TigerResearch/tigerbot-earning-plugin huggingface dataset:
In terms of To B scenarios, we formed flexible solutions based on customer needs through a combination of various products and resources to quickly respond to the low-cost and high-efficiency needs of enterprises. 1Consolidate professional capabilities. The collection terminal set up night collection and night delivery services based on the needs of delivery in the industrial zone and expanded the coverage of wooden packaging such as wooden pallets and wooden frames to reduce damage to goods, ensuring the safety of goods transportation. The delivery terminal used electronic receipts to replace paper receipts to improve customer convenience and reduce customers’costs; 2 Improve delivery flexibility by mode innovation. In short-distance markets dominated by economic circles, goods were collected and delivered directly at the collection terminal to reduce costs and improve delivery speed. In traditional markets dominated by industrial zones, with the help of third-party dedicated line resources, we improved the delivery quality and price performance of high-kilogram goods. In the future, we will continue to focus on industrial and commercial deliveries, innovate multi-mode delivery to reduce costs, and comprehensively enhance the compet it iveness of large products in industr ia l areas and high-kilogram sections.
SX Freight franchise network continued to expand its business scale, and the market share of cargo volume scale ranks top four in the franchise express industry. The number of franchised outlets increased to 15,000+. SX Freight further improved network coverage, operation efficiency and service quality by building its own backbone network in core areas and integrating remote areas with self-operated network sites and vehicle coordination, so as to achieve double growth in scale and efficiency.
IV) Cold chain and pharmaceuticals
In 2022, the Company recorded tax-exc lus ive revenue of RMB8.61 billion from the cold chain and pharmaceutical business, representing a year-on-year increase of 10.4%.
According to China Federation of Logistics & Purchasing, the market size of China’s cold chain logistics is expected to exceed RMB490 billion in 2022, representing a year-on-year increase of approximately 7.2%. The total revenue of the top 100 enterprises of China’s cold chain logistics amounted to RMB92.7 billion in2021, accounting for 20.3% of the total industry size, with the concentration increasing year by year. With the implementation of the blueprint guidance and planning of the “14th Five-Year Plan” cold chain logistics development plan, many national ministries and commissions have issued cold chain logistics support policies to help the high-quality development of cold chain logistics. At the same time, with the rise of the prepared meal, fresh food live streaming, and other business forms, the demand for cold chains in the fresh food retail market has grown rapidly, and the trend of online and offline channel integration, multi-batch and small-batch transportation has become increasingly prominent. SF Cold Chain remains its leading competitive advantage in the
cold chain market by virtue of high-standard service, full network coverage, and integrated supply chain capability.
(1) Shipment of fresh food:
The upstream service network for the Company to facilitate sales of agricultural products has covered more than 2,800 county-level cities and more than 4,000 fresh products across the country. In2022, we focused on the following aspects: 1Service hierarchy:
We integrated self-owned special planes, cold chain, warehousing and other external cooperation resources, matched agricultural products with different value hierarchy and time-definite needs, formulated differentiated operation modes and refined pricing hierarchy, improved business efficiency, and served a broader agricultural product market with a more cost-effective mode;
2Business innovation: We act ive ly expanded emerg ing categories and subdivision scenarios, including prepared meal, live delivery, fishing scenes, etc., in which the field of prepared meal has integrated warehousing + cold chain + scientific and technological capab i l ities, formulated industry supply chain solutions, cooperated closely with the government, associations and leading brands, and jointly held a number of industry press conferences to promote the development of the industry; 3 Technology empowerment: Convenient technology tools such as Xiaoguoguo management system, Fengshou and drop shipping were researched and invested to help farmers sell, deliver and settle; 4Brand building: The Company invested special funds and subsidies to cooperate with the government of the place of origin to jointly build 16 regional brands of agricultural products to help agricultural products “go global”.
