Express companies innovate' operational front', can the new model affect the development of the industry?

Can a new operating model be popularized nationwide?

A fire broke out in June 20 1 17, and Beijing launched a 40-day special campaign to investigate and clean up potential safety hazards, covering all regions, industries and enterprises in Beijing. In this context, the business premises and warehouses of express outlets bear the brunt and become the targets of centralized inventory, ban and demolition. According to Shuang Yi, at that time, the logistics express delivery enterprises in Beijing were affected to varying degrees, and more than half of the outlets of "Tongda Department" were affected by this, and the warehouses were facing the dilemma of being demolished or relocated. By the beginning of 20 18, more than 20% warehouses and sites of express delivery outlets in Beijing have been relocated or dismantled, and the operation of express delivery in and out of Hong Kong can only be carried out in the open air, with very difficult conditions.

At present, for outlets in first-tier cities such as Beijing and Shanghai, it is difficult to rent venues and the high rent has become an obstacle to their development. The shortage of operating space, high warehouse rent and high operating cost make the operation of outlets on the verge of life and death. At the end of 20 17, on the one hand, in order to cope with the severe realistic environment and stabilize the operation of grassroots outlets, on the other hand, consider the survival of grassroots outlets and fully benefit and serve them. A courier company in the industry pioneered the "pre-operation" mode of express mail entering Hong Kong, which provided an effective solution for outlets without site warehouses.

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The pre-operation mode of incoming parts refers to moving the incoming parts operation link of outlets forward to the transfer center for completion. That is to say, outlets put sorting cages at the carriages of their respective vehicles in the transfer center, and directly complete the sorting and dispatching of inbound parts at the central site, and then collect the parcels and pull them to the delivery area and distribute them to the corresponding couriers. In this way, the operation of the inbound part of the network will not be restricted by the site, and whether there is a site is no longer the most headache for the network.

Take a express outlet in Beijing as an example, with an average of 6,000 tickets entering Hong Kong and 3,000 tickets leaving Hong Kong every day. The original business site and office area are * * * 200m2, and the annual rent is about 500,000. After the pre-operation of imported parts is implemented, the original operation site can save half of the use area, and the corresponding rental cost will be reduced by about half only by renting office space, saving about 200 thousand every year. In addition, after the incoming parts are finished in the center, the vehicles in the outlets are docked with the couriers in the distribution area, which saves the sorting and scanning links and saves about 1 hour of operation time compared with the original.

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Express outlets to implement pre-operation mode must meet the following requirements:

1. The transshipment center has sufficient site support. To implement the pre-operation mode, outlets must place their own sorting cages in the vehicle pickup compartments of the central venue to meet the needs of express sorting and parcel collection.

2. Information system support. When the operation of the inbound part of the outlet is moved to the central venue, it includes the operation of express sorting and parcel collection, and in this process, it is easy to have problems such as express misclassification and loss. Therefore, the supporting role of IT system is very important.

A courier company that is the first to promote the pre-operation mode in the industry, the IT system used in the pre-operation of outlets is very powerful at present, and it has been connected with its own core business system. After the system is integrated, it can realize data exchange and monitor the whole operation link, and the operation is very simple. It not only supports "one-click delivery" to the corresponding courier, but also can distribute the express mail directly to the courier, and then collect the parcels and transport them to their respective delivery areas for traceability. The visualization of each node system effectively controls the problems of misclassification and loss of express mail, and avoids the phenomenon of unclear division of responsibilities and buck passing.

On the one hand, the implementation of the pre-operation mode of outlets in the industry has greatly saved the expenses of venue rental, reduced the operating costs of outlets, and effectively solved the problems faced by outlets, such as hard to find venues and high rents. On the other hand, the operation of incoming parts is advanced, which saves the operation links of outlets, indirectly shortens the operation time and speeds up the delivery time of couriers.

The pre-operation mode pioneered by a courier company in Beijing provides a reference mode for the operation of courier outlets in most cities in China, which is worth learning and learning from peers. The innovative launch of this model is a great boon for express outlets that struggle in the main urban areas of first-and second-tier cities, stay away from transshipment centers and "receive less and send more". It is suggested that the headquarters of major express delivery enterprises should fully consider the living conditions of grassroots outlets, actively plan outlets to meet the "pre-operation" site conditions, and alleviate the problem of high rent pressure of outlets.