TigerResearch/tigerbot-earning-plugin huggingface dataset:
Provide exclusive, concessionary and value-added To B services, and To C product system integrating features of “Fetch for Me, Deliver for Me, Purchase for Me, Solve for Me”and city-wide on -demand delivery services within average 1 hour.
Fresh food speedy distribution: Distribute over 4,000 types of farm produce across the country from place of origin to consumers;
Cold chain food transport: Provide high-standard end-to-end temperature-controlled cold chain services in eluding multi-temperature section controlled storage, less-than-truck load/special truck transport, distribution to stores and consumers;
Pharmaceutical logistics: Serve clients throughout the pharmaceutical industrial chain, capable of conducting multi-temperature section control transportation (from -80°C to 25°), and GSP certi ed pharmaceutical cold storage service.
Intra-City On-demand Delivery
Cold Chain and Pharmaceutical Economy Express Time-definite Express
International express: High timeliness standard services that meet the needs of cross-border expedite delivery, including high-quality international standard express and economical international special products;
International e-commerce: Cost-effective and economical services that meet the needs of cross-border e-commerce, including ef cient international e-commerce express and economical international small parcels;
Overseas local express: covering Thailand, Vietnam, Malaysia, Cambodia, Indonesia and other Southeast Asian countries.
Air transport: provide air transport services such as pick-up at departure point, multiple integration, customs clearance, delivery to end customer;
Sea freight: provide air transport services such as pick-up at departure point, multiple integration, customs clearance, delivery to end customer;
Land transport: provide innovative and economic road and railway transport services across Europe and Asia.
Provide customers with air, sea, railway, land and multi-modal freight transport solutions
Supply Chain International Express
International Freight and
Freight Forwarding Freight
Provide domestic and foreign manufacturers, trading enterprises, cross-border e-commerce merchants and consumers with international express delivery, overseas local express, cross-border e-commerce parcel and overseas warehouse services
Empowering with technology, relying on SF’s big data, AloT technology and software and hardware system integration capabilities to help customers build a smart supply chain;
SF Supply Chain and New HAVI to provide local supply chain service; while Kerry Logistics mainly to provide global integrated logistics.
Provide customers in various industries with domestic and international end-to-end supply chain solutions Provide on-demand distribution service mainly for restaurants, retail/e-commerce merchants,
individuals and enterprises;
Mainly for customers from three sectors: seasonal fresh food, frozen food and pharmaceutical Mainly for customers in manufacturing and commercial distribution sectors with demand for large parcel distribution and bulk transport
Provide cost-effective and quality-guaranteed delivery services mainly for e-commerce platforms and merchants
Options of half-day delivery, same-day delivery, next morning/next day delivery, etc. dependent on shipping route and distance;
Satisfying time-ef cient and door-to-door delivery demands such as personal pieces, industrial and commercial pieces, mid- to high-end brand
order ful llment, reverse returns from e-commerce platforms, immediate response in JIT mode of production and distribution, and other scenarios.
Provide time-definite and fast door-to-door delivery service for consumers, enterprises, and mid- to high-end brand merchants, etc.
Business Segments
1. Customer operation1
The Company continues to improve its customer management system  based  on  cus tome r  s trat i f icat ion  to  enhance  i ts differentiated service competitiveness and operation efficiency.
I) Credit account clients (corporate clients)
As of the end of 2022, the number of active credit account clients amounted to approximately 1.81 million, an increase of 10% over170,000 compared with the same period of the previous year.
(1) SKA (strategic key accounts): We aggregate the superior capabilities of the Group’s supply chain organizations, focus on building and improving the overall solution capabilities of SF Express, combine the strategic development and layout of SKA accounts, and continuously break through and deepen customer supply chain links and core business scenarios through key accounts plan to promote the Company’s supply chain business share and capability improvement.
1E -commerce  and  c ircu lat ion  industry : a .  In -dep th exp lo ra t ion  o f  e -comme rce  goods  re tu rn  scena r ios :  we continuously improve the integrated service solution for goods return and exchange, focus on improving consumer service experience while upgrading personalized service capabilities, and gain market share in return business cooperation with multiple e-commerce platforms. As of the end of 2022, the average daily order volume doubled compared with the same period of the previous year. b. Breakthrough of cross-border supply chain scenario: We integrate advantageous resources such as warehousing, express delivery, freight, international special planes, and logistics partners through technology empowerment, so as to improve the end-to-end eff ic iency and dynam ic monitoring capability from domestic concentrated transportation to cross-border direct delivery and help e-commerce platforms expand overseas business under the concentrated transportation and direct delivery mode.