(2) Food cold chain:
In 2022, the Company’s food co ld transportat ion business remained steady growth, and the profitability of the business continued to improve. 1Product optimization and upgrading:
We optimized the original cold chain LTL products, and newly launched the “cold chain large-size parcel standard express”and“cold chain large-size parcel to the port of destination”, matched the targeted business strategy combination around the customer needs, refined management and operation, turning losses into profits for cold chain large-size goods; 2Improve service capability: Focusing on the online and offline omni-channel service needs of merchants, we enhanced the capacity of 2B warehousing + trunk transportation, and formed an all-scenario solution of cold chain circulation covering 2B (large-size) + 2C(express delivery) + instant orders (delivered in 2 hours) with the national warehouse division mode and the large-network distributed mini warehouse + instant delivery service capability, providing the best solution of time-definite and cost for various different needs of customers and obtaining more business shares from customers; 3Improve the efficiency in the storage: All SF cold storages have completed the switching of self-developed cold chain storage management systems, and the vast majority of cold storages have realized paperless operation in the warehouses. Combined with automation construction, process optimization, and the increase in the proportion of self-owned employees, the storage service capacity and operational efficiency have been significantly improved, and the production capacity level has reached a stable support for the peak of e-commerce promotion business. 4Strengthen quality management: In 2022, SF Cold Chain once again passed the national five-star cold chain logistics
enterprise certification and continued to expand the scope of ISO22000 food safety management system certification. At present, six cold storages for food have passed the international standard certification. At the same time, the industry service standards in various segments are continuously improved to establish a high-quality benchmark for cold chain services.
(3) Pharmaceutical logistics:
In 2022, SF Pharmaceut ica l Log ist ics focused on operat ion optimization to create a benchmark case of pharmaceutical log ist ics serv ices: 1Product incubation capability: We focused on the incubation of logistics product systems in five major segments: vaccines, IVD (in vitro diagnostic products), pharmaceutical e-commerce, hospital samples and pharmaceutical c ircu lat ion, and cont inuous ly breakthrough new scenar ios/ capab i l it ies to obta in bus iness opportun it ies ; 2Vacc ine transportation: SF Pharmaceutical has established a vaccine transportat ion so lut ion and a one-stop guarantee system, including a series of software and hardware resource systems such as GSP vehicle transportation, vaccine safety and quality standards, operation SOPs and information management systems that meet national vaccine transportation standards; Since the launch of the business, the total number of vaccines delivered amounted to 967 million, including 281 million in 2022; 3Build IVD and biological sample scenario service capability: We actively expanded the upstream and downstream ecosystem serv ice modes of the med ica l laboratory industry, bu i lt a door-to-door temperature control transportation service solution for multi-temperature zone and a full life cycle supervision and traceability platform around the IVD and biological testing sample fields, realized a breakthrough in the scenario of 24-hour express delivery to the dry ice temperature zone of biological samples, and preliminarily built a national 72-hour temperature control service network for IVD; Through the establishment of Yilushunxin platform system, the single window enquiry of full order management of medical customers could be realized, and the customer service experience could be improved.
V) Intra-city on-demand delivery
In 2022, the Company recorded tax-exclusive revenue of RMB6.44 billion from Intra-city on-demand delivery business, representing a year-on-year increase of 28.6%.
Facing uncertainties in the external environment, SF Intra-City adhered to sustainable, high-quality and healthy development, and ach ieved s ign if icant improvement in its prof it wh i le ma inta in ing sound bus iness growth. In terms of revenue, business models and income structures were more diversified, and professional and differentiated services drove the growth of high-value orders. Personal service, non-catering scenarios and the continuous expansion of lower-tier cities and counties became the main driving forces. In terms of costs, economies of scale are further released, technology-driven comprehensive overall planning and scheduling achieved better transport capacity and efficiency, the continuously refined management improved operational quality and increased input-output ratio of resources, and ach ieved operat ing eff ic iency enhancement and cost reduction.
(1) Explore “new consumption”service scenarios to maintain a stable business growth
As for merchants, SF Intra-City continues to help customers in various industries establish professional and differentiated pe r fo rmance  s tanda rds  and  se rv ice  expe r ience ,  imp rove advantageous experience and delivery capabilities, and develop mature solutions in various industries such as cakes and flowers, supermarket fresh food , pharmaceut ica ls, and spec ia l ized markets. For diversified traffic platforms, SF Intra-City actively promotes ecological co-construction with major platforms, seeks the convergence of live-streaming e-commerce and on-demand delivery service, and builds cooperation with short-form video and live-streaming e-commerce platforms, so as to provide users with the consumption experience of “instant viewing, purchasing, and delivery”and “stock up first and send later”. In 2022, the annual paying merchants reached 330,000, representing a year-on-year increase of 27.7%.
