TigerResearch/tigerbot-earning-plugin huggingface dataset:
Through close integrations, the Company will realize strategic synergy, so as to establish a world –leading logistics platform, providing clients with global integrated logistics and international freight services. The synergistic partnership in the field of air transport will help expanding international routes together and enhancing its footprints in the international aviation network. The synergies in the field of international express delivery will drive the joint-expansion of cross-border and local express delivery services business in the emerging markets of Southeast Asia. Supply chain collaboration will open up together the end-to-end international supply chain and help more Chinese enterprises expand overseas. In add it ion, through se lf-operat ion, jo int venture, investment, mergers and acquisitions, SF will continue to increase the coverage and scope of international express delivery and cross-border e-commerce special delivery, deploy overseas warehouses in the core flow areas, improve the efficiency of overseas delivery and order fulfillment, and provide integrated overseas and local warehousing and distribution services. By drawing on the successful experience of Chinese and foreign companies, we will explore and optimize the operation and management model, and realize visualization, digitalization and intelligentization to provide clients with high-quality, end-to-end cross-border supply chain solutions, and assist with the new development pattern of “dual circulation”.
VI) Steadily pushing forward the construction of Ezhou hub and building a global “axis radiation”aviation network. With Ezhou HuaHu Airport as the core, SF is building a route network that “covers the whole country, radiates Asia, and extends to Europe and the United States”, turning Ezhou Airport into a global supply chain center, a national warehouse and distribution center, and a high-end processing and distribution center. After the airport transit center and other supporting projects come into operation in the future, SF Airlines will gradually plan and adjust the layout of the air network to build an “axis radiation “aviation network with Ezhou as the center and Shenzhen, Hangzhou, Beijing and Chengdu as regional hubs, further expanding the coverage area of time-definite services and enhancing its competitiveness.
V )  Fu lf i l l  soc ia l  respons ib i l it ies  and  persevere  w ith sustainable development.
(1)Continuously advance the development of a green logistics system. We have established a system enabling the Company to measure its own pollutant emissions, and plan its business development accordingly. We are involved in the development of national and industry standard systems, and have introduced a company voluntary carbon reduction project
research and implementation plan. We are also a champion of greening, waste reduction, and recyclability among courier and logistics companies. (i) Green packaging: We are committed to developing and applying sustainable packaging products, and have established a packaging R&D and testing center as well as parametric design systems which have an impact across the industry. We have also set up a packaging reduction project and a sustainable packaging cycle system; (ii) Green transportation: We actively promote new energy road vehicles, and provide our clients with green supply chain solutions, while increasing energy efficiency and reducing energy consumption during transportation through optimized operating models; (iii) Green sorting: Measures such as the active construction of green industry parks, increasing the proportion of renewable energy utilization, and the rational planning of warehouse layouts have enhanced delivery efficiency and reduced energy consumption. The Company has set two carbon reduction targets: to achieve a 55% increase in its carbon efficiency by 2030 compared to 2021, and to achieve a 70% reduction in the carbon footprint of each express parcel by 2030 compared to 2021.
(2)Continuous improvements in employee care and staff benefits. The Company is committed to providing employees with a complete range of training and development opportunities, and helping them tackling personal concerns, which in turn gives our clients a warm sense of service. (i) Adhere to the“team”culture of equality, respect, collaboration, win-win, innovation, and inc lusiveness, to a l low emp loyees to grow through “competition”to exert their full potential; (ii) Establish an impartial and transparent appraisal system to encourage the creation of value and the pursuit of excellence; (iii) Provide outstanding talents worldwide with development opportunities, through a competitive remuneration and training systems, so that they can realize their career dreams; (iv) Establish special organ izat ions center ing around cour iers , cooperate w ith multiple government agencies to cater to couriers’catering, accommodation, commuting, etc., employ technological means to continuously implement flat management of couriers network- wide, build a fair and transparent evaluation and training system to guarantee reasonable remuneration for couriers, reduce their burden, and enhance their sense of happiness and belonging.