2Communication and high-tech industry: By integrating the capabilities of Kerry Logistics and SF Supply Chain, we extend to the front-end production logistics supply chain scenario, successfully win the bid for the central warehouse business of raw materials in the core production link of a customer’s supply chain, and deeply participate in the future planning and implementation of the customer’s supply chain; extend to the overseas retail warehousing and distribution performance scenario, and provide warehousing operation and distribution performance services for a customer to implement an overseas warehousing project. By enhancing the Company’s comprehensive solution capability, we further consolidate the domestic business share of key accounts while expanding the expansion of international transportation and overseas supply chain business.
3Clothing, footwear, and hats industry: In order to achieve innovative breakthroughs in the luxury industry and address the pain points that the luxury industry cannot extend the offline ultimate service experience to online, we create end-to-end standardized products “Shangpai Service (尚派服务)”through techno logy empowerment and term ina l de l ivery capab i l ity
building, so as to realize the two-way empowerment of SF brand and high-end brand. This model is promoted and replicated in many high-end brands, which can achieve business growth.
4Consumer goods industry: We help customers realize the supply chain reform. Relying on the warehouse network planning, sales forecasting, and smart replenishment of the intelligent supp ly cha in of SF, we break through the automat ic park cooperation of offline large warehouses based on online channel cooperation with a key account, gradually realize the transition from online inventory to online and offline inventory and help customers to integrate to B & to C to reshape the supply chain.
(2)  KA  (key  accounts ) :  1In  respect  of  mechan ism improvement , we promote the imp lementat ion of CRM mechanism, standardize the customer decision review mechanism, and  g radua l ly  p romo te  the  s tanda rd iza t ion  o f  bus iness opportunity management and healthy delivery; improve the KA customer demand management channel and collaboration mechanism, integrate the Group’s resource capabilities, and effect ive ly support the bus iness deve lopment in comp lex scenarios of KA. 2As regards business expansion, we focus on large Internet platforms, semiconductor, new energy, new consumption, IVD (In Vitro Diagnosis) and other opportunistic industries. We focus on major customer bases and identify customer needs based on the multi-dimensional customer review model and KA customer business planning tools. We quickly build an iron triangle team for business, operation and maintenance and solutions, integrate the Group’s resources and capabilities, and provide targeted solutions for customers, to effectively expand the industry share; 3In respect of management improvement, we cont inue to bu i ld on our four pr imary capabilities –“customer needs, solutions, customer operation and maintenance, and team management”to effectively support the implementation of the overall work and improve the ability of KA teams to generate revenue and profit.
(3) SME (small and medium-sized enterprises): 1In respect of improvement of sales capability, based on the talent portrait formed by big data, we continuously strengthen intensive management of sales, carry out differentiated training, and improve the comprehensive capabilities of customer managers, to realize the improvement of per capita revenue and profit; 2In respect of business expansion, we seize the market opportunity to achieve a significant revenue increase in new businesses, hot industries, opportunity scenarios, etc. We have acquired 96,000 new contractual SME customers. We also conduct in-depth research on the supply chain scenarios of existing customers, sort out business opportunities, identify potential business opportunity, focus on the solutions to opinions of B-end customers, guarantee stab le serv ice dur ing peak hours, and prov ide custom ized solutions to continuously improve customer experience.
II) Retail customers (individual customers)
As of the end of 2022, the number of individual members amounted to 585 million, representing a year-on-year increase of 19%. We increased touchpoints with retail customers through multiple channels, online and offline, to ensure the growth of our retail business:
1  The data statistics involved in this sub-section do not include the customer data of SF Express, New HAVI and Kerry Logistics acquired by the Company.
(1) Online: The operation is based on SF APP and WeChat mini-programs, etc. In 2022, we focused on promoting the experience and maintenance of users in core channels, and improving online functions, to promote the efficiency of users’ order placement. A new “WeCom”on WeChat channel was built to efficiently respond to users’questions and continuously improve user st ick iness. The membersh ip sca le of WeChat channel increased by 25.6%, and the daily active users reached18 million, representing a year-on-year increase of 41%. At the same time, we focused on building the core channel of SF APP, and introduced various service capabilities such as moving, mobile phone maintenance, mobile phone replacement and used clothing recycling to meet the needs of diversified users. The number of members of SF APP channel increased by 55.7%, and the daily active users reached 3 million, representing a year-on-year increase of 50%.
(2) Offline: 1Broaden the scenarios: We provide a diverse range of services based on the needs of customers’daily consumption scenarios, including return service for online shopping, home delivery service, luggage delivery, family delivery, public welfare delivery, airport/high-speed railway station self-service and Hive Box laundry, etc. 2Expand Channels: We expand offline channels such as self-owned outlets, urban stations, rural stations and regional agents to improve the density of terminal channels. As of the end of 2022, the aggregate number of courier stations and cooperation stations in other external channels of SF within China increased by 10% over the previous year.