As for retail consumers, SF Intra-City provides diversified and high-quality on-demand order fulfillment services, cover ing scenarios such as life assistance, health care, and commercial agents. Thus, the consumer’s mind of “prefer SF Intra-City to make important on-demand deliveries”can be shaped. We have launched a new and upgraded service “worry-free delivery” centering on valuables to secure full-process monitoring and full-amount speedy claims for insured products. We have created a team of “pioneer deliverymen”to ensure high-quality order fulfillment delivery facing a substantial increase in individual orders, as well as the increased demand for medium and long distance and non-standard services. In 2022, the active consumers reached 15.6 million, representing a year-on-year increase of47.5%.
(2) Continue to improve science and technology systems to achieve efficient scheduling in multiple scenarios
SF Intra-City continued to improve the three core functions in our CLS system, including intelligent business planning and marketing management, deliverymen integration scheduling and intelligent order d istr ibut ion, and inte l l igent operat ion opt im izat ion. By continuously optimizing the logic and algorithm of order recommendation and deliverymen scheduling, we have achieved optimal matching of orders and deliverymen, which improves unit fulfillment costs per shipment while supporting efficient fulfillment.
At the same time, based on our accumulation and improvement of smart logistics technology capabilities, SF Intra-City launched the “SF Delivery Cloud”(丰配云) SaaS instant logistics system to prov ide one-stop intra-c ity log ist ics so lut ions for brand owners with self-delivery business, covering all processes of intra-city instant delivery. Thus, we enabled merchants to realize omni-channel order access and efficient management of the entire process, increasing efficiency and cutting costs.
(3) Consolidate the diversified transportation capacity network, ensuring high-quality and stable delivery
SF Intra-City has formed a nationwide comprehensive capacity schedu l ing network cover ing approx imate 2,000 c it ies and counties to meet customer needs such as the expansion of stores, the extension of store delivery scope, and the increase
in business hours, and help customers expand operations while achieving growth of SF Intra-City business. The Company has powered its delivery capacity of “two-wheeled + four-wheeled” vehicles to meet the needs of non-standard delivery scenario services such as long distance, large weight, multi-point delivery and errands. During the reporting period, with the percentage of orders for medium and long distance over 3 km increased, the average delivery time and the on-time delivery rate remained at a high level. Furthermore, fluctuations in peak-season the on- time delivery rate remained below 2.5% during public holidays, and the number of cities with night (24-hour) delivery services increased.
VI) Supply chain and international business
In 2022, the Company recorded tax-exc lus ive revenue of RMB87.87 b i l l ion from the supp ly cha in and internat iona l business, representing a year-on-year increase of 124.1%. Since the merger of Kerry Logistics in the fourth quarter of 2021, the Company has scaled up its supply chain and international business operations.
(1) International express
1Put more efforts into improving services in Southeast Asian countries: We aim to create benchmark products targeting Southeast Asian countries. By increasing the number of direct flights of international cargo scheduled routes to Singapore, Malaysia, Thailand, Vietnam and other countries with all-cargo flights, and leveraging Kerry Logistics’resources and capabilities in Southeast Asia, the Company broadens the scope of services, improves service timeliness, and achieves rapid business growth;
2Improve the international network layout: we have launched the routes from China to India, Egypt, and Kenya, routes from Nepal, Bangladesh, Pakistan to other overseas countries, and strengthened the layout of routes to Europe and the United States. We have also increased the number of routes of Hangzhou-New York and Wuhan-Frankfurt, and added Wuhan-Liège route to cover the Asia-Pacific region, bridge Europe and the United States, so as to continue to improve the global express network layout. 3Enhance customs clearance capabilities: We continue to integrate self-operated and agency customs clearance resources. As of the end of 2022, we have licenses or resources for clearances in approximate 70 customs clearance ports in the world, and the services radiate to major regions such as the Americas, Japan, South Korea, Southeast As ia, and Europe. The number of domest ic AEO advanced certifications increased to eight, and the import and export customs clearance and end-to-end service capabilities were improved. 4Refine operation with technology: We leverage intelligent technologies and means such as big data, blockchain, and intelligent algorithms to achieve accurate planning and fine management of end-to-end routing. Furthermore, we have realized visualization and closed-loop management and control of abnormal events, and deep optimization of elements in each process. Thus, the average time consumed by international express products in the entire process was shortened by two days, effectively improving product competitiveness and customer experience.
(2) International freight and freight forwarding
The international freight and freight forwarding business faced a relatively volatile external environment in 2022. In the first half of the year, the business continued to maintain a good growth momentum. However, in the second half of the year, due to the weakened global economy beyond expectation, shrank expenditure from consumers, and excessive inventory caused by excessive orders in the previous period, the trade demand for international goods and the number of production orders dropped significantly. Meanwhile, the freight rates dropped rapidly from the historical high level in a short period of time due to the recovery of air and marine resources, and the substantial changes in the supply and demand sides put significant pressure on the international freight and freight forwarding business.
