resources, collection and distribution resources, and branch lines resources of various businesses at the terminal, and improved the terminal service capab i l it ies and resource eff ic iency of var ious bus inesses.
1Construction of integrated networks: We built a total of407 integrated networks capable of collecting and dispatching sma l l and large-s ize parce ls and rea l ized un if ied operat ion management at the terminal of small and large-size parcels. Some networks promoted the collaborative operation of small-parcel and large-parcel couriers to give full play to the connecting ability of large-parcel couriers and reduce the round-trip distance between small-parcel couriers and networks. 2Transit for direct dispatch: By promot ing the mode opt im izat ion of sorting at the transit depots + goods distributed to the smallest collecting and dispatching unit area at the terminal or directly delivered to customers, we reduced the investment of terminal outlets resources in the coverage area of the transit depots. The average daily direct dispatch volume reached more than 6,800 tons. 3Fengwang self-delivery: The proportion of Fengwang express delivery completed by franchisees independently increased by 48 percentage points year-on-year, fully releasing the dispatch capacity of self-operated network terminal. Combining the above measures, in 2022, 717 large-parcel collection and distribution stations were integrated and reduced, with an area of 130,000 square meters, saving the corresponding cost of sites, manpower, and branch lines.
II) Operating management
(1)Enhancement of transit capacity: In order to cooperate with the transformation of business models such as transit for direct dispatch, we improved bins-sorting accuracy and sorting efficiency in transit depots and continued to develop innovations in transit equipment. In 2022, the automation equipment was upgraded in47 transit depots, which enhanced the daily handling capability of small-parcel transit depots by 12.1%, reduced the manpower input in transit and improved operational efficiency by 7.8%.
(2)Land transportation resource management: 1In terms of controllable transportation capacity, we increased the investment in self-owned and leased vehicles, and the proportion of controllable transportation capacity of branch lines increased by 11 percentage points year-on-year. Meanwhile, we supported the reform of the driver accrual model. Through the reasonable distribution of income and optimization of driver scheduling, we achieved “More pay for more work”and increased the human resources efficiency of self-owned vehicle drivers by 16% year-on-year. Through the “drop and pull”mode, we separated the truck and the trailer to save vehicle allocation and increase veh ic le eff ic iency. 2As for outsourced transportation capacity, centralized procurement of conventional transportation was directly managed by the headquarters. By optimizing the bidding and settlement model of outsourced lines, we promoted the outsourcing suppliers to join a community of interests. Thus, we effectively guaranteed the demand for vehicles during peak periods, further reduced temporary transportation capacity input, and saved transportation capacity costs.
(3) Optimization of terminal networks: By promoting the mode optimization of direct sorting at the transit depots + goods directly distributed to the smallest collecting and dispatching unit area at the terminal, the process of terminal outlet was simplified, the demands for outlet area and equipment were saved, and the increment of traditional outlet was effectively restrained under the background of business growth. Meanwhile, we leveraged a variety of modes to build more terminal sites to receive customers, saving the round-trip time the deliverymen need and enhancing the customer receiving service capacity. As of the end of 2022, more than 4,800 traditional outlets implemented the above model optimization, adding 9,800 terminal stations to receive customers. At the same time, through the LEAN operation, 1,045 low-efficiency outlets were improved in 2022, and the proportion of low-efficiency outlets among all networks dropped from 11.2% at the beginning of the year to 5.4% at the end of the year. Among others, 312 low-efficiency outlets were evicted, saving costs of the corresponding site, manpower and branch line.
(4)Optimization of deliverymen management: 1Protecting deliverymen’s rights and interests: through machine learning, we quantified the difficulty level of deliverymen’s operations as time consumed, and defined the pricing standard for deliverymen collection and distribution unit areas in combination with the city’s hourly wage,
which objectively reflected the difficulty level of labor and realized a better matching of deliverymen’s labor and the income. Furthermore, the accuracy and online level of the income distribution was improved. In 2022, a time-consuming pricing model was established for more than 4 million collection and distribution areas, giving priority to improving the per capita income of deliverymen in some areas in difficulties, achieving a12% increase.