3. Business Plan for 2023
I) Overall operational priorities: adherence to sustainable and healthy development
Steady d
evelopment
Integration and b
reakthrough Foundation tran
sformation
Soun
d profits
Operational priorities
(1)  Steady  deve lopment :  Conso l ida te  the  compe t i t ive advantages of each product in terms of timeliness and service, aggregate the capabilities of each business segment, and develop solutions in various industries in a “combination”approach to build “value”competitiveness in services and improve customer service satisfaction, so as to maintain a healthy revenue and solid scale growth;
(2) Sound profits: Promote lean operat ions, cont inuous ly adjust the cost structure of products, adhere to lean resource planning and cost control, improve the input-output ratio of core resources, fully integrate business with finance, and play the role of long-term perspective in guiding operations to ensure that the Company maintains healthy profit levels;
(3) Foundation transformation: Ins ist on deepen ing the transformation of the operation mode, continuously consolidate the service foundation, strengthen the end-to-end overall planning capability under the integration of multiple networks, iterate on differentiated service and resource investment standards, continuously optimize the foundation capability with digital and intelligent technology and enhance the operation efficiency;
(4) Integration and breakthrough: Insist on organizational integration to achieve functional streamlining, adhere to the resource integration to achieve cost reduction and efficiency enhancement, persevere in talent integration to replicate and promote professional capabilities, and stick to the business integration to maintain leading service competitiveness.
II) Product planning:
In 2022, the Company conducts product planning at the core of“one network, two categories of major product lines, and three service with different time frames”, realizing full integration of resources for large and small parcels, foundation consolidation, cost reduction and efficiency increase. In 2023, on the basis of the existing product planning, combined with internal and external market changes, we will supply refined products, improve competitiveness, and take a more long-term strategic perspective to product planning:
(1) Clarify product positioning: Clarify the positioning of var ious products, act ive ly carry out d ifferent iated resource investment for different product business strategies, build barriers and further enhance overall product competitiveness by taking into account external market competition, customer demand and the current situation within SF;
(2) Supply refined products: Insist on end-to-end product optimization, promote the operation of all links (order placement–receipt –transit –transportation –delivery –after-sales) to be more specialized and refined, in order to offer better delivery quality for customers and comprehensively improve customer experience.
III) Client operation:
(1)SKA clients: Through headquarters-to-headquarters strategic cooperation, we will use science and technology and supply chain solutions to achieve joint innovation with clients, establish industrial benchmarks, build brands and accumulation capabilities, and coordinate the Company’s various resources to provide them with differentiated services;
(2)KA clients: We will focus on the industry, and with industrial business thinking and value & innovative thinking, deepen SF’s industry solution capabilities, focus on business scenarios, and integrate the Company’s resources and capabilities, to provide end-to-end scenario-based solutions, so that we can achieve win-win results through cooperation with clients in various businesses;
(3) SME clients: Our operational strategies will be end-to-end management, prov id ing customers w ith speedy and warm services. At the same time, we will analyze new opportunities in scenarios, collaborate with relevant organizations to accelerate standard product coverage, and enlarge our business scale;
(4) Retail clients: Based on individual clients’full lifecycle, we will adhere to the business development direction of “resource consolidation, intensive cultivation, technology empowerment”, continuously gather the scale of traffic online, enlarge the effect of accumulation; provide guarantee to offline integration, conduct refined management on areas, so as to maintain long-term business operation.
IV) Network construction:
(1) Multi-network integration: 1Further expand resource integration, including the network planning and operation of cold chain of food, pharmaceutical logistics, New HAVI and Kerry Logistics into the scope of integration, so as to give full play to the value and scale effect of the overall logistics network. 2In terms of distribution, continuously improve the area-effectiveness and resource utilization rate of transit depots by using same transit depot for large and small parcels, and creating a transit mode of storage on upstairs and transit on downstairs. 3In terms of transportation, adhere to the overall planning, improve the integration and allocation of transportation for large and small parcels of same direction, continue to promote route frequency, direct sh ipp ing, warehouse f i l l ing and low load carpooling at the end of the shift, so as to improve the loading rate of routes. 4In terms of terminals, insist on achieving savings in outlets by optimizing the operation mode, reducing rigid costs, improving service coverage with the help of external resources, and increasing the layout of last-mile sites for customers to help increase business revenue.
(2) Operational capacity: 1In terms of distribution, continue to improve transit capacity through technological enhancement of the distribution system, intelligent equipment, streamlined process operation and other measures, combined with the integration of multi-network resources. 2In terms of land transportation, continue to optimize the structure of capacity resources, increase the proportion of self-operated and C-end capacity, strengthen the standardization and intelligent control of individual capacity resources, and establish a high-quality, efficient and reliable capac ity resource poo l that aggregates ind iv idua l capac ity. Meanwh i le, re ly on inte l l igent ab i l ity to rea l ize rea l-t ime monitoring and allocation of transport capacity resources in the whole network, guiding vehicle scheduling and utilization based on the principle of one account and maximum benefit for the entire network. 3In terms of terminals, continue to optimize the model for quantifying the difficulty of the work of deliverymen by time to incorporate more operation scenarios and apply to more collection and delivery unit areas, in a bid to enhance the fairness, rationality and online management level of deliverymen’s income;
iterate the digital operation of deliverymen, create a full-process analysis and early warning and management system from the operation process to the quality result, and further enhance the headquarters’ability to directly control the terminals.