Although facing greater challenges, the Company actively looked for new business opportunities, further optimized the incentive mechanism for business opportunity reported and contracted that has been piloted in some cities by virtue of its domestic network coverage advantages, in an effort to incentivize such business divisions to seize opportunities in the international freight and freight forwarding business, striving to secure new contracts with certain customers. The Company provided customers with end-to- end solutions through combination of multiple logistic business capabilities to improve competitiveness of the international freight and freight forwarding business. In addition, the Company has achieved the integration of demands for international express and international freight businesses on international routes, and the unified planning and evaluation of their route opening and frequency increase, to improve the operational efficiency of international route operations.
(3) Supply chain: SF DSC and New Havi provide local supply chain services in China, while Kerry Logistics mainly provides global integrated logistics services.
In 2022, the domestic supply chain cycle was blocked temporarily. The Company’s block chain business was exposed to more challenges and business growth was impeded. Against the background of the uncertain environment, the Company improved the flexibility and resilience of its supply chain services and guaranteed the continuous and stable operation of customers’ supply chains through cross-warehouse resource integration, multi-point layout and coordination in key cities and surrounding areas.
In terms of business development, 1SF DSC analyzed and optimized the industrial system it serves, forming four cornerstone industries including automobiles, fast-moving retail, high-tech, and industrial manufacturing, and three industries with high potential, including pharmaceutical and health, fashion boutiques, and energy. We have also launched three major product services in transportation, customs, and 4PL, thus providing personalized and customized services for customers in various industries;2new Havi adopted a flexible market strategy and focused its expansion of new customers on the advantageous business of western cuisine chains and coffee and tea drinks. We dug deeper into the existing business potential, thus winning more service content and market coverage with high-quality services
and integrated solutions. We extended the product line into the upstream and downstream of the supply chain, such as product ion and process ing, trade capab i l ity enhancement, etc.; and 3a synergy has been created between domestic and international supply chain service capabilities. We have been able to provide customers from various industries with comprehensive supply chain services covering all scenarios from domestic to international, from the front-end procurement and production supply chain to the back-end sales supply chain, as well as technological solutions. In 2022, we successfully won bids for and delivered a number of projects to major customers involving domestic and overseas warehouse construction and operation, and transportation and distribution services.
In terms of technology empowerment, the Company realized online business and digital management internally by building a digital medium office for the overall supply chain. Externally, the Company improved its technology product application and technology service output and strengthened the integration of existing customer data ends. Furthermore, the Company carried out cooperation in automation applications, gradually promoted the automation transformation of operation scenarios, and improved the digitalization and intelligence level of supply chain.
3. Operation optimization
In 2022, the Company continued to strengthen its integration and innovation capability, driving a shift in business perception away from “operation”toward “management”. To promote the revolution of the entire network operating mode, we focused on the optimization of the end-to-end operation process. In the pre-planning link, focusing on coordination between operation and planning across the network, we integrated the resources of multiple business networks horizontally to implement unified planning, and arranged the end-to-end resources of operation, collection, transportation and delivery vertically from a global perspective to achieve more scientific network planning and accurate resource input. In the operation link, we promoted the integration of multiple networks to strengthen the integration of transit, transportation and terminal resources of multiple bus iness networks. As a part of the integrat ion, bus iness was interconnected with finance for close control to monitor resource effectiveness on a daily basis, and quickly make dynamic adjustments and responses to anomalies. In post-action link, we reviewed the effect of reform and the efficiency of resource utilization, strengthened the LEAN management, and endeavored to improve the timeliness and quality of related services while ensuring optimal business performance.
I) Multi-network coordination
Overall direction: Based on the needs of various types of products in resources, we implemented the all-inclusive end-to-end unified planning of the logistics network to avoid repeated investment in resources, and integrated the network operations of multiple businesses to achieve economies of scale, efficiency enhancement and cost reduction.
(1)Distribution: The Company integrated its ex ist ing s ite resources, to increase the utilization rate of site and support manpower and transportat ion capac ity. We made un iform plans for incremental site demand and prevented redundant construction. We coordinated operation between sites to enhance risk resistance capacity. 1Site integration: We promoted the coordination construction of transit depots, collection and