2Digital management: The Company is the first to create a new digital evaluation mechanism, in which the service quality is connected with the income and rights of the deliverymen, so as to drive the self-management of the deliverymen and effectively improve the service quality. As of the end of 2022, a total of more than 90,000 person-times of deliverymen achieved income increase through this evaluation system.
In 2022, the customer complaint rate decreased by33% year-on-year and the negative review rate decreased by34% year-on-year in the regions where this function had been piloted. 3Tool support: We explored and innovated an online management p latform su itab le for the Standard Operat ion Procedure (SOP) for collection and distribution in the logistics industry, and realized real-time query and agile iteration of operating standards.
At the same time, the SF Collection and Distribution APP was restructured and optimized according to the delivery standard, making SF deliverymen’s collection and distribution more efficient and convenient, and the service more standardized. The satisfaction rate of deliverymen’s operations increased to 92%, and the operation efficiency increased by16%.
4Improving skill training: The Company improved the whole life cycle training system for deliverymen by establishing the course system composed of pre-service training (0-15 days), strengthening period (16 days-3 months), consolidation period(4-6 months), development period (6 months or more). We also upgraded the mentor-apprentice management model by adding more than 2,000 mentors on the cloud-based platform which broke the restraints of time
and space, and created intelligent mentors for man-machine conversation. We launched the new learning platform “Deliverymen School”. 170,000 new workers received pre-service training. 30,000 workers received intensive training. Courses were offered to 1,155 courses were offered for on-job training. There were more than 61.41 million person-times of trainees in total.
Efficient and reliable global logistics infrastructure network
Austria Bulgaria Cyprus Denmark Estonia Finland France Greece Hungary Switzerland
Armenia Azerbaijan
Georgia Kazakhstan
Kyrgyzstan Tajikistan
Turkmenistan Uzbekistan
Mainland China Hong Kong SAR Macau SAR
Taiwan, China
China Japan
South Korea Mongolia
Congo Kenya
Morocco Tanzania Cameroon Ghana Ethiopia
Uganda Egypt
Mozambique Nigeria
Republic of Congo Senegal
South Africa Togo
Bahrain Oman UAE
Saudi Arabia Jordan
Qatar Israel Turkey
Bangladesh India Pakistan Sri Lanka Nepal
Australia New Zealand
Cambodia Indonesia Laos
Malaysia Myanmar Philippines Singapore Thailand Vietnam Brunei
Ireland Latvia Lithuania Luxembourg
Malta Romania Slovakia Slovenia Spain Norway
Czech Republic Germany
Netherlands Poland Portugal Sweden Ukraine
UK Russia
3. Core competitiveness
SF has built Ezhou Huahu Airport with partnership with the government. It is the first cargo hub airport in Asia and the fourth in the world. The airport completed its test flight in March 2022 and was officially put into operation in July. Two flight routes, namely Ezhou-Shenzhen and Ezhou-Shanghai, were launched for cargo transportation at the first stage. Within 2023, more than 40 domestic ca rgo  a i r l ine s  w i l l  be  opened . Fu r the rmo re ,  we  w i l l  p romo te the  open ing  o f  mo re  than  two international cargo airlines including Ezhou-Osaka and Ezhou-Frankfurt by considering the opening process of the ports.
SF’s hub transfer center is located in the central area of the airport. The main part of the transfer center pro ject has been comp leted, and the  pha se  I  so r t ing  equ ipmen t installation was almost finished. Now it is entering the stage of equipment stand-alone commissioning and the whole-site joint commissioning with all links of the airport system. The overall project is expected to be put into operation in the third quarter of2023. The Company gradually plans and adjusts the air network to build a
hub-and-spoke air network by leveraging Ezhou hub. It is expected to further increase cities covered with high time-definite services and reduce the unit cost of aviation by adding large aircraft.
In addition, as a core air freight hub, the 1.5-2 hour flight from Ezhou Huahu Airport can cover an area accounting for 90% of the national economic population. The airport city is expected to introduce high- end manufacturing, biomedicine, fresh cold chain, cross border e-commerce, electronic spare parts, emergency rescue and other industries, combined with SF’s all-cargo routes covering the entire country and radiating the world, to help realize the country’s industrial upgrading and enhance the strength of the international supply chain.