Through on l ine and off l ine management system, we reach customers through online channels in a well-targeted fashion and strengthen the attract ion of new customers and the retention of returned customers, enlarging our member pool; in offline channels, we segment business scenarios and expand offline channels to stimulate individual user activity and increase package-delivery frequency.
2. Business development
I) Time-definite express
In 2022, the Company’s time-definite express business achieved tax-exc lus ive revenue of RMB105.7 b i l l ion, represent ing a year-on-year increase of 6.8%. With the reopening and recovery of economic activities, SF Express quickly resumed its operation guarantee by tak ing advantages of se lf-operated network resources and strong control ability, providing efficient and stable delivery for customers and consumers.
Based on the competitive advantage of SF Express in bulk cargo collection scenario, the time-definite express business was expanded to cover reverse logistics and e-commerce goods returns. The Company actively expanded cooperation with major mainstream and emerging e-commerce platforms, continuously improved the sat isfact ion of return bus iness serv ices, and expanded the Company’s share in return business on various platforms. In particular, the cooperation with emerging platforms has developed rapidly.
The Company continues to expand the ultimate time-definite service, improve product capabilities, and cover more service scenarios. Through the integration of express network and intra-city couriers resources, the operation mode is further optimized, and the Company launched the new product of“intra-city delivery within half a day”, which provides fast service of collect in the morning and deliver in the afternoon, or collect in the afternoon and delivery in the afternoon, arriving on the same day to meet the long-distance half-day delivery needs of various scenarios such as business parcel delivery, fresh food supermarkets, community group buying and local e-commerce. It has been promoted in more than 20 cities in 2022. SF launched an ultimate time-definite product “exclusive expedite delivery” has been comprehensively promoted, and air transportation and high-speed rail roads have been utilized to achieve the fastest cross-city delivery as fast as 4 hours. Currently, such service has been rolled out in 138 cities. At the same time, by continuously consolidating the service capacity of bulk air transportation, emphasize flexibility and speed, the Company achieves the fastest cross-prov inc ia l door-to-door de l ivery w ith in seven hours. The Company builds a customer-airport direct receiving and dispatching mode to reduce the transshipment links and improve the efficiency, and adopts independent operation in the transshipment links to avoid the separation of the same batch of goods, so as to improve the customer experience and meet the immediate response needs of the supply chain under the JIT production and circulation mode of the industrial chain.
Ezhou Huahu Airport was put into operation in July 2022. In terms of freight transport, two air routes, namely Ezhou – Shenzhen and Ezhou –Shanghai, were launched in the first phase. It is expected that the transshipment hub centers will be put into operation successively in the third quarter of 2023. The Company gradually built a hub-and-spoke air transportation network with wide coverage, low cost, and high efficiency, so as to achieve the optimization and layout change of the Company’s full-link network mode, bringing more time-definite business growth.
II) Economy express
In 2022, the Company’s economy express business achieved tax-exclusive revenue of RMB25.55 billion, representing a slight year-on-year increase of 0.5%, maintaining almost the same as the corresponding period of previous year. The main reason was that the Company adhered to differentiated competition and has taken the initiative to optimize the product structure and reduce the number of low gross profit margin products since the second half of 2021. After the optimization, the service and pricing tier of the products and the distinction of the operating model are clearer, significantly promoting the profitability of economy express.
(1) Directly operated brand service
W e  c o n t i n u o u s l y  o p t i m i z e  t h e  p r o d u c t  s t r u c t u r e  o f direct-commerce express service. As of the fourth quarter of2022, the concessionary special delivery business with a low gross profit margin has been fully phased out, and the main“e-commerce standard express”products has maintained steady growth, promoting the positive year-on-year growth of direct e-commerce express business.
Affected by objective factors such as the slowdown of online retail consumption year by year, the competition in the e-commerce express sector has intensified. The Company partnered up with major e-commerce platforms in warehousing and distribution by segmenting business scenarios, using multi-level e-commerce wa rehous ing  resou rces  comb ined  w i th  the  h igh -qua l i ty performance and independent third-party market positioning. In particular, the e-commerce emerging platforms has grown rapidly, steadily improving the scale of the Company’s e-commerce parcel standard express business. In terms of product efficiency, based on high-quality services, the unit price of e-commerce standard express remained stable. Through internal intensive management, the Company maintained the healthy development of the e-commerce express business, and continuously improved the gross profit of its e-commerce express products, improving profitability significantly year-on-year.