V) Business operation
(1) Strategy for time-definite express:
1We consolidate our absolute leading edge in time-definite, c o m b i n e  w i t h  t h e  e v o l u t i o n  o f  s e g m e n t e d  c u s t o m e r groups’demand for time-definite (e.g. high-value, high-end manufacturing, etc.), further enhance the utilization of air and land network resources, leverage our resource advantages, and improve the delivery capacity of time-definite products through resource integration and model combination optimization; 2we continue to promote new products, strengthen the time-definite advantage of intra-city express, and expand half-day service to more cities; actively explore cooperation opportunities with e-commerce and short video platforms, maintain stable growth of return business, and deepen its service scenarios in conjunction with model innovation and business development of platforms; and 3for air transportation of large parcels, we focus on core regions, customers with industry benchmark, large parcels of fresh foods/specialized markets and other areas, invest precisely and expand business with differentiated strategies; consolidate the operation foundation for air transportation of large parcels in key cities, expand and build the ability of direct distribution and dispatch across the network, maintain a high incentive mechanism to drive the front-end of the business to actively generate revenue; invest in additional special customer service, and provide proactive services to ensure service stability during peak hours and strengthen service delivery.
(2) Strategy for economy express:
Self-operated network products online have been progressing stead i ly w ith focus on key reg ions and h igh-qua l ity large customers. Cost structure would be further optimized and the relative competitive advantages of the products would be enhanced by iteratively improving the product design cost model. Marginal cost benefits will also be maximized through making full use of idle time resources to match targeted marketing strategies. Franchise network of Fengwang Express continues to consolidate network construction, enhance transit capabilities, increase the proportion of autonomous collection and delivery, improve the service quality management system, promote service quality, and ensure that the customer experience index of e-commerce platforms ranks in the forefront.
In terms of warehousing and distribution integration: 1Business expansion: open up the whole chain to expand the upstream and downstream business scenarios of customers’supply chains based on existing customers; continue to expand customers in advantageous industries, create the market-leading service capacity of warehousing and distribution integration in industries such as beauty, 3C, footwear, FMCG, auto parts, etc; break through the national sub-warehouse business, expand service scenarios of serving same products online and offline, and replicate mature solution capabilities to more customers. 2Lean operat ion: cont inuous ly opt im ize operat ing costs, promote resource consolidation and integration, and improve service cost performance; enhance service quality, ensure service indicators outperform the industry, optimize the management process.
(3) Strategy for freight:
In terms of To C living scenarios, we will strengthen our ability to deliver and install large items upstairs to form a service barrier, and at the same time, with the help of operational model innovation, reduce costs to feed the market and gain more share.1Furniture industry: expand the coverage of double full-time delivery capacity, consolidate the terminal capacity, expand the furniture categories served, while improving the service cost performance with the help of special line logistics resources, enhance the penetration rate of head customers around the h igh-end market, and expand the ma instream profess iona l market to improve the scale of parcel volume. 2Home appliance industry: promote the warehouse d istr ibut ion mode l, so l id foundation for professional warehousing and distribution of large appliances, enhance the scale of warehouses for large parcels in the core production area, and apply pre-warehouse model in sales areas, so as to improve customer experience and drive more scenario-based business growth by taking warehouse as the node. In terms of To B production scenarios, we focus on industrial parcels and commercial parcels, combine multi-scenario model innovation with the consolidated standard foundation capabilities to enhance B-end solution capabilities. We improve the time efficiency and speed to create a core competitive barrier; enhance the ability of “professional”, meet the needs of niche scenarios and improve the level of professional delivery of large parcels; in terms of short-haul parcels within the economic circle/province and industrial parcels and commercial parcels from and to the main economic circles, we will reduce costs and improve delivery speed through model reform to provide cost-effective land transportation services for large parcels.
(4) Strategy for cold chain and pharmaceuticals:
In terms of speedy delivery of fresh foods: 1Stabilize the logistics market share of our traditional strengths in the fresh food category, explore and incubate niche small categories, provide more cost-effective services and penetrate more markets in lower-tier cities through the transformation and optimization of our operation model. 2Continue to expand new scenarios and new tracks, integrate warehousing and distribution with techno log ica l capab i l it ies, prov ide integrated supp ly cha in solutions and seize new opportunities in the market. 3Build capacity and expand markets to promote stable business growth by focusing on government-enterprise cooperation, agricultural product category development, supply and marketing model layout, fresh food import and export, etc.