97 731
all-cargo
aircraft in operation77 aircraft owned Including 3 B747,17 B767, 40 B757,17 B737
pilots in service327 captains404 co-pilots
pairs of ight rights58 domestic
destinations covered44 international and regional destinations
287 138
routes operated worldwide
51,400 ights
67 international
routes in operation Over 6,700 ights
1,000,000 tons
of cargo worldwide
Of which more than 190,000 tons were shipped internationally
1,950,000 tons
Total air cargo volume of exceeds SF’s domestic cargo volume accounted for
of the national air cargo
and mail traf c 38.9% 3,000 times
Average daily ights
All-cargo aircraft
2,854 11,000
international routes ightsdomestic routes
Bulk resources
1,020,000
tons of cargo
Of which over 340,000 tons were shipped internationally
950,000
We are operating a cargo airline that is the largest in China and maintains leading position in the world, and we are also the largest shipper of air cargo in China
Note: For the data below, the time points are all as of December 31, 2022, and the periods are all from January 1, 2022 to December 31, 2022.
dry and feeder trucks under management worldwide
domestic transport routes
vehicles for end-of-line collection and distribution
Sea freight
maritime routes in operation
port terminals reached
179 countries and regions covered
1,170,000 TEU shipped by sea
927flows
High-speed rail products with
Express delivery products
4 pairs (or 8 columns) of special express trains
lines of general railway trains
lines in operation
International trains
countries and regions covered 150,000 TEU of containers by rail
480,000 tons
Total volume of shipments nearly
Our extensive resources of transportation mode allow us to provide domestic and cross-border multi-modal transportation services for our customers
Chapter 3 Management Discussion and Analysis
39 36 304
domestic service outlets and other service stations
430,000
Network-wide couriers
HIVE BOXes
190,000 communities Covering
transit depots in operation
2,071 10 million sqmoperational warehousescovering
1.54 million sqm franchised warehouses
hub-level depots air and rail sites regional depots
550,000 sqm food warehouses covering
200,000 sqm pharmaceutical
warehouses covering
1,431
2.9 million sqm overseas warehouses covering
25 132157
hub-level depotsoperating depots regional depots
Warehouses Transit depots Service Points
overseas self-operated & cooperative points
179,000
domestic end-to-end cooperative service
points (including city stations and rural distribution shops)
Express depots
Freight depot
The global presence of our outlets has been a contributor to our international and localized operations
Note: The data below are all as of December 31, 2022
15,625 mu
10.13 million sqm
11,672 mu 6.75
Total building area of
Land area Building area of
3,953 mu 3.39
Completed operational projects Projects to be completed in 2023 and beyond
We boast many key site resources in China and Southeast Asia, such as logistics industry parks and logistics centers
Da Nang City
Chonburi Province
Samutprakan Province Rayong
Mandalay Region Yangon Region
Mundra
Projects to be completed in 2023 and beyond Completed operational projects
million sqm
Weihai Qingdao
Huai’an Hefei
Yiwu
Lianyungang
Wuhan Nanchang
Changsha Xiaogan
Liuzhou Nanning
Chengdu Chongqing
Zhengzhou Luoyang
Maanshan
Ganzhou
Foshan Zhuhai
Hong Kong Zhongshan
Quzhou Wenzhou Quanzhou
Huizhou Shenzhen
Yancheng Changzhou Wuxi
Suzhou Kunshan Shanghai Jiaxing
Ningbo Hangzhou
Chiwei Yu
Dongsha Islands
Hainan Island
Xisha IslandsHuangyan Island
Zhongsha Islands
Nansha Islands
James Shoal
Note 1: Where there are multiple legends preceding the name of a single city, it indicates that the projects in that city are being constructed in phases, or there are multiple projects in that city and their completion dates fall in different intervals.
Note 2: The above data includes industrial park projects that have been placed into the asset-backed special scheme and the logistics real estate development fund, which are operated and managed by the Company.
2 .  C o m p l e t e  e n d - t o - e n d  o n e - s t o p comprehensive logistics service capability
Adhering to the d ivers if icat ion-or iented strateg ic p lann ing, and based on a fully established and efficient express network, through “internal cultivation + external mergers and acquisitions”, the Company horizontally branched out into new businesses and acquired high-quality industry partners to gradually grow into China’s largest express logistics service provider covering time-definite express, economy express, freight, cold chain and pharmaceuticals, intra-city on-demand delivery, international express, international freight and freight forwarding, and supply chain, focusing on logistics ecosystem development as the top priority.