(2) Franchise brand service
In 2022, Fengwang Express continued to expand the coverage of the national service network, improve the self-dispatch ability of express delivery, and promote the integration of network resources, so as to ensure the orderly growth of business scale and improve business efficiency. The self-dispatch ability of Fengwang franchise outlets has been significantly improved, reducing the dependence on the self-operated network of SF Express and reducing the operating cost. At the same time, synerget ic se lf-operated network promoted the integrat ion of branch lines, and reused the resources of direct branch lines to increase the bulk cargo shifts of Fengwang Express. The franchisees also could pick up the goods at the nearest direct outlets, improving the bulk cargo capacity of Fengwang Express. In addition, hubs of Fengwang Express were piloted at the concentrated collection terminal to help the concentrated collection and packaging of self-operated network and improve the utilization rate of transit resources of Fengwang Express. We built a comprehensive credit index system of outlets, deeply engaged in the digital construction of outlets to achieve the online operation monitoring; and built a portrait system of couriers, carried out refined employment management, and launched the function of courier’s wallet to achieve the special rewards being paid directly to couriers and lay a solid foundation for the delivery fee being paid directly.
(3) Integrated warehousing and distribution service
S F  p r o v i d e s  m u l t i - l e v e l  n a t i o n a l  w a r e h o u s i n g  a n d wa rehous ing -d is t r ibu t ion  se rv ices ,  inc lud ing  cus tom ized warehouses, standard warehouses, and economic warehouses. Comb ined w ith se lf-operated d istr ibut ion and th ird-party distribution, different services and pricing combinations cover different levels of customer needs. In 2022, focusing on improving the business health and operation refinement, we enhanced the integrated warehousing and distribution service capability and profitability. 1Business optimization: We sorted out and returned low-efficiency warehouses, optimized the customer structure, improved the business health, and paid attention to operating efficiency, to continuously improve the average
performance revenue per shipment; 2Warehouse network coordination: We integrated multi-network to promote site coordination, and reduced empty warehouse area by 47,000m2, improving the utilization rate of warehouse network resources;
3Efficiency improvement: We improved the connection of ex-warehouse and delivery links of warehousing and distribution services from system functions, operation procedures and process equipment, opened up all-link operation data of warehousing and distribution with the supply chain system as the core, and ach ieved smart sort ing, packag ing, intercept ion and other functions in combination with delivery equipment, so as to enhance the sorting capacity in the warehouse and improve the delivery efficiency; 4Mode optimization: Based on the warehouse sorting capacity and business forecasting, direct delivery from the warehouse to destination helped reduce the pressure from departure sorting hubs.
III) Freight
In 2022, the Company recorded tax-exc lus ive revenue of RMB27 .92  b i l l ion  f rom  f re igh t  bus iness ,  rep resen t ing  a year-on-year increase of 2.3%.
In 2022, affected by economic downturn and the increase in raw material and energy prices, production and consumption were inhibited, resulting in reduced logistics orders and general decline in the growth rate of cargo volume of major players in the express industry. However, with the introduction of national policies to expand domestic demand and boost the economy, and the rush of charter flights to catch up with overseas markets, the markets of manufacturing and services will be recovered.
SF Express adhered to the philosophy of “faster and more stable efficiency, wider and deeper scope, and more specialized and stronger capabilities”for large parcels service to provide better service guarantee for customers against the backdrop o f  nume rous  ex te rna l  cha l lenges .  The  ove ra l l  NPS  (ne t recommendation score by users) remained a leading position, and the peak daily freight volume of the self-operated network reached 54,000 tons. The peak daily freight volume of the franchise network reached 24,000 tons, and the overall scale of the large cargo business remained the leading position in the industry; At the same time, we optimized the product structure, integrated internal resources to promote cost reduction and efficiency improvement.
In terms of To C scenarios, we consolidate the barriers to terminal service capabilities, focus on providing more professional services around the furniture and household appliance industry, and strengthen the terminal delivery capability, so as to specialize and refined our business. 1Furniture industry: expand the service categories at the collection terminal, increase the coverage to ultra-long and ultra-wide furniture, and gradually invest in the delivery terminal with two full-time couriers to improve the installation capacity at home; 2Household appliance industry: a large appliance production warehouse with a total area of 130,000m2 has been put into operation, covering the core production areas of household appliances, and improving the quality assurance of order delivery through the warehousing and
distribution mode. In the future, we will continue to develop the ability to deliver large pieces to home and install for customers, focus on consolidating the foundation by delivering and installing furniture and household appliances, and build up service barriers through operation model innovation, so as to increase income by reducing costs.