In terms of cold chain of food: 1Continue to improve the product development capabilities concerning cold warehouse, truckloads, and warehousing & distribution integration, and prov ide integrated supp ly cha in so lut ions for large c l ients focusing on ice cream, low-temperature milk, meat products, ready-to-serve dishes and other businesses. 2Build a team for terminal collection and delivery to enhance the last-mile service guarantee capacity of cold chain 2B. 3Optimize customer sub-warehouse models through warehouse network planning, inventory p lann ing and other system capab i l it ies to he lp customers reduce costs and improve quality in their supply chains.4Improve the efficiency of warehouse operations through technological empowerment, combine warehouse production
with optimal adjustment of shipping shifts to further improve order fulfillment time. 5Set up a digital logistics performance monitoring and response closed-loop management system to enhance the customer service experience.
In terms of pharmaceutical logistics: 1Build a pharmaceutical logistics service platform, linking production/commercial/retail pharmaceutical enterprises to build a medical service ecosystem, helping customers to expand their product flow while accessing pharmaceutical logistics business with the positioning of “product flow support”services, and grasping policy opportunities to estab l ish a “mu lt i-warehouse synergy”system in nat iona l pharmaceutical cold chain logistics, creating pharmaceutical industry ’s f irst th ird-party log ist ics w ith mu lt i-warehouse synergy capability. 2Deepen the business model of “unified warehouse and joint distribution”to provide customers with a four-way service of “factory –enterprise –hospital –laboratory” in the field of IVD (In vitro diagnostics) & biological samples.3Continuously extend scenarios in pharmaceutical e-commerce, pharmaceutical companies, vaccines and other areas to constantly improve product service capabilities and expand market share.
(5) Strategy for Intra-City instant delivery:
SF INTRA-CITY will continue to focus on high-quality growth by leveraging its strength and adhering to the development philosophy of “high quality, efficiency and multi-scenarios”. 1 Insist on building an ecology for providing intra-city localized life services together with private brands and public traffic platforms, and deep ly cu lt ivate serv ice capab i l it ies cover ing mu lt ip le scenarios, areas, time ranges and distances. 2Continue to expand self-owned traffic to provide industry-leading professional real-time fulfillment services for individual consumers. 3Invest in building core capabilities for long-term operation, especially foundation capability building, technological capability innovation and internal operation efficiency improvement. 4Continuously improve profitability and capital generation capacity.
(6) Strategy for supply chains and international:
In terms of international express delivery, we will continue to cultivate express and cross-border e-commerce logistics in Southeast Asia, extend to the Asia-Pacific region and enhance the competitiveness of our products in Europe and the United States, lay out emerging regions around the world and expand our business scale: 1Focus on the construction of the three core networks of “air, customs, and terminal”in international express delivery, and build a stable and efficient global network foundation by upgrading the operation mode of air routes and encrypting the airline network, investing in the construction of core customs resources , and comb in ing mu lt i-channe l resources for terminals. 2Focus on the two product segments of international express delivery and cross-border e-commerce log ist ics to improve the product matr ix , ad just the cost structure, and build advantageous service barriers in Southeast Asia and the Asia-Pacific region. 3Focus on upgrading the customer experience, optimizing the order placement tools, and accurately promising the time efficiency to provide customers with convenient and reliable services. 4Build an standard and operation monitoring system for end-to-end service integrate the whole process at home and abroad, improve the service quality management system, and provide stable protection for enterprises’cross –border business.
In terms of international freight and freight forwarding, the Company will continue to leverage on the synergy effect and take advantage of the Company’s large customer base to seek new market opportunities, develop more specific cargo routes, and redesign the existing service portfolio to explore more target industries with potential. By making full use of SF’s air and land transportation resources, the unique market position and multi-modal transport solution capabilities of the Company in Asia will be integrated to further enhance its business competitive advantages.
In terms of supply chains, we will continue to strengthen the integration of the supply chain organization with other business segments, create high-standard customized supply chain solutions around the core needs of customers and implement them to enhance the competitiveness of the Company’s supply chain services; deploy technology products according to the differentiated needs of customers in the industry, empower customers to upgrade their digital ecology and intelligence, and build an end-to-end, intelligent, integrated and convenient supply chain system. We will also leverage digitalization to continuously improve operational efficiency, create marginal effects and empower the entire supply chain ecology.
4 Company risks and countermeasures
1. Market risk