At the same time, we also vertically improved the product matrix, through direct operation, franchise, external cooperation and other models; in each market segment of every business sector, we have launched high-quality services targeting medium –and high-end consumers, as well as cost-effective services for markets in lower-tier cities. Through effective product stratification and organic combination between different products, we cater to the diverse needs of clients, and developed complete end-to-end one- stop integrated logistics solutions.
Our services have penetrated into a wide variety of businesses such as industrial manufacturing, commercial circulation, online sales of agricultural products, food and pharmaceutical cold chain, international trade, local life, etc., covering all aspects of social production and people’s livelihood. Boasting efficient express logistics services, lean supply chain management experience, and a powerful logistics network that penetrates into rural counties, towns and villages in China and covers 98 countries and regions around the overseas market, we actively respond to the “go to the countryside, go to factories, and go global”campaign launched by the government for the development of modern service industry and express delivery, support rural economy revitalization, intelligent manufacturing, and industrial upgrading, and build on our capability to protect the international supply chain; furthermore, we actively embrace new patterns and trends in the industry to help clients innovate business models, enhance consumer perception experience, and practice the delivery and protection of a better life.
3. Cutting-edge technology for a digitalized, visual and intelligent supply chain
SF is committed to building a smart supply chain ecosystem in the digital age and establishing itself as a leader of smart supply chain. SF combines the massive data and industry solution experience gained in diverse businesses with the application of leading digital, visual, and intelligent logistics technologies to promote full-link supply chain technology innovation and help clients in various industries create a modern supply chain system with efficient response.
As of the end of the reporting period, SF had taken out 4,452 patents and 2,490 software copyrights, with invention patents accounting for 64% of the total number of patents obtained. The Company actively cooperates with social organizations such
as the logistics and supply chain industry, the government, and universities to enhance the social influence of SF Technology. The Company was selected for the International Organization Award“2022 World Internet of Things Ranking List”, the well-known media award “2022 Fortune’s Most Influential IoT Innovation List” and the field of artificial intelligence “BPAA Second Screening on Practices of Applied Algorithms –Business Track Global Top Ten”and other honorary awards. Meanwhile, the Company participated in the key research and development program initiated by the Ministry of Science and Technology for the first time, demonstrating the Company’s commitment to promote intelligence of hub-level parcel processing centers in the industry.
Digitalized and intelligent supply chain
Technology empowers the end-to-end digitalized and intelligent transformation of the supply chain, joining hands with customers to create an efficient and flexible supply chain and enhance the competitiveness of SF's one-stop integrated logistics services.
Frontier technology
Continue to explore the revolution and application of frontiers of unmanned, AI, digital twin, privacy computing, etc. in the logistics technology area, so as to ensure the future technological competi- tiveness of SF.
Smart brain
Implement the digitalized construction of full-link logistics network, and create the smart brain of SF to help the Company carry out business model transformation and support the LEAN operation, and realize efficiency enhancement and cost reduction.
Data medium office
Build a shared, credible, timely, and global data medium office, and establish data ecosystems to lay a solid data foundation for the digitized and intelligent upgrading of the Company as a whole.
(1)Consolidate the digital and intelligent foundation: the construction of public database
Data medium office: By building a shared, credible, timely, and global data medium office, we facilitate the healthy operation of business and the construction of data ecosystems.
We accumulate common and highly reusable data among various business lines on the medium platform, create a shared, reusable, and trustworthy Common Data Model across business lines at the Group level, launch data consumption tools such as data markets to achieve data compliance sharing, help businesses conduct data analysis by themselves, improve the efficiency of data retrieval and usage, and cut costs through refined operation management. At the same time, we build an end-to-end DataOps one-stop data development platform to improve data development and delivery efficiency, promote data governance and optimize quality management platform to find end-to-end solutions to the quality problems of master data, and enhance the trusted service capability of master data. We efficiently apply high-quality data, support the Company to truly rely on data to create business value, and support efficient decision-making and business driving before planning, during the operation, and